Here's a story about how members of the Changemakers community are building affordable housing across the globe:
Millard Fuller, the founder of Habitat for Humanity and one of the world's great social entrepreneurs, cultivated the idea of building affordable housing through the Christian ministries and watched it grow to astronomical proportions. Today, the world-renowned organization has built over 300,000 houses across the globe, giving more than 1.5 million people a safe place to call home. Here, the celebrated humanitarian speaks candidly about working to eliminate poverty housing throughout the world.
Read more about this solution, or discuss this topic below.
HEALTH SOLUT
Margahayuland jaya
Posted on May 22, 2013 02:36 AM, in HEALTH SOLUT
Margahayuland. Google PageRank (PR) merupakan bagian penting dari optimasi mesin pencari (SEO), ukuran sistem peringkat betapa pentingnya website atau halaman web dengan menghitung popularitas link, kata kunci
Created on 04/8/2013 by lateliving
The LateLiving.com website reduces the stress and emotional toll of searching for elderly care. It saves time and money for senior communities and potential users alike through the use of floating motion video walk through tours. The easy-to-use online platform offers an indispensable guide that helps families find adequate care for seniors without ever leaving the comfort of their home.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNegara Organisasi
United States, AZ, Tempe, Maricopa County
Organization's Country of Operation
United States, AZ, Tempe, Maricopa County
Type of Organization
Bisnis
Year of launch of the organization
Years in Operation
Beroperasi kurang dari satu tahun
Has the organization received awards or honors? Please tell us about them
Late Living has won 4 major awards and one minor award in the last 10 months totaling $47,000. The company is a winner of the Edson Student Entrepreneur Initiative at Arizona State University and recently won ASU’s Innovation Challenge, Arizona Demo Day Competition as well as the ASU Venture Catalyst Rapid Pitch Competition at the Arizona SciTech Festival. They also one of the first entrants into the MAC6 incubator and business accelerator program in Tempe, Arizona after taking first place in their search for innovative start-up companies.
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.
Chris Wilson, a small film maker, sat down with his grandmother in 2012 to search for assisted living online. He saw was is easy to book a hotel, buy real estate and even find love online but it was nearly impossible to find senior living with good decision making tools. It was at that point he made it his mission to revolutionize the way people search for and make decisions about senior care.
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanName Your Entry
Late Living - Senior Living Video Tour Directory
Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
Late Living has created the only online directory of senior care facility video tours.
We provide an amazingly simple solution to a complex and emotional problem that is a win/win situation for care facilities, the families of aging parents, and the elderly parent in need. Never before has the search for senior living been as easily accessible to families and their elderly loved ones. A one sided decision making process for finding senior care has now been replaced by collaboration and involvement of an aged parent in spite of disability or distance.
LateLiving.com’s key distinguishing trait of floating motion video tours coupled with unique website features has significantly overshadowed current competitor online directories and will quickly become the most used and trusted resource of families searching for elderly care.
Late Living has developed a unique filming technique to give the videos a “floating” walkthrough feel as if one were walking the property in person. By utilizing specialized equipment and cinema quality cameras to produce ultra wide viewing angles and incredibly smooth motion potential patients and their families can quickly narrow their choices by touring facilities conveniently online without ever leaving their home.
The families of elderly loved ones can further pinpoint their needs with an advanced search criteria including up-to-date pricing and availability. Their preliminary decision will derive from the feel for what a facility has to offer combined with user reviews and pricing information.
Describe how your innovation model is distinct from any other organization in your field?
The LateLiving.com website directory is unique from current competition because it satisfies the needs of two important segments, the families of senior citizens and the facility marketing staff.
The current approach is to search for senior care with the use of placement agencies or online directories that sell your information to these agencies. These companies require in person tours and meetings that take three to four weeks. These individuals are influenced by money and friendships that do not put the well being of the patient first and compromise the integrity of the industry.
Unlike competitor websites, we do not sell the information of our users and have developed decision making web tools, including the video tours, to cut the search time down to three to four hours.
What type of operating environment and internal organizational factors make your innovation successful?
Nearly 70 million baby boomers will retire in the next 20 years, and at the end of 2012 there were over 40,000 assisted living facilities in existence within the United States. Searching for a suitable residence for an aged parent or family member can be a daunting task in an industry that lags eight to ten years behind in technology and marketing. Many families struggle to find adequate care or simply choose the first available option instead of what is best for their loved one. To top it off, many elderly parents are not sufficiently mobile or cannot spend time visiting the facilities to help in the decision making process.
Our company has leveraged technology and automation to be a lean, cash efficient start up with sound business principles and an wise advisory board.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
We have developed our technology, organization and cultural road maps to ensure the company is able to innovate and keep us on the cutting edge. We ensure that the customer is always an integral part of the process when developing new features and make it a key point to always remember who we are serving.
We have constantly looked forward to massive growth and have put the process automation and documentation in place since the first day to ensure that repetitive tasks are minimized and value add is the driving force behind our productive time.
In order to focus attention on the items of greatest importance we have outsourced the tasks that are not our core competencies and focused all of our time and energy toward working "on" the business and not "in" the business.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanThe systemic challenge you are trying to overcome (select one)
Realign the incentives in the public healthcare system in mature markets, or
Health area (target market) where the need is [select only one]
Other specialty care
Categories along the health continuum you are covering [select all that apply]
Long-term care.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
Late Living is seeking to solve the problem of finding senior care efficiently and effectively using technology.
Using the current approach, families of an aging loved one are forced to cooperate with placement agency policies and potentially unethical practices or continue the search on their own. Tackling this monumental and emotional task currently requires countless phone calls and in person tours that squander resources, waste time and limit other viable options. Many simply do not have the time or money required to locate suitable living arrangements on their own, especially when geographical distance becomes a barrier.
Stage that best applies to your solution [select only one]
Piloting (a pilot that has just begun operating)
Core strategies of your business model [select all that apply]
Redesign of the public healthcare system for more efficiency (in terms of processes, structure etc.), New approaches to distribution of health products and services, Unconventional partnerships (between traditional healthcare players and players outside healthcare).
Most relevant tools you are using to implement the strategies outlined above [select only two]
Technology, Education/training.
Please describe your solution in more detail
Users will have free access to the website, its features, and all of the video tours without a subscription. As part of this free access, users will also be able to create their own account to simplify their search and save and share their favorite facilities privately. Family members can then make comments and suggestions on a user's favorites through a unique method that does not require an account or sign in. By using this method, family members can be involved in the decision making process regardless of location.
In addition to helping seniors and their families, Late Living is also modernizing the way facilities market their services to prospective clients in the form of video licensing and analytic subscriptions for enhanced target marketing efforts.
What are your vision and overall objectives?
Late Living's management team has a dream to create an indispensable tool that aids hundreds of thousands of elderly citizens in finding adequate care later in life without ever leaving home. Late Living’s dream is to become the Zillow of assisted living with the room availability information of a Hotwire.com service. Our primary goal is to create the leading online website for locating assisted living through the use of video walk through tours. In doing this we have a mission to accomplish two objectives; redefine an industry held back by crippling paradigms and influenced by unethical practices; ease the burden felt by family and loved ones by providing a user friendly online tool that will aid in better decision making with less effort.
What is your value proposition?
The LateLiving.com website and it's tools revolutionize the search for senior care by transforming a three to four week search into a three to four hour decision. Through the use of the tours and unique sharing features families can tour as many locations as they'd like from anywhere in the country and collaborate on the decision as a family instead of the burden falling on the eldest child or closest family member.
We also take the value proposition one step further with a completely new approach to reaching seniors and their families through the use of magnetic marketing. By licensing the video and subscribing to our monthly video analytic package facility marketing staff can see who their top prospects are, target their marketing efforts and reduce their work load by up to 96%.
Who is your customer(s)?
There are two customer segments in our market. Website visitors and facility marketing staff.
A website visitor in our target market is a U.S. Adult ranging in age from 40 to 60 years old. Most of these users will be searching for senior living for someone other than themselves, namely a loved one or aging parent in need of care. They are professionals with busy schedules and family members spread across regions.
Facility administrators match the profile of marketing and sales staff of larger centers (50 apartments or more), who need a viable alternative to placement agencies and have very little marketing automation knowledge.
Various segmentation exist within each group and we are currently working to identify the most profitable and most accepting market segments.
What approaches to you use to reach your customers?
The go to market strategy to build the database of video tours as quickly as possible. The success of LateLiving.com rests squarely on the quantity and quality of the content. In order to maximize the amount of content and to surpass the usefulness of competitor sites, filming of the video tours and setup on LateLiving.com will be free of charge until September 2013. Utilizing this strategy will allow the directory to capture nearly all of the locations in the state of Arizona.
A free basic video tour will ignite interest in the project and allow access to key decision makers in each facility. They will then be offered an up sell of additional video enhancements and a paid monthly licensing of the video for use on a facility website packaged with an analytics subscription.
What are your primary activities?
Our primary activities involve the creation, maintenance, and feature enhancements of the online database. We also educate facility staff of the new availability of our services and coordinate of filming and editing of the senior communities.
Educating the sales and marketing staff of senior communities has also emerged as being a primary activity of the company because of the lack of marketing automation skills found within these organizations. This also aids in positioning our services as a time saving solution and expert knowledge of the subject.
As the database grows, our primary focus will be on educating the public of the availability of the video directory and the unique decision makign features it offers to families who are currently searching for care.
Who are your peers and competitors? What problems could these players pose to your success or growth?
Currently, there are a large number of online directories that offer general information about the care facilities that list with their site. However two of them are industry leaders:
o APlaceForMom.com – founded in July 2000
o OurParents.com – founded April 2001
Due to the size of these companies and their current reach they pose the greatest threat to our growth if they can successfully implement a video solution and sharing feature similar to LateLiving.com.
These directories are maintained by companies who supply leads to placement agencies and charge no up front fee to have a listing on their site, their fee is in the form of commissions once a user moves in.
Marketing staff do not like using these directories because of the minimal value they provide to residents.
