The best ideas for nurturing young leaders are right here. Champions of youth development regularly participate in our global competitions, and from three different contests, come these favorites that meet the high expectations and irrepressible optimism of the Changemakers community.
Free Speech in Pursuit of Peace
Young journalists and activists in the Middle East and Northern Africa are using the internet to unite cultures and sound off against conflict. Staples Youth Social Entrepreneur competition finalist, MideastYouth, founded by a 22 year-old activist, provides a multi-media platform where 180 young bloggers can raise their voices to escape silence and oppression.
Soccer for Bigger Goals
Playing on the soccer field is just like navigating the workforce—players must be sharp and able to work together. The creators of A Ganar, a Sport for a Better World competition finalist, understood the practical skills that can be learned through soccer, and created a program to help at-risk youth in Latin America find employment. Through soccer gammes, A Ganar teaches math, vocational skills, and language training to secure brighter futures for 16 to 24 year-olds.
Showing Young Men a Better Way
Since 1988, Massachusetts-based outreach program, Roca, has transformed the lives of young men heading down a road of self-destruction. Roca has allowed more than 15,000 young people involved in criminal activity to start fresh through support, peer mentoring, and employment opportunities. This innovation was selected as a finalist in the 2008 Young Men at Risk: Transforming the Power of a Generation competition.
Created on 08/20/2012 by AMES
Climate Matters is an intergenerational participatory media & outreach project that plants seeds of understanding and nourishes the next gen. of land stewards.
Organization: Access to Media Education Society (AMES)
Visit websitemore ↓↑ hide↑ hideOrganization Name
Access to Media Education Society (AMES)
Organization Country
Canada, BC, Galiano Island
Country where this solution is creating social impact
Region in BC where your solution creates social impact
Vancouver, Coast and Mountains, Northern British Columbia.
Is your organization a
Non‐profit/NGO/citizen sector organization
How long has your organization been operating?
More than 5 years
The information you provide here will be used to fill in any parts of your profile that have been left blank, such as interests, organization information, and website. No contact information will be made public. Please uncheck here if you do not want this to happen..
read more↓↑ hide↑ hideSelect the stage that best applies to your solution
Idea (you're poised to launch)
How long have you been in operation?
Operating for more than 5 years
Which of the following best describes the barrier(s) your solution addresses? Choose up to two
Cost, Equity.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
“Climate Matters” addresses the need to:
• Nourish the skills-base of the next generation of land stewards and community leaders—especially Indigenous youth who live in rural/remote and under-resourced (in terms of programs and amenities) BC communities that are disproportionately impacted by large-scale resource extraction projects.
• Create platforms for marginalized BC youth to have their stories, perspectives and ideas voiced, amplified and widely circulated,
• Provide schools and communities (particularly those in rural BC) with affordable access to engaging workshops and dialogues that are facilitated by local young people whose experience of the current climate challenges are grounded in local knowledge and experience.
The Solution: What is your solution? Be specific!
“Climate Matters” :
Make a significant investment in the leadership skills and civic engagement capacities of 24 youth from 8 Indigenous communities by providing them with a fully subsidized opportunity to:
• work with accomplished peer-mentors to create 6 digital stories that focus on climate problems and solutions.
• gain extensive facilitation skills and work experience, and
• develop and deliver workshops that help spark community and school based discussion about current environmental challenges and inspires motivation for change.
Creates engaging local (schools), regional (community dialogues), provincial and global (traditional and social media platforms) contexts in which youth-created digital stories can be presented and used to launch ‘courageous conversations’ about our shared climate and the resources that sustain us all.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
The primary activities of “Climate Matters” are:
• Media production, facilitation training & workshop development
• School based workshops & community dialogues
• Media/social media dissemination
AMES media training is based on mentorship and project-based learning models. Our facilitation-training approach is rooted in peer-education & models youth leadership & initiative ‘from the ground up’.
Overall, Climate Matters has been designed to engender concentric circles of impact that begin with the nurturing of individual creative expression and small group collaboration, leads to the engagement of students/schools and extends to the broader community and ‘general public’.
We witnessed the positive ripple effect that can happen when spaces are created to hear authentic youth-voices at the ‘Community Dialogue’ that AMES hosted in Port Alberni (June of 2009). People from all walks of the community (many of whom had been political adversaries) gathered. Many of them came only because they were ‘called upon’ by the young people in their community—to watch their videos, listen and ultimately to rise above their own prejudices and ‘camps’. Among the most concrete of dialogue outcomes was the local Superintendent committing to make anti-racism education mandatory from K-12.
Young people walked away from that dialogue believing that their voices and visions mattered and that they could make a difference. Though the particulars will differ in each community, we will employ similar strategies in the 8 “Climate Matters” Dialogues,ideally resulting in similar outcomes.
The Marketplace: Who are your peers and competitors? Identify others working to address the same needs as you and indicate what sets you apart from them.
What makes us distinct from other media-focused orgs is the anti-oppression framework we work within and that we’ve been cultivating relationships and best practices for 16 years. The networks and know-how we’ve developed to do outreach in schools, for example, has expanded the reach and ‘shelf life’ of the digital stories created and enhanced the skills our participants develop. Our programming also changes to meet the evolving interests & needs of our participants. This means our relationships with participants last longer than in ‘shorter format programs’, that the potential for life learning is deepened and that our priorities have shifted from being about helping marginalized youth make films to guiding them to become creatively and politically engaged citizens over the long-term.
This Entry is about (Issues)
read more↓↑ hide↑ hideFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
AMES began with the simple goal of providing people from communities that tended to be invisible or grossly misrepresented in the mainstream media with access to media training so they could tell their own stories. In that first year (1997) we ran a series of one-week intensives for: street involved, LGBT, Indigenous, Of-colour and HIV+ youth.
We quickly realized that the work being created had the capacity to go beyond validation of individual experiences; that it held the power to educate and even activate others. Thus began the move to educational outreach, peer-based facilitation training & workshop delivery.
The ‘aha’ moment behind “Climate Matters” came a couple of years ago when it became increasingly clear that our focus on social justice wasn’t doing ‘justice’ to the environment; that our scope of engagement had to expand to include reflection not only on solutions to improve the ways we relate to each other, but how we relate to the land and its original inhabitants.
Please describe the goal of your initiative; outline what you are trying to achieve
The big picture goals of Climate Matters are:
1. To contribute to a climate justice movement that is based on the primacy of Native self-determination and which emphasizes accountability, responsibility, and action, rather than paralyzing guilt.
2. To plant seeds of understanding within the broader community while cultivating the capacities of the next generation of land stewards and community leaders.
At the heart of this project is the belief that the production of powerful digital stories is as important as the creation of engaging contexts in which they can be presented; that extensive, youth-led and creatively facilitated workshops and dialogues are essential aspects of broadening the constituency of the climate justice movement and engaging future community leaders.
What has been the impact of your solution to date?
Since our inception in 1997 over 650 people have participated in over 30 customized arts-based empowerment programs and produced hundreds of digital stories, PSAs and animations. Many of these have been viewed by hundreds of thousands (on TV, at film festivals, in schools, on the web). Most recently AMES launched YouthMADE (the successes of which Climate Matters is built upon) which saw 19 culturally diverse youth creating 7 videos about racism and discrimination that were featured in 150+ youth-facilitated workshops and dialogues that reached over 3000 youth and 250 educators throughout BC in 2011 and 2012.
Given the urgency of issues “Climate Matters” addresses, the diverse communities we are engaging and the broad-based interest in the topic, we anticipate the reach and impact of Climate Matters to be even more significant—both in terms of the number of people it reaches and its potential for community mobilization.
What is your projected impact over the next five years?
We expect to reach and impact the following:
• 45 “Climate Maters” participants staff and community partners
• At least 2500 students and teachers through the delivery of up to 100 “Climate Matters” workshops in schools.
• Up to 500 people (representing diverse stakeholders) through 8 Dialogues in participating communities (the majority of which are in rural BC).
• 100,000 people through media & social marketing campaigns.
The indicators we will be using to assess the impact of this project on the media/facilitation training participants, workshop participants and Dialogue attendees are:
• Increased knowledge of links between climate/social justice
• Increased motivation for change
• Increased action/participation in climate justice work.
What barriers might hinder the success of your project? How do you plan to overcome them?
Climate Matters entails significant transportation, staffing, accommodation & food costs. As such we anticipate funding to be the greatest challenge with this project. We will seek to overcome this hurdle through a combination of: i) diligent funding efforts, ii) sourcing in-kind support from community partners, iii) exploring income generating options, and iv) soliciting donations from the communities we are working with (and beyond).
We are also concerned that the clout that corporations have, many of whom are deeply invested in the resource intensive projects that will likely be referenced in the “Climate Matters” videos, may dissuade funders who have historically supported our work. If this is the case, we will creatively problem solve ways of doing more with less.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Task 1
MEDIA PRODUCTION: March / April 2013 - 24 Indigenous youth gather for a 7-day media intensive & make 6 digital stories
Task 2
FACILITATION TRAINING: May 2013 - 24 Indigenous youth get 3 days of intensive facilitation training
Task 3
WORKSHOP DEVELOPMENT: May 2013 - 24 Indigenous youth & 5 settler/allies create 8 workshops for schools and community dialogue
Now think bigger! Identify your 12-month impact milestone
Task 1
WORKSHOP DELIVERY: June: 2013 – June 2014 - 100 workshops (delivered in pairs) in schools in at least 8 BC communities
Task 2
COMMUNITY DIALOGUES: June: 2013 – June 2014 - 5 community dialogues engaging diverse stakeholders in at least 8 BC communities
Task 3
SOCIAL MEDIA CAMPAIGN: Sept-Dec. 2013 - Extensive 'glocal' social media campaign
read more↓↑ hide↑ hideTell us about your partnerships
At the time of this submission, the following organizations have committed to partnering on Climate Matters: UBC, Yinka Dene Alliance, Old Masset Youth Program, the VSB, First Nations House of Learning and the Gulf Islands Film and Television School. Once we have secured a greater share of the funds for Climate Matters, we will develop more formal partnerships with school boards and community-based organizations in each of the 8 participating communities.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
The communities we are proposing to collaborate with have been determined through a combination of existing networks and the communities interest in using digital storytelling to draw attention to local environmental concerns. The regions that have confirmed their interest in participating are: Haida Gwaii, Nadleh Whut'en, Nak'azdli, Takla Lake, Saik'uz, and Wet'suwet'en. Interest in this program has also been expressed by youth-groups in Meritt and Houston, the Tahltan/ Skeena River area and Musqueum territories.
What type of operating environment and internal organizational factors make your innovation successful?
Despite surviving without ‘core funding’ for 16 years, we have an impeccable record for ethical & fiscally responsible project management. We know how to get creative when funding evaporates and we’re small enough to be flexible and responsive to the needs of the communities we work with. Our long-term collaborations with a diverse team of artists, activists, academics and educators also means we’ve got a talented and committed ‘talent-pool ‘at the ready’.
And last but not least, our location is our ‘secret weapon of success’! Galiano is an ideal place for people to get inspired and immersed: people feel safe, awed by and connected to nature and far away enough from the daily grind to deeply reflect and experience uninterrupted creative momentum.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
We have media skills, networks, brilliant mentors and lots of ideas, but we could always benefit from more!
And we are open sharing whatever we've got with others (as long as it doesn't mean tipping that oh-so delicate life/work balance).
Escape The Box is a poverty alleviation tool for the inner city males that live and die in impoverished areas throughout the United States mainly due to social-economic factors. It gives them the opportunity to venture outside of the their communities and travel to other geographical area to explore entrepreneurial opportunities. These young men will team up with young men in their host location and examine the possibility to indulge in some form of import and export business.
Invest2Innovate (i2i) is an intermediary organization that supports early-stage social enterprises and strengthens access to capital in new & untapped markets. We provide capacity development services to grow high-potential early-stage social enterprises, and connect them to the resources and capital to build their businesses. i2i partners with local and global organizations to strengthen the social entrepreneur and capital pipeline, developing innovative workshops, curriculum, networks, and competitions.
The friendship cube is a solution for teaching communication, navigation, memory, teamwork, literacy, and numeracy.
This project also has a Changeshop where you can read more about its latest progress.
Go to Changeshop: Friendship Cube.
Created on 08/17/2012 by Graeme Kilshaw
The friendship cube is a solution for teaching communication, navigation, memory, teamwork, literacy, and numeracy.
Organization: Friendship Cube Group
Visit websitemore ↓↑ hide↑ hideCountry where this solution is creating social impact
Region in BC where your solution creates social impact
Vancouver, Coast and Mountains, Vancouver Island, Thompson Okanagan, Northern British Columbia, Cariboo Chilcotin Coast, Kootenay Rockies, Columbia Basin.
Is your organization a
Not registered
How long has your organization been operating?
More than 5 years
The information you provide here will be used to fill in any parts of your profile that have been left blank, such as interests, organization information, and website. No contact information will be made public. Please uncheck here if you do not want this to happen..
read more↓↑ hide↑ hideSelect the stage that best applies to your solution
Growth (your pilot is up and running, and starting to expand)
How long have you been in operation?
Operating for 1‐5 years
Which of the following best describes the barrier(s) your solution addresses? Choose up to two
Equity.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
The Need: for global literacy. The Need: for access to tools for digital learning. The Need: to teach systems and skills relevant to 21st century jobs. The Need: to build self and community.
The Solution: What is your solution? Be specific!
The Solution: Our Friendship Cube Group Programs and Games
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
Presenting Friendship Cube Games & Programs to Elementary School Students across British Columbia
The Marketplace: Who are your peers and competitors? Identify others working to address the same needs as you and indicate what sets you apart from them.
We wouldn't claim to be independent of UNESCO or the United Way. From our perspective, we work in unity; the Friendship Cube Group being a service organization / agency that addresses the needs of the people.
This Entry is about (Issues)
read more↓↑ hide↑ hideFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
The discovery of the Friendship Cube was the result of thousands of years of humanity in a Spiritual Search for a tool that could enlighten and unite us. The symbols on the friendship cube rotate to create letters and combine to create word symbols. There are millions of potential symbols that all come from one cube... the friendship cube.
Please describe the goal of your initiative; outline what you are trying to achieve
Engage and empower young people to effect positive change across British Columbia and beyond.
What has been the impact of your solution to date?
The Friendship Cube Group has taught a new literacy to hundreds of group members. We have used our friendship cube to teach skills in literacy, numeracy, communication, navigation, strategy, memory, and teamwork... to hundreds of people.
What is your projected impact over the next five years?
Reaching out to thousands more people:
Helping people to make new friends, discover our true calling, and become a greater success... together.
What barriers might hinder the success of your project? How do you plan to overcome them?
We are really looking for quality media time. More than just a 30 second sales pitch for the Friendship Cube... what we need is a full fledged documentary video that introduces our friendship cube group activities.
We are sure that our Friendship Cube Group + activities will be more and more... featured in mainstream media.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Our success must be measured. Our digital learning initiatives could be tracked and judged / rated by every school we visit.
Task 1
Visit Schools across British Columbia
Task 2
Present data and gather opinions of teachers and students
Task 3
improve upon our Friendship Cube Group presentation and make it viable for BC wide implementation
Now think bigger! Identify your 12-month impact milestone
To develop a standard friendship cube group presentation that could be given to schools around the world
Task 1
To work with existing agencies developing digital learning initiatives
Task 2
To gather data from every presentation in order to continuously improve
Task 3
To share friendship cube programs and games for higher education
read more↓↑ hide↑ hideTell us about your partnerships
In our Friendship Cube Group, we call our partnerships, "Friendships"
We are an Alliance Enterprise, and our main current Industry Partnership is Emotiv.com
With the Emotiv EPOC neuro-headset device, we use our friendship cube software to type handsfree... just from our mind strait to the computer screen.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
Victoria British Columbia
What type of operating environment and internal organizational factors make your innovation successful?
The need to overcome language barriers. The new emergence of the semantic web. (Web 3.0) The simplicity of visual binary code and the language of the friendship cube.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Created on 08/16/2012 by Keeners Car Wash
We are a mobile car wash that is environmentally sustainable and we generate funding for homeless and at-risk youth programming.
Organization: Keeners Car Wash
Visit websitemore ↓↑ hide↑ hideCountry where this solution is creating social impact
Region in BC where your solution creates social impact
Vancouver.
Is your organization a
Non‐profit/NGO/citizen sector organization
How long has your organization been operating?
Less than a year
The information you provide here will be used to fill in any parts of your profile that have been left blank, such as interests, organization information, and website. No contact information will be made public. Please uncheck here if you do not want this to happen..
read more↓↑ hide↑ hideSelect the stage that best applies to your solution
Start-Up (a pilot that has just begun operating)
How long have you been in operation?
Operating for less than a year
Which of the following best describes the barrier(s) your solution addresses? Choose up to two
Access, Quality.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
We address two Needs:
1)Water is being depleted at an alarming rate and one of the biggest culprits is car washes. It takes an average of 57 Gallons or 216 Liters of water to wash a car using conventional methods. In addition, the water used is contaminated with soap and harsh solvents that are often not reclaimed and removed. Many of those chemicals end up in the sewer and storm systems and eventually the aquifers.
2) Homeless and At-risk Youth are in need of jobs and life skill training to help become full members of society. In the current marketplace, job experience is almost always needed and employers have a large pool of unbarriered individuals to choose from, making it difficult to find work.
The Solution: What is your solution? Be specific!
The solution to both needs is: Keeners Car Wash! We are operating a pilot project using steam technology to clean vehicles in Corporate lots in the Lower mainland. We reduce the water consumption to just 1 Gallon or 4 Liters of water per vehicle and use no soaps or chemicals. There is no run off and no waste. This business also creates jobs for youth to gain skills and experience and all the profits of our business go to support homeless youth programming through Directions Youth Services Center. We also envision a supportive work program to help with life skills and training in the near future.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
We set up partnerships with car sharing companies and small fleets to wash their vehicles, and corporate companies to deliver a concierge service to their employees. This generates the profits that are used to give back to Directions and their homeless youth programs. Through our daily activities we keep an eye on our environmental impact in all aspects. We currently use Steam as it does not require any soap or chemicals and significantly reduces the amount of water used.
The Marketplace: Who are your peers and competitors? Identify others working to address the same needs as you and indicate what sets you apart from them.
We are the only mobile car wash social enterprise in Canada. While there are many groups and organizations working to end homelessness, we are unique in our service field. There are other established mobile car wash companies as well as many hand and automated car washes, but none use the combination of environmental and social responsibility that we offer.
