Child Watabaran - a child-focused sustainable social enterprise
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Allez à Changeshop: Child Watabaran - a child-focused sustainable social enterprise.
A Social enterprise that promotes sustainable model to leave no child on the street. A Social enterprise that promotes access of employment to underpriviledged families and generates incomes for its financial self-reliant. A Social Business that sells fair trade shirts to finances its street children projects.
A propos de vous
A propos de vous
A propos de votre organisation
Child Watabaran Center Nepal
Pays dans lesquels ce projet crée un impact social
Age de l'innovateur :
18 à 34 ans
Sexe de l'innovateur :
Votre organisation est-elle une
organisation à but non lucratif
Depuis combien de temps votre organisation opère-t-elle ?
Plus 5 années
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Intitulez votre soumission
Child Watabaran - a child-focused sustainable social enterprise
Sélectionnez la phase qui s'applique le mieux à votre solution
Stabilité (le projet a dépassé les premières étapes et obtient de bons résultats)
Depuis combien de temps le projet existe-t-il ?
En place depuis plus de 5 ans
Le besoin : quel problème tentez-vous de résoudre ?
Poverty and social exclusion are engulfing Nepalese families. When family economy falls back, social capital is distroyed, and state becomes unable to respond through welfare provisions; vulnerable population, especially children, are the worst victim and consequently end up on the street. There are +5000 children living on the street with precarious conditions and 2.6 million child labourers are vulnerable to become street children in Nepal. Child-focused NGOs are the last resort to protect them but lack of access to sustainable financial resources and over depedence on traditional charity, they are often forced to discontinue services. The work these NGOs do are important but the fund raising efforts are painful and unsustainable.
La solution: quelle solution proposez-vous ? Soyez précis !
Employment generation and financial self-reliance are the latest measures that Child Watabaran Center Nepal (CWCN) has developed to respond to this issue. Protecting vulnerable families from falling down by generating employment, assisting slum families with daycare, women saving groups and supporting enterprise are some of the preventive works CWCN does. For street children who can not be covered by these intervention, CWCN runs a school and homes to prepare them as self-fulfilling citizen by imparting education to care for environment, perservervarance, family value, humanity and respect to work. As these models are established, CWCN has started focusing more on developing a Social Business - with focus on fair clothes manufacturing - to employ people from vulnerable families and ex-street youths. Primarily, it generates profit to fund the activities for the protection and education of street children its child homes thereby creating a unique sustainable model.
Le système : décrivez un exemple spécifique montrant de quelle façon votre initiative fonctionne ; indiquez vos principales activités.
CWCN runs a child homes for more than 60 street children- both girls and boys - rescued from streets of Kathmandu and provide rehabilitative support through counseling, medical services, non formal education and homes to develop their secure childhood. Focusing on the individual potentiality of these children, CWCN fosters environment for children to develop thier soul and congnitive aspects so that they develop the urge to connect to family, increase sense of empathy and start looking society from the more affirmative attitude. Once these children are at the age of 16, they learn vocational skills with opportunity to be gainfully employed. One of such vocational training is a sewing training. Once these youths complete training, they join the clothes manufacturing unit of Social Business Enterprises - a non profit sharing company that CWCN started - where other tailors from socially excluded castes - e.g. Darjee- are employed. Social Business Enterprises produces its own tailor-made branded shirts "THE FAIR TAILOR" and works as production unit for other clothing companies. The youths are employed with more than average income of Nepalese garment workers with health insurance and fair working conditions. The profit that Social Business Enterprises makes are invested to partially support the operating cost of child homes. This way, CWCN promotes employability of underprivildged castes and street ex street youths; as well as generates profit to finance the operating cost of child homes.
Le marché : qui sont vos collègues et vos concurrents ? Identifiez les autres personnes qui travaillent à répondre au même besoin et indiquez ce qui vous différencie d'elles. Comment ces concurrents pourraient-ils influencer votre réussite ou votre croissance ?
Our peers are: fellow NGOs and other small tailoring stores but we have social business model which they lack. Informed Customers who want to be responsible buyers than to be the passive donor are also our peers. Garment factories which exploit people to make products cheapers, giant clothing brands who make clothes cheaper by buying from exploitative environment are our biggest competitors.What differentiates us is not on WHAT we do, but HOW we do. We promote cause-driven products, prosper on our grounded belief that beneficiary arent a passive receipient of charity, but an active contributor to change. The competitors are our motivators who make us realize the importance of empowering vulnerable families and youths and it helps us increase sales by strongly communicating our belief.
This Entry is about (Issues)
Votre initiative s’occupe de quelle(s) solution(s) pour aider des entrepreneurs émergents et pour aider des petites entreprises à croître et à s’augmenter dans des communautés mal desservies ? (sélectionnez tout ce qui est applicable)
Accès aux chaînes d’approvisionnement, Accès aux opportunités économiques.