What other challenges - individual, organizational, or environmental – are you currently facing or might hinder future success of your business, and how do you plan to overcome those?
We face significant challenges as a start up company with regard to our team and funding. This is a game changing opportunity that has the potential to disrupt an entire industry and significant funding will be necessary to populate the online directory with a sufficient number of video tours as well as inform the target market about our services for their families. To overcome this hurdle, we have already reached out to angel investment groups and venture capital firms who have shown a mutual interest in our project and formed relationships before we are in need of funding.
Because we are a small team, we face the challenge of attracting A Game players to help us build the company. We also realize each team member has a runway of time they can contribute before requiring a salary.
Briefly describe your growth strategy going forward
We plan to film as many Arizona facilities as possible within the next 9 months with a target of 120 locations. We have become members of senior housing organizations that have given us access to nationwide senior living chains and sales meetings with key staff. We have also identified seven key states that will become the first regions for nationwide expansion (CA, TX, FL, OH, WA, OR, NV).
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New regions(s).
What makes your business "ready" for growth?
Over the past year we have integrated Infusionsoft as our CRM and marketing automation software with an eye toward rapid growth. Clearly documented processes have helped to completely automate repetitive tasks and reduce profile setup time on the LateLiving.com website by 70%. We have also signed up videographers in seven states at a cost savings of 65% market rate for this type of filming.
What are your key growth objectives?
To accomplish our objectives there are five goals that need to be realized within the next year:
• Revenue Goal: $100,000
• Reach critical mass of 170 facility video tours on LateLiving.com
• Attain 75 monthly paying clients by the end of 2013
• Generate 20,000 visits per month by the end of 2013
• Achieve 50 resident placements from the website
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
Key activities include search engine optimization of the website, a public relations push as we hit our growth milestones in order to generate awareness and drive traffic to the website, and rapid expansion of the database to include all Arizona facilities.
Within a three year period Late Living will have captured a 40% market share and have complied a comprehensive database of video tours. Goals to accomplish within three years are as follows:
1. 2015 Revenue Goal: $6M
2. Host 1,600 facility video tours on LateLiving.com by the end of 2015
3. Monthly Recurring Revenue Goal: $244,000/mo
4. Attain 1,350 monthly paying clients by the end of 2015
5. Generate 300,000 visits per month by the end of 2015
6. Achieve 340 resident placements per month by the end of 2015
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat has been the impact of your solution to date?
We have had the privileged of filming 50 senior care facilities to date and are currently seeking the grow the database of tours to 170 locations by the end of 2013 in order to help the maximum number of seniors and their families find care.
Our mentors have advised us to focus on building the database of video tours before promoting the website to the public in order to make it useful to everyone within a region who chooses to visit the website.
We have done preliminary research to determine the time saving benefits of using the website one critical mass has been reached and it has been discovered that the average family spends three to four weeks searching for senior care with the current methods. The impact of our online offering will reduce that search by 95% and effectively make process a collaborative decision instead of an exhaustive search.
As a measure to also aid those who are looking at specific locations for care, we have also implemented the video tours and analytics into the websites of two large senior communities in Arizona. The response has been positive and they have seen as many as 400 video tour views in the first two weeks from locations ranging from Florida to as far away as Alaska.
They are also running pilot campaigns with offline and online media directing users to the video tours online. This approach is saving marketing staff in upwards of 400 man hours to conduct personal tours of the property and increasing satisfaction in the sales process because it can be custom tailored to the interested individual.
What methods for quantification of social impact are you applying (if at all)?
We are quantifying the social impact of our technology by tracking the number of registered users on the website, the number of direct inquiries to senior care communities and the number of residents who move into these locations. These key metrics will help us as we devise strategies for increasing the social impact the video directory will have on the U.S. population as a whole and by tracking these statistics we will be able to calculate the approximate amount of time and resources saved by families who utilize the tools LateLiving.com has to offer.
Could your solution work in other geographies or regions? If so, where?
At Late Living we are determined to make this online solution a nationwide directory as quickly as possible in order to serve every region within the United States.
Our initial target is Arizona which represents a perfect validation area for our new service. As we understand the approach and hone the message within Arizona we are poised to target eight key states for immediate expansion. The database will eventually encompass all senior living locations in the United States within five years.
A similar senior care situation exists within the European Union which represent possible expansion opportunities and with the film maker network in place we can also expand into additional markets similar to senior housing. These include university housing, home buying, and others.
What is your projected impact over the next 1-3 years?
There are five goals that need to be realized within the next year:
• Revenue Goal: $100,000
• Reach critical mass of 170 facility video tours on LateLiving.com
• Attain 75 monthly paying clients by the end of 2013
• Generate 20,000 visits per month by the end of 2013
• Achieve 50 resident placements from the website
Three Year Goals
Within a three year period Late Living will have captured significant market share and have complied a comprehensive database of video tours. Goals to accomplish within three years are as follows:
1. 2015 Revenue Goal: $6M
2. Host 1,600 facility video tours on LateLiving.com by the end of 2015
3. Monthly Recurring Revenue Goal: $244,000/mo
4. Attain 1,350 monthly paying clients by the end of 2015
5. Generate 300,000 visits
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanElaborate on your current financing strategy
Owner equity was the first stage in the funding strategy and seemed reasonable at the time of inception.
In order to take our idea to market we have employed the strategy of grant funding and competitions to support seed stage and business model validation. As we move forward and show sustainability through the video licensing and analytic subscriptions we attract over the next six months we hope to secure a series A round of financing through angel investment groups or micro VC's willing to support growth plans through the next year of operations in order to expand into additional regions and employ key staff necessary to execute on our deliverables.
Share of revenue generation in total income of organization (in percent)
Direct sales to patients or other beneficiaries (in percent)
Of the possible sources of these sales listed below, check all that apply to your current strategy
Caregivers, Private businesses.
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
Others.
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
Explain your revenue generation strategy in more detail
Users will have free access to the website, its features, and all of the video tours without a subscription. The main source of revenue will come in the form of referral fees paid by the facilities after they have received a lead from the website and signed a contract with the user. The referral fee paid by the locations is a flat rate of $1,500 per resident.
In addition to helping seniors and their families, Late Living is also modernizing the way facilities market their services to prospective clients. Recurring revenue in the form of video licensing and analytic subscriptions to these facilities will supplement the referral fees. A one time enrollment fee of $799 applies to this package with a $179 monthly subscription.
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Explain your philanthropic approach in more detail
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
Growing the database of video tours and promoting it to the public will be key to generating a significant revenue stream in order to maintain a sustainable business model.
Subscription revenue from large senior communities will carry the company through the beginning stages because they will be able to adopt the technology before a significant number of locations exists on the website in their area. This revenue will be critical until each region reaches a critical mass at which time referral revenue payments will become the dominate form of cash generating activity.
Over a four year model our cash flow breakdown can been seen in the following list (all percentages are approximate and exclude certain small revenue streams):
2013 - $107,000: 64% Enrollment fees, 32% Subscriptions, 1.4% Referral Revenue
2014 - $1.4M: 40% Enrollment fees, 30% Subscriptions, 29% Referral Revenue
2015 - $6M: 13% Enrollment fees, 24% Subscriptions, 62% Referral Revenue
2016 - $12.2M: 6% Enrollment fees, 20% Subscriptions, 72% Referral Revenue
This is a book written by a young Kenyan budding author about the challenges that face African youth such as climate change and unemployment and lack of opportunities. The a step by step practice and workable solutions that are brand new, innovative creative and perfect not just for developing countries but also for developed countries suffering from economic downturns. The book will spur thinking, debate, change, and growth world wide putting the youth agenda first in a remarkable way just needing more publicity to change the entire system.
Created on 03/5/2013 by sgring
With the growing demand/requirement for green in design and construction, the building industry is experiencing challenges finding a qualified workforce. This bottleneck is due to a lack of entry-level green project experience available for professionals and students.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNegara Organisasi
United States, CO, Lakewood, Denver County
Negara tempat organisasi ini menciptakan dampak sosial
United States, CO, Denver, Denver County
Apakah organisasi Anda adalah:
Hybrid
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Pertumbuhan (eksperimen Anda sudah dijalankan, dan mulai dikembangkan)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
With the growing demand/requirement for green in design and construction, the building industry is experiencing challenges finding a qualified workforce. This bottleneck is due to a lack of entry-level green project experience available for professionals and students.
Thus, BOULD partners with community projects (ie a Habitat for Humanity home) and transforms it into a hands-on green building education experience for developing professionals and students. We connect a cohort of emerging architects, engineers, and builders seeking entry-level access to a local green project to capture that difficult to find green building experience -- while also building green, affordable homes for low-income families!
What are your organization's top three priorities in the next year?
Our company’s top three priorities are to:
1) Establish partnerships with schools, workforce centers, and building industry firms to develop a consistent pipeline of participants to receive our crucial green building training.
2) Expand our programming to 10 new major municipalities, serving 800 new students and supporting 100 new affordable homes.
3) Continue building new programming and piloting new delivery methods (online, condensed) .
Need #1
Consumer/Audience Acquisition
Need #2
Peer Benchmarking Analysis
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
BOULD is currently transitioning from a direct sales model -- to a partnership model with schools, universities, and businesses. Historically, the programming has be sold directly to consumers, interested in filling their professional "experience gap." This model was tough, given the amount of effort it took to attract, then sell each individual consumer. Thus moving forward, BOULD is developing a partnership model to work directly with major universities and community colleges to embed this crucial programming into undergraduate education. This route will streamline our operations and revenue cycle -- in that, we will be working with only one payment agent (the school) and we can anticipate a consistent crop of committed participants. We're currently exploring the structure of those relationships with 5 schools across 2 states -- and constantly learning about how to effectively navigate school/university relationships.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
The support will be targeted on how BOULD navigates partnerships with schools/workforce centers/veterans/local governments to source program participants.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
BOULD has worked with other social entrepreneurial accelerators to help refine our business model. However, we have never specifically tried to tackle this problem with a group of consultants. We have tried to approach these different groups with our internal team, but have had very little success to formalize a partnership.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Establish Clear Strategy/Plan and Begin Executing on Building Formal Partner Relationships
2.