This Entry is about (Issues)
read more↓↑ hide↑ hideFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
Last year we were exploring ideas on how to increase our impact with youth and the environment. Someone suggested a Car Wash and an idea was hatched. After a bit of research into the field and the current technology we saw that there was a gap and a niche that was not being filled and Keeners was born.
Please describe the goal of your initiative; outline what you are trying to achieve
We envision building a livable, sustainable world where youth can reach their full potential. We will do this through innovative and environmentally sound business practices while delivering high quality mobile car wash services. We want to develop a supportive employment program for youth while being a profit generating business.
What has been the impact of your solution to date?
In the two months since starting operations we have saved 45,300 liters or 11,966 gallons of water and have provided on going part-time employment for 4 youth.
What is your projected impact over the next five years?
In 5 years we are planning on providing employment and job skills to 40 youth and help them transition to other future employment.
We will also be economically sustainable near our 3 year mark and by year 5 will have provided approximately $50,000 in order to support the pre-employment program SYJA at Directions Youth Services Centre.
What barriers might hinder the success of your project? How do you plan to overcome them?
Our competitors are able to provide a similar service at a lower cost which may make it hard to compete. We are overcoming this with a higher quality and consistent service. We stand by our service and all staff will be trained to be able to deliver this level of quality. Our branding and marketing address this issue as well.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Growing our business to servicing 6 lots and providing full time employment for all youth.
Task 1
Build a strong and stable clientele
Task 3
Implement and expand "Demonstrating Value Framework" with Vancity Foundation
Now think bigger! Identify your 12-month impact milestone
Begin our supportive employment programming
Task 2
Develop employment support framework
Task 3
Hire or gain access to part time employment support coordinator
read more↓↑ hide↑ hideTell us about your partnerships
Funding Partnerships: We currently have received start up funding through the Vancity Credit Union, Vancity Community Foundation, Enterprising Non-Profits and the Central City Foundation.
Current Service Partnerships: Electronic Arts and Modo Car Coop
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
What type of operating environment and internal organizational factors make your innovation successful?
As Keeners is operated out of Directions Youth Services Center, we are able to get support through administrative and overhead support reducing our overall costs. Family services operates 4 other successful social enterprises and has been able to provide admin and IT systems when needed to help ensure we are as successful as possible.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
We fully support collaboration and partnership through sharing of knowledge and experiences with other social enterprise ventures throughout the province. We would also be able to offer our services to any other non-profit that would like to get their cars cleaned.
Heilbronn Germany
49° 8' 33.6948" N, 9° 12' 39.1644" E
The German- Ugandan Society (Deutsch-Ugandisch Gesellschaft e.V. ; short: DeUga)driven by Doreen Kidza-Zentler is an non-profit organization which drives with passion the approach of help to help themselves with a large variety of projects initiatives:
Main goals are
-gaining active project participation in German population for help to help themselves in Uganda,
-donation sponsorship as a finacial basis or
-a direct responsibility for pupil sponsorship - eductaion as key for sustainable economic growth based on knowledge transfer
and very important:
Heilbronn Germany
49° 8' 33.6948" N, 9° 12' 39.1644" E
The German- Ugandan Society (Deutsch-Ugandisch Gesellschaft e.V. ; short: DeUga)driven by Doreen Kidza-Zentler is an non-profit organization which drives with passion the approach of help to help themselves with a large variety of projects initiatives:
Main goals are
-gaining active project participation in German population for help to help themselves in Uganda,
-donation sponsorship as a finacial basis or
-a direct responsibility for pupil sponsorship - eductaion as key for sustainable economic growth based on knowledge transfer
and very important:
Created on 08/16/2012 by hgrecafterschool
Our solution is FREE, quality, culturally relevant after school activities for children and youth of Haida Gwaii. Capacity building and youth leadership!
Organization: Haida Gwaii Rec After School Sport Initiative
Visit websitemore ↓↑ hide↑ hideOrganization Name
Haida Gwaii Rec After School Sport Initiative
Country where this solution is creating social impact
Region in BC where your solution creates social impact
Northern British Columbia.
Is your organization a
Non‐profit/NGO/citizen sector organization
How long has your organization been operating?
1‐5 years
The information you provide here will be used to fill in any parts of your profile that have been left blank, such as interests, organization information, and website. No contact information will be made public. Please uncheck here if you do not want this to happen..
read more↓↑ hide↑ hideSelect the stage that best applies to your solution
Growth (your pilot is up and running, and starting to expand)
How long have you been in operation?
Operating for 1‐5 years
Which of the following best describes the barrier(s) your solution addresses? Choose up to two
Access, Cost.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
Haida Gwaii is an isolated archipelago off the coast of the British Columbian mainland, home to 7 small communities and lacking positive options and outlets for positive youth engagement. Programs such as the After School Sport Initiative have become vital as it offers alternative options in the face of high rates of substance abuse, alcoholism, suicide and a lack of healthy after school choices. The vulnerable nature of Haida Gwaii’s youth population stems from the islands having an extremely high rate of children in care. Many individuals do not have the resources to engage in their environment in the responsible, fun and culturally relevant way the ASSI program promotes.
The Solution: What is your solution? Be specific!
Our solution is to offer FREE, quality, culturally relevant after school activities for children and youth. We aim to increase the positive aspects of physical and emotional health, create a safe space for vulnerable youth and promote healthy choices. We do this by encouraging fundamental sports/movement skills, creativity, positive mentorship and youth leadership. By hiring secondary and post secondary students as program leaders and assistants we also foster employable skills. To better serve the youth of our islands the ASSI program also offers community capacity-building such as Wilderness First Aid, Bronze Cross, Principles of Healthy Child Development, Run Jump Throw and Officiating courses. This facilitates community sustainability for current and future generations, and increases lateral community mentorship and growth. We bring folks together to model and lead by example, which, like any good shoot, sends sprouts out that become independent, thriving beings for years to come.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
The After School Sport Initiative was initially focused at three schools in two communities. George M. Dawson and Tahayghen in Masset and Port Clements Elementary in Port Clements. Due to catchment and the close knit nature of Haida Gwaii, children and youth from Tlell and Old Massett are also included in programs. The 2012/2013 school year brings the inclusion of Sk'aadgaa Naay Elementary School and children from Skidegate and Queen Charlotte. In previous years the programs were sports based, however for the 2012-2013 year we are able to offer arts based programs as well, drawing from the immensely talented population of Haida Gwaii and increasing inclusion of participants who may not have attended for sports only programs.
Our program targets children and youth ages 5-18. Throughout the school year the ASSI program offers sport and arts based activities during the 3 - 6 p.m. time period - a critical time when kids are often unsupervised and physically inactive. Programs have included surfing, aikido, MMA, rugby, and outdoor adventures. To reduce barriers in access the majority of our programs are offered at schools designated as neighbourhood learning centers. We also offer a healthy snack at each of our programs and free transportation to and from sessions. In hope to combat the distracted guardian, many of our programs are Drop In rather than Register only.
Many of our programs are culturally relevant, focusing on environment based recreation and promoting cultural transmission, intergenerational relationships and eco based knowledge and fitness.
The Marketplace: Who are your peers and competitors? Identify others working to address the same needs as you and indicate what sets you apart from them.
On Haida Gwaii, in the realm of youth engagement, there are no competitors, only partnerships. We work closely with the Old Masset Youth Program, Old Massett Youth Council, School District 50 as well as many other community supporters.
What sets the ASSI apart is its inclusiveness. We reduce barriers of access and increase availability of quality programming across Haida Gwaii. The ASSI program has been able to offer a venue for inter community relationships and friendships. Our programs include both Haida and non-Haida participants from the across Haida Gwaii. For many, the ASSI program is the first time on and off reserve children will interact before going to school together in Grades 5 and 8. The ASSI program creates an educational, athletic, and cultural venue for positive growth.
This Entry is about (Issues)
read more↓↑ hide↑ hideFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
The After School Sport Initiative stemmed from the 2010 Sports and Arts Legacy funding and was initiated in five communities across British Columbia; it has now grown to include 12 more British Columbian communities. Haida Gwaii was included in the pilot year and the ASSI was run in partnership with Haida Gwaii Recreation and School District 50. Community, sport and cultural development Minister Ida Chong states that “through the After School Initiative, we can help students, who might be prevented from participating because of barriers such as transportation costs or fees, play and become passionate about sport.” “We want every kid in B.C. to have positive self-esteem, a supportive network of friends and a safe place to develop their physical skills," says Minister Chong. "Sport helps them accomplish that.”
Please describe the goal of your initiative; outline what you are trying to achieve
The goals of the After School Sport Initiative are to provide safe, fun and quality programming for children and youth leading to healthy lifestyle choices, and long term positive behavioural change, as well as to foster positive school and community relationships.
A secondary goal is to grow on island capacity to support the child and youth population of Haida Gwaii.
What has been the impact of your solution to date?
Approx. 150 children and youth participate in the ASSI each school year. The impact of our programs can be seen on a programming, school, community and island wide scale. In programs the differences in ability are visible between the start and end points of programs. At school our programs give the participants something to look forward to and channel their energy into. Many of our programs offer a safe place for positive modeling and mentorship between older and younger students; this leads to a more closely knit school environment and strengthened relationships. Our programming also fosters mentor-student trust and builds relationships at a community level. Youth are making healthier social choices. The ASSI program integrates on and off reserve children, sometimes for the first time. Similarly our programming allows for the joining of children and youth from across HG who would not otherwise interact, allowing for friendships to be created before they enter a combined high school.
What is your projected impact over the next five years?
The projected impact of the ASSI program is growth towards a healthy Haida Gwaii child and youth population. It is our hope that the ASSI programs will offer an alternative to alcohol and drug use and create positive self esteem and identity leading to reduced levels of self harm by Haida Gwaii youth. By continuing to employ secondary students and offering island wide capacity building workshops and courses the ASSI will also impact the workforce on HG and create increased settings for youth leadership and mentorship. We would like to have an increased intergenerational component by offering more locales for the transmission of culturally relevant knowledge between elders and youth. The ASSI program projects the continued increase of community currency, wealth and island community health.
What barriers might hinder the success of your project? How do you plan to overcome them?
Limited programming later at night and a complete lack of programming on weekends and during the summer is a barrier of our programming. To combat this we have expanded from the set hours of 3-6 to offer a drop in teen gym as well as evening teen surf events. We also have collaborated and created partnerships to cover these time frames. A second barrier is the low teen turn out regardless of face to face meetings and inclusion in program development. We will continue discussion while tailor making programs and increase number of programs with proven turn out.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Establish a strong third year of After School Sports Initiative programming across Haida Gwaii
Task 1
Integrate Arts and Culture programs into existing programming
Task 2
Get programs up and running at Sk'aadgaa Naay Elementary School
Task 3
Increase secondary school level participation
Now think bigger! Identify your 12-month impact milestone
Contribute positively to the long term child and youth population of Haida Gwaii
Task 1
Fostering of postive mentorship/relationships between community members/elders and children/youth
Task 2
Continued facilitation of community sustainability for both current and future generations through on island capacity building
Task 3
Increased creation of safety networks for vulnerable youth
read more↓↑ hide↑ hideTell us about your partnerships
Community partnerships are integral to the success of Haida Gwaii, and the After School Sport Initiative is no different. We have collaborations with School District 50, Old Masset Youth Program, Old Masset Youth/Village Councils, Skidegate Youth/Band Councils, the RCMP, Success by 6, Early Childhood Youth Development Table, Literacy Haida Gwaii, the North Beach Surf Shop, Mount Moresby Adventure Camp as well as many other community groups which are essential to the success of the ASSI program.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
This year we have expanded our program to reach the children and youth of Skidegate, Queen Charlotte and Tlell by offering programs at Sk’aadgaa Naay Elementary School. We continue to target the vulnerable youth of Haida Gwaii focusing on both those of aboriginal and non aboriginal decent.
What type of operating environment and internal organizational factors make your innovation successful?
Internal organizational factors such as the shared use facility agreement with SD50 as well as the infrastructure of the small yet established Haida Gwaii Rec allows for our innovation to succeed. The operating environment of Haida Gwaii is one of cohesion, culture and cooperation. The sense of community transcends individual village borders and encompasses that of the whole islands. Without this the ASSI would not be as successful.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
The ASSI program is always looking for community members to share their talents with Haida Gwaii children and youth. Please contact us if you are interested! Thankyou!!
Katalytik produced Set to Lead resources with WES and UCL Engineering.The program is about making fundamental change in the training of engineers to build confident, communicative engineers.
We now want to take this work beyond UK universities and enable access more widely and create a platform to showcase the women technical leaders filmed from within the project.
Created on 08/15/2012 by JPeat
Get Outside BC fosters a deep-rooted connection between BC youth and nature, so that they can be effective and committed environmental stewards.
Organization: Canadian Parks and Wilderness Society - BC Chapter
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Canadian Parks and Wilderness Society - BC Chapter
Country where this solution is creating social impact
Canada, BC, Cities/towns across B.C.!
Region in BC where your solution creates social impact
Is your organization a
Non‐profit/NGO/citizen sector organization
How long has your organization been operating?
More than 5 years
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read more↓↑ hide↑ hideSelect the stage that best applies to your solution
Established (past the previous stages and has demonstrated success)
How long have you been in operation?
Operating for 1‐5 years
Which of the following best describes the barrier(s) your solution addresses? Choose up to two
Access.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
Today’s youth will face a number of environmental issues as they grow older including the inevitable effects of climate change and loss of habitat. Research shows that youth who develop strong connections to nature when they are young grow up to safeguard it in the future. If younger generations are not connected to their natural environment, it is unlikely that they will understand the importance of ensuring our planet remains healthy into the future.
Youth in communities all over B.C. are spending an unprecedented amount of time indoors rather than exploring their nearby natural environment. Most youth can identify more corporate logos than local wildlife. Barriers to spending time outdoors include cost, inaccessibility and fear of the unknown.
The Solution: What is your solution? Be specific!
Get Outside BC is a collaborative project that strengthens youth attachment to B.C.’s environment by training and empowering young leaders from across the province. Forty 14-18 year olds take part each year and impact approximately 400 other youth in their communities. Since 2011, we have organized the project as an annual 3-phased program.
Every aspect of the program has authentic youth engagement at the forefront. Rather than telling the youth what to do and how to be a leader, the project is designed to enable the participants to discover their own sense of leadership and what it means in the context of connecting other youth to the outdoors.
There are many projects aimed at connecting youth to the outdoors, but very few offer follow-up engagement with their participants. Get Outside BC is innovative in the way that it is built around sustainability; we want to ensure that this group of leaders remains connected and continues to inspire other youth into the future.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
Get Outside BC has three phases, which all contribute to its success as an effective and sustainable project.
Phase I: Outdoor Leadership Youth Summit
Forty youth, aged 14 to 18, from across the province come together in July for a 5-day outdoor youth leadership summit in Squamish, B.C. The summit includes a night camping nearby, hiking, leadership training, discussions with ‘green job mentors’ and other outdoor activities.
Phase II: Youth-Led Outdoor Events
After the Summit, the youth go back to their communities to plan and host their own outdoor events, to inspire other youth in their communities to get outside. The youth are eligible to receive $200 in funding from the project to fund their events. Examples of events include beach and park clean ups, outdoor concerts, and multi-day hiking trips. Some events have had 10 youth attend, others had over 100!
Phase III: Regional Reunions
In October, regional reunions are held throughout the province where the youth reunite in their regional groups to talk about and learn from one another’s events and plan for the future. Each of the reunions are connected via videoconferencing so the youth have a chance to connect with everyone once again.
Each of the communities where the youth's events take place benefit from the community building and the opportunities to connect to nature that the events provide. This increased connection will undoubtedly lead to communities that are more interested in safeguarding their environment and therefore the health of their citizens into the future.
The Marketplace: Who are your peers and competitors? Identify others working to address the same needs as you and indicate what sets you apart from them.
Other outdoor leadership programs include the Robert Bateman Get to Know program and a nearby leadership program called LEAP. In the US, there is a program called Outdoor Nation.
What sets Get Outside BC apart lies in its collaborative nature, its youth-led approach and its sustainability as a project.
Get Outside BC is run collaboratively with other organizations; the project really benefits from the various strengths that each organization brings.
Get Outside BC empowers youth rather than informing them. The youth are able to form their own leadership style and execute their events to their liking.
The project is sustainable since the 40 youth form a network across the province that stay in touch, plan future events, and continue to plan ways to get other youth outside.
This Entry is about (Issues)
read more↓↑ hide↑ hideFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
We have had many “Aha!” moments, many of them occurring during Phase II events. During Phase II, it is evident to see the passion and excitement that the participants have gained from the Summit - each youth presents their own unique story that makes us, as founders, proud to be involved in this project.
One year there was a youth participant who showed up to the Summit disengaged and lacking excitement for the project. About half way through the summit the participant came up to one of the staff and said: “I’m going to go home, work with other kids in my community, and change my life around.” For the rest of the Summit the participant became fully engaged in the programs and has since returned to their community and hosted a successful event to get other youth outside. These are the types of moments that make us proud to be a part of this project.
Please describe the goal of your initiative; outline what you are trying to achieve
By empowering youth from across B.C. to inspire other youth to spend meaningful time outdoors, Get Outside BC ensures that multiple generations are connected to nature and understand the importance of protecting the environment, so that ecosystems remain healthy and intact into the future.
In addition to qualitative goals, the project has quantifiable goals and provides measurable results in the short term. Forty 14 to 18 year olds will participate in the project each year, and it is our hope that the project will reach approximately 400 additional youth all over the province each year. As shown from the first year of the project, the goals and objectives of this project are reachable over one year and can be well evaluated.
What has been the impact of your solution to date?
Each year we have had 40 youth participate in the project. This year, 5 ‘peer leaders’, who were youth from the previous year’s project, were able to participate and share their experiences.
Through evaluations from last year’s project, a total of 546 people were indirectly impacted by the project through the youth’s events. 100% of the participants said that they would participate in the project again if given the chance and 100% stated that they are currently, or would like to, plan another event aimed at getting other youth outside in the future.
This year, 275 youth have been indirectly impacted so far through the events, and there are still more events to come. In the 2 years of the project, 38 communities have been reached. The youth were also able to solidify a number of media stories about their events.
Many of the youth have gone on to participate in other impressive leadership activities, and have stated that Get Outside BC gave them the confidence to do so.
What is your projected impact over the next five years?