Jusqu'à ce jour, quels résultats a obtenu votre projet ?
The social business model has so far been able to bring 21 ex-street youths to gainful employment and 6 in the Social Business Enterprises (SBE) alone. 17 tailor's families have been able to send their children to school due to their job in SBE. The children of these tailors otherwise would have ended up on the street. Consequently, 31 street children have been able to return to the families. Access to job is only the means to enjoy overarching social benifits that CWCN and SBE offer such as health insurance,fair working conditions andpsychosocial and career counseling which helps to keep family relationship intact. This helps to promote self-sustaining environment in the family. At the side of income genration, the social business enterprises has been able to generate 10% of the operating cost of child homes (as of year 2010) helping party to rescue and rehabilitate 54 children in child homes.
Quelles sont vos prévisions en termes d'impact au cours des trois prochaines années?
CWCN through its social business would like to generate the income to be able to support at least 50% of the operating cost of child homes by selling at least 9000 of our branded tailor made shirts "The Fair Tailor" over the internet and 400 shirts per month thereof which would be employing 30 tailors from vulnerable Darjee caste families and 10 ex-street youths grown up in CWCN's child home. Having 30 tailors gainfully employed, they will support average of 3 of their children in one family with food housing and education. 10 ex-street youths employed and will live a dignified life. CWCN will provide protective sanctuary to 60 more street children at our child homes from the profit we make. The 9000 shirts buyers will be potential marketeers of our social business.
Quels sont les obstacles qui risquent de freiner votre projet ? Comment pensez-vous les surmonter ?
The shortage of energy supply, government administrative hassles, taxation rules, low interest of the ex-street youths for sewing training due to withdrawal tendency among them, shortage of skilled labourer, marketing for increase of interest to buy tailor made shirts among customers, limited access to marketing and sales are main barriers to hinder our success. These barriers can be overcome by: creating alternative engergy sources , career coaching to increase perservarance among street youths,tapping in the tailors opting for foreign employment and showing example of gainful employment and introducing lean production system for quality maintenance, and using social media and networks for marketing.
Les meilleures propositions possèdent un programme solide détaillant leurs prévisions pour atteindre et suivre leurs objectifs de croissance. Identifiez vos objectifs à 6 mois pour accroître vos résultats
Through a functioning webshop, reach to 1 potential european company & sell 1500 shirts by keeping quality & delivery promising
Définissez les trois tâches principales à accomplir pour atteindre ces objectifs à six mois
To make the webshop functional and available in English and update social media to increase fans
Make sales lectures among Donors and companies to atract interest among management and employees
implement efficient production system and find right distribution channels to deliver at least 1500 shirts
Et maintenant, voyez les choses en plus grand ! Identifiez vos objectifs à 12 mois
reinvest part of profit, reach out to 2 large companies in network, sell 3600 shirts with more street youths & tailors in employ
Définissez les trois tâches principales à accomplir pour atteindre vos objectifs à 12 mois
Increase sales lectures to two more European companies in our network
Train and employ more street youths and skilled tailors
sell at lest 400 shirts a month, maintain quality and efficient delivery
Création de l'organisation : nous voulons tout savoir sur votre déclic. Expliquez-nous oú et quand les fondateurs se sont rendu compte que cette solution possédait un véritable potentiel pour changer le monde.
Seeing children develop through school, homes, mobile health services was marvellous. Children excelled in education and connected to families. Impact was relentless, but the same time, we were becoming painfully limited in our budget. 2005 started showing some chilling backlash. Some children did not fit in classroom and need handy jobs. We tapped in their interest by organizing sewing training in 2005. But fall out followed and one of the donors supporting our girls home left us making around 13 girls lives at risk. That sent us an alarming message. From our saving we bought and rented out an electric bus. We managed to sell 150 T-shirts sewn by trainees and all gave some sigh. These shock made us more of an enterpreneur and that motivated us to start sewing factory in 2006 and later on it became a working social business model. This increased employment of these youths and at the same time generated incomes for partial financial self-reliance of our work.
Quels sont vos différents partenariats ?
We have variou strategic partnership at different levels, viz.
1. Business2Business Partnership: We have business partnership with Sherpa Adventure Gear Nepal, Ella Sophia and Co. USA, YODE AB Sweden for supplying their branded clothes.
2. Marketing and Strategic: HimmelBlau has choosen CWCN and its Social business as their CSR to support us in market positioning.
3. partnership with donors: Net4kids Aid Foundation, XDIN AB, Partage France are our strategic donors.
4. Like-minded Org. Partnership: CWCN has partnership with NAOSC and Everest Range as child protection network partners.
Expliquez plus en détails les besoins et les offres indiqués ci-dessus ou proposez un type d'aide non mentionné dans la liste