Benchmark our Product Against Online Competitors to Focus our Branding
3.
Receive Feedback to Continue Refining our Model
What has been the impact of your solution to date?
225 Professionals graduated. We're focused equipping the next generation building professional with the skills and experience required to tackle the environmental challenges of today. Down the line, we're aiming build up a job placement pipeline -- and measure jobs created -- but presently, we're laser focused on building a better-trained and qualified work force. By 2015, we plan to have trained 800 professionals.
27 Affordable green Homes built. Each of the projects we transform into our "learning laboratories," ultimately becomes an affordable home for a low-income family. And, because we take additional green steps and have support from program participants -- these homes are incredibly affordable and environmentally friendly. By 2015, we plan to have supported 150 homes.
What is your project future impact after receiving professional support from American Express?
BOULD impact could double with the help and support of this program. Once we are able to establish and build out long lasting partnerships with institutions, we believe we can train 1,600 students and build over 300 LEED homes for low-income families by the end of 2014.
This Entry is about (Issues)
Created on 02/20/2013 by Whitley777
The Curbside Chronicle is a street newspaper that is written and sold by the homeless community to provide them with both a voice and means of income.
Jazzaponics is a project in which a vacant 60 ft. by 100 ft. lot is transformed into an urban high volume food production farm)and local residents and establishments take monthly subscriptions to receive fresh produce such as vegetables, fruit, herbs, and eggs (and fish a few months down the line) grown locally.
The vegetables are grown using Aquaponics farming techniques (a symbiotic relationship between fish and plants) and vertical growing.
Created on 01/9/2013 by Ken Gauthier
Community Impact Consulting. A social enterprise platform to provide professional services in all areas of community impact and development to cause driven non-profits, NGO's and philanthropic foundations. A new business model to reinforce community impact as a bottom line, promoting pro-activity and engagement.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanTell us about yourself/your team.
I am a motivated self-starter that thrives in an environment of transition and change; I like moving and improving parts. The status quo grows on me like rust. In the right circumstance this anxiety has been a great gift. At the wrong time and place, it has a downside too.
I am a passionate father, husband and son, and feel blessed to be anchored with a deep and rewarding family environment. It motivates me to continually strive to improve community,
I partially own and work for a private multi-disciplinary consulting firm in Western Canada. I am surrounded by intelligent and motivated problem solvers from all walks of life, A few peers have been working very closely with me to pull this initiative off the ground and take it to the next level.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
I am passionate about positive change. My classical training as an engineer and problem solver inspires me to seek out the root cause of issues and the fundamental shifts required to overcome them; never 'band aids'.
Over a decade with this Company I have developed a strong sense of the power of a network of people to animate change, With a decade of experience with all levels of government, I also 'feel' the silo's and entrenched causes of a number of the social issues that we are dealing with.
Combined with a rich tapestry of personal life magic and loss, I feel at a point of convergence; poised to make an optimal contribution to my Company and Community.
Primary country where this project is creating social impact
Additional countries or regions
Industry
Professional, Scientific, and Technical Services
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Permulaan (eksperimen pertama baru saja beroperasi)
The Need: What social or environmental problem are you trying to solve?
Need: Access to high leverage community development expertise and networks for cause-driven non-profit, NGO organizations and foundations, as well as First Nation communities.
Too often, impactful services/expertise/consultants and networks are out of reach due to market based rate$ and historic approaches to exchanging value. Secondary networks, B-Teams and costly fee-for-service models are not effectively going to be able to tackle the tough problems we are facing.
Most procurement models for professional services promote a reactive mindset from leading thinkers; solve the problem that you were hired for within the terms of reference and budget. Engagement needs to promote proactive and free thinking, encouraging greater impact and reward.
The Solution: What is your solution? Be specific!
Develop a new practice and approach on a social enterprise platform for the provision of professional services that activates proactive problem solving by making community impact a primary business goal. Make and prove the connection between positive community impact and a sustainable profitable business. Target the cause driven community organizations, NGO's and foundations that already have a cause and mission and support it with our existing expertise and networks in community planning, engineering, architecture, environmental and engagement. Develop the platform that expands the scope of value exchange beyond simple fee-for-service exchanges, beyond rate X hours; include community impact as an intrinsic bottom line and inherent goal for the business.
The Solution: Why is this solution innovative for your company and industry?
Professional service firms often offer pro-bono services and discounted rates to the non-profit sector, many exercise corporate social responsibility programs and some have established private philanthropic foundations. All valid and beneficial, but inherently limited; often based a fixed % of revenue once other profitability goals are met.
A new business model that targets community impact as an explicit outcome generates sustainable momentum; core to business success.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
In a professional engagement, value is usually transferred monetarily, yet can be derived in so many other ways including participation, through experience and leadership development, through brand and reputation enhancement for the firm. These are all highly valuable/desirable outcomes that would carry a substantial cost if 'purchased' in an open market. There are other 'currencies' available in exchanging value.
A new approach and business model that is at least partially based upon broader participation in Community impact enables pro-activity. Unshackled from the limitations of procurement, a terms of reference or a fixed scope in a traditional sense, motivated experts can find their way into the complex problems facing us and be able to sustain participation and the development of solutions; unfettered by traditional limitations.
An example: Housing issues within many First Nation communities in Canada. Governments are at least distant from the problem. First Nations people are often trying to react to the situation. Politics abound. Ownership for the issue is splintered across silo's of government. No individual agency or person is positioned to work across the silo's, jurisdictions and agencies. The problem is a century in the making; and resourcing the development of sustainable solutions isn't yet imaginable or affordable.
Yet many possess the expertise, networks and skill to get started; but traditional engagement models just don't provide a central 'client', a terms of reference or an assignment. Open participation is inherently discouraged.
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?
None that we're aware of within our intended sphere of influence or with a similar business model. We see plenty of pro-bono service models, and we see the emergence of non-profit models in the space we are describing.
We don't yet see a sustainable and reinforicng social enterprise business model that can convert leading minds to a proactive mindset. With success that we can share with our industry peers, many will rush to replicate the model, and the net systems level effect is broader.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding 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.
As market based community engineering and planning consultants, we are often contracted to governments to address an infrastructure issue within a First Nation community, often a 'reserve'. We routinely drive through some of the most deplorable social living conditions in Canada to get to our job site or meeting. We are uncomfortable with what we see and experience, we know it isn't right, and we have ideas about how to improve things.
As hired consultants though, we are often external to the problems. Opinions or ideas aren't always encouraged outside the scope of our assignment, and often we can't afford to develop solutions on our own without a client supporting our efforts. Over years of frustration, realization set in that we need to develop a new approach, that the old economic metrics and mindset are not meeting the needs of today's society and that we need to take responsibility for our community.
This spawned internal dialogue and the development of a new approach.
What has been the impact of your solution to date?
We have developed a half dozen projects with key community focused non-profit organizations that otherwise may not get implemented; including the develop community programs for transportation of seniors and developmentally disabled adults, the design and development a large scale community centre, the development and maintenance of a leadership camps for underprivileged youth, and the design and construction of scent gardens and park play areas for visually impaired youth.
We have begun to develop new approaches to exchanging value without relying exclusively on $$ or an engagement contract to govern our thinking. Governments are taking notice of our efforts to be innovative and impactful, and considering how to incite other business to consider similar approaches.
Our clients are excited. Our staff, across all generations, are positively stoked to participate. This has generated a 'buzz' across our Company, and many new and open minds are turning to the possibilities.
What is your projected impact over the next 1 to 3 years?
We aim to see 25% of the Company's business activity focused through the social enterprise and oriented toward supporting cause driven non-profit, NGO and foundation type organizations. This would translate into literally dozens of new projects animated over the next 1-3 years, positively impacting communities and enlivening our practice with proactive thinking and innovation.
Our actions will inspire similar responses from peer organizations in all areas of professional service, magnifying impact and setting a new tone. We hope that our government clients will take notice and adjust procurement models to service providers, We hope that our staff and teams will gradually adjust their thinking and mindset toward possibilities; moving toward stronger rooting in pro-activity.
What barriers might hinder the success of your project? How do you plan to overcome them?
Capturing and articulating the value exchange is the key. We will lose ground if this continues to look and smell like philanthropy. Investments in community need to be supported with business case thinking, and an understandable (and defendable) transfer of value.
We need to enable a longer term perspective on business success, not quarterly or annually, but over the course of decades as communities evolve with us. We will get there by moving gradually, by developing and sharing success stories and articulating our impact and benefit,
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat is the benefit or value you're creating for your business?
Cause driven community groups and NGO's/foundations are increasingly at the epicentre of relevant proceedings in many communities. They are often tied to key community movements and progress, to change initiatives and in many cases are taking on lead roles in driving new solutions.
As a consultancy and for-profit business focused largely upon community impact and benefit, being connected to and relevant within these increasingly influential circles is essential to our long term sustainability. This is a new and dynamic client sector for us.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
This is currently being leveraged through the passion and spirit of like-minded peers who aim to see this through to fruition. A team of professionals are pulling the pieces together, networking with community groups and potential new clients, government officials and social innovation networks. Wages are supported by the parent Company; also taking advantage travel and networking overlaps that otherwise are occurring as a normal course of business. There is no line new line item impact to the parent Company. Not yet anyway.
Communication and knowledge is being transferred internally through a variety of pre-existing means, leveraging the considerable systems at our disposal. All communication channels are tuned to this social enterprise concept, from leadership blogs to social media.
Expand on your answer, explaining the long-term funding and support plan.
As a social enterprise our aim is to be a self-supporting practice beside the parent Company (ultimately registered as a community contribution company - CCC). With time, practice and networking, we will find our way to a client base that can support our goals while we support theirs, just as would be the case in a more traditional business model . Over a period of 1-3 years we will 'wean' ourselves off the launch platform provided by the for-profit Company, and then work beside it toward mutual benefit.