The project’s success will be measured by how many youth participate in the project each year(goal: 40), how many youth come out to their events (goal: 400 in total), how many other people come to their events (goal: 100 other people in total), how many youth secure media stories about their events (goal: 15), and how many youth participate in the regional reunions (goal: 30).
Long term evaluation involves tallying how many youth from the project remain actively involved in planning events, how many keep in touch with the other natural leaders, how many youth express interest in becoming involved in future Get Outside BC projects, etc. (goal: 30 each year total)
This means that over five years, 200 youth will be directly impacted, and at least 2000 indirectly.
What barriers might hinder the success of your project? How do you plan to overcome them?
Securing funding for the long term – We will work to keep our current funding partners engaged. We’ve also diversified our funding strategy (government, foundations, large donors) to help ensure that the project continues each year.
Participants may become disconnected from the project - We attempt to overcome this by using a variety of methods to engage with the participants after Phases I – III are completed. These include social media, conference calls, e-mail, a natural leaders website, events and more.
We may not have enough applicants from varying backgrounds – We have created relationships with organizations in different towns to help promote it locally, and use a wide variety of promotional methods to advertise the project.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Ensure funding and important partners are lined up for Get Outside BC 2013.
Task 1
Apply to and meet with new and current funders for the project and discuss their future involvement in the project.
Task 2
Meet with organizations that have expressed interest in getting involved to brainstorm and plan out their involvement.
Task 3
Attend at least 3 other youth and outdoors networking events to meet with and discuss potential partnerships.
Now think bigger! Identify your 12-month impact milestone
Increase the scope and impact of the Get Outside BC project in B.C. and beyond.
Task 1
Aim higher – Encourage and enable participants to host larger local events that attract more youth.
Task 2
Further the growing network of Get Outside BC leaders. Connect years 1, 2 and 3 digitally through an interactive gathering.
Task 3
Hold a workshop with CPAWS chapters throughout the country to enable them to form their own Get Outside projects.
read more↓↑ hide↑ hideTell us about your partnerships
Get Outside BC is greatly appreciative of the financial support it receives. Many of the primary sponsors also participate in planning and implementation of the project by sitting on the steering committee. To honour our sponsors, we include sponsor names and logos on all promotional materials, including participant t-shirts, stickers, brochures, and journals. They are also recognized on the Get Outside BC and CPAWS-BC websites, through social media, in promotional videos, and in the CPAWS-BC newsletter that reaches 10,000 wilderness lovers across B.C.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
We are targeting as many diverse populations across B.C. as possible. We have worked to ensure that there are First Nations participants, both rural and urban participants, and participants from visible minorities. The entire project is free for participants, so this helps to ensure that youth come from all corners of the province despite their economic status. Last year, 85% of respondents in our survey indicated that it was very important to their Get Outside BC experience that we ensured there were participants from communities across the province.
What type of operating environment and internal organizational factors make your innovation successful?
We have a board and senior staff who are very supportive of the project and put a lot of faith in the staff that run it. It is a primary focus of the organization to ensure that today’s youth are engaged in the environmental movement. Therefore, the organization holds this project as a high priority, which helps ensure its success.
CPAWS has a strong and committed volunteer base upon which we can call on people to help ensure roles are covered in planning, promotions, and throughout the actual project.
As mentioned in our 12-month goal, we are looking to spread the Get Outside project to other regions throughout Canada. CPAWS is a national organization with chapters in almost every province and territory; this will help immensely in spreading the project across Canada.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
CPAWS has chapters in almost every area of Canada, so we have multitudes of research and information on a wide variety of topics that we have completed and gathered over the years.
We have also participated in a number of collaborative efforts throughout the years and would be interested in learning about future collaborative opportunities that are relative to our organization's goals.
Created on 08/15/2012 by jmudry@cisphl.org
The mission of Communities In Schools of Philadelphia, Inc. is to surround students with a community of support, empowering them to stay in school and achieve in life.
Organization: Communities In Schools of Philadelphia, Inc.
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Communities In Schools of Philadelphia, Inc.
Organization Country
United States, PA, Philadelphia, Philadelphia County
Country where this project is creating social impact
United States, PA, Philadelphia, Philadelphia County
Gender of Innovator
Female
Is your organization a
Non‐profit/NGO/citizen sector organization
How long has your organization been operating?
More than 5 years
Has the organization received awards or honors? Please tell us about them
Communities In Schools’ evidence-based model was selected for the competitive Social Innovation Grant by the Corporation for National and Community Service and the Edna McConnell Clark Foundation. Our organization was also awarded the Multi-State Mentoring grant by the U.S. Department of Justice’s Office of Juvenile Justice and Delinquency Prevention. Communities In Schools was also featured in an 2011 article, “The Effect of Communities In Schools on High School Dropout and Graduation Rates,” written by ICF International researchers. The researchers found that Communities In Schools is the only dropout prevention organization proven to both increase graduation rates and decrease dropout rates.
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1.Communities In Schools of Philadelphia - Ladies of Learning
Select the stage that best applies to your solution
Established (past the previous stages and has demonstrated success)
How long have you been in operation?
Operating for more than 5 years
Which of the following best describes the barrier(s) your innovation addresses? Choose up to two
Access, Equity.
The Need: What problem are you trying to solve?
Ladies of Learning works to empower and support pregnant and parenting teenage mothers, who are often on their own and must balance school work, raising a child, working, and managing their finances. LOL seeks to increase the likelihood that these teenage mothers will stay in school, graduate high school, and go on to post-secondary education.
The Solution: What is your solution? Be specific!
Ladies of Learning works from the CIS five-step model to provide students with a one-on-one relationship with a caring adult, a safe place to learn and grow, a healthy start and a healthy future, a marketable skill to use upon graduation, and a chance to give back to their peers and community. The LOL program provides pregnant and parenting students with the support of personal mentors, the opportunity to attend educational seminars, college visits and meetings with college faculty, and the resources to apply to financial aid and post-secondary institutions. Participants in the program often attend the Community College of Philadelphia or other accredited post-secondary institutions after graduating. One-hundred percent of LOL’s 2011-2012 cohort graduated from high school, and eighty-five percent were accepted into post-secondary institutions of their choice.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
Ladies of Learning operates as a mentoring program in which exemplary parenting female students from CISP’s Education Leading to Employment and Career Training (ELECT) program gain college exposure and learn from mentors, speakers and college administrators. Students’ individual mentors serve as excellent models, having come from similar backgrounds while obtaining Masters or Doctorate degrees in their fields of study.
Students come from various Philadelphia public high schools to interact with Community College and Communities In Schools of Philadelphia staff during the school year in sessions on two campuses. Faculty members from the Community College of Philadelphia and case managers from CIS of Philadelphia aid students in gaining awareness in the areas of goal setting, college essay writing, career exploration, financial aid, and more. Participants have the chance to visit post-secondary institutions in the Philadelphia area and to work directly with staff members to understand expectations and enhance college readiness. Students attend a seminar series that educates students in the areas of financial aid, time management, and personal health and mothering. The series culminates in a ceremony with esteemed local leaders, who share their own paths to success.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
Educating Communities for Parenting (ECP) is an organization that recently bid to provide teenage parenting services in the School District of Philadelphia. ECP provides short-term support through parenting and child development workshops. The organization does not possess the capacity, personnel, or community partners necessary to compete with our excellent programming. In contrast, ELECT offers more intensive services, including home visits, mentoring, and academic support. CIS of Philadelphia provides long-term, year-round programming and has a significant number of community partners. Though ECP seeks to compete, they cannot offer the range of services and the long-term impact of CIS of Philadelphia.
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What solution(s) does your initiative address to better the lives of girls and women by leveraging technology? (select all applicable)
Access to technology, Access to education/training, Access to health care, Access to economic opportunity.
What has been the impact of your solution to date?
Since 2002, Ladies of Learning has made an impact in the lives of pregnant and parenting teenage mothers in the Philadelphia area. Several former participants and their family members have returned to volunteer their time with the program because of the difference it made in their lives. Participants often speak of the “new direction” it has given them, and the pride they feel because they were able to reach graduation and even pursue post-secondary education. The most recent cohort from 2011-2012 demonstrates the success of the program: participants had a 100% graduation rate, and 85% were accepted into post-secondary institutions of their choice.
What is your projected impact over the next 1-3 years?
Over the next 1-3 years, Ladies of Learning will seek to support 10-15 participants in the program each year. The program will work to increase the resources it provides to students with the goal of maintaining a 90% graduation rate each year, a 5% rate of second pregnancies during participation in the program, and a 100% college acceptance rate within each cohort.
What barriers might hinder the success of your project? How do you plan to overcome them?
The issue of finding sufficient funding is the largest barrier to the long-term implementation of Ladies of Learning’s goals and the potential expansion of its programming. Funding is particularly important to the program’s ability to retain compassionate and competent staff and to be able to provide scholarships and childcare to participants as they seek post-secondary education.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
In March 2013, the program will strive for 90 % retention of participants, and a 5% rate of a 2nd pregnancy.
Task 1
The program will offer incentives, such parenting books and materials, as well as gift cards, to reward participants who attend.
Task 2
Health education seminars and resources will be offered to students as preventive education for teen parenting.
Task 3
Mentors will be carefully selected before the program. Mentor-student relationships will be monitored throughout the year.
Now think bigger! Identify your 12-month impact milestone
The program will work toward a 100% graduation rate and 100 % acceptance to post-secondary institutions.
Task 1
A strong support system will be put in place to provide academic tutoring, mentoring, and guidance with setting future goals.
Task 2
Mentors from CCP and CIS of Philadelphia, will assist students with applications, applying for FAFSA, and evaluating schools.
Task 3
Staff from CIS of Philadelphia will educate students about health and contraceptive choices and providing guidance.
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
Ladies of Learning was created in 2001 in partnership with the Community College of Philadelphia to meet a felt need in the community: increasing the graduation rate of pregnant and parenting teenage mothers in the School District of Philadelphia to empower them to stay in school and go on to post-secondary education so that they can achieve in life. CIS of Philadelphia had already implemented the ELECT program, which provides students in need of pregnancy support with referrals to health care and child care services; however, staff members realized they could further support female students who showed exemplary progress by providing them with college preparation and one-on-one mentoring with community leaders who share similar life experiences. Thus, the Ladies of Learning program was created.
read more↓↑ hide↑ hideTell us about your partnerships
Ladies of Learning has been in partnership with the Community College of Philadelphia since 2001, when the first cohort began, and involves mentoring partners from the Philadelphia area.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
LOL will use the monies to potentially provide mini book scholarships or provide other assistance ( eg purchase of flash drives, book bags, partial freshman tuition deposit, application fees, gift certificate for bus or train fare, etc) for students pursing post-secondary studies.
Created on 08/15/2012 by AreebahShahid
Approximately 25 words left (140 characters).
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Gender of Innovator
Female
Is your organization a
Please select
How long has your organization been operating?
Please select
Has the organization received awards or honors? Please tell us about them
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All-Girls Internet Cafes for Marginalized Young Women and Girls
Select the stage that best applies to your solution
Idea (you're poised to launch)
How long have you been in operation?
Still in idea phase, but looking to launch soon
Which of the following best describes the barrier(s) your innovation addresses? Choose up to two
Cost.
The Need: What problem are you trying to solve?
According to a safe estimate there are at least 20 million active internet users in Pakistan. For a third world country this specific statistic serves as a healthy indicator, highlighting the growing trend of free flow of communication. That said, it is important to point out here that of the 20 million internet in users in Pakistan only 31% are females.
This disparity is, to a great deal the result of the socio-cultural norms prevalent in the country where the girl child conventionally has limited access to education and restrictions on her mobility further serve to deprive her from essential access to information and communication technologies such as the internet.The male child, even in a rural or slum setting is likely to have access to computers and internet through the network of in
The Solution: What is your solution? Be specific!
Accordingly, as part of the proposed action 2 rural/slum areas (one in the capital Islamabad and the other in Punjab province) will be selected. A group of 40 women (having at least a high school degree) will be provided training in computers and internet. Upon completion of the training an all-girls internet cafe will be set up and run by the top 3 women from each lot where young girls will be provided basic computer and internet literacy free of cost in addition to access to the internet on nominal charges. For the first year the six selected women will serve as salaried employees under the supervision of 2 female supervisors while at the end of the project both the facilities will be handed over to them.
The proposed action will provide the girl children and young girls in the target areas with access to unrestricted flow of communication and information through the internet, which they would otherwise never be able to have. Moreover, they will also become economically empowered.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
Community Sensitization
Community influencials (such as local Member of Parliament – MNA; government officials; school teachers and religious scholars) will be taken onboard to sensitize the target communities with regard to the importance of basic computer and internet literacy for girls and young women.
Recruitment of Trainers
2 female computer/internet trainers will be recruited (one for each target area). Upon the completion of the training to the initial batches (comprising 20 women from each target area) they will be deployed as internet cafe supervisors for an additional period of 6 – 8 months.
Training of Local Females
A group of 20 women from each target area will be provided training in computer and internet literacy. Upon the completion of the 3 months’ certification, the three best students from each of the two groups will be provided on-job training to run an all-girls’ internet cafe.
Establishment of All-Girls’ Internet Cafe and Computer Training Centers
Two all-girls’ internet training centres cum internet cafes will be established one in each of the target localities. As explained, the 3 best students from the original groups of trainees will be responsible for running these internet cafes with the help of cafe supervisors. At the end of the one-year period, the facilities will be handed over to facility managers and from there on they will manage the facilities as their own micro-enterprises.
Philanthropic Workshops
A philanthropic workshops will be held to meet resource gaps of the project.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
most organizations working vis-a-vis promotion of ICTs have not been able to device an initiative through which young girls in traditional/remote settings can be effectively included.
Other organizations such NGOs, INGOs and educational institutions will serve as potential allies. Thus, beneficiaries of the computer and internet trainings will be linked with NGOs, INGOs and academia in a bid to ensure that they are aware of the ready pool of human resource that can be involved in any research studies (as for instance key punching data operators) that they may undertake. During each meeting a representative from the 6 selected women will be taken along who will serve as the focal person for communication between the local community and the NGO/academic organization from there onwards.
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What solution(s) does your initiative address to better the lives of girls and women by leveraging technology? (select all applicable)
Access to technology, Access to education/training, Access to economic opportunity.
What has been the impact of your solution to date?
The proposed project is still at the idea level.
What is your projected impact over the next 1-3 years?
The project beneficiaries will include 20 women from the local community who will receive comprehensive computer and internet-literacy (6 of whom will also become owners of the 2 internet cafes/training centres). Additionally, during the project life cycle 160 (80 girls from each target area) will further receive training in basic computer and training literacy and will be provided an avenue through the cafe to ensure that they continue to enjoy access to unbound information and communication through the cafe.
What barriers might hinder the success of your project? How do you plan to overcome them?
the conventiaonal/patriarchal communnities with regard to the education and mobility of girls can serve as the primary hurdle. To tackle this hurdle community sensitization workshops will hold special significance as they will set the tone for community support for the proposed initiative and will ensure that the possibility for resistance by the local communities on religious and/or cultural grounds is significantly minimized throughout the life of the intervention.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Task 1
identification of target communities.
Now think bigger! Identify your 12-month impact milestone
Task 1
Training of 40 local young girls in computers and internet.
Task 2
Establishment of all-girls internet cafes and training centers.
Task 3
Mobilization of resources through local philanthropists to support the last 6 months before handing over.
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
The mushroom growth of mobile users in Pakistan has significantly increased women's ability to communicate, thus denting the traditional hold of the male patriarch on women/girls' communication.
However, owing to various socio-econo-cultural reasons, most girls in Pakistan remain deprived of knowledge of and access to internet. During my field visits to remote communities of the country (as part of my job) the aspiration of young girls to have computer literacy instantly inspired the idea of how their lives can be completely revolutionized (educationally, economically and socially) by just providing them easy access to the internet!
read more↓↑ hide↑ hideTell us about your partnerships
Currently there are no formal partnerships.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Created on 08/15/2012 by GirlGeekCoffees
"Girl Geek Coffees (GGC) provides meaningful interpersonal support to female students and early career in ICT and related STEM fields."
Organization: Girl Geek Coffees (GGC)
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Australia, XX, Queensland, New South Wales, Victoria, Australian Capital Territory, Adelaide, Western Australia, Tasmania, Darwin, and overseas
Gender of Innovator
Female
Is your organization a
Non‐profit/NGO/citizen sector organization
How long has your organization been operating?
1‐5 years
Has the organization received awards or honors? Please tell us about them
Awards:
2012, 2011 – iAwards Women of the Year (Finalist)
2012 – Vic ICT for Women of the Year (Finalist)
2011, 2010 – Microsoft Tech Ed Women in IT: Community Contributor of the Year (Winner 2011, Finalist 2010)
2008, 2009 – Google Anita Borg Scholar (AU/NZ) (Finalist)
Community Leadership:
2012 – Australian Computer Society YITCon (Speaker)
2012 – Young ICT Explorers (Judge)
2011 – iAwards Australia 3.0 Forum (100 invited leaders)
2011 – E.X.I.T.E IBM Camp (Keynote Speaker)
2011 – Health Informatics Conference: Games for Health (Speaker)
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Tri-Online Mentoring with Girl Geek Coffees
Select the stage that best applies to your solution
Established (past the previous stages and has demonstrated success)
How long have you been in operation?
Operating for 1‐5 years
Which of the following best describes the barrier(s) your innovation addresses? Choose up to two
Access, Cost.
The Need: What problem are you trying to solve?
Mentoring for females in ICT at student and early career level across states of Australia and other chapters around the world. Most mentors are hard to find, too busy, or the mentoring program costs too much. Students and early career females generally don't earn that much money, and can't afford the high price of a mentoring program. Also, they aren't necessarily matched with "like minds". Such as putting a programmer with a female HR mentor doesn't really assist them to develop in their chosen technical field. There are also inconsistencies between support and offerings between states of Australia. Either the smaller states miss out, or the students aren't catered for in the mentoring programs. This misses a critical target market for ICT attrition rates, with high drop out rates.
The Solution: What is your solution? Be specific!
