Seguridad alimentaria

L’amélioration de la santé des prisonniers tuberculeux caractérisés par un regain de poids et d’énergie chez presque tous les patients ont été des effets directs de nos actions. La réduction du taux de décès au sein des prisons constitue également une retombée de nos activités. La joie et le sourire reviennent sur les visages des fronts qui tressaillent encore après s’être déshydratés il y a avait quelques semaines. Le renouement avec la force et la vitalité nourrit l’espoir d’une vie future meilleur chez ces prisonniers.
Les jeunes prisonniers adhérés à notre idée ont trouvé leur compte dans les travaux d’artisanat.
En effet, au cours de l’année 2011, 5 personnes libérées se sont intéressé à l’artisanat, le métier qu’ils ont appris lors de leur séjour carcéral. Ces personnes sont désormais capables de subvenir à leurs propres besoins. Ainsi le travail les a libéré et éloigné du vice. Ce qui fait qu’ils ne sont plus candidats à la récidive.
Les groupements paysans quant à eux ont un marché sur pour écouler leurs produits. En effet grâce au partenariat d’ATPOAD leurs récoltes sont achetées sur place ce qui leur fait économiser le cout du transport pour le marché.
En tout six sacs de 100kg de maïs, 2sacs de 100kg d’haricot, 2sacs de 100kg d’arachide ont été payés aux groupements au cours de l’année 2011, 1898 prisonniers ont aussi bénéficiés des savons préparés par les groupements féminins de Kolo avec l’appui d’ATPOAD.
Au regard des résultats, nous nous proposons d’étendre nos actions de manière progressive aux dix autres prisons du pays. .
Nous pensons que notre solution fait la différence en ce sens qu’au paravent, le public avait une idée totalement négative des prisonniers. Ce sont des gens sans confiance considérés comme des hommes à craindre inutiles et sans espoir. Ne pas les approcher évite le déshonneur
C’est pour cette raison d’ailleurs qu’ils sont abandonnés par leur famille. Alors, notre projet fait démontrer que le prisonnier est un homme qui a droit à la santé et à la nourriture comme tout le monde. Il peut toujours être utile à la nation s’il a pu subir une reconversion de mentalité.

One of FoodBank’s major impacts is unlocking access to large quantities of food for NGOs and CBOs, that would otherwise have gone to landfill. FoodBank has implemented systems and processes that reflect those used in the commercial sector – creating a non-profit supply chain, facilitating unparalled access to food for the most vulnerable communities of South Africa. During the 2012/13 financial year, FBSA distributed in excess of 3.5 million kg of food. The food was distributed at an average cost of R1.66 per meal, reaching thousands of beneficiaries in more than 1,000 non-profit organisations across SA. The consequences are beneficiaries having improved health outcomes, an anticipated drop in crimes committed as a result of hunger and youth completing education – opening access to better employment opportunities and secure a better future for themselves and their children, thereby breaking the cycle of poverty and contributing to social stability.

La cooperativa actualmente cuenta con un local de ventas abierto en horario comercial,
Una oferta variada que incluye todos los productos de la canasta básica familiar (pan, verduras, harina, legumbre, leche, queso, aceite, sal, miel, embutidos, etc.).
Una persona local contratada en la atención de tienda
Un volumen de ventas estimado en US$1500 mensuales
Más de 50 pequeños productores asociados a la cooperativa
Más de 200 familias consumidoras asociadas a la cooperativa

To date, MamaCarts has been fundraising for its test pilot in Nairobi, Kenya. MC's team was the 1st Place Winner of the Global Business School Network Online Competition, a 2013 Regional Finalist in the Hult Prize and a 2013 Rockefeller Centennial Innovation Challenge Winner.

MC projects that with one Cooking Center serving 10 food carts daily, more than 600,000 clean, complete and nutritious meals will be consumed annually. The model is easily replicable and so can be scaled quickly for maximum impact.

MC is strongly committed to measuring impact and so intends to work with local community partners in health and nutrition to measure outcomes.

Milk processing has provided a new income generation activity for village mothers, who previously get income only from milking. In rough calculation, each milch cow can provide the need of 4 children (i.e. 250 ml milk – recommended daily intake). Given the number of Boyolali’s toddler population of 87,000 and the number of milch cow population of 88,000, on paper this area should be able to fulfill local villagers’ nutrition need and even still have a production surplus to supply other cities.

FoodPods's scale up model consists of a hub and spoke model that acts as an independent, self sustaining micro agricultural sector. A FoodPod acts as a micro agri business, creating a job opportunity for one entrepreneur, providing food security for his/her family and ten other families (5 people per family) in other words 50 people. T

FoodPods, being in the growing phase, is in the implementation process of expanding their hub and spoke model to one hub and 40 FoodPods. Reaching this objective will create 40 micro agricultural opportunities and sustainebaly feed 2250 people. A further 10 job opportunities will be created within the FoodPods hub.

Currently, FoodPods have activated 11 FoodPods, one TreePod and one hub with a 9600 vegetable bunch growing capacity per growing cycle.

The initiative has made a significant and lasting impact in the on-farm productivity as well as enhanced knowledge, skills and attitudes among small scale farmers in the rural villages in Sri Lanka where the RAAF Team operated. As the service is provided free of charge even the farmers who are economically deprived and disadvantaged are equal beneficiaries of the program.

An independent study conducted to asses the impact of RAAF activities in 2 villages of North Central Province of Sri Lanka by University of Peradeniya, Sri Lanka revealed that the intervention caused 34% and 220% productivity improvement among Rice and Dairy farmers respectively in the villages. It is also reported 50% of respondents have increased knowledge, 25% improved skills and 15% changed attitudes towards agri operations.

The impact need to be magnified by scaling up the operation.