Tell us about your partnerships across your company and externally that are key to your project's success.
Networking across cohorts in all of our markets is key. There are many like-minded professionals in our midst to champion causes in community. Two internal cohorts have demonstrated strong and early leadership, our youngest consultants and or oldest consultants. This initiative is then strategically anchored at both ends. This initiative is also anchored at the Board of Director level of both our for-profit Company as well as our philanthropic foundation; key positioning.
What internal support have you gotten for your project? What kind of push-back have you received?
As a socially minded for-profit Company, strong support has been demonstrated over 2012 for this conversation. Boards of Directors' at our for-profit company and our philanthropic foundation have endorsed the concept.
Still, murmurs of 'how do we make money at this?' have been detected. 2013 will bring the concept to market, to test approaches, make mistakes and adjust accordingly. More discernable push-back is anticipated as the practice goes live this year.
Ethoco provides promise to leverage the multibillion dollar US real estate market to promote quality green housing in emerging markets. Ethoco will leverage donations tied to US housing market transactions to create a Kiva-like marketplace for US donors to select families to support with housing in developing countries. These families will receive a subsidy on their home and access to a micromortgage from Ethoco.
Created on 12/17/2012 by ncordier
Combining Leroy Merlin strength and passion together with its close network (customers, suppliers) and social partners in order to create new solutions that meet the needs of people at the base of the pyramid (BoP), who are non-client citizens in a situation of precarious housing.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanTell us about yourself/your team.
After developing a micro-credit project in Chile 20 years ago, I now have the opportunity to strike the same balance between public good and economic sustainability by developing social business at the heart of Leroy Merlin.
I’m really motivated to change the rules of the game in order to start innovative projects, with meaningful and concrete solutions.
Social business can be a transformative avenue for a company's business strategies. It reaffirms the company's mission: help each person obtain their dream home.
The real challenge lies in making this dream possible for everyone—as many people as possible—and especially those in financially challenged situations.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
An intrapreneur is an innovator who changes the rules of the game, capable of creating a change while integrating it into the company's strategies.
I try to bring different energies and various skills to my projects. Driven by the vision of an emerging future that I communicate with enthusiasm, I am pragmatic and action-oriented, quickly moving from talk to action. Think big and start small. The intrapreneur must be persistent and patient, flexible and demanding not just in style, but also at his core. He networks both inside and outside the organization—his creativity aims at creating value. He is a driving force and an accelerator of change within his company.
Primary country where this project is creating social impact
Additional countries or regions
Brazil, Portugal, Spain, Italy, Turkey, Poland, Russia, Romania, Ukraine
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Permulaan (eksperimen pertama baru saja beroperasi)
The Need: What social or environmental problem are you trying to solve?
The different forms of precariousness at the housing level do not allow people to have a dignified standard of living, whether they are homeowners, tenants of social housing or people waiting for this type of housing. The problem includes people's isolation, lack of DIY know-how to equip/rehabilitate homes, and the cost of access to certain products. The relationship between beneficiaries, social actors and private land is at the heart of the project.
The Solution: What is your solution? Be specific!
Creating an incubator for social business projects within Leroy Merlin, allowing innovative partnerships with actors in the field. The skills and passion of the staff (and their close networks, customers and suppliers) can help find solutions for insecure living conditions in a "no loss/no gain" model for sustainable development on a large scale. Tracks explored in this pilot phase are:
- "DIY and rental maintenance" modules, in preparation to relocate people waiting for social housing, who are currently living in Emmaus Solidarity shelters.
- The participation of the housing equipment solidarity bank to equip clean, but empty lodgings.
- Construction of Auto Accompanied Restoration projects with the Companions builders for 150 homes in Clichy sous Bois.
The Solution: Why is this solution innovative for your company and industry?
The main paradigm shift lies in the fact that the resolution of a social purpose is considered an integral part of the company business; it is not a limited or isolated action. This willingness to create shared value for the benefit of the greatest number of people in precarious housing situations is unique, as well as the construction of partnerships with actors in this field.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
The preparatory workshop for relocation has created a unique collaboration space for people who would never meet in any other situation.
The Solidarity Emmaus experience supports disadvantaged populations to determine the elements that better prepare them to obtain social housing. This is combined with educational engineering from the Leroy Merlin Training Centre, in which staff share DIY "job actions" and other skills with people who really need them.
- The animation module is carried out in a special training space, at a store with sales consultants, which reinforces participants’ pride and self-esteem.
- The store manager and human resources manager foster commitment that gives collaborators a sense of purpose and enhances their motivation.
- The instructors are enthusiastic about the experience of passing on their know-how.
- The teachers whole-heartedly live by the values upon which they instruct, they're committed to helping people make their dream homes a reality, even for those non-resident clients in a precarious situation.
- The participants as collaborators- organized video testimonies, helped generate an internal dynamics across the enterprise.
This partnership allows even lends itself to scaling, as these types of workshops can be replicated to other members of the FNARS (The National Federation of Reception and Social Integration Associations)
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?
Public Authorities, especially at local level, public housing offices, social housing institutions, associations of general interest: many actors coexist but rarely does their work combine the type of skills and passion present in the private sector. Innovation with stakeholders in the field is a fundamental condition for the success of the project. With these new alliances of various profiles, new and hybrids solutions will be found. A major challenge will be to overcome pre-existing power structures and defining responsibilities of each stakeholder.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding 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 first experience of creating a micro-credit institution 20 years ago in Santiago, Chile introduced me to social business, self-sufficiency and maximized social impact (in connection with the Grameen Bank Yunus)
> The development of innovative business/ private actors associations in the field in a model "no loss / no profit", especially with Grameen Danone
> On the one hand, my commitment was triggered by life changing testimonies and by the consideration and the dignity of people due to the improvement of their housing in Chile, Togo, Benin, Brazil, the Philippines, France and Spain. Lifestyle is structuring for all man!
> On the other hand, my commitment was triggered by the inclusion vision at the heart of the company business, finding new solutions to improve the living conditions of the poorest, in serving the company vision. While a paradigm shift!
What has been the impact of your solution to date?
> The realization of 9 relocation preparation workshops with 4-7 participants each, allowing the acquisition of basic DIY to build and maintain housing on the basis of a co-educational frame created with Emmaus Solidarity.
> Establishment of a partnership with the Companions builders to rehabilitate 150 housing in the area of Chêne pointu in Clichy-sous-Bois: training of beneficiaries, implementation of a tool-library, cost price materials, integration of passionate DIY customers from the nearest store in order to increase the numbers of volunteers on these "meaningful" projects.
> The participation of the housing equipment solidarity Bank (launched by Emmaus Challenge and Carrefour mid 2012) for the provision of unsold and stock excess to allow the first housing equipment and the rights-holders are qualified by social workers and social landlords.
What is your projected impact over the next 1 to 3 years?
In the next 3 years:
> Rehabilitation of 1000 housing with 5 partner organizations
> Training of 200 people housed in emergency structures to prepare them for re-housing.
> Development of 2000 housing through the housing equipment solidarity Bank
> Establishment of a volunteer yourselfers clients network, 300 participants in France
> All Group employees in France strengthen their sense of belonging by knowledge of projects, 600 collaborators have contributed concretely to one of the projects
> Starting operations in 4 countries (in addition to France)
> Top 10 international cooperation projects initiated by collaborators in countries where the group is not present
What barriers might hinder the success of your project? How do you plan to overcome them?
- Poor integration understanding of the social impact research at the heart of the company's business in a logic "no loss / no profit"> we must develop a methodology for project management, which validates the model and expected benefits
- Lack of commitment to the store network in order to free up time for their employees for this new kind of mission> enhance learning at the heart of the collaborator profession.
- No decision to validate a specific mode of governance in social innovation, linked to the management of the company and with adequate resources to pursue R & D
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat is the benefit or value you're creating for your business?
Beyond its results, social business strengthens company strategies:
- Pride of belonging to the enterprise and loyalty
- Reason for uniting on an ambitious mission
- Recruiting the best talent waiting involvement and sense
- Skills in action, new life for some employees
- Innovation facilitated
- Open to non-residents customers
- Apprehension of future markets
- Place of co-creation
- Customer exceptional relation for those who involved as volunteer
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
The leroymerlin.communities resources available are varied:
> Projects are at the heart of the business and as close as possible to the independent structures that are stores, 20,000 employees involvement is possible
> The supply of cost products in logic no loss / no profit
> In-kind products donations (entitlement to a tax reduction, 60% of cost price)
> Skills-based sponsorship (including entitlement to tax reduction)
> DIY passionate customers volunteer "in projects research"
Expand on your answer, explaining the long-term funding and support plan.
In addition to redefined value chains to be over the cost and time left to men entrepreneurs to participate in these projects, two financing alternatives solutions are considered:
1 / solidarity investment funds, an alternative to PEE for employees and eventually available for public subscription
2 / micro-donations organization (employees and customers) through the rounded invoice or payroll or transfer of loyalty points.
Tell us about your partnerships across your company and externally that are key to your project's success.
- Meetings between Leroy Merlin leaders and personalities: Muhammad Yunus (Grameen), Emmanuel Faber (Danone), Martin Hirsch, Bénédicte Faivre-Tavignont (HEC Paris)
- Participation in HEC Poverty & Action Tank Company, the Convergence Forum 2015, danone.communities days.
- Meetings with many organizations: ALFI, Arcade Group, Solidarity Emmaus Emmaus Challenge, Habitat & Humanism, Companions builders...
What internal support have you gotten for your project? What kind of push-back have you received?
> Reporting directly to the CEO who wrote: "For pioneering, courage and determination as well as fun to fight their avant-garde, make them explore areas untouched and generally wonderful. You are a true pioneer and lm.communities is a great ambition that you carry within you: do share it widely! "
> Shops and internal services directions
> National and international Conventions: 200 managers and executives
> President and board
The mission of Benevolence Farm is to provide an opportunity for women leaving prison to live and work on a farm where they grow food, nourish self, and foster community.