The GGC also looks to create "Tri-Mentoring with Girl Geek Coffees" program online, free or nominal cost to students and early career. This would be at a national and international level. A pilot program would be delivered to the existing GGC Lead Ambassadors, followed by the rest of the Ambassadors and opening it up to the general members. It might also be possible to obtain accreditation with the Australian Computer Society Certified via the Professional Education (CPE) program, which would count towards modules of a unit. A spin off of the program could possibly also service the male population, as to date there is no Australian ICT national mentoring program. ICT enrolments in Australia are presently on the decline, which puts its innovation and intellectual capital at risk.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
Implementation:
1. Mentee, Mentor 1: a few levels above, Mentor 2: senior person.
2. The Mentee chooses from female or supportive male mentor, ICT expertise, goals, and location preference. This could potentially connect people from around the world.
3. The GGC Tri-Mentoring program is delivered via web and mobile applications, inclusive of written, audio, and video communication channels (e.g. email, IM, Skype and Google “Hang Outs”).
4. Both an IT platform and mentoring program will be designed, with options to bond in groups of common interest virtually or in person.
5. User generated content will moderate the Mentoring program, through data capture and feedback from experienced mentoring program volunteers.
6. A forum would enable common questions to be answered by mentors and mentees alike.
7. Mentors would be obtained from existing female in IT groups and also GGC Industry Ambassador companies (e.g. Girl Geek Dinners, Anita Borg Institute, FITT, WIT, ACM-W etc.)
8. Similar idea to a Dating web site: self-matching of profiles, choice of mentors, with “matched” lead generation.
The mentoring program would make a difference through better matching between mentors and mentees. It would reduce costs of accessing appropriate mentors, and potentially increase the numbers being matched. Those in smaller cities or remote locations would for the first time obtain appropriate mentor support in their studies and career.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
Currently the FITT organisation offers a mentoring program at a minimum cost of $800. This is useful except that it isn't offered in all states, and candidates aren't matched well according to specialty of ICT. Furthermore, there were only 20 mentor and mentee pairs in Sydney and only 4 in Brisbane. That is only 24 pairings being offered. Melbourne offers a free mentoring program via the Victoria ICT for Women, however this doesn't target students very well. There are some offerings for Engineering and ICT students via the Sydney based Lucy mentoring program, which is seeing some traction. WIT has just started with a relatively free program in Brisbane, but there are little to no ICT members amongst them. Adelaide, Perth, Tasmania and Darwin aren't catered for with ICT mentoring.
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What solution(s) does your initiative address to better the lives of girls and women by leveraging technology? (select all applicable)
Access to technology, Access to education/training.
What has been the impact of your solution to date?
Girl Geek Coffees has assisted hundreds of females in ICT to feel less isolated, obtain support and mentoring through its coffee group meet ups around Australia. These events provide a safe and relaxing environment, networking, support, advice, the ability to share experiences, valuable friendships and partnerships.
For the frist time in Australian history, females in ICT at student and early career level have a group to support them, to feel part of, and journey with. They have a collective voice which is starting to be heard by the leaders in Industry, Academia and various ICT organisations. Previously the students and early career females in ICT were only supported by around two localised Universities, of whom had a few active senior Academics working in the area of gender and ICT. However the low numbers of females in ICT, demographic differences, and gender norms of interaction have prevented a cohesive community, and thus a voice.
What is your projected impact over the next 1-3 years?
Girl Geek Coffees aims to have a stable national presence within this year, with a view to establishing thriving GGC supergroups in all major states of Australia. Those in regional areas will be able to access support through online forums, social networking, and mentoring platforms. It currently has GGC start ups in various countries around the world, and would like to continue to develop that. With the development of a solid mentoring program, the GGC would enable more in depth support of its members, targeting their needs and niche areas to a better level of detail. This would increase the value of being part of the organisation, and ability to impact their lives in a meaningful and ongoing manner.
What barriers might hinder the success of your project? How do you plan to overcome them?
The current barriers to success are actually the females themselves, namely their ability to feel threatened by the leadership of other females and associated praise they get. To address this highly sensitive and compassionate leaders have been put in place to lead the supergroups. These iteratively bring together the various females interested in obtaining and providing support. The second factor is the relative youth of the leaders and duration in which they hold their leadership positions. Choosing student and early career females as leaders means that there is an ever changing target of volunteers, frequently with challenging personal circumstances. Again, the choice of principal leaders to bring the members together creates stability and focus.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Task 2
Enable personal profiles for members, mentor profiles, a matching algorithm, and ability to keep the program on track.
Task 3
Design a written documents for the mentoring program.
Now think bigger! Identify your 12-month impact milestone
Complete the Pilot Program for Tri-Mentoring with Girl Geek Coffees (GGC)
Task 2
Evaluate Success of Pilot Program through surveys, interviews and in writing
Task 3
Plan for the second phase of the Tri-Mentoring program, targeting a larger audience.
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
I was attending the Google Anita Borg Retreat for females in ICT. It was the first time I had met so many females in ICT all in one room! Usually there would be just a couple, and often they wouldn't interact. There was a lot of heated discussion on initiatives which would benefit females in ICT to improve their numbers, or conditions. Given the opportunity to speak to so many females, I noticed that all of them had something in common. Each had at least one person in their life that had acted like a solid rock, a mentor and role model to inspire and steady their course. This person could be a male, or a female, a person in ICT, mother, father, boyfriend and so on. It is a person of whom enabled a foundation from them to spring, and constant source of warmth nurturing of their potential. I wanted to enable more females in ICT to have this in their lives. Starting connecting them through coffee meets ups was a first step, with in depth mentoring the second.
read more↓↑ hide↑ hideTell us about your partnerships
Girl Geek Coffees currently is sponsored by Google, of whom cover the cost of coffee and cake to a maximum of $500 per chapter each semester. There are now other companies of whom host GGC meet ups and donate their HR time and in future their mentors and donations. These include international players such as Avanade, Thoughtworks, and the Reading Room. It also covers national companies such as the Suncorp Group and Commonwealth Bank of Australia. We are expecting in the near future the addition of Accenture, Microsoft, Deloitte, Telstra, NICTA, and CSIRO just to name a few.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Interested in any offers to support the initiative of Girl Geek Coffees, and enable it to be sustainably propagated to other countries around the world. Happy to provide resources to other initiatives in terms of connections with Ambassadors, social media marketing, and cross-pollination with similar organisations.
Global problems, Collaborative actions
Lisfoy Group has a dream to create a better planet for living creatures. We want to invent exciting extraordinary solutions for global problems by collaborating innovative minds all over the world. The innovation point is the pivotal moment when talented and motivated people seek the opportunity to act on their ideas and dreams.
Created on 08/15/2012 by GEF Kenya
Global Education Fund Kenya improves the lives of children living in poverty in Kenya through education, with a special emphasis on girls.
Organization: Global Education Fund Kenya
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Global Education Fund Kenya
Country where this project is creating social impact
Gender of Innovator
Female
Is your organization a
Non‐profit/NGO/citizen sector organization
How long has your organization been operating?
1‐5 years
Has the organization received awards or honors? Please tell us about them
The information you provide here will be used to fill in any parts of your profile that have been left blank, such as interests, organization information, and website. No contact information will be made public. Please uncheck here if you do not want this to happen..
read more↓↑ hide↑ hideSelect the stage that best applies to your solution
Idea (you're poised to launch)
How long have you been in operation?
Still in idea phase, but looking to launch soon
Which of the following best describes the barrier(s) your innovation addresses? Choose up to two
Access.
The Need: What problem are you trying to solve?
Global Education Fund (GEF) Kenya provides scholarships and leadership development to marginalized secondary students living in the Embakasi area of Nairobi, Kenya.
The young women that GEF Kenya serves benefit from regular time with positive role models; however, scheduling time and organizing logistics for these meetings can be problematic (scheduling conflicts, traffic, school schedules, distance, etc) resulting in fewer exchanges between mentors and the students.
The Solution: What is your solution? Be specific!
GEF Kenya would like to pilot a mobile phone mentoring project between positive role models/mentors and GEF Kenya students. Not only will GEF Kenya invest in mobile phone technology for our students but we will develop and manage a curriculum of mobile mentoring between the role models and students.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
With regular support from caring adults, GEF Kenya students become more confident in their abilities and choices, make better decisions and become more assertive in seeking out opportunities. While mentor meetings face to face are preferable, even a regular phone call and/or text from a mentor can make a difference for these youth. GEF Kenya anticipates that with this project we will see greater participation with mentors resulting in greater confidence and assertiveness in the students.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
GEF Kenya doesn't consider other education organizations competitors. We are all ultimately working towards the same goal so it is better to work together when possible instead of working against each other. As part of our work, GEF Kenya seeks out partners and collaborative relationships in an effort to provide higher quality programs and opportunities to learn from and share with other communities and organizations.
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What solution(s) does your initiative address to better the lives of girls and women by leveraging technology? (select all applicable)
Access to technology, Access to education/training.
What has been the impact of your solution to date?
GEF Kenya holds monthly forums for its students where they spend time with role models/mentors. While we have seen the impact of this work with the students (increased communication and assertiveness, increased confidence) we recognize that there is a need for more of this work to take place. This is why we would like to pilot the mobile mentoring project that we anticipate will have significant impact on the lives of the GEF students.
What is your projected impact over the next 1-3 years?
We anticipate that with regular interaction with positive role models/mentors, GEF Kenya students will begin to be more confident and active in their own communities and within three years they will be seeking out opportunities outside their immediate communities and into the wider Kenyan context. We anticipate that these interactions will also help give students the motivation and support to excel in their studies resulting in better academic results.
What barriers might hinder the success of your project? How do you plan to overcome them?
Getting students access to mobile phones while they are in school will be a challenge we will need to address with help from school administrations. Managing the mobile mentoring relationship will also be a challenge that we will need to overcome with strong systems of monitoring and evaluation, regular check ins with mentors and students and encouragement to all parties.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Mobile phone access to all GEF Kenya student and mentors interacting with students
Task 1
Partner with school administrations for mobile phone access for students after classes
Task 2
Look for partnerships with mobile phone providers and/or telecommunication companies for phones and/or credit
Task 3
Joint meeting between students and mentors for input on how the mobile mentoring should be structured
Now think bigger! Identify your 12-month impact milestone
Curriculum for mobile mentoring project complete and being implemented and shared with other organizations
Task 1
Work with mentors and students to develop the curriculum for the mobile mentoring project
Task 2
Quarterly meetings with mentors and students to assess how the project is going and to make changes to the program as needed
Task 3
Share curriculum and learnings with other organizations
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
The "aha" moment really came from what we saw from the students after each monthly forum that they attend. They were more outspoken, more interested and were excited to do well in school and to get out and find out about new opportunities. When we considered how it might be possible for the students to have more regular interaction with positive role models the usual challenges came up: distance to the students, scheduling issues, time, etc. The use of mobile technology seemed like a relatively simple and straightforward way to overcome the challenges and to make the act of mentoring more convenient for all parties.
read more↓↑ hide↑ hideTell us about your partnerships
GEF Kenya has a strong relationship with Trust for Indigenous Culture and Health (TICAH), a Kenyan health organization that provides support to GEF Kenya's work with its students in the areas of sexuality and reproductive health. We also have a partnership with Carolina for Kibera (CFK) where we share information and also collaborate on services for both our student populations. Finally, GEF Kenya is part of the Kenya Education Network, a consortium of about 20 organizations working in the education field in Kenya. The network aims to share best practices and resources between organizations
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Global Education Fund (GEF) Kenya works with promising students who would not otherwise be able to attend secondary school, as well as supporting these students to be ready to leverage their education post-secondary. Since 2007, our efforts have been focused in the slums in Embakasi, an underserved area in Nairobi, to provide a Young Leaders program that commits to partnering with students the entire four years of their secondary schooling with a holistic approach to education that includes: scholarships, leadership skills, mentoring, and expeditionary learning.
Created on 08/14/2012 by madhavibhasin
iBus, empowerment on wheels, will aggregate and bring growth opportunities for girls at their doorstep!
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Gender of Innovator
Female
Is your organization a
Not registered
How long has your organization been operating?
Less than a year
Has the organization received awards or honors? Please tell us about them
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read more↓↑ hide↑ hideSelect the stage that best applies to your solution
Idea (you're poised to launch)
How long have you been in operation?
Still in idea phase, but looking to launch soon
Which of the following best describes the barrier(s) your innovation addresses? Choose up to two
Access, Equity.
The Need: What problem are you trying to solve?
Literacy promotion in India is generally approached not as tool for empowerment but as a mere statistical goal. This turns literacy into an end rather than a means to develop one’s capabilities and make use of opportunities in society. Large numbers of girls in India from challenged economic background manage to receive basic education in government schools qualifying them as literate but lack skills essential for their overall development. Most of these girls are under-employed and not equipped to take on bigger challenges. These girls are not trained in critical reasoning, technological abilities, objective decision making, career development and personal growth.
The Solution: What is your solution? Be specific!
Literacy is merely the first step in the process of empowering individuals. This is more relevant for girls in India, where social and cultural norms challenge individual growth and development.
iBus (translated in Hindi as ‘bus has come’) will bring training and informational sessions to the girls who need extra guidance and encouragement to achieve their dreams. This initiative will offer a menu of workshops including professional development, innovative leadership, technical skills, health care, home-based entrepreneurship and personal counseling to the girls enrolled in the Government schools. Government schools cater to the lower economic strata of society and offer basic educational facilities. Students in these schools, especially girls, are not encouraged to develop their capabilities and support their livelihoods. iBus, a mobile training/counseling facility, will impart the necessary skills and guidance to enable girls to live healthier, smarter and more meaningful lives.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
iBus goes beyond exposing the girls to specific uses of technology considered critical by development scientists and project designers. The goal is to provide the girls with basic skills and confidence to figure out for themselves the ways in which they want to use technology for their particular needs. It is erroneous to assume that technological innovations should be created and handed over to the target segment; it would be more beneficial if the target segment is equipped with skills to make the best use of technology in big and small ways and take continuous and holistic advantage of technology.
iBus is designed to facilitate trainings and discussions for girls, between ages 12-21, enrolled in government schools. Each iBus will be assigned 2 government schools and will make a stop close to each designated school for 3 days every week. Girls will be encouraged to hop onto the iBus for informational and training sessions discussed below and can use the bus at the end of the day’s session to commute back home.The delivery format of the trainings/discussions will be tailored to the specific needs of the target segment. The menu of trainings is designed for girls at various grades in school and each iBus can offer a different schedule for girls in specific range of grade levels.
iBus will provide:i)Basic computer literacy;ii)Education counseling;iii)Career counseling; iv)Home-based entrepreneurship; v)Personal and financial skills; vi)iBaithak
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
Several projects in India contribute to empower girls across the country. iBus seeks to tap the these initiatives through a collective approach. iBus will establish partnerships with organizations currently offering educational, and professional mentorship, basic technological and home-based business trainings, health and personal education to girls. The iBus approach is to aggregate the scattered empowerment initiatives under a single banner and use the bus to reach the target segment. Rather than expecting the girls to go to multiple training centers or organizations, the iBus will bring these facilities to the girls enhancing accessibility and inspiring other members of the community. Other players engaged with girl-centric issues in India can liaison with iBus through partnerships
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What solution(s) does your initiative address to better the lives of girls and women by leveraging technology? (select all applicable)
Access to technology, Access to education/training, Access to health care, Access to economic opportunity.
What has been the impact of your solution to date?
What is your projected impact over the next 1-3 years?
iBus is a community space that will be designed to facilitate trainings and discussions for girls, between ages 12-21, enrolled in government schools. In 1-3 years the iBus will supplement the formal education that girls receive in government schools with a menu of training and counseling that contributes to their holistic development. iBus will take the girls beyond text-book education and introduce them to opportunities and challenges in the real world. iBus will fill the gap between capacities of and opportunities available to girls enrolled in government schools. The iBus will 1) compliment basic literacy of the target segment with facilities to develop their diverse capabilities, and skills and 2)connect the target segment with opportunities to use and further enhance their skills.
What barriers might hinder the success of your project? How do you plan to overcome them?
The two primary barriers for the iBus initiative are:
1. Approaching government schools- Since the iBus will target girls in government schools, it is imperative to explain the benefits of the initiative to the school administrators. These administrators are best suited to encourage the girls to enroll on the iBus. The project will be branded as a facility to compliment the efforts of the schools.
2. Enrolling girls on iBus – It will be critical to explain the worth of the trainings provided on iBus to the girls and their families. Demo sessions will be conducted on the schools premises and in neighborhoods where the girls live to give them a sense of what the initiative offers.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Consolidating partnerships and launching the iBus
Task 1
Approach organizations working on girls/women empowerment for partnership and discuss the nature of partnership
Task 2
Tap Corporate Social Responsibility (CSR) options to fund 3-5 iBus vehicles
Task 3
Approach and convince at least 5 government schools to encourage girl students to enroll on the iBus
Now think bigger! Identify your 12-month impact milestone
Impact lives through iBus
Task 1
Enroll girls on iBus through presentations at government schools and demo training session in neighborhoods where the girls live
Task 2
Start training 50 girls on 3 options listed on the iBus menu of trainings: basic computer literacy, educational an
Task 3
Contribute to the skill set and decision making ability of at least 30-35 girls enrolled on the iBus.
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
There is abundance of community empowerment projects in India aimed at improving the lives of the girls in the age group 10-20. These initiatives make great impact on the lives of girls but are unable to share their success or contribute to related projects. For the girls this means that they have to approach different organizations to access personal counseling, computer literacy, workforce development skills or professional guidance. Connecting these initiatives would give the girls multiple options under one roof. Given the social sensitivities, it is desirable to reduce the commute time and distance for the girls to access these facilities. The idea of using a bus to address these concerns clicked when I saw a group of kids run to an ice cream van in the parking lot of a children’s park! If the ice cream van can offer kids a variety of choices, a similar vehicle can aggregate and make empowerment initiatives more interesting and accessible to the girls already enrolled in schools.
read more↓↑ hide↑ hideTell us about your partnerships
Hosting Partners – Government schools will be identified to host the iBus on/near the school facility and encourage girls to enroll on the iBus.
Training Partners – Organizations working with girl-centric issues will be approached to use the iBus for reaching a wider segment of the target group.Potential partners include: Art of Living Foundation, Azad Foundation, CARE, Opportunity India, Magic Bus, Mentor Together, Reach Global, The Emancipation Network Inc., The Udayan Shalini Fellowship Program and Video Volunteers among others.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
The iBus is an idea in the early stage; it is not represented through any organization yet.
The Academic Preparation Squad
The Academic Preparation Squad prepares low income elementary and middle school students to eventually succeed in advanced mathematics by increasing positive attitudes and active engagement in learning math.
Transforming our Latin American Communities One Short Film at a Time.