At least 500 youngsters and 100 (female) farmers per year will be trained in farming techniques at the Young Africa Agricultural Skills Training Centre. Previous experiences with Young Africa Centres show that 83% of the trained youngsters find a job of is self employed. External evalutions of the training at the centres in Zimbabwe and Mozambique indicate that 70% of the youngsters feel enriched. Young Africa has become a visible and positive actor in the vocational training scene, having educated 21000 youngsters the past 15 years. The Young Africa integral approach to development, combining economic, intellectual, social, emotional and spiritual empowerment to offer the tools to build up a decent living has a great impact on youngsters. The Young Africa centers offer affordable training and are self reliant by franching the different departments to the private sector.

In year one Food Shift will recover food from at least five locations, host monthly markets, and develop marketable products utilizing excess produce. The impacts include: thousands of pounds and dollars of food rescued; revenue generated to support wages for vulnerable populations; increased access to nutritious foods leading to improved health; and a sustainable food recovery model developed which can be replicated.

Food Shift’s programs combine the abundance of food and human potential that exists to create opportunity and develop stronger, healthier communities. Food Shift is a triple bottom line solution that could expand across the U.S, employing and educating thousands, transforming businesses into more sustainable operations, cutting waste, feeding the hungry, and reducing carbon and methane emissions. Food Shift is testing models and creating tool kits that create a more just, sustainable and less wasteful food system while tackling the root causes of hunger and poverty.

Macheo Children's Home, for 12,000 children, requires 60kg of moringa powder per day (5g powder per person per day). That's a total of 120m2 of to be harvested each day (0.5kg yield per m2). On a 90 day regrowth cycle, that’s 10,800m2 to be in continuous production. If 2/3 of an acre are in production at any time (due to access paths and field boundaries) that’s 43.5 acres of coppice required to supply Macheo Children’s Home. If the average plot size is 5 acres, that’s 9 partnering out-grower groups at any one time. Each group may consist of 5 people, therefore 45 out-growers graduate each year, supporting themselves out of vulnerability and into self-employment, self-empowerment and economic stability. The World Food Programme wants to work with Real Impact on a moringa programme to supply the 650,000 children they feed daily, building scope for quick up-scaling of this project,

A farmer uses 5 coconut fruits at USD 0.5 to induce 200 corms, the farmer my use coir and establish a tunnel for an additional USD100. The corms produce 26000 plantlets which the farmer may sale for approximately USD 1000 or plant them in 6.5 acres with a potential yield of 52tons in 24months. This can feed 24 households for a year and may value at USD11, 760. Processing taro flour may involve 6 women/youths for 130 days in processing and packing 200kgs daily! This can create employment and ensure food security reliving dependence on maize crop as staple food.
By improving healthy feeding which has been characterized by a shift from traditional foods to western diets, taro which is a delicacy has great acceptability. Taro has rich digestible starch good for diabetics. Cancers and diabetes, proper child nutrition and healthy nation is anticipated from taro production and consumption.

Grassroots Innovation network (GIN), will supervise the organic insects farmers. Founded in 2005, GIN enabled Jack Nawee, to become an Ashoka Fellow in 2009 for the outstanding impact reached through the cooperative he has setup (https://www.ashoka.org/fellow/nawee-nakwatchara). As of today, the cooperative focusing on organic farming solutions, has expanded beyond Buriram province (Northeastern of Thailand) to reach more than 2000 members. The cooperative produces more than 60 tons of organic rice yearly and more than 10 tons of organic fertilizer. GIN clearly demonstrated its capacity to setup and supervise insects farming network. On an early stage, 23 farms will be built to produce mealworms, super worms and crickets. GIN has outreached to numbers of supports from academic and rural development organizations including ChangeFusion (www.changefusion.org), UNFAO and KhonKaen university

The urban environment became a lens through which communities re-evaluated their own relationship with the city, the impact of urbanization in a global context, and how small groups can exert some control over the shape of their neighbourhoods. In 2001, inspired by the work done in these two communities, the BMA decided to provide funding to replicate this process in one community from each of Bangkok's fifty Kehts. The BMA convened an initial meeting with community leaders and distributed the booklet describing this process that was produced by TEI. It is unlikely that this project would have had this scope if TEI and ICSC had merely hired a landscaping company to establish parks. Instead, by working with communities, and providing a basic framework that any group could follow, this project has been able to grow far beyond its original scope.

To date 307 MBEs have received MBD services; 214 have completed a full coaching cycle. The results from the end of MBDS cycle participatory assessment show that:
- 67 new businesses have started; and 147 were strengthened.
- Over 6 months, average monthly gross profit of individual business has doubled.
- Existing MBEs can invest more money.
- Business status improved from “bad” at the beginning of the coaching cycle to “medium’ or “better than average” by the end of it. More than half of the MBEs plan to expand their activities.
- Whereas business management and monitoring tools were hardly used before service delivery, the majority of MBEs use cashbook; profit and loss statement, production plan or monitoring tools by the end of the cycle.
- More than 2/3 of MBEs reported that their quality of life has improved. They especially pinpointed that they can buy more food.

We started regular program with 4 schools (kindergarten and primary school), 2 in urban and 2 in rural area, total number of children involved about 200. Aside from that we also have non-regular program by request.

Most children in the beginning find difficulties, e.g. to recognize some smell, to accept bitter or sour taste. But after a while, they regain sensitivity of their senses and pay more attention to the food they eat. Children also start to think critically and able to decide what they want to eat or not.
We have also worked with rural mothers to create local plant seed bank. Thus children will learn and apply their knowledge both at home and at school.

In the future, we envision children to have a deep understanding about food system and able to make wise decision about what they eat against long term personal, local, and global impact .