Created on 10/20/2012 by parthajeet
We are addressing the 26 million units Indian housing shortage. We are evolving a process off-site manufacturing of homes and using Information Technology as the catalyst to tie together all the parts of the complex industry. This will also lead to skill development and mass employment at the grassroots.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanTell us about yourself/your team.
I trained as an Architect and practiced in the 'traditional sense' for a few years before realising that in a country like India, the 'customisation' that Architects bring in to projects, slows down projects. With so much poverty at the bottom half of the pyramid, the need of the hour in India, is 'standardised' solutions, which encourages economies of scale benefits. So housing is becoming an impossible dream for millions of Indians (26 million to be precise) as we still build houses like the way we built in 1912. A 26 million shortage is equivalent to a 100-150 billion dollars of business and has the potential to create mass scale employment and skill development at the grassroots, uplifting the economy from bottom-up. My motivation is to bring in change in people's lives by doing this.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
I have always challenged conventional thinking as unchanged processes need not necessarily be the smartest process in a smart changing world. I try and instill this in the teams that I work with. I have always worked in teams and have at times lead teams and grown them as well.
Most of the people who work with me today have been with me ever since I shelved a 'cushy job' with perks, to start off on my own with the concept of 'development management' in India.
I have managed teams and have run profitable businesses for over a decade now. Prior to this, I have been exposed to working in large teams in large organisations and in various areas like Business Development, general management and project management.
Primary country where this project is creating social impact
Additional countries or regions
Industry
Finance, Insurance, Real Estate
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Permulaan (eksperimen pertama baru saja beroperasi)
The Need: What social or environmental problem are you trying to solve?
We are trying to boost India's economy from the grassroots by skill development and employment generation. Despite India's good show in recent years, the fruits of development haven't reached the millions living in the country side. We will be filling in a demand supply gap in the housing industry to achieve this.
India has a housing shortage of 26 million units. The demand supply gap has been increasing over the years due to inadequate supply. Secondly over the years, houses have become less and less affordable.
This gap largely exists in Tier 2 and Tier 3 towns and in rural areas. There is no eco-system in these areas for one to acquire a shelter with ease. What exists is a highly fragment and disjointed system for acquiring a house, taking one years to get a house.
The Solution: What is your solution? Be specific!
The gap largely exists on account of two factors: a) Construction practices have not changed over several decades and b) There is no infusion of IT in the industry, this leaving the practices highly inefficient.
Our solution is holistic in nature, wherein standardised 'concrete panel' based houses are 'manufactured' offsite (and not constructed onsite) and the entire supply chain is managed in an integrated fashion by use of a robust ERP model. The ERP is further integrated with a CRM model, creating a unique system where the front end talks with the backend in real time.
By way of standardisation, pre-construction period is reduced by 90% and constrution time is reduced by 70% and people get what is sustainable, consistent in quality and reasonably priced. Other variables like finance, insurance is tied together holistically with the product.
An integrated supply chain of manufacturers, suppliers, skilled labour is created at the country side, leading to an economic boost.
The Solution: Why is this solution innovative for your company and industry?
Unlike other industries, the housing industry has not seen any innovation in decades, whilst the world changes around us. Houses thus become more and more unaffordable for the masses, causing the demand supply gap to widen over time.
Our solution advocates the adoption of a 'manufacturing' mentality such that the efficiencies of customised mass scale manufacturing can be accrued. Secondly we are using information technology for the first time in the industry as a catalyst
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
Currently, a potential homeowner has to run from pillar to post to build his own home as there are no home builders in India. Securing finance is mired in red tapism, especially for the economically weaker section.
In our model, a potential homeowner gets to select from a menu of standardised, pre-engineered houses. He is allowed 'mass customisation'. Such mass customisation can be done in front of his own eyes on a cloud based application, with real time updation of prices, carbon credits, specifications. Once a order is placed, the back end of the cloud based application sends messages to the entire supply chain to collate the exact inventory of goods required for manufacturing the new order. 'Just in time' practices ensure zero waste, wherein the manufacturing happens in a controlled environment in a factory setting. The different components are then shipped to the location and erected on site. The cloud based application also enables the buyer to secure financial help, take insurance; all of this packaged as a single window solution. Once the house is completed, the homeowner gets a 'user manual' on how to 'operate' the house.
'After sales service' of such homes will form an integral part of the offer. So besides creating an integrated delivery ecosystem, what it will also do is generate employment for the maintenance aspects of such homes, at a local level.
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?
The entire housing industry is based on 'customisation' wherein every house is customised to individual tastes. This inefficient method leads to a lengthy process of owning a home, inconsistent quality and usually expensive. With 100% construction done on site, one is dependent on the vagaries of nature and the system is inefficient with enormous wastages of labour and material.
Ours is a 'offsite manufacturing' process, wherein standardisation is the key. This brings in economies of scale, consistent quality, much lesser (90%) time and an integrated supply chain approach.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding 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.
Over the last two decades, India has managed to position itself as a voice to be reckoned with on a global platform. Since the 90s it has been a good investment destination for global investors. However the last few years has shown two things: a) Not much has changed for the Indians living in the country side and b) The Indian economy's performance is largely dependent on the way the global economy functions
Looking at the way the Indian economy has been yo-yo-ing over the last few years, I realized that my professional career will similarly yo-yo if I continued to link it to a trickle down form of economic growth that India follows. Entrepreneurship around issues which touch people living in the country side is the need of the hour and if I could spend my time around here, I sensed that it will not only keep me busy professionally but also be more fulfilling. This will improve the quality of lives of people in these areas and also boost the economy from the grassroots level.
What has been the impact of your solution to date?
Through various forums, we are advocating the adoption of 'offsite manufacturing' of houses with an integrated approach. This will lead to huge employment opportunities and skill development, thereby boosting the economy from the grassroots level. We have been supported by industry and regulators as the concept slowly becomes popular.
The on-ground impact will be seen once the product is launched in 2013. Large scale skill development and employment generation is expected.
What is your projected impact over the next 1 to 3 years?
At 26 million units of shortage, a very conservative estimate puts it at a USD 100 billion market. Over the next 1-3 years, our intention is to target a very conservative 0.1% of this market. This will be worth USD 10 million of business. This has the potential to create a very high degree of skill development and employment generation, impacting local economies. We believe that this will boost the Indian economy from the grassroots level, and will, over a period of time encourage others to join the mission by launching similar products and initiatives. Uplifting the economy from the grassroots level is opposite of the current ineffective 'trickle down' nature of the economy where the fruits of development never reach the homeless.
What barriers might hinder the success of your project? How do you plan to overcome them?
A cultural fixation to 'customised' housing solutions is a possible hindrance. However this can be overcome by demonstration of the concept of 'mass customisation' (akin to buying a car from a multi-brand automobile showroom) as well as the large benefits when compared to current construction practices.
Local approvals for housing projects often slow down projects. This can be overcome by securing part of the approval for the standardised houses as 'products'. We are currently working with regulators to bring about such changes.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat is the benefit or value you're creating for your business?
The general practices in the building industry are rather inefficient, with loopholes which encourage corruption. With low entry barriers, the unqualified enter this industry, further incentivized to keep the loopholes in place. The thought process that we are promoting attempts to bring in unheard of efficiencies in the industry by way of taking a (off-site) ‘manufacturing’ outlook to the housing industry. This helps us be efficient and transparent in the way we conduct business. This is true Corporate Social Responsibility.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
I and my team at Projectwell, have been spending about 25% of our time over the last two years towards the R&D activities around our mass housing initiative. The same holds true for members from our partnership organizations at KieranTimberlake, CVM, PPSPL and other knowledge partners. All partners are investing their own time and money, creating the equity that it has become today, in the hope of making a real difference towards millions of Indians tomorrow. It has been self-funded so far, and we have resisted the urge to secure external funding so far.
Expand on your answer, explaining the long-term funding and support plan.
In the near future, we intend to have a first circle (200 km radius) up and running by end of 2013. This is being proposed to be ‘company owned and operated’ such that we have a control on quality. External debt funding will be secured for this and a revenue model has been drawn up. Given the nascent level of IP protection which exists in India, and our concern with protecting our years of research, we plan to ‘license out’ subsequent circles from 2014 onwards. A revenue model has been drawn up for this, wherein we will secure a licence fee per circle, besides earning from the sales of each circle. The license owner will need to invest from this stage.
The business that we have conceptualized is not very capital intensive and we wish to encourage local skill development and employment.
Tell us about your partnerships across your company and externally that are key to your project's success.
KieranTimberlake has been a design partner partner from the beginning.
Besides them, other partners who have been supportive include the following:
• Sam Circle Venture: On liaison, investments
• Royal Institution of Chartered Surveyors: Industry interactions and integration, Standardisation, Skill development
• CVM: Structural development
• PPSPL: Structural development, material science
What internal support have you gotten for your project? What kind of push-back have you received?
The internal team has remain unchanged for over two years on this project, largely because the team is highly motivated in the hope that they can be part of something which will help to improve the lives of millions. Otherwise why would anybody be interested in a ‘non-commercial’ (so far) project for so long? We have weekly video-conference from partners across the globe to discuss and deliberate the progress and plan for the following week.
Created on 09/28/2012 by Rodolfo José Monsberger
The best tool to evaluate rural sector’s risk and to encourage Financial Institutions to finance it.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNegara tempat organisasi ini menciptakan dampak sosial
Apakah organisasi Anda adalah:
Bisnis
Berapa lama organisasi Anda telah beroperasi?
Beroperasi selama 1-5 tahun
Has the organization received awards or honors? Please tell us about them
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Permulaan (eksperimen pertama baru saja beroperasi)
Berapa lama Anda terlibat dalam operasi?
Beroperasi kurang dari satu tahun
Which of the following best describes the barrier(s) your innovation addresses? Choose up to two
Access, Quality.
The Need: What problem are you trying to solve?