La Poderosa Media Project is a 501(c)3 nonprofit organization that encourages empowerment, linguistic competence, and intercultural translation through community-based visual arts programs in Latin America.
The LoveWorks Synergy Project is “A designed beauty of synergy created only to add, never to subtract by healing families of Rwanda through education, healthy living, the arts & sports training." The LoveWorks Synergy Project is an extension of Fruits of Hope Academy located in the Gisozi District of Kigali, Rwanda.Fruits of Hope Academy will be entering it's 7th year of operation in January 2013 and serves preschool - P6.It is the hope of our developers that the LoveWorks Synergy Project will continue the education of the Fruits of Hope students beginning at the Senior 1 level - Senior 6.
Created on 08/14/2012 by Gayatri Buragohain
A center for adolescent girls from urban poor families in South Delhi, India to learn basic computer, Internet and camera skills and how to use them to solve social issues in their lives.
Organization: Feminist Approach to Technology (FAT)
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Feminist Approach to Technology (FAT)
Country where this project is creating social impact
Gender of Innovator
Female
Is your organization a
Non‐profit/NGO/citizen sector organization
How long has your organization been operating?
1‐5 years
Has the organization received awards or honors? Please tell us about them
The innovator of this project was awarded the Change Agent Award by Anita Borg's Institute for Women and Technology in 2010 for her dedication towards promoting women in technology. Further details are available in the following link: http://anitaborg.org/about/who-we-are/gayatri-buragohain/
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Feminist Approach to Technology's Tech Center for Adolescent Girls
Select the stage that best applies to your solution
Growth (your pilot is up and running, and starting to expand)
How long have you been in operation?
Operating for 1‐5 years
Which of the following best describes the barrier(s) your innovation addresses? Choose up to two
Access, Equity.
The Need: What problem are you trying to solve?
Computers and Internet have become necessary tools for day-to-day affairs in cities like New Delhi. For example, most employers expect a computer typed resume from job-seekers and exam results and college admission deadlines are posted online. Still, even in big cities like Delhi, many young women do not have access to the Internet or skills to use it for their benefit. Mostly adolescent girls from urban poor are not allowed to go to cyber-cafes or their family does not want to invest in technical training for girls. Even though many government schools have computer labs, due to lack of trained teachers they remain unused. All of this also creates a lack of confidence in the girls that they have the ability to control their futures, which is ultimately what we are trying to solve.
The Solution: What is your solution? Be specific!
Since July 2010, we have been running a tech center specifically for adolescent girls from urban poor families. We started providing basic computer and Internet training to girls from one community and have now expanded to providing a wider variety of IT training to girls from many communities around South Delhi. Our approach is to use technical skills learnt in the center to solve day-to-day issues. We use technology to bring the girls out of their homes, make them aware of the different rights, choices and opportunities they have, motivate the girls to think out-of-the-box and develop leadership. We now do training on computer skills, Internet skills, still photography and video-making. We also conduct sessions on gender, sexuality, self-defense, English learning, career counseling and provide counseling when needed to help them in their private life. We serve more than 50 girls each year between the ages of 15 to 23, many of whom are school dropouts.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
One group of trainees last year was made up of high school students awaiting results of their final exams. They learnt to use office software like word processors and spreadsheets as well as how to use the Internet, make cartoons using online tools, build resumes and seek jobs online. They even created a film on social issues in their community! During their 6 months training, they not just learnt technical skills but also increased their confidence as they were pushed to move outside their comfort zone. For example, they started to travel alone on public transport and were inspired to negotiate with their families about what they wanted to do after school. Most girls were unsure if they would be able to go to college as that is not something that happens commonly in their community. Most parents want their girls to get married immediately after finishing high school. The girls themselves did not have the confidence to find out colleges to apply to, travel even short distances alone to get the admissions done and did not have guidance to help. We showed girls how to find information related to college admissions from the Internet and even download forms. We helped them to form groups to go to submit the applications. We helped them negotiate with parents who were reluctant to send girls to college. Today, all of the 10 girls are going to college, studying different subjects. Some of them are even working part time to support their education. Some parents have been very unsupportive and even violent, but the girls have been strong in their negotiations and their decisions.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
While there are many for-profit and non-profit computer centers, most families will not allow their daughters to join them. We counter this by building a close relationship with the parents. We also provide photography and video classes, which other centers do not, and which the girls love. Besides technical know-how, we also provide activities to develop their individuality and leadership. Many centers promise jobs, which we do not as we believe this is a false promise because technology skills alone don’t ensure employment; girls also need confidence, consent from their family and the ability to move around on their own, for example. But still majority of our alumni have been able to find jobs for themselves-- skills and information make them enterprising.
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What solution(s) does your initiative address to better the lives of girls and women by leveraging technology? (select all applicable)
Access to technology, Access to education/training, Access to economic opportunity.
What has been the impact of your solution to date?
We have enrolled more than 120 girls in 2 years. After joining our center, girls start to realize the importance of technical education and application of technical education in real life. Girls have become enterprising; they look for opportunities, whether in education or jobs. They help each other resolve problems they face in day-to-day life. They use computers and Internet to find information that they need on any topic. The biggest impact is that they now have the courage to negotiate with their families as well as challenge their own fears.
Now we don't have to do much outreach to get participants as our girls themselves spread the word about our center and bring new girls to enroll. Some girls have also taken initiative to start dialogues about their rights within their community. They formed a small girls' collective called "Nayi Soch Nayi Rah" (meaning New Thoughts New Ways) to organize adolescent girls within their community to work together for their own development.
What is your projected impact over the next 1-3 years?
In the next 3 years we want to reach out to at least 300 girls (and their families) and provide them with very focused training that enables them to use the computer and Internet not just for themselves but also to help their community members. We want to expand our reach to include the families and neighbors of the girls. We want to bring the mothers and fathers to learn tech skills from their girls. This will help us to advocate higher education for girls as well as get more support for the girls' collective "Nayi Soch Nayi Rah" within the community. In a technical era like today, when we take technology to the community through the girls it will be empowering for both the girls and their community.
What barriers might hinder the success of your project? How do you plan to overcome them?
Sustaining girls' involvement in the program is a challenge. With multiple burdens that they bear within their family and the challenges they face outside the house like eve teasing, it becomes very difficult to keep girls involved. Our model of integrating awareness and confidence building with our training helps to retain the girls. Involving the parents will further help in getting their support.
Finding gender sensitive trainers is another challenge that we face. As of now we select trainers from trained girls besides using our pool of feminist activist volunteer trainers.
Lastly, but most importantly, we will need good financial support to be able to carry out our plans. We raise funds through grant writing as well as various fundraising events.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Acquire or develop a results-oriented curriculum, enroll 50 new girls, and successfully educate our current class of 40.
Task 1
Conduct a curriculum review. If one does not achieve our goals, develop one for ourselves.
Task 2
Program the rest of the year to finish educating our current class.
Task 3
Source 50 additional girls to train using the new curriculum.
Now think bigger! Identify your 12-month impact milestone
Successfully train 50 girls on the new curriculum; train 10 girls to become trainers; train 50 adults in the community.
Task 1
Implement the new curriculum with our incoming group of 50 girls.
Task 2
Select a group of 10 girls from this group and teach them how to become trainers.
Task 3
With the 10 new trainers, conduct community training for 50 parents and neighbours.
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
In 2008, when Gayatri was just starting FAT out of her home, she organized a 10 day computer workshop for girls from a slum near her house. During this workshop, she came to know that although most schools have computers, students hardly get to use them. Almost all of the girls had never touched a computer and thought they can never learn this skill. However, in the course of the workshop it was amazing to see how little bit of technical knowledge and encouragement instilled confidence amongst the girls and gave them the faith that they could aspire for a better life. The girls wanted to learn more but shared that they couldn't expect their parents to send them to computer education centers. They requested Gayatri to start a permanent center for them nearby so that they could learn to use the computer better. This is where the idea began. A year later, volunteers of FAT went back to the girls, asked them for help to start the center, made a film on them and raised funds to start it.
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We have a pool of successful tech professionals and gender trainers who do most of the training. We have a team of experienced advisers and board members (from organizations like Northeast Network, Aalochana and Dusty Foot Productions) who help us set up the business model. We have strong partnerships with both non-profits as well as small businesses who provide us support and training when needed. What Women Wish from France has helped us fundraise and provided special training for the girls. The center has been funded by Global Fund for Women for 2 years and will also fund us next year.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
If any organization is interested in starting a center like ours, we can provide support in planning the program, base research, training for trainers and developing/adapting curriculum. At a later stage we can also help in developing a business plan to make the center sustainable.
Created on 08/13/2012 by anne.hand
We have a way for tomorrow’s Mexican social leaders to gain meaningful experience in the sector with today’s leaders. We will match young Fellows with NGOs where they will work at a high level within the three organizations for a 6-month practicum. We will facilitate regular “best practices” and leadership seminars to promote participants' reflective practice and experiential learning.
Organization: Filantrofilia
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Gender of Innovator
Female
Is your organization a
Non‐profit/NGO/citizen sector organization
How long has your organization been operating?
1‐5 years
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"Filantrofilia Fellows" - Tomorrow's Social Leaders
Select the stage that best applies to your solution
Idea (you're poised to launch)
How long have you been in operation?
Operating for 1‐5 years
The Need: What problem are you trying to solve?
In Mexico, many organizations that work in the social sector, on as many issues as any one person can imagine. However, there is no career path for professionals to access the social sector in Mexico. Some people come to employment in this sector after lackluster attempts in governmental bureaucracy. Others enter the social sector with secondary projects, while they are still employed in business and industry. In Filantrofilia’s work rating NGOs throughout the country, we have simply not seen any sort of social sector specific leadership opportunities. There is no respected pathway for talented individuals to access social development programs, unless it is through government. We will try to break the bureaucratic inertia and seed professionalism within the Mexican social sector.
The Solution: What is your solution? Be specific!
We are prepared to launch a 6 month fellowship for recent university graduates who are passionate about the Mexican social sector. We will offer this competitive, paid program for candidates who, based on their applications, are poised to become the social sector’s leaders and entrepreneurs of tomorrow. We will collaborate with NGOs that have been highly rated using our methodology to choose suitable candidates to match with individual NGOs, anywhere in Mexico. The 6 month fellowship will consist of 2 month placements in 3 NGOs of different sizes, with different areas of interest. Successful candidates will serve as executives-in-training within the NGOs, responsible for one project at each site, supervised and mentored by the Executive Director. Candidates and NGO mentors will also participate in two types of seminars with Filantrofilia staff: one highlighting international best practices in the social sector, and one related to personal leadership development.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
For our pilot program, we plan to match 3 competitive domestic candidates to a diverse array of 9 top rated Mexican NGOs. Fellows will complete intense two month rotations in one small, one medium, and one large NGO, as their 6 month fellowship. Fellows will have complete access to the NGOs' daily operations, and will shadow the Executive Directors as they manage daily and extraordinary events. We will only place individuals with the collaboration and consent of the NGO that will receive the placement, and the NGOs will have to propose a project for the Fellows to complete as part of the NGOs’ own selection process. These candidates will work full time for the NGOs they are matched with, and they will be paid a living stipend by Filantrofilia. Filantrofilia will also facilitate distance workshops on international management best practices, and personal leadership development using ICTs so that Fellows can continue their professional development, consider their experiences and become part of a reflective community of practice.
NGOs often have a need for extra, qualified, motivated manpower, but either cannot afford the extra salary or encounter recruitment difficulties. Also, there is no career path for young professionals interested in the Mexican social sector. We will contribute to a national and international discourse on the topic by creating a competitive, desirable program that allows tomorrow's social leaders to critically consider their experiences in the social sector at an especially formative period in their lives, and develop as part of a network of peers.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
We have two peers whose work complements our proposal. 1) All Mexican university students complete unpaid community service internships to graduate. These internships are often superficial and do not give students a sense of future career opportunities within the social sector, and might initially be an impediment to our program because of people’s negative perception of their “social service” experience. Our program would give a few young individuals the chance to experience meaningful work in the Mexican social sector. 2) The Mexican Center for Philanthropy (CEMEFI) is the public philanthropic resource. CEMEFI generally promotes social responsibility and philanthropy. CEMEFI does not have programs to encourage future social leaders to gain meaningful cross-sector access or experience.
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What solution(s) does your initiative address to help emerging entrepreneurs and small businesses grow and thrive in underserved communities? (select all applicable)
Access to talent, Access to economic opportunity.
What has been the impact of your solution to date?
This program has not yet been implemented, and is being developed to elevate the profile and prestige of high-level employment in Mexicans social sector organizations. It is modeled after the League of American Orchestras’ Orchestra Management Fellowship Program. This program is “designed to identify, attract and provide 'fast-track' training for exceptionally talented managers,” giving them specific projects to carry out, as well as virtually unfettered access to high-level orchestral management decision-making. Alumni of this selective program have since progressed in their careers to high-ranking orchestral management positions in major national orchestras such as Philadelphia, New York, Dallas, and Detroit. We hope that our program will have a similar transformational impact on employment prospects in the Mexican social sector.
What is your projected impact over the next 1-3 years?
Assuming the success of our pilot program, and expansion to a maximum capacity of 10-12 participants annually, we project direct participation of approximately 35 individuals and about 100 NGOs over the course of next three years. We would also anticipate a direct positive impact on our ratings of Mexican NGOs, since a high rating would be a prerequisite for an NGO to be able to partner with this program. More indirect impact would be changes in the conversation related to the social sector in Mexico by implementing this program, and we would measure these changes in terms of (1) media coverage of the social sector,(2) increasing numbers of applicants to our program, and (3) survey measures of attitudes and behavior related to the social sector from our program participants.
What barriers might hinder the success of your project? How do you plan to overcome them?
We consider two barriers main barriers that might hinder the success of the project. 1) There might be a lack of excitement from the NGOs, because they could feel that it is a very large investment of their time and do not see a similarly large benefit. We will involve them in this important cultural shift from the beginning, to facilitate stakeholder buy-in. 2) Selected Fellows might drop out due to the program’s intensity. We will take this into consideration as we choose Fellows and be very clear about the time commitment the Fellowship will require for its six-month duration.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Successful completion of first cohort of 3 participants
Task 2
Recruitment and liaison activities
Task 3
Designing and piloting leadership seminar curriculum
Now think bigger! Identify your 12-month impact milestone
Expansion to 5-7 participants per semester
Task 1
Completion of 6-month milestone (see above)
Task 2
Adapting both program and leadership seminar for a larger group
Task 3
Ensuring continued quality of activities
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
Our Executive Director, Edgar Herrera, conceived of this program. This initiative is an adaptation of the League of American Orchestras' Orchestra Management Fellowship program, which Mr. Herrera participated in, and which launched his career in the social sector. After Filantrofilia was launched, he quickly realized that there was no reliable pathway or program for emerging entrepreneurs and professionals to become involved in the social sector in Mexico and do work they could be sure would be meaningful. This initiative has been put on the back burner for a few years, as Filantrofilia has been establishing itself as a leader in social evaluation in Mexico. Now, three years later, we think that we are at a critical juncture in our organization, where it is now imperative to work on innovative initiatives to increase the profile and respectability of the social sector in Mexico, particularly among the business community and the social entrepreneurs and leadership of tomorrow.
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We maintain partnerships with a variety of strategic Mexican governmental, corporate, and nongovernmental organizations, among them: Nacional Monte de Piedad, Promotora Social México, Telmex, la Asociación de Bancos de México (ABM), la Secretaría de Desarrollo Social (SEDESOL), Fundación Legorreta Hernández, and ViiV Healthcare. These organizations subsidize the ratings we carry out with ground-level NGOs, use our ratings to inform their philanthropic giving to maximize its impact, and promote the value of Filantrofilia’s social rating service, as well as Filantrofilia, throughout Mexico.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Created on 08/13/2012 by lpmp
Transforming our communities one short film at a time.
We encourage empowerment, cultural competence, and empathy through community-based visual arts programs in Latin America.
Organization: La Poderosa Media Project
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La Poderosa Media Project
Organization Country
United States, NY, Spencer, Tompkins County
Country where this project is creating social impact
Ecuador, M, Bahía de Caráquez
Gender of Innovator
Female
Is your organization a
Non‐profit/NGO/citizen sector organization
How long has your organization been operating?
1‐5 years
Has the organization received awards or honors? Please tell us about them
1st. Place (2011 Manabí Profundo Film Festival-Best Short Film)
3rd. Place (2010 Manabí Profundo Film Festival-Best Short Film)
2010 Fondos Concursables-Ministerio de Cultura del Ecuador
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#SoyPoderosa: Filmmaking for Young Latin American Women
Select the stage that best applies to your solution
Growth (your pilot is up and running, and starting to expand)
How long have you been in operation?
Operating for 1‐5 years
Which of the following best describes the barrier(s) your innovation addresses? Choose up to two
Cost.
The Need: What problem are you trying to solve?
There is a need to close the gap between educational opportunities for boys and for girls in Latin America. In particular, we encourage our female students not only to enroll in our filmmaking workshops but also to pursue careers in the visual arts.
In order to address this need, we facilitate the self-representation, creative expression, and economic advancement of Latin American underserved young women through equal access to digital media training and resources. Besides training our high school age participants in digital video production and distribution, we also guide them through the process of applying to college, looking for financial resources to pay for their studies, and provide them with opportunities for them to intern and work as visual artists.
The Solution: What is your solution? Be specific!
Our program seeks to fortify the ideas and practices of social justice through collaboration between professionals, cultural organizations and students from Latin America. Specifically, our program represents an innovative proposal within the fields of community arts. Taking as a point of departure the dynamic function of art to transform societies, we believe that arts-education, and specifically film education, plays a significant role in the overall discussion and in the search for solutions to a wide range of problems facing contemporary societies. Among the problems addressed by our program are: the unequal power relations between teachers and students and between the developed countries and Latin America, the co-optation of youth knowledge, the lack of jobs and educational opportunities for minority female high-school students in Ecuador, the deficiency of secondary education, the contempt and disdain for the arts, and the urgent need to foster critical thinking.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
With this in mind, in May 2009 La Poderosa Media Project launched a Community-Based Arts Education Program in Ecuador. 2013 will be the fifth consecutive summer that a group consisting of professionals and students spends six weeks in Bahía de Caráquez collaborating and fostering promotive interaction between different demographic groups through the production of short films. Thus, La Poderosa Media Project utilizes a visual arts education program to develop in our young female participants a sense of civic responsibility, social justice, and community engagement through a “doing with” rather than a “doing for” approach.
Our Filmmaking classes are geared toward female Latin American students (high school age) and provides them with the knowledge, tools, and skills needed to produce short films and documentaries. Through intensive multimedia workshops taught by professional filmmakers and media specialists, we instruct both theory and practice, focusing on the three stages of filmmaking: pre-production, production, and post-production.
Students learn about script writing, acting, filming, sound recording, editing, among other elements related to the production of short films. By the end of each workshop the students will have learned how to create, film, and distribute their own stories.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
Though there are some other programs that provide audiovisual classes to underserved youth in Ecuador, none of them provide them with the opportunity to continue learning beyond the duration of the workshop. In other words, we provide post-workshop support to our students. Specifically, we help them enroll in college, find internships, explore alternative career options, and so forth. Our Programa de Eduación Audivisual a Distancia (P.E.A.D.), launched in 2010, has two main objectives. On the one hand, it is a monitoring tool aimed at continuing working with former students so as to maintain the relation started during the onsite Visual Arts Program. On the other hand, and from a pedagogical point of view, the P.E.A.D. allows the group to further study contents relevant to our core values.
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What solution(s) does your initiative address to better the lives of girls and women by leveraging technology? (select all applicable)
Access to technology, Access to education/training, Access to economic opportunity.
What has been the impact of your solution to date?
We have directly benefited more than 200 Latin American and American students. Indirectly, we have also benefited their families and their towns in the sense that we strive for the education of committed and informed citizens who will have a positive impact in their communities.
As of today, we have produced 14 short films and documentaries, many of which have been screened nationally and internationally. One of them, for instance, won third price in a regional film festival on 2010. Another student film was selected to participate at the Rio Film Festival, the largest audiovisual event in Latin America.
We expect to expand our program in 2013 and reach hundreds of families in Ecuador and Chile.
What is your projected impact over the next 1-3 years?
In the next three years, we expect to expand to two more countries in Latin America (Colombia and Chile). This means that our current location (Bahía de Caráquez, Ecuador) will serve as our on-site training center for new teachers. Also, Ecuador will be the first country to have a local production company run entirely by our female graduates. In the next three years, we expect to have impacted the lives of 300 new participants.
Our community-based approach not only has resulted in a very successful model but has also proven to be replicable in communities where young people lack the tools to make their voices heard. Thus, we have been successful in implementing our pilots in both rural and urban communities where our students where of indigenous, mestizo or African descent.
What barriers might hinder the success of your project? How do you plan to overcome them?
At this point, our main barrier is the lack of stable financial support. So far we have managed to fundraise enough money as to cover our program costs. However, expansion means more expenses. We hope to secure funding for the next three years as to continue spreading our model to other regions of Ecuador and Latin America.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
In six months, we expect to have finished preparing everything prior to departing to our on-site programs in Ecuador and Chile.
Task 1
Help three Ecuadorian students enroll in Film School for the academic year 2012-2013.
Task 2
Raise enough funds to cover program expenses for our two upcoming workshops in 2013 (Ecuador & Chile).
Task 3
Start organizing the logistics for a community-based visual arts program in our new location (Valparaíso, Chile).
Now think bigger! Identify your 12-month impact milestone
In twelve months, we expect to have successfully completed two more community-based visual arts projects in Ecuador and Chile.
Task 1
Enroll 80 new students for both of our Ecuador and Chile programs.
Task 2
Start the first female-led local production company in Ecuador.
Task 3
Recruit five new teaching-artists for both our Ecuador and Chile programs.
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
A couple of months ago I was surprised after opening my Facebook account to find that Adriana-a student in La Poderosa--had been included in a photo album posted by the Ecuadorian Ministry of Culture. Adriana, who has participated in our audiovisual workshops since the summer of 2010, is sitting calmly alongside well-known representatives of cultural circles in Ecuador. What really caught my eye, though, was that he had worn his Poderosa t-shirt and that several other participants had all done the same, forming an easily identifiable section of the public at this event organized by the National Cinematography Administration. Though I was unaware of the theme of the conference, the students' presence was very encouraging. Three years after having begun the audiovisual workshops in their small community, La Poderosa was showing concrete results.
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We strongly believe in collaboration. Since 2006 we have worked together with the following groups: Asociación de la Juventud Kuna in Panama, COPADEBA in the Dominican Republic, Asociación de Indígenas Kolla in Argentina, the Colegio Nacional Nocturno Bahía de Caráquez, and the Museum Bahía de Caráquez in Ecuador. Similarly, for the past three years, several dependencies of The University of Texas at Austin and Wellesley College have supported our educational initiatives.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Our organization is looking for donors who will invest on the critical education and training of young people in semi-urban communities in Ecuador and Latin America. Specifically, we seek to open an office in Bahía de Caráquez that can operate without interruption throughout the year. Similarly, we accept assistance in the form of legal, financial, educational and marketing advise.
Canımız Kampüste breaks the silence on harassment and gender-based violence. Powered by local university students and armed with digital media, Istanbul ‘is alive on campus.’
DARE in a social entreprise; a coworking space, that offers collaboration, exchange and inspiration to all free individuals. The social aspect of DARE is incubating young individuals so they can become young leaders with a global impact on their community through entrepreneurhsip.
A. In February 2006 CRESP Senegal, in cooperation with Fulbright scholar Jill Salmon, launched an adult literacy course for 50 young women working as maids in Yoff, a suburb of Dakar, Senegal in order to combat illiteracy and provide career advancement. The goal of the program is to provide young women with a basic education, professional training, and education about their health and human rights.
Aspirationplatform.com aims to support all its users in the realization of their aspirations. It can help developing a pro-active leadership attitude and a broad international mindset. Aspirations from all sectors and regions are welcome. It supports international collaboration.
The platform supports its users to:
Be inspired: browse the aspirations of others
Show commitment - stay on track: log and publish aspirations
Gain momentum: find supporters, feedback and unexpected opportunities
Interact with the dreamers they believe in - boost their morale and visibility
Aspirationplatform.com aims to support all its users in the realization of their aspirations. It can help developing a pro-active leadership attitude and a broad international mindset. Aspirations from all sectors and regions are welcome. It supports international collaboration.
The platform supports its users to:
Be inspired: browse the aspirations of others
Show commitment - stay on track: log and publish aspirations
Gain momentum: find supporters, feedback and unexpected opportunities
Interact with the dreamers they believe in - boost their morale and visibility
LE FORUM TIC AFRICAIN appelé FORTICA est un événement qui propose une vue d’ensemble du secteur des Technologies de l’Information et de la Communication au SÉNÉGAL et des pays de l’étranger.C’est une plateforme d’échange, de partage, de formation qui regroupe les professionnels du secteur TIC plus précisément les acteurs et les décideurs, les jeunes futur entrepreneurs, les jeunes porteurs de projet TIC, les diplômés sans emploi, les étudiants, les élèves et les passionnés de nouvelles technologies.
Created on 08/8/2012 by TeenSmart
TSI helps at-risk teens ages 10-24 develop the knowledge, skills and motivation to lead healthy, satisfying lives. The underlying philosophy is one of self-management, self-empowerment and leadership.
Organization: TeenSmart International
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Gender of Innovator
Female
Is your organization a
Non‐profit/NGO/citizen sector organization
How long has your organization been operating?
More than 5 years
Has the organization received awards or honors? Please tell us about them
The information you provide here will be used to fill in any parts of your profile that have been left blank, such as interests, organization information, and website. No contact information will be made public. Please uncheck here if you do not want this to happen..
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Web-based Learning for Girls and Boys in Central America: Promoting Healthy Behaviors, Personal Leadership and Self-Care
Select the stage that best applies to your solution
Established (past the previous stages and has demonstrated success)
How long have you been in operation?
Operating for more than 5 years
Which of the following best describes the barrier(s) your innovation addresses? Choose up to two
Cost.
The Need: What problem are you trying to solve?
Latin America’s adolescent population (10-24 years) makes up 30% of the region’s total population of 148 million people. Six risk behaviors contribute to 75% of adolescent health care costs in Central America (i.e. accidents and violence, use and abuse of tobacco, alcohol and other drugs, risky sexual behaviors, lack of exercise, and poor nutritional habits). These youth risk behaviors also influence future educational and employment opportunities. Public schools and community youth programs do not routinely have the resources to invest in adolescent health promotion education.
The Solution: What is your solution? Be specific!
In a public private sector alliance working in partnership with school and community organizations, TeenSmart provides online interactive adolescent health promotion services. The broad goal is to empower self-care and personal leadership to prevent and reduce risky behaviors and promote life skills ,Services are freely available to youth ages 10-24 and include self-assessment surveys with immediate feedback to teens, aggregate reports to schools, virtual consultation, a health dictionary, a community resource directory, forums and chats. E-learning courses are provided through special scholarships. its web-based evaluation monitoring system permits continuous monitoring of use, satisfaction and impact and tracks teens’ knowledge, attitudes and health behaviors to ensure evidenced-based continuous improvement of best practices.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
The model combines three key ingredients: 1. Partnership with an existing youth and family development organization (YFDO) such as a middle or secondary public school or community based organization such as an after school or church based program. The partnering school forms a TeenSmart/Joven Salud Leadership team with representation of a teacher, counselor, computer laboratory technician, parent and student leader who are responsible for the planning, implementation and evaluation of the adolescent health promotion activities and assuring access to computers and the internet. 2. The development and active participation of a volunteer Youth Leadership Club or Committee that is responsible for promotion, recruitment and follow-up with teens and 3. Access to virtual adolescent health promotion and life skills via the website www.jovensalud.net. TeenSmart provides annual initial and follow up training and provides virtual and in-class support to the YFDO and the teens.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
TSI works with YFDO to make health promotion and training available to teens ages 10 to 24. We work with ministries of health, education, technology, private sector organizations and foundations. TSI does not compete but collaborates with YFDO to effectively share limited resources. Through the Internet, we make services available to youth and to YFDO that lack teen health promotion methods. Using the Internet and centralizing health education information and services is a creative and cost effective innovation. Challenges include keeping up with rapid changes in technology, limited access to computers and Internet, and sustainability of a cost sharing model to make services free. No other non-profit in Central America addresses teen health promotion via the Internet in this manner.
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What solution(s) does your initiative address to better the lives of girls and women by leveraging technology? (select all applicable)
Access to technology, Access to education/training, Access to health care, Access to economic opportunity, Policy change/advocacy.
What has been the impact of your solution to date?
To date approximately 40 youth and family development organizations are using the services of www.jovensalud.net. More than 11,000 teens have registered on www.jovensalud.net and approximately 150 to 250 teen virtual consultations are responded to each week. Currently, approximately 450 teens are taking e-learning courses, including the 14-module course CRECER para SER, the 7-module GirlSmart Sexuality Course, a 7-module Violence Prevention Course and a 7-module Nutrition Course.
The preliminary findings of the pre- and post- measurement comparisons of the pilot test of the e-learning course CRECER PARA SER among teens ages 14-17 showed pre- and post- test improvements in levels of communication with their parents, less depression, less fighting, and among sexually active teens, greater use of condoms.
What is your projected impact over the next 1-3 years?
By 2015, in partnership with public and private sector organizations and a cadre of youth leaders, TSI seeks to be one of the region’s leading resources for teen health promotion. Our services will enrich schools and youth development organizations that otherwise would have no access to health promotion materials and methods. We work in Costa Rica and Nicaragua but seek to extend our services throughout the region. We hope to influence public health education policy for youth, have more access to the public school system and a sustainable cost sharing financial model, so our services can continue to be freely available to youth. We seek to demonstrate greater use and impact of these services on teens, tracking the effect of our courses on school attendance, graduation and employment.
What barriers might hinder the success of your project? How do you plan to overcome them?
The major barriers which TSI and its partners are hurdling include : 1. generating revenues to sustain and expand these online services throughout Central America; 2, promoting increased access and availability of computers and Internet resources for youth, especially youth in the bottom social and economic 40% of the population primarily served by these online services; and 3. strengthening and broadening public policy to promote the right and access to health education information for all youth especially in the public school and community based arena. TeenSmart is a catalyst in the region and is incrementally managing to overcome these hurdles, growing from having served two YFDO and 167 teens in 2004 to serving 40 YFDO and reaching 11,000 in 2011.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
TSI seeks to expand its interactive, web-based teen health promotion services from Costa Rica and Nicaragua into El Salvador.
Task 1
Develop collaborative agreement with SUPERATE, a Corporate Social Responsibility initiative for youth education in El Salvador.
Task 2
Conduct collaboratively a needs assessment of local teens served by Superate, ages 10-24.
Task 3
Select and train a leadership team and volunteer youth leaders and develop work plans in the Superate programs.
Now think bigger! Identify your 12-month impact milestone
Conduct screenings of 100 youth in El Salvador to be enrolled in our online courses CRECER para SER, and GIRLSMART
Task 1
Screen , enroll and orient high risk youth in e-learning courses.
Task 2
Provide virtual facilitation and in-class reinforcement of learning opportunities.
Task 3
Evaluate user satisfaction and effectiveness of the courses CRECER para SER and GIRLSMART on knowledge and risk behaviors.
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
A TSI Founder, Cathy Strachan Lindenberg had her "Aha!" moment when she was working as a nurse in a large inner city public hospital. Her responsibility was to care for two young girls in the post-partum unit. One girl was 12 years old, the other 14. The 12-year-old had delivered her first baby and the 14-year-old had delivered her second. There was no father in the picture and both girls had histories of substance abuse. Cathy was shocked and saddened. Sadly, this was her "Aha!" moment. It triggered her concern and interest in learning more about these life altering and often intractable problems and the importance of early prevention. After a decade of interdisciplinary research, with the advent of computers and the Internet, in 2000 she and her colleagues, with 10 nursing students developed a bilingual online health promotion website www.teensmart.net. In 2004, TeenSmart International was founded to make this service readily available to youth.
read more↓↑ hide↑ hideTell us about your partnerships
TSI collaborates with various international public and private sector partners including: government organizations such as the Ministries of Health and Social Security, Public Education, Science and Technology; private sector partners such as nonprofits focused on health and education such as Fundación Omar Dengo (FOD) and Accion Social in Costa Rica, Fundación Uno in Nicaragua, and a conglomerate of private businesses for social responsibility, sponsored by the Asociación de Empresarios para el Desarrollo (AED).These organizations sponsor schools, libraries and community based institutions.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
TeenSmart would like to increase its outreach and marketing capacity, its information technology capabilities as well as its fundraising capabilities. Any support Change maker can provide in these three special areas would be greatly appreciated.
Wayanad, Kerala India
11° 42' 34.0056" N, 76° 5' 43.9332" E
Leadership Village Vision:
1) Bring in a revolutionary change by directing the young generation in the district of Wayanad to explore their true potential, so that they can create the opportunities to progress for themselves and their community
2) Create the first "Leadership Democracy" ever in the world, where anyone can be a leader once he/she makes a strong decision to bring about a change.
3) Empower the villages of Wayanad with inspirational leadership training based on global training strategies – Young Leaders Programme (YLP)
YoGirls Program provides a modern literature and wellness course for young minority girls to both prevent and recover from academic and socio-emotional injustices.
Stage (1) is currently underway and consists of doctoral research and free workshops: How will the literature of yoga and mindfulness encourage healthy psychological and physical development- with a focus on alleviating stereotype threat anxiety- for female minority youth in grades 7-12?
Stage (2) incorporates marketing and seminars to underprivileged school districts to recruit scholars in need.
Imaginez que la jeunesse africaine soit
Capable de contribuer effectivement au
Renouveau de l’Afrique, qu’elle puisse en
Bénéficier, qu’elle vive le rêve de la prospérité,
De la paix, de la stabilité en Afrique, et qu’elle
Prenne en main son propre destin.
Envisagez de mettre à la disposition de cette
Génération de jeunes les moyens devant lui
Permettre de créer notre avenir à tous
Imaginez une situation où un jeune africain se
Réveillerait un jour et disposerait des moyens
Et de la liberté de réaliser pleinement ses
Jaago punjab which means ‘Wake up Punjab’ is a youth based website that helps raise awareness about the drug abuse in Punjab, India. It is estimated by officials that around 50% of the youths are already addicted to drugs.
F-YOU is an inviting, tell-all event that aligns personal growth with self-improvement. Speakers, a mix of race, age and gender, speak about a time in their lives they had to for give either themselves or another. This event has the potential to impact our community and young adults by way of real- life portrayals of hardships, and over coming barriers that at one point seemed insurmountable. Hearing first-hand trials and tribulations from people just like us can open the door to motivate and inspire us to do better, to be better, and most importantly, feel better.
This project also has a Changeshop where you can read more about its latest progress.
Go to Changeshop: Northern Life Apparel.
Created on 07/31/2012 by Jeff Scholz
I would like to promote social and environmental responsibility. This can be done in a number of ways; but it essentially comes down to the desires of the pop.
Organization: Northern Life Apparel
Visit websitemore ↓↑ hide↑ hideOrganization Country
Canada, BC, Prince George
Country where this solution is creating social impact
Canada, BC, Prince George, Smithers, Terrace, Dawson Creek, FSJ
Region in BC where your solution creates social impact
Coast and Mountains, Thompson Okanagan, Northern British Columbia.
Is your organization a
For‐profit
How long has your organization been operating?
Less than a year
The information you provide here will be used to fill in any parts of your profile that have been left blank, such as interests, organization information, and website. No contact information will be made public. Please uncheck here if you do not want this to happen..
read more↓↑ hide↑ hideSelect the stage that best applies to your solution
Growth (your pilot is up and running, and starting to expand)
How long have you been in operation?
Operating for less than a year
Which of the following best describes the barrier(s) your solution addresses? Choose up to two
Access, Cost, Transparency, Equity.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
The company needs access to some additional capital so I can grow and expand the business. By doing this the business will be able to better meet the needs of the community through investment and positions in local environmental, economic and social initiatives.
The communities are Prince George, Smithers, Chetwynd, Terrace, Kitimat primarily; this is total market size of about 150,000-200,000. The target market is 10-45 male/female single/couple that are passionate about the environment and social change. There are many social problems in these communities and the number of environmental issues is steadily increasing due to growth in local industries. This firm can meet the social/environmentalist needs by providing a vehicle to perpetuate their interests, the utilitarian interest.
The Solution: What is your solution? Be specific!