Lack of rural sector’s funding.
Reduce the risky perception of financial institutions to rural sector.
Improve the evaluation of risks and costs of agricultural producer and establish accordingly prices to the applied credits.
Accelerate the appliance and expenditure’s process.
The Solution: What is your solution? Be specific!
The software allows to globally analyzing risks that agricultural producers deal with:
1. Particular risks (environmental, personal, economic, financial)
2. Systemic risks (soil and climatic, marketing)
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
Watch presentation:
http://prezi.com/hbkt1x3e-xef/agrisk-2/
The system has the following potential uses:
- Calculate an adjusted risk rate for each agricultural producer.
- Exchange system to register potential clients, evaluate and approve credits.
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?
I don’t know any direct competitor.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding 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 system came up after winning a tender in AHIBA (Banks Association of Honduras), for a project financed by the IDB. We won because we offered the most innovative solutions for the TDRs requested. We realized then, that we could incorporate more functions to the project and evaluate in a more efficient way, by joining different apps in a single tool. All programmed in a modern language and a versatile platform.
Please describe the goal of your initiative; outline what you are trying to achieve
- Increase the rural producers’ credit access.
- Reduce the risky perception of financial institutions to rural sector.
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:
Achieve a specific “pricing” for agricultural producers, according to their particular risk profile.
For which underserved or excluded communities will your solution create access to valuable, affordable, secure and comprehensive financial services?
For every rural community with agricultural production.
Could your solution work in other geographies or regions? If so, where?
In any region. The software is suitable for every continent.
If your solution is dramatically successful, how will things be different in 10 years?
Obtain more funding for agricultural producers.
Better agricultural producers’ quality of life.
Higher production and basic food basket’s lower prices.
Significant increase of rural credit’s portfolios in financial institutions.
What will have had to have changed to make this happen?
Something that is already changing fast: tablets and technology in general, are reducing their prices to be a mobile and versatile tool.
What has been the impact of your solution to date?
It is operating in two Banks, Banco de Occidente and Banhcafe in Honduras. The Project is in a pilot stage. We want to improve it and extend it functions, to make it more attractive.
What is your projected impact over the next five years?
I can’t actually estimate that, it will depend on getting financing to continue and improve the prototype.
What barriers might hinder the success of your project? How do you plan to overcome them?
Financial: get financing to develop a new extended version. Keep on taking part in events like this one.
Project’s marketing: it is again, a matter of financing.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Our priority is to develop an extended and improved version of the software. This task will take 6 months.
Tugas 2
dirigir y coordinar el desarrollo del software mejorado
Tugas 3
marketinear el producto con entidades interesadas
Now think bigger! Identify your 12-month impact milestone
Tugas 1
conseguir al menos 2 entidades interesadas en la implementación del sistema
Tugas 2
establecer indicadores de impacto
Tugas 3
realizar seguimiento personalizado de la implementación
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
Are you currently targeting other specific populations, locations, or markets for your innovation? If so, where and why?
The pilot is only operating in the banks mentioned before.
What type of operating environment and internal organizational factors make your innovation successful?
Available information in tablets.
Evaluate the risk profile of the agricultural producers in their own productive unity.
Obtain an adjusted risk rate for each producer. The greater the risk, the greater the interest rate and vice versa.
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 need $ 100,000 to finance the software’s development and another $ 100,000 to make it work.
This project also has a Changeshop where you can read more about its latest progress.
Go to Changeshop: Cycleback.
Created on 09/12/2012 by Lanijohnson
Cycleback is a social enterprise and training program that was starting by The Lookout Emergency Aid Society to assist those at risk of homelessness.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNama Organisasi
Cycleback Bicycle Repair Program
Country where this solution is creating social impact
Region in BC where your solution creates social impact
Vancouver.
Apakah organisasi Anda adalah:
a. Nirlaba
Berapa lama organisasi Anda telah beroperasi?
Beroperasi selama 1-5 tahun
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Permulaan (eksperimen pertama baru saja beroperasi)
Berapa lama Anda terlibat dalam operasi?
Beroperasi selama 1-5 tahun
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
2,623 people were found to be homeless in Vancouver according to the 2011 Homelessness Count. Many, many more are at risk of homelessness. Cycleback gives our students the training they need to step into a new career . The Lookout Emergency Aid Society haas they transition into a healthier life. Cycleback is under the Lookout Emergency Aid Society. The Lookout has been assisting those with mental health issues and at risk of homelessness since 1971. We are a practical and life changing training program, and have the dream to be self sufficient as we develop our social enterprise.
The Solution: What is your solution? Be specific!
Our solution is alleviating homelessness by setting people up for success and self sufficiency in a career that they are passionate about. We do this by training them to be bicycle mechanics in our Cycleback Tandem program. This program is in line with our cities values of sustainable transportation and recycling. We reuse old bikes to train our students and are sold to support our program.
The next step for us, is to develop our social enterprise, becoming self sufficient as a program. We have two fee for service training programs so far: Cycleback Community and Cycleback Pro.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
Cycleback Tandem: A free training program helping individuals at risk of homelessness in Vancouver BC to be trained in bike mechanics and start on the job. The bikes repaired in the training program are sold in the community.
Cycleback Community: We provide bike mechanic training for the whole community! From basic upkeep to specialty repairs, there is a cost to this training.
Cycleback Pro: Customized training for bike shops and mechanics in bike building and repairs for high end and performance cycles. There is a cost to this training.
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.
PEDAL is bike collective and has two bike shops, The Pedal Depot and Our Community Bikes. They provide bike work space for the community, an opportunity to volunteer for potential bike mechanics and bikes for those who can't afford them. They also have an after school bike program. We are different because we train a different population to become bike mechanics as a career. Our graduates volunteer in their shops, and PEDAL assists Cycleback by selling our bikes for us.
Bikes.Community at the YMCA. This a program for youth in the west end of Vancouver. It trains them to build their own bike and maintain it. Cycleback is different because if is open to a much wider population and it about setting up an graduate to start a career.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding 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.
Cycleback was started by Robert MacDougall a Tenant Support Worker at the Lookout Emergency Aid Society. He was helping men and women to get off the streets and into homes, but he recognized that having skills, a trade and a career was key to staying off the streets. He partnered with Ed Luciano at Mighty Riders, a bike shop that wanted to give back to the community, and together they developed the Cycleback Training Program.
Please describe the goal of your initiative; outline what you are trying to achieve
Our goal is to train individuals at risk of homelessness in bike mechanics and develop a social enterprise to be self sufficient.
What has been the impact of your solution to date?
85 people have been trained in bike mechanics and are working in shops all over Vancouver. For many it has been a really important step as they get back on their feet.
Our social enterprise has been started and is in the fledgling stages. We are developing the website, selling bikes through PEDAL, starting to teach Cycleback Community class and marketing the Cycleback Pro program.
What is your projected impact over the next five years?
We would like to see 50 people at risk of homelessness training every year, as bike mechanics. We would like to be self sufficient with community buy in and a successful business.
What barriers might hinder the success of your project? How do you plan to overcome them?
Funding, marketing and communication and a solid business plan.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
We have funding for continued Cycleback Tandem classes. We have a strong business plan and are begining to act on it.
Tugas 1
Our business plan is written.
Tugas 2
We have a clear communications and marketing plan and are beginning to act on it.
Tugas 3
We are beginning to offer Cycleback Community and Cycleback Pro classes.
Now think bigger! Identify your 12-month impact milestone
We are beggining to make money through our business to support our program.
Tugas 1
Branding and communications are developed.
Tugas 2
We are on task following and revising our business plan as we build the business.
Tugas 3
We have developed a system of bike repair and sales that is successful.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
The Lookout Emergency Aid Society (our umbrella organization)
The Vancouver Foundation
The City of Vancouver
Olympics Society Sustainability Reserve Fund 2010
Norco
Mount Pleasant Neighbourhood House
Mighty Riders
PEDAL (Our Community Bikes and The Pedal Depot)
Mount Pleasant Neighbourhood House
Cycleback is recognized by the BTAC (Bicycle Training Association of Canada)
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
Yes. The cycling community and retail businesses for bike sales and training opportunities through Cycleback Community and Cycleback Pro.
Our Cycleback Tandem is already well known in the community and there is often a wait list to get into the program.
What type of operating environment and internal organizational factors make your innovation successful?
We have very positive partnerships within the community and a great working relationship with many bike shops in the Greater Vancouver area. We are creative team,innovative thinkers and passionate about this program and seeing it be 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
Vancouver Canada
49° 15' 40.4136" N, 123° 6' 50.1372" W
Cycleback is a social enterprise and training program that was started by The Lookout Emergency Aid Society to assist those at risk of homelessness.
The vision is men and women who were at risk of homelessness, and ready for a fresh start, getting on the job as bike mechanics. A training program was developed and we began to see people change their lives through their passion for bikes and finding employment in the bike industry.
The business began as we started to sell bikes and training. The goal is to be self sufficient!
Cycleback is a social enterprise and training program that was starting by The Lookout Emergency Aid Society to assist those at risk of homelessness.
It started with the vision of seeing men and women who were at risk of homelessness, and ready for a fresh start, getting on the job as bike mechanics. So in partnership with Ed Luciano at Mighty Riders, a training program was developed and we began to see people change their lives through their passion for bikes and finding employment in the bike industry.
Created on 09/12/2012 by cmeschino
SemiosBIO markets tools to prevent bedbug infestations. Products include applications for first responders, travelers, and the hospitality industry.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanCountry 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.
Apakah organisasi Anda adalah:
Bisnis
Berapa lama organisasi Anda telah beroperasi?
Beroperasi selama 1-5 tahun
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Established (past the previous stages and has demonstrated success)
Berapa lama Anda terlibat dalam operasi?