Grow this company to NPO viability and support economic, social and environmental initiatives across the province and the country. Northern Life Apparel Inc. was formed to promote social and environmental responsibility through the people that live here under a northern lifestyle. It also has the hopes of sponsoring local riders and encouraging other initiatives to support socioeconomic development.
Target Market Interests
Northern Life Theme – Outdoors and Northern Living
Main logo – Moose and nl
other animals - wolves, eagles, fish, mountain goats
sports and recreation – canoeing, hiking, skiing/snowboarding, camping
mountains and forests
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
Grow the business through product development and expansion; become financially significant. Use this capital to promote initiatives and start other companies which promote positive change. Partner with other organizations and government to create policies and solutions for individual communities with a bottom-up approach.
Key Value Factors:
Low-Cost Canadian Suppliers
Marketing and Strategic Plan
Low Overhead and Operating Costs
Plenty of Financial Knowledge and Analysis
Strong Distribution Channels
Attractiveness to Consumers: This business will attract consumers because they can relate to its local nature and it will support local initiatives. Consumers will relate to the brand and a supportive community can be built.
The Marketplace: Who are your peers and competitors? Identify others working to address the same needs as you and indicate what sets you apart from them.
There are companies in the US which portray the image of socially responsible. I want to go beyond image and make social responsibility the main priority and a responsibility for the company's stakeholders. I would like to support local businesses which can carry my products and support the communities which are involved and the individuals in them. Capital and time will be greatly invested.
3. Product Market:
-locally owned skate/snow shops;
Marketing Channels:
Promotion
Catalogue
Website
Sponsorships
Events
This Entry is about (Issues)
read more↓↑ hide↑ hideFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
Northern Life Apparel Inc. was formed in April 2012 by Jeff Scholz. It was formed to promote social and environmental responsibility through the people that live here under a northern lifestyle. It also has the hopes of sponsoring local riders and encouraging other initiatives to support socioeconomic development.
Please describe the goal of your initiative; outline what you are trying to achieve
Promote positive change in social policy, environmental policy and economic policy. As well to support youth and people that are disadvantaged but talented to get to a place they couldn't get themselves.
What has been the impact of your solution to date?
Inspired some people. I have been asked for sponsorships.
What is your projected impact over the next five years?
To grow substantially and be doing programs and investing in communities all over BC and AB.
What barriers might hinder the success of your project? How do you plan to overcome them?
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Now think bigger! Identify your 12-month impact milestone
Task 3
turnover products and gain distribution points
read more↓↑ hide↑ hideTell us about your partnerships
I am partnered with local skate shops and local riders to promote the company and the message its trying to give.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
Youth and Adults 10-45, environmentally and socially conscious; Northern BC because these people are generally more socially in tune.
What type of operating environment and internal organizational factors make your innovation successful?
Low overhead costs; value chain management; a passionate CEO with little capital requirements; large target market and untapped market
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
I can do small business consulting; financial and start-up. As well I am experience in marketing campaigns; internet and other media.
Victoria Canada
48° 25' 42.3156" N, 123° 21' 56.3184" W
This program finds safe and affordable housing for youth in their communities!
Victoria Canada
48° 25' 42.3156" N, 123° 21' 56.3184" W
The vision of the African Heritage Association of Vancouver Island (AHAVI) is African heritage community capacity building, and it is AHAVI’s mission to accomplish this vision through connecting all Africans, people of African descent and friends of Africa with each other as the rest of cultural communities on Vancouver Island.
Open Circle is a leading provider of evidence-based curricula and professional development for social and emotional learning (SEL).
SSISM (Sant Sighaji Institute of science and management) is a non-profit educational Institution in Sandalpur Madhya Pradesh(MP), India. It's vision is to empower youth in the rural regions of MP through education and experiential learning. The vocational training center at SSISM provides technical and life skills to the underprivileged youth and has a 100% placement record. The mission of the center is to impact the lives of 15000 youth residing in the rural regions around MP and help them gain a respectable job in BPO's, Retail services etc
Created on 07/27/2012 by puneet500
'Desire to fly...' with Start-up Soldier (DTF-SS)(www.desiretofly.in) is a portal for aspiring entrepreneurs containing soft-learning tools (short-stories, pictures, movies, etc.) that help demystify perceptions of risk and failure in starting a new venture/enterprise. These tools are available concurrently in TWO Languages (Hindi & English) and targeted towards bi-lingual Indian middle-class.
Organization: Individual
Visit websitemore ↓↑ hide↑ hideCountry where this project is creating social impact
Is your organization a
For‐profit
How long has your organization been operating?
Less than a year
read more↓↑ hide↑ hideName Your Entry
'Desire to fly...' with Start-up Soldier
Select the stage that best applies to your solution
Growth (your pilot is up and running, and starting to expand)
How long have you been in operation?
Operating for less than a year
The Need: What problem are you trying to solve?
India is a fast growing economy. Yet it lags globally when it comes to entrepreneurship. This, ironically when 60% Indians have been found to possess entrepreneurial traits and express their desire of setting their own business, given an opportunity.
50% population is less than 25 and defined as ultra entrepreneurial in multiple studies, yet entrepreneurship is not a preferred career choice for most.
The country of 1.2 billion need enterprises. Currently, only 16% population own a business of which 97% employ 5 people or less.
Research shows that lack of support systems and absence of tools that help demystify perceptions of risks and failures are the two major bottle-necks to this growth.
Training infrastructure for entrepreneurs, though growing, is still poor and limited in reach.
The Solution: What is your solution? Be specific!
We are www.desiretofly.in (DTF-SS), a portal that contains self-learning tools to help entrepreneurs ward off perceptions of risk and failure.
We use storytelling as our medium of delivery. Our stories come in diverse formats, besides Text format. (See image – DTF-Conceptual Framework)(visit www.desiretofly.in)
All our content is developed in backdrop of Indian socio-cultural conditions.
Further, we provide this support currently in two Indian languages: English & Hindi.(Speakers-population - 41% Hindi, English 11%)
Storytelling has been an ancient and powerful form of learning in India. Stories have the power to deliver complex and subtle messages with relative ease. It is an inclusive method for wide range of customer segments.
We use it to help Aspiring Entrepreneurs gain confidence and take the plunge.
Further, having motivated them, we also participate in their enterprise building process through our consultancy, mentoring & advisory support services - Start-up Soldier.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
Ms. Shashi Shinde a retired teacher, on 27 June 2012, sent this mail after reading a 'DTF-SS' case-story on our blog:
"Story well narrated to step in for new ventures. In fact the first thought went to my son who is also planning to leave his job and venture with his own software co. I as a mother is more scared and doubtful for he will be leaving the constant incoming money and try his hand at some thing that he is not sure whether it would work or not . but has strong convictions and ready to face the tune as it comes. This story gave me a little encouragement to think like my son and have a positive attitude in his new venture."
There have been similar feedbacks from a cross-section of audience in last 8 months. Several mentors and successful entrepreneurs have found DTF-SS stories extremely interesting and relevant for aspiring entrepreneurs.
However, we also realized that creating an impression with experienced grown-ups is one thing and catching the imagination of youngsters is a ball game different altogether.
The reading (story experiencing) habits have transformed with the arrival of electronic media, internet and now smart-phones and hence we realized that we too would have to modify our approach to be relevant.
Thus though vanilla text-stories form the base of our solution-delivery, we have now incorporated other advanced and innovative methods including, audio, video, pictures, music, infographics, exercises, workshops, hot-lines and history to communicate our message, creating a bouquet of storytelling techniques. (5 Sep 2012)(www.desiretofly.in)
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
India is warming up to entrepreneurship, 92% entrepreneurs felt so in a recent survey, yet SMEs contribute only 9% to GDP. Till now work for Entrp.-dev. has been happening in niche sectors, by a few.
But the country needs to nurture opportunities that utilize India as a market, respecting its uniqueness in demand, supply & culture.
The differentiating factor for DTF-SS is that our Content touches Indian middle-class sensibilities and their problem areas. (40% population, Income group INR 0.3 - 1.7 mio)($6k-30k) (Educated, Financially self-sufficient & Ambitious.)
We take our marketing beyond big cities, into tier-II and tier-III locations. (65 mio Internet users, 16 million in Rural India)
Our Messages motivate people to do what they would love to do in life without being afraid.
read more↓↑ hide↑ hideThis Entry is about (Issues)
What solution(s) does your initiative address to help emerging entrepreneurs and small businesses grow and thrive in underserved communities? (select all applicable)
Access to financing, Access to technology, Access to economic opportunity, Policy change/advocacy.
What has been the impact of your solution to date?
DTF-SS has been successful in impressing individuals and has now started touching groups. Our web traffic (website, blog, facebook, youtube) has been growing evenly, forming patterns and so is our ranking on Google Search.
Off-line, the consultancy services have yielded two success stories in form of two new enterprises - Aaji Care-at-Home Services LLP and MyGadgetsSecondLife. (See attached – Customer-Testament) & (http://www.desiretofly.in/start-up-soldier/)
Both the organizations are now on way to their first revenues from this month. They have extended their engagement with 'The Start-up Soldier' beyond the initial period. These entrepreneurs have benefited directly in several areas critical to start-ups including: sharpening the original idea, name-selection, planning, hiring, compliance, marketing and training. AajiCare now employs 11 people and going-to-market in one-week and MyGadgets, is launching in NUS, Singapore end-September. Lastly, 12 calls & idea to- E's HOTLINE.
What is your projected impact over the next 1-3 years?
DTF-SS aims to create engaging content and supporting marketing to achieve the following in 3 years:
- Get 10 million visitors to the web-properties.
- Capture 1 million subscribers (100k, 300k & 600k-year 1,2,3)
- Address 10,000 consultancy questions (including issues like bank-finance, service tax, technology validation etc.)
- Host 1000 offline workshops/story-sessions
- Provide direct mentoring support to 100 entrepreneurs.
In 3 years time DTF-SS aims to emerge as the most trusted source of learning & support resources on entrepreneurship in India.
Our numbers currently are small, but growing consistently on each of the above benchmarks.
Next 6 months form the most crucial phase for DTF-SS - Proof-of-concept successful, now time to establish the enterprise.
What barriers might hinder the success of your project? How do you plan to overcome them?
DTF-SS has to build a powerful brand equity, for industry & academic references to come by.
Further monetization over web could come as an area of challenge. Consumer behaviour over internet in India is grossly different, though consistently evolving. This will demand constant innovations and watchful eyes from our side.
We beat these barriers over next six-months by:
- Reaching our end-customers directly and touching their pain-points.
- Creating PULL-force for our brand through relevant messaging over social media, on/offline forums and word-of-mouth publicity.
- Tapping into people TRULY-IN-NEED and building success-stories like AajiCare & MyGadgetsSecondLife.
- Developing brand-ambassadors through off-line interactions including workshops, story-sessions, etc.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
To be a national level player through product enhancement, extended outreach and success-stories
Task 1
Product (Content): To be available in 12 formats beyond text-stories. (initiated)
Task 2
Outreach: SEO for relevant search-words (non-name) supported by basic technology up-gradation.
Task 3
Creating more success-stories out of on/off-line opportunities that come available.
Now think bigger! Identify your 12-month impact milestone
Consolidating the monetization model, Start-up funding and Team Building.
Task 1
Monetization: Setting-up revenue-base from up to 5 streams.
Task 2
Investment: An appropriate amount (equity/debt), for team building and marketing under a 3 year investment window.
Task 3
Building Team: Headed by - CTO & CCO (Chief Creative Officer) supporting the founder CEO.
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
The founder is a writer and has worked with start-ups for 17 years. The original thought was of writing case-studies for B-Schools. (100 case-studies).(Nov-Apr)
Though, publishers found the idea interesting, but did not commit. Probably, Entrepreneurship is still an evolving area for most B-Schools.
But since lack of learning-resources had hurt the founder himself, he took random feedbacks to find segment of people showing interest.
That was when founder decided to reach end-users directly. He turned the concept into STORIES; launching an e-book (Apr 12) and then as Blog (http://desiretofly-stories.blogspot.in)(A story a month-May 2012)
The blog rcvd. readers from 16 countries (60%India, 30%US) - now daily traffic. A leading entrepreneur wrote back ‘It would be worthwhile spending a lifetime in spreading these stories.’
And then, AajiCare & MyGadgets… happened, cementing founder’s belief in the idea. Aug 2012, the blog became www.desiretofly.in & the journey continues...
read more↓↑ hide↑ hideTell us about your partnerships
Initial efforts were focused towards established institutions. Subsequently focus became like-minded entrepreneurs. The results:
- Social Squared – Helping with web-site design (www.socialsquared.in)
- AajiCare – Workshop pilots (www.aajicare.in)
- MyGadgetsSecondLife – Tech-consultancy arm of DTF-SS.
For scale-up stage, DTF-SS has identified a business-mentor and an adviser on financial matters - two distinguished entrepreneurs, who have mentored the founder in the past as well. (names being withheld at this point)
The founder is now looking for creative talents to join DTF-SS.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
DTF-SS invites collaboration/interest from Educational Institutes for germinating the idea of Entrepreneurship as a career-option among young students through workshop sessions. We use story-telling, exercises and events for a value-driven learning experience. (For details and contact, Visit: http://www.desiretofly.in/dtf-workshops/)
The End to Cyber Bullying (ETCB) Organization is a not-for-profit, youth-driven foundation whose chief goal is to limit and prevent cyber bullying in the modern, digital age.
By employing preventative measures and spreading awareness through events, public service announcements, presentations, etc., ETCB aims to ultimately create a social network devoid of cyber bullying. With immense effort, we have already reached 2.5 million people online, and our growing volunteer base boasts 200 devoted individuals.
A physical literacy and activation program aimed at creating healthy habits for kids aged 5-11yrs, through engagement, accountability, incentives and follow up.
CoRPS addresses an area of dire need in India - number of road deaths. About 17 people die on Indian roads every hour. 8 of them are women and children and 6 of them are earning members of the family!
CoRPS also strives to attack the root cause of road-rage and road-abuse in India, and aims to bring empathetic and sensitive behavior in driving.
Need of the hour is to sensitize young road users and equip the children with the right skills and empathy. CoRPS is committed to do that in the first phase.
Created on 07/23/2012 by Threshold Housing
To find safe, affordable housing on South Vancouver Island for at-risk youth in the most cost-effective way while ensuring consistent and robust supervision.
Organization: Threshold Housing Society
Visit websitemore ↓↑ hide↑ hideOrganization Name
Threshold Housing Society
Country where this solution is creating social impact
Region in BC where your solution creates social impact
Vancouver Island.
Is your organization a
Non‐profit/NGO/citizen sector organization
How long has your organization been operating?
More than 5 years
The information you provide here will be used to fill in any parts of your profile that have been left blank, such as interests, organization information, and website. No contact information will be made public. Please uncheck here if you do not want this to happen..
read more↓↑ hide↑ hideSelect the stage that best applies to your solution
Start-Up (a pilot that has just begun operating)
How long have you been in operation?
Operating for less than a year
Which of the following best describes the barrier(s) your solution addresses? Choose up to two
Access, Cost.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
In the 2008 “A Youth Housing Study for BC’s Capital Region” by the Community Social Planning Council, some 600 youths were identified as being without safe, stable housing. As of April 2012, there are only 16 dedicated beds for youth housing in all the Capital Region District (CRD). This number has remained the same for the past fifteen years. Threshold’s own experience is that once a youth finishes an average stay of about 12 months at one of our semi-independent houses, there are few if any safe and affordable housing units for them to transition into. The SHY program will address this need as we request agencies and landlords to participate in the program. As the SHY program evolves, it will be the only program in the CRD to increase the region’s capacity to house dislocated youth.
The Solution: What is your solution? Be specific!
The SHY program will work with the not-for-profit housing sector in requesting that one or two units be set aside specifically for youth housing. The SHY program will provide support and supervision of the youth; it aims to build positive rental experience for the youth and the landlord. This support will include consistent visitations with the youth as well as bi-monthly life skills workshops, ready-to-rent training, and community resource access education. Our hope is to create long term tenancies for youth. The program is designed for youth who need minimal supervision, have a plan to move into the future, but need safe, affordable and stable housing to actualize their plans. So far the response has been magnificent. We have housed four youths thanks to partnerships with local non-profit agencies that would normally only house adults if our program didn't exist. These partners are pleased with our high standard of supervision and guidance for youth living under their roofs.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
Our target population are at-risk youth aging out of care and transitioning into adulthood who have multiple barriers to finding safe housing. Modelled after programs running in Vancouver, Winnipeg and London, Ontario, the SHY Program is designed to house at least 8 youth over a one year period. We are now housing a youth who had been in care for a number of years and recently aged out only to find no affordable and safe housing regardless of the fact he works full time at a minimum wage job. Before this, he lived in crowded basements or rooms with several other youths who also couldn't find better, affordable accommodations. As part of this program, this young man will go into the ready-to-rent program and learn how to be a responsible renter as well as the life skills course which will teach him how to manage his emotions, his money and his time as he builds a future for himself. He has already expressed the possibility of entering a trade going back to school now that the anxiety and worry of living in precarious situations has been taken care of. Because at-risk youth cannot afford to pay such things as the security deposit and tenant insurance, the SHY program will cover these costs allowing the youth to put their money toward rental payment and food. The hope is that after a year or two as a successful renter with supervision, the youth will have the confidence and tools to find their way into the world and follow their dreams. Without such a program as SHY, young men and women cannot get a foothold into stable housing that improves their lives immeasurably.
The Marketplace: Who are your peers and competitors? Identify others working to address the same needs as you and indicate what sets you apart from them.
In the entire Capital Region District of Victoria, there are only two non-profits offering transitional housing situations for at-risk youth, the Threshold Housing Society and the Pandora "Y" Youth Apartments. The total number of beds available has been steady at 16 for the last fifteen years. Other non-profit agencies who offer subsidized housing in the region to adults will not offer housing to youth because of the need for supervision. Owing to poor jobs and other barriers, most at-risk youth cannot afford to enter the market-value rental sector. There are no provincial or municipal plans to provide more housing for at-risk youth. The alternative for many youth are short and often unpleasant stays in youth shelters, some form of couch-surfing or living in over-crowded conditions.