Beroperasi selama 1-5 tahun
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
Over $2 billion is spent fighting bedbug infestations annually. DDT, the toxic product that successfully controlled bedbugs for decades, is no longer legally allowed for indoor use. Replacement pesticides are less effective and bedbugs have become resistant to currently available products. There is demand for safe and sustainable bedbug control products that can manage existing populations and prevent the spread of infestations. With the cost and time of pesticide discovery programs approaching $200-240 million and 10 years, no new alternatives are entering the market.
The Solution: What is your solution? Be specific!
Under its GUARD banner, SemiosBIO markets tools to prevent bedbug infestations. Products include applications for first responders, travelers, and the hospitality industry.
SemiosGUARD's patented pheromones work by protecting areas that are at risk for infestation. Once a bedbug cannot feed it cannot reproduce and infest an area. SemiosGUARD can work in two ways: By pre-treating areas such as hotels, hospitals, nursing homes, and low-income housing, SemiosBIO can prevent the spread of bedbugs. For recently treated infestations, SemiosBIO's pheromones can be used post-treatment to prevent the re-accurance of bedbugs to prevent serial infestations.
SemiosBIO's product for first responders protects police, paramedics, and social workers who have to put themselves at risk when entering infested areas. When sprayed on, bedbugs are repelled from the officers' clothing and will not hitch a ride out of the premises.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
To give an example: In August, Global News reported that half of BC housing housing developments are infested with Bedbugs. Treatment options including pesticides and heat treatment have been used but only reduce pest populations - they do not eradicate them. Since it only takes one female bedbug to create an infestation, new recurring infestations occur routinely. SemiosBIO product can be used post-treatment in BC housing units to prevent the reintroduction of bedbugs onto the premises. This would result in a reduction of pest control costs as well as a safer and more sanitary environment for tenants affected by both the physical and psychological implications of bedbug attacks.
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.
SemiosBIO’s main competitors are existing chemical pesticides, labour intensive eradication techniques, and other non-pesticide products. These products are available online, through home hardware stores, or through a local pest control operator.
Current competitors do not offer preventative or post-treatment options - allowing SemiosGUARD to be used as both a standalone and complimentary product.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding 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.
Dr. Michael Gilbert, Founder and CEO of SemiosBIO, realized that there was a gap in treatment options for infested homes after hearing first hand accounts of the difficulty in removing the pests from homes. With experience at Cardiome Pharma and Merck in drug discovery and synthesis of organic compounds, Dr. Gilbert created and patented a novel pheromone technology that is 97% effective at repelling bedbugs.
Please describe the goal of your initiative; outline what you are trying to achieve
To provide an option (other than harsh chemical pesticides) for those affected by bedbug infestations to prevent future infestations by using both pre- and post-treatment options. This includes those who deal with bedbugs on a daily basis (police, paramedics, social workers) to those who want to protect their families from future infestations.
What has been the impact of your solution to date?
Currently in the regulatory submission phase, SemiosBIO has demonstrated the potency and effectiveness of it's solution through trials and tests at UBC which indicated 97% effectiveness for SemiosGUArd vs. 53% for current market products. SemiosBIO is currently working with the EPA and PMRA for market approval.
What is your projected impact over the next five years?
Systematic reduction in the levels of bedbugs in BC and throughout Canada and the United States.
What barriers might hinder the success of your project? How do you plan to overcome them?
Product distribution can slow penetration rates of consumer products; SemiosBIO will tackle this by partnering with market leaders in pest control to ensure proper distribution channels.
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
Tugas 1
Continued Geographical Expansion
Tugas 3
Future Product Development
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
SemiosBIO is currently working with established pest control operators to provide bedbug samples and to product test. SemiosBIO also has expressions of interest from two large hotel chains as well as first responders to provide protection from infestation.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
SemiosBIO's product can work anywhere there are bedbugs.
What type of operating environment and internal organizational factors make your innovation successful?
High energy and high growth oriented individuals with a desire to innovate and provide sustainable and environmentally friendly solutions.
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 goal is to create an affordable and self-contained Tiny-Eco-Float House here on Haida Gwaii. A group of these float houses could be moored together to create a small ecovillage, a marine research station, or even to allow Haida families to reoccupy ancient village sites.
Creating Homefulness Society (Woodwynn Farms) is a Therapeutic Community for the homeless.
Description of organization
The Creating Homefulness Society (CHS) was registered in British Columbia in December, 2007. It received designation as Charitable Organization from Revenue Canada in April, 2008. In June, 2009 the society purchased Woodwynn Farms, a 193 acre property in Central Saanich, and now operates business under the name Woodwynn Farms.
It takes a Village! The Yarrow Ecovillage reconnects people with community, land, and the highest quality of life is the most sustainable lifestyle.
Together as neighbours we have designed our own 28 acre project. We have
-a 20 acre certified organic farm
-2 cohousing communities with one being an age in place
-a commercial district
-many smaller sustainability projects and workshops that fall under a loosely define term called "learning" for now.
This project also has a Changeshop where you can read more about its latest progress.
Go to Changeshop: The Yarrow Ecovillage.
Created on 09/10/2012 by Vivian Vaillant
It takes a Village! The Yarrow Ecovillage reconnects people with community, land, and the highest quality of life is the most sustainable lifestyle.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanCountry where this solution is creating social impact
Region in BC where your solution creates social impact
Vancouver.
Apakah organisasi Anda adalah:
tidak ditentukan
Berapa lama organisasi Anda telah beroperasi?
Beroperasi lebih dari 5 tahun
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Pertumbuhan (eksperimen Anda sudah dijalankan, dan mulai dikembangkan)
Berapa lama Anda terlibat dalam operasi?
Beroperasi lebih dari 5 tahun
Which of the following best describes the barrier(s) your solution addresses? Choose up to two
Quality.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
This project tackles the issue of isolation and need for'belonging' by taking a multi-faceted approach to land use. Some of the specific gaps and issues identified and engaged by this project are: (1) the scarcity of affordable housing in British Columbia that is also environmentally sustainable; (2) the negative environmental impacts of chemical farming and the relative lack of support for organic practices; (3) the lack of alternatives to nursing homes for seniors and the growing crisis of an aging population; (4) the reluctance of children to play outside in their neighbourhoods and the resulting issues of childhood health and social problems. Our project addresses all of these problems in a way that doesn't try to isolate any one problem from another. A holistic approach.
The Solution: What is your solution? Be specific!
Together, in a cooperative at first, we bought 28 acres of land in the middle of a small town in the Fraser Valley. Instead of building more sprawl, we've designed:
-a 20 acre certified organic community farm and CSA program
-a 2 acre multi-generational cohousing neighbourhood
-a 2 acre commercial district with seniors cohousing above that augments the diminishing but trying to thrive town of Yarrow. (design phase)
-4 acres stream, permaculture riparian zone, and constructed wetland
- walking paths and natural play areas around the perimeter in the organic buffer zone.
Our project supports:
-5 organic farming families (room for more)
-permaculture food forest around our stream reclamation project
-2 bee keepers
-affordable housing cooperative within cohousing
-33 multi-gen families in a supportive community
-17 more homes for age in place seniors (which they will design this fall)
-room for 10 businesses with eco values
- learning center for research and classes
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
For this I'll use my own family experience.
In suburbia:
-My children played with other kids 1-3 times per week for 1-2 hours. I drove to get them there.
-The closest shops were 5 minutes by car and included big boxes like Walmart.
-We owned two cars and drove everywhere.
-Vegetables were mostly imported and store bought unless I found time after all my driving to grow a garden
-adult socializing (friends over for dinner) 1 per two weeks and I'm being nice.
At the Yarrowecovillage:
-Children play 2-4 hours daily with any of the 17 kids onsite
-All my basic needs are met in walking distance. 1 trip per week into "town" is shared with another mom. We get groceries and have dinner.
-We are down to one car and only fill it every two weeks
-Between cold storeage,CSA, trade, and our neighbour's that share we rarely need imported veggies. An example is that we had farm fresh organic greens all winter last year.
-adult socializing happens daily. Examples are book club, yoga, building workshops, swaped child care for dates, and best of all- optional Community dinners are shared 4 nights a week (scaling to 7) frees up time cooking for family time.
My favorite difference is the excellent way this community models Non Violent Communication Skills, and our children are catching on! Regularly my daughter will come to me with things like "Mom. I feel like you didn't hear me, and I'm scared you are going to forget." She is six years old. The positive role models that now surround my children is exemplary.
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 150 completed cohousing projects in North America, with double that in their forming stages. While some communities develop cohousing with either commercial or a land component we are the first to my knowledge that tackles all three and a learning center AND a seniors component. The seniors makes our project especially sustainable as the community ages. It means that when I am ready, I can downsize and free up the family sized home without having to leave my community.
Other projects with claim to fame are Ecovillage at Ithica in New york, and Findhorn in Scotland. While there are other ecovillages in forming stages in Canada, (OUR ecovillage in BC) we are the first to receive ecovillage zoning, and the only to have cohousing residents onsite.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding 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.
Sigh. We have difficulty with this question because of the use of the word "founder". It is true we have people here who have been involved since the beginning. Some have gone, leaving their mark. Each pulled here by their own "aha!".
Every person who moves here becomes a founder. Each "aha!" moment that makes up this amazing place has a different founder. So how do I choose? The few people who met in 2002 to discuss a dream? The day Alan Dobbs found the perfect land? When Yonas came and took on project management, or Ann and the farm stand, Julia started our community dinners. How about when the farmers were drinking wine one night and decided to do a co op CSA? I could tell you about when Meg and Joe figured out how to solve the crunch between the riparian zone and the need for farmland.
And then there are the "aha!" moments yet to come. And we want to make room for our new neighbours who are still coming to ad more to our vision. This is a place that nousrishes "Aha"s.
Please describe the goal of your initiative; outline what you are trying to achieve
The Yarrow Ecovillage is acheiving a practical form of sustainable living that can be replicated in other areas. We have gathered a tool box for other communities to draw from as the world seeks creative ways to reconnect communities and food supply.
Through creative financing, non violent communication training, and collaboration we want to find ways that people can work interdependently to create a more sustainable lifestyle while increasing quality of life.