This Entry is about (Issues)
read more↓↑ hide↑ hideFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
The SHY Program started as a discussion at a Youth Housing Network Meeting. In Victoria there are only 16 beds of transitional-supported housing. We needed to find a solution without incurring huge building expenses. When the discussion started it was about building a list of landlords who provided safe housing, affordable rent and were friendly to youth. The next question was how can we make housing affordable for at-risk youth that were growing into independence and needed extra support? The 'aha' moment was really when we decided to ask non-profit housing agencies who have housing stock to support the program by designating one or two subsidized housing units for the SHY Program. At the present rate, it is likely that by 2013, we will have added 8 additional housing units for youth to the South Vancouver Island area with the help from our friends at BC Housing, Pacifica Housing Advisory Association, Capital Region Housing Corporation and Greater Victoria Housing Society.
Please describe the goal of your initiative; outline what you are trying to achieve
We are trying to achieve safe and affordable housing for at-risk youth in order to stabilize their lives and eventually help them into the rental market. Key to the program is that we offer housing units at subsidized rates with support since many youths, aged out of care, have never lived on their own. Without this assistance the temptation is all too easy to stay in a negative peer group and miss opportunities for change and development. We want to teach at-risk youth: how to build a home and not just live in a house; have them understand their rights and responsibilities as a tenant as well as their obligations to a landlord; help them achieve their educational and employment goals by providing internet and phone in the housing units; build a sense of community within the SHY Program.
What has been the impact of your solution to date?
We have increased the number of supported housing units for youth in our community from 16 to 20 within 3 months and are waiting for another 5 to open before winter. This has been a fantastic feat since there was no need to construct new buildings or renovate old ones. This solution seems simple and elegant and it has garnered a lot of support from the community. We are bringing a quality of housing that we could not have offered in the private market. Youth in the program are continuously stating how grateful they are for this opportunity and how they appreciate the extra support. So far it has been an amazing experience and we hope we can continue providing this service. At the moment, the response from the outreach workers and other agencies has been fabulous in terms of building a waiting list of potential candidates who would benefit from such program. As the program gains in reputation, we hope to begin looking for units in the market-value sector.
What is your projected impact over the next five years?
By housing more at-risk youth, we hope to prevent some youth from falling prey to street entrenchment, sexual exploitation, drug addiction and crime. Our hope for the project over the next five years is to continually build our inventory of available units specifically for youth housing. We want to expand into the West Shore area such as Metchosin, Sooke and Langford. There have been three studies done in 2012 on the need for youth housing in these localities. Currently need surpasses supply tenfold. Under the current rate of growth, the program might house as many as 25 to 30 youths in five years, with units being turned over to other youth as program participants move on to market-value rentals because they have been able to stabilize their life, save money, and begin to move forward.
What barriers might hinder the success of your project? How do you plan to overcome them?
Some barriers are funding. If we cannot secure funding for wages we have no support piece of this program and without the support piece we are unable to house youth. We will continue to look for funding in all areas to keep this program going. We believe in it and it is an amazing opportunity to support youth as the move into adulthood
Another barrier might be lack of affordable units. If this happens we will look outside funding to subsidize rents and look for landlords that might be willing to lower their rent for long term reliable tenants.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Task 2
Contract with non-profit agencies
Now think bigger! Identify your 12-month impact milestone
Task 1
Have 8 youth housed and supported
Task 2
Continue to seek sources of rental housing friendly to youth throughout the region
Task 3
Ensure that our youth receive supervision and care regularly
read more↓↑ hide↑ hideTell us about your partnerships
The SHY Program has a number of community partners. Funding has been received from Coast Capital Savings, Victoria Real Estate Board and the BC Realty Association. Agencies that have been helpful in supplying housing units are BC Housing Corporation, Pacifica Housing Advisory Association, Capital Region Housing Corporation and Greater Victoria Housing Society. Shaw Cable has provide a reduced monthly rate to supply internet and telephone to the subsidized units.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
Outside of expanding our geographical area to Langford, Metchosin, Colwood and Sooke, which have no accommodation for youth housing currently, we would like to work with agencies like CLBC to see if we can house youth with challenges but who are high functioning. Often these youth need to seek independence as well but have serious barriers to finding adequate, affordable housing.
What type of operating environment and internal organizational factors make your innovation successful?
We have great team spirit with an amazing leader who believes in us and is motivated to move forward and bring a quality of service that the youth deserve that we serve. As well we have had and continue to have community support and excitement about the SHY Program since the region, for so long, has been unable to respond to the dire need of more youth housing.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
There are about 70,000 homeless youth nation-wide and rising. Some have called this a national tragedy, especially in BC which has one of the highest child poverty rates in the country. The issue needs much more media attention and national policy making to avoid creating an under-class that will burden the social welfare system. Stable housing is key to stopping this trend.
Finding safe and affordable housing on South Vancouver Island can be hard for anyone, but even harder for at-risk youth in our community. As the SHY program evolves, it will be the only program in the Capital Region District of Victoria to increase the region’s capacity to house dislocated youth.
Created on 07/23/2012 by saradayma
Dayma are experienced and passionate environmental educators that offer youth rich experiential travel around Egypt.
Our Journey is an enduring experience, a guided discovery of some of Egypt’s most wondrous natural destinations, as well as individuals that embrace sustainable lifestyles and responsible forms of tourism. It is an invitation to tap into Nature’s 3.8 billion years of innovation.
Organization: Dayma
Visit websitemore ↓↑ hide↑ hideCountry where this project is creating social impact
Gender of Innovator
Female
Is your organization a
Hybrid
How long has your organization been operating?
Less than a year
The information you provide here will be used to fill in any parts of your profile that have been left blank, such as interests, organization information, and website. No contact information will be made public. Please uncheck here if you do not want this to happen..
read more↓↑ hide↑ hideName Your Entry
Dayma - Revealing Nature's Genius
Select the stage that best applies to your solution
Start-Up (a pilot that has just begun operating)
How long have you been in operation?
Operating for less than a year
The Need: What problem are you trying to solve?
Education/Innovation: youth in Egypt and arab world are not given tools to be creative and become change makers
Tourism: there is mainly one type of mass tourism in Egypt, and not much is being done on eco-tourism, responsible and educational tourism, there is an need to increase niches to ensure that a variety of tourism exists.
Small scale communities: indigenous people around Egypt are not profiting and benefiting from tourism, they are usually marginalized and actually the government is not encouraging their involvement with tourists.
The Solution: What is your solution? Be specific!
Offering journeys to high schools, universities around Egypt. The journeys offer a triad of experiences, connecting with self (discovering the skills and traits in youth, a develop the ones that are not there) connecting with nature (learning about biomimicry, teaching youth the tools to learn from nature to be able to abstract these principals to sustainable designs) connecting with community, It's a means of building active citizenship, solidarity and sustainable communities. Its more than discovering Egypt, its also about bringing future decision makers to see beyond their immediate surroundings and interests. Finally encouraging the small initiatives, camps and projects of locals to be sustained
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
A journey starts at school or university before we travel. The youth is given some reading and research before departing. Youth then travel with us on a journey in a national park in Egypt for a duration of 3-7 days. Youth are guided through several days of activities that include:
Setting up camping sites, hiking, snorkeling, nature observations, science experiments, group activities, team building games, athletics, culture evenings, group discussions, reflections, art activities, alone time, community service, cultural exchanges. The program is meant to be a holistic experience to emmerse the youth in a new surrounding and life.
The program offered takes place in national parks with the experitise of local park rangers, that usually their knowledge is under-utilized, the program is developed in collaboration with local bedouins, camps and teams to empower them to an alternative tourism, but also to inspire educational tourism.
The program encourages being interdisciplinary, therefore youth from different disciplines interact together and learn from each other.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
Wild Guanabana - an adventure group working with youth in Egypt, but their focus is on tourism rather than education, they also work on team building. They also dont work on inspiring youth for innovation and on giving tools at looking at nature.
WESC - is an NGO working on environmental education, the program is based on the needs of the school, so they tailor programs based on the needs of the school. In dayma we have experienced professionals including certified biomimics that are using the expertise and the pool of knowledge of young professionals working in the interdisciplinary field of biomimicry worldwide in collaboration with Biomimicry institute. (biomimicry.net)
Biomimicry south africa - a group that offers similar programs in SA, is constantly collaborating know-how
read more↓↑ hide↑ hideThis Entry is about (Issues)
What solution(s) does your initiative address to help emerging entrepreneurs and small businesses grow and thrive in underserved communities? (select all applicable)
Access to talent, Policy change/advocacy.
What has been the impact of your solution to date?
We have worked with 100 private school youth from 5 countries, who have learnt and been inspired to innovate from nature.
We have worked with 300 public school children on service activities
We have talked about biomimicry to over thousands of people on TV
We have allowed 5 different local entities to have a consistent income, in a time of economic hardships
What is your projected impact over the next 1-3 years?
Working with youth from 10 countries.
Working with over 500 students from private schools and universities
Working with over 1000 youth from public schools and communities around Egypt
What barriers might hinder the success of your project? How do you plan to overcome them?
Security in Egypt: Safety in Egypt has been heavily hindered since the revolution, for this reason Dayma relies heavily on having strong local ties at each location. We depend on the protection of local bedouins and local organizations to ensure the safety of students.
Wanting educational programs and not fun ones: Many clients approach us wanting a purely fun trip and dont always see the purpose of a tailored educational program, for this Dayma works heavily on giving strong presentations and have good videos showing the experience of a journey
Working with small enterprises: the general policy of the ministry of tourism is to encourage big companies to work, Dayma is interested to promote the small enterprises and we will continue to fight for this.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Have worked with over 5 journeys in private Egyptian schools, 2 Egyptian universities and 1 oversea school.
Task 1
School and university visits and presentations
Task 2
Finalize the new website with the video that shows the unfolding of one journey
Task 3
Train the new staff of newly hired part timers and trainees
Now think bigger! Identify your 12-month impact milestone
Worked with 2 more oversea schools and or universities, have launched our open source knowledge centre on the website
Task 1
Made a visit or marketing plan to some arab country/countries
Task 2
Connect with students to gather data about biomimicry to upload onto the open source website
Task 3
developing activities for the journeys
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
When i first heard about the biomimicry professional program and went our our first field trip were i got to experience nature from a different lense, My partner Betty also went to a two week course in Costa Rica in biomimicry. We both fell in love with how biology can be transformed to allow all sorts of people to connect with nature. We were both working on environmental education at the time, but decided that since we both are biologists and have this passion to make people connect with nature, we should start our own company. We tested our first journey alone pooling all our resources, in terms of park rangers, hotels, camps, bedouins and offered our first journey to an international school. The journey was a great success and gave us the push to move forward.
read more↓↑ hide↑ hideTell us about your partnerships
ADEF: Arab Digital organization supporting our digital work, including website and open source knowledge
Biomimicry Institute: International organization that is affliated with universities and educational entities
Universities: Private and public universities in Egypt and the arab world.
Schools: Private International Baccalaeauate schools in Egypt - based on giving presentations and word of mouths
Moore and Stefans: Financial and legal auditors - are giving us probono advice until we can start paying them back.
Consultants: Financial advisor, designer and film maker
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Dayma would like to change the face of tourism in Egypt and bring people who value educational tourism and bring them to Egypt to experience a different Egypt, and nature and people
Dayma is a small Egyptian company dedicated to bringing to Egypt a different type of tourism and education. It is bringing together three components in journeys across Egypt that teach and inspire youth from Egypt, the arab world.The journeys are a triad of connecting with Self (the youths inner strengths and tapping unknown skills), connecting with nature (learning from the power of biomimicry, nature inspired innovation, learning the tools of looking at how nature innovates) and connecting with communities, to learn from them and for them.
Created on 07/21/2012 by Muhammad Gohar Shafique
Heal Pakistan creates sustainable projects by nurturing, empowering & transforming creative & innovative ideas into feasible solutions for economic development.
Organization: Heal Pakistan
Visit websitemore ↓↑ hide↑ hideCountry where this project is creating social impact
Pakistan, P, Lahore and Gujranwala
Is your organization a
Not registered
How long has your organization been operating?
Less than a year
Has the organization received awards or honors? Please tell us about them
I started this organization when I was 19 years old. (Now im 20). I wanted to do something to change lives for betterment and to create a platform for all of those who want to be a part of progressive change. In a time span of less than a year we have completed many sustainable Projects which can be seen here : http://healpakistan.org/what-we-do-2/
We have received Media coverage including famous News channels, International Blogs, Youth Magazines.
The information you provide here will be used to fill in any parts of your profile that have been left blank, such as interests, organization information, and website. No contact information will be made public. Please uncheck here if you do not want this to happen..
read more↓↑ hide↑ hideSelect the stage that best applies to your solution
Idea (you're poised to launch)
How long have you been in operation?
Still in idea phase, but looking to launch soon
Which of the following best describes the barrier(s) your innovation addresses? Choose up to two
Quality, Equity.
The Need: What problem are you trying to solve?
Every few days Pakistan makes the worst kind of headlines: bombings in markets and mosques, battles with the Taleban. But, much less widely reported, the daily lives of millions of Pakistanis are consumed by another problem. They have to cope with desperate poverty.
In death, as in life, Pakistan's poor are often invisible. There are thousands of stories of suicides linked to extreme poverty but they are often relegated to the back pages and marked by just a line or two.
I think the major reasons for people living in extreme poverty( as living on less than US$1 a day) are:
- Lack of Education
- Lack of Skills and knowledge
- Lack of Supporting Income
Due to these they are dependent on beggary, they attempt suicides, they are involved in crimes .
The Solution: What is your solution? Be specific!
Therefore we want To alleviate poverty by empowering socially and economically marginalized businesses for poor families through interest free business models, providing educational trainings and skill sets, and by harnessing entrepreneurial potential, capacity building and social guidance.
Our solution will allow poor communities to generate their our income , and get trained and educated through out the whole process.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
1. Our team selects deserving individuals to be Micro Entrepreneurs and we will provide them interest free loan to start their own business.
2. Our team will design innovative business models and provide these Micro Entrepreneurs with businesses that are easy to start with minimum start up costs.
3. We educate these Micro Entrepreneurs with social guidance, capacity building and entrepreneurial trainings.
4. We monitor their performance and their business growth.
5. Micro Entrepreneurs repay capital, grow successfully and lift their communities out of poverty.
6. This whole process becomes where borrower becomes donor .
7. All business models are sustainable and will be expanded thru micro franchises globally.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
There are very few Micro financing NGO's working in Pakistan. One of them is "Akhuwat". We pose no challenge from them because we can collaborate with them to grow this model.
Difference between our model is:
1. Other don't provide business models - This is very important becasue your target audience is not educated therefore risks are increased & chances are that your loan is not utilized properly.
2. We provide education and training to our borrowers.
3. We evaluate their performance and grow them with the time and new knowledge.
These are the major differences between us and other competitors.There are many small differences too.
This Entry is about (Issues)
read more↓↑ hide↑ hideFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
One day I sat down and talked to my street guard. And I was shocked to listen his story and how he survived the trauma daily. Starting from his description he is a street guard , works 14 hours and earns only 7000 rupees(74.15 USD).
- Her wife is dead due to cancer as he was unable to send her for treatment.
- Eldest child is a girl who is unable to get married becasue he cant pay for dowry.
- youngest child is a 7 year old girl who had accident therefore lost her leg, beauty bone with severe injuries on head. His father is unable to pay for her leg treatment.
- His Brother and his wife were a victim of Bomb Blast and left their 7 children alone therefore he takes care of them .
i wondered that how much pressure this person suffers daily. Therefore wanted to help him in a way that he can feed his family through self-help and not by donation or beggary.
This model will help many poor people with similar stories and can alleviate poverty.
Please describe the goal of your initiative; outline what you are trying to achieve
- Alleviation of poverty
- immediate and sustainable difference
- Increase Self Help approach
- Increasing small and medium sized businesses
- Eradicating poverty and begging system
- Educating and Training people
- Providing Basic necessities to people
- Increasing Entrepreneurial potential
- Solving problems through new innovative business models
- Increasing Employment
- Increasing Volunteerism and Philanthropy
- Community Building
- Decreasing suicides through poverty
- Becoming a hope for those who have no one.
- Women empowerment
Which barrier(s) to financial inclusion does your solution seek to address? (select all applicable)
Physical and other accessibility obstacles that prevent communities from reaching financial services, The lack of affordable financial products tailored to the needs of underserved and excluded communities,, Powerful incentives for financial service providers to move up-market, Other (Please describe below).
If you selected 'other' above, please specify which other barriers to financial inclusion you solution seeks to address:
Providing a complete model of providing money , how to spent that money for profit , and giving back that money to help others
For which underserved or excluded communities will your solution create access to valuable, affordable, secure and comprehensive financial services?
- uneducated people in Slums .
- People who are employed but do not earn enough to support their family. (E.g Farmers, richshaw drivers, guards etc)
Our service will be available through our permanent and mobile offices. We will evaluate and have a complete background check before lending them .
Could your solution work in other geographies or regions? If so, where?
this model can be applied anywhere in the World. After Pakistan, we will be applying it in poor countries like Bangladesh, Africa etc.
Because we aim to eradicate poverty and changing lives globally
If your solution is dramatically successful, how will things be different in 10 years?
Offices all over Pakistan.
Interactive website that will allow people to invest in these micro franchises.
What will have had to have changed to make this happen?
We should be financially and morally strong to make this happen .
What has been the impact of your solution to date?
We have received of hundreds of volunteers(mostly university students) who can educate these people for free.
We have got people who are designing business models that are easy to start and can generate profits.
What is your projected impact over the next five years?
Providing more than 10 start-ups therefore helping 10 families and their future generations.
What barriers might hinder the success of your project? How do you plan to overcome them?
We dont have enough capital to start this project. thats all .
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Applying our model on Practical field
Task 2
Educating and providing skill sets to those Micro entrepreneurs
Now think bigger! Identify your 12-month impact milestone
Grow the Imoact of our Model
Task 1
Selling Micro franchises to poor communities
Task 2
Setting up a skill centre with free training and education
Task 3
Expanding the model to other cities
read more↓↑ hide↑ hideTell us about your partnerships
We are engaging in partnerships . At the moment our partners are:
1. Jigsaw tees ( provides us tee shirts to get funding)
2. The Brand Force ( provides us free website and all graphics related work )
Are you currently targeting other specific populations, locations, or markets for your innovation? If so, where and why?
Currently we are targeting Lahore and then we will be expanding it to other cities like Gujranwala etc. then we will launch a interactive website and then launch it globally.
What type of operating environment and internal organizational factors make your innovation successful?
We require a office that will allow us to manage it. Apart from it we will have brainstorming sessions in our offices with our volunteers to achieve this goal more.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Majorly we require investment to start and test our model . We need a office to arrange meeting and to partner with more organizations.