What has been the impact of your solution to date?
-1200 Organic CSA boxes have gone out with heirloom veggies and recipes.
-Over 500 tours have come through this year.
-The "Ecovillage" zoning we created has been adopted by two other projects.
-Regular workshops (bioengeneering, permaculture, organic gardening, Non Violent Communication,) take place and are well attended by the public.
-At least three members believe moving into the community was integral in conquering depression or addiction.
-Ten Mile Tour Lunch supporting local food makers has been served at the community school.
-We have spoken with and assisted two other BC projects (Vancouver Cohousing and Okanagan Ecovillage) and have toured people from India, England, Portugal, Nigeria, and all over Canada.
-At least 17 have the kind of childhood where playing outside until the street lights come on is still acceptable, and when they want to stay out later they are quite capable of communicating their needs without crying.
What is your projected impact over the next five years?
-CSA doubles in one year.
-50 homes will house families and seniors in a supportive community
-Learning center will be active and professionally running offering 2-4 courses per week.
-Tours expected to increase as the project receives attention
-33 more children are coming into the new homes that we are building this year
-Farmland fully leased.
-Project will be completely built and support will be given to at least two more projects in the area
What barriers might hinder the success of your project? How do you plan to overcome them?
Our biggest issues are:
-creating headway with city officials who are being pressed to deal with and out of the box project. We have begun to look for ways (like this award) to create some credibility and pride for our project within the city.
-Long term Community burn out. We know huge projects like ours are a lot of work and we don't want to be too tired to enjoy ourselves when we "are finished". In order to combat this we are becoming very efficient with our meeting times, and remembering to "live" here as much as we "build" here. It is difficult to do sometimes. With so many amazing projects on my doorstep I often feel pulled to press forward. However the village I live in is here right now! Remembering to be in this moment is a crucial part of surviving the joy.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Complete Phase three of Groundswell Cohousing (Multigenerational)
Tugas 1
Complete the fourth reading on our Strata application
Tugas 2
Entice two more families to join our project
Tugas 3
Raise 330,000 in Construction Financing at a rate of return of 7%
Now think bigger! Identify your 12-month impact milestone
Seniors Cohousing sold out and in Construction
Tugas 1
Consolodate interested parties into a high functioning group. At least 10 housholds to start
Tugas 2
Complete Charles Durrett's 6 Community Workshops
Tugas 3
500,000 in construction financing at a rate of return of 7%
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
-CHEIF financing (cohousing home equity fund)helps people buy homes in the project when banks fail to assist.
-Van City and Envision have both been extremely helpful in getting us off the ground.
-Watersheds Coalition has been instrumental in our creek reclamation project.
-Farm Folk City Folk have worked with our farmers.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
For now we are focusing on building ourselves as a model. After filling out all these questions I realize that we are not a standard business. While we are not a non profit, techniacally we are a coop, we certainly aren't your typical business either. At the end of the day we are hoping to to have something other may repeat for themsleves- but we are not looking to "turn key" build anyone else an ecovillage. In the true spirit of community building one "for you" would spoil all your fun!
What type of operating environment and internal organizational factors make your innovation successful?
(Am I allowed to say stubborness and sheer force of will?)
We use Consensus Oriented decision making and Non Violent Communication to help us in meetings. We also have an incredible number of teams which are empowered to do everything from pet policies, to farm development. The rule is that no one person sits on more than three teams to avoid burn out.
We also have found that having key paid positions has made us able to move forward much quicker.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Chillwack Canada
49° 9' 28.584" N, 121° 57' 5.2812" W
In a typical land use situation, a developer would have come in and split our 28 acres into about 20 acreages. Each with its own long drive way and lonely family working at life in isolation from the others. Instead, we hired our own professionals and through a community process WE designed our land together. At completion we will have a 20 acre Community Farm, a 33 unit all ages cohousing Community, an age in place cohousing community, and a comercial district with learning spaces to augment one mile life style of the town of Yarrow.
This project also has a Changeshop where you can read more about its latest progress.
Go to Changeshop: Tiny-Eco-Float House.
Created on 09/10/2012 by kleslie
To build a prototype tiny-eco-float-house that could be positioned on water or on the land to provide tsunami and flood resistant housing.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanCountry where this solution is creating social impact
Region in BC where your solution creates social impact
Northern British Columbia.
Apakah organisasi Anda adalah:
Bisnis
Berapa lama organisasi Anda telah beroperasi?
Beroperasi kurang dari satu tahun
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Ide (yang Anda yakini layak diluncurkan)
Berapa lama Anda terlibat dalam operasi?
Masih dalam tahap ide, namun segera akan meluncurkannya
Which of the following best describes the barrier(s) your solution addresses? Choose up to two
Cost, Quality.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
I live on Haida Gwaii (pop. 5,000), the ancestral homeland of the Haida First Nation. The Haida are internationally recognized for the beauty of their art. Haida Gwaii is also known as the “Galapagos of the North,” because of the many unique species that live here.
People here still need an income to pay for rent, utilities, and food, and there are not that many jobs available. How can we create jobs that people want while still maintaining and enjoying the natural environment that sustains us?
Because Haida Gwaii is an island on the Pacific Ring-of-Fire, it is also at risk for tsunamis and rising sea levels due to global warming. Very few of the buildings on-island could withstand a tsunami or flash flood, and just about everyone here is at risk.
The Solution: What is your solution? Be specific!
I propose to build a prototype Tiny-Eco-Float-House here on Haida Gwaii. The house will look similar to the small (20’ x 25’) Haida longhouses that the band has already begun to build. However, this house will be built on a floatable concrete platform, and feature a range of easily accessible “Earthship” systems, including water collection, power generation, waste management, climate control, and internet.
This Tiny-Eco-Float-House will be designed to operate on land as a flood resistant house or on the water as a float home. The prototype will undergo testing and design improvements with the goal of creating a house that is affordable, mobile, environmentally sound, and resistant to natural disasters.
Once built, the prototype could be rented as an eco-tourism experience or auctioned off. A social enterprise model could be used to maximize benefits to employees and homeowners. Tiny-Eco-Float-Houses could also be grouped together to create an eco-village.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
A social enterprise model could be used to maximize benefits for the builders and homeowners. Different components of the project would be eligible for grant funding.
Haida Gwaii has expertise in home building and plenty of wood. There is also expertise in implementing and using a variety of off-the-grid systems. A Haida artist could enhance the beauty and value of the house by painting the faceplate.
Because the house floats and is self-contained, it could be moored in a beautiful and pristine location. The house would not require any utility bills, apart from perhaps a satellite internet connection. A working prototype could be rented as an eco-tourism experience during the summer. The prototype could also be towed to Vancouver and auctioned off.
There are a variety of technical challenges, and outside expertise will be needed: 1) An architect to review the design, aesthetics, and strength of the building; 2) A systems engineer to review all the Earthship systems, including the waste management system; 3) An expert in floatable concrete platform manufacture from within British Columbia to teach a workshop on building these platforms using on-island materials. Students would build the 20' x 25' platform for the prototype. This exercise will provide valuable information on the viability of building concrete floats on-island.
A successful prototype will demonstrate that it is possible to build a Tiny-Eco-Float-House here on Haida Gwaii, rent it, and also sell it.
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.
British Columbia already has a number of successful float house building companies, including Proman Construction Ltd. (http://promanconstruction.com) in Campbell River and Cooper Floats (http://www.cooperfloats.com) on the Fraser River.
There is a small but growing market for float homes (see: http://www.floathomesales.com/), with prices ranging from $100K to $400K. Examples of float home communities include Wes-Del Marina on the Fraser River near Ladner, West Bay Marine Village in Victoria (http://www.westbayfloathomes.ca/) and a small community on Granville island in Vancouver. It is possible to get financing to buy float homes from some select banks.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding 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 got interested in floating homes when I saw a design built by the Make it Right Nola Foundation (http://www.makeitrightnola.org) aimed at rebuilding New Orleans lower 9th ward. Their design placed a house on top of a floatable concrete platform that was then placed on dry land and anchored in place by two poles. The house was designed to float and stay in place during a flood event. Given that 30% of the world lives in flood prone areas, it seems that this type of design will necessarily become more common.
Here on Haida Gwaii, just about everyone lives in tsunami zones. The recent disaster in Japan has demonstrated how devastating they can be. Although it would be expensive to build a floating fortress that can withstand the direct impact of a giant wave, it would be possible to build a float house with a safe room built into the concrete platform. The combination of floatation and a safe room would provide enhanced survivability when compared with other structures.
Please describe the goal of your initiative; outline what you are trying to achieve
The initial goal is to build a working prototype Tiny-Eco-Float-House here on Haida Gwaii, made of island timber and using concrete float technology. In the process, a range of technologies will be brought to the islands, including concrete float manufacturing technology, and the ability to design and building of a range of Earthship systems. The house will include provisions for internet. The idea is to create a home that combines the ability to live in pristine nature while still being connected to the rest of the world. This prototype will be subjected to a range of testing, and design improvements made. The prototype could be rented as part of an eco-tourism experience and later sold to raise funds for making more houses.
What has been the impact of your solution to date?
To date, the impact has been mostly around my own learning, as I explore tsunami resistant designs for housing. I've also had a number of conversations with people on-island. Floating houses are not for everyone, but I do believe that with the right design and the ability to barge completed houses off-island, this could create a viable value-added business here on Haida Gwaii that would allow islanders to move away from just shipping raw logs off-island.
What is your projected impact over the next five years?
Once a prototype has been built and tested, it would be possible to revise the design and build more of these houses. They could then be moored together to create small eco-villages. A group of Tiny-Eco-Float-Houses could also be used to create a marine research station in Gwaii Haanas. These houses could also be purchased by Haida people and moored at ancestral village sites, allowing for the reoccupation of those sites, which were often selected for their proximity to wild food and sheltered locations.
What barriers might hinder the success of your project? How do you plan to overcome them?
One barrier is the high cost of concrete on-island. There is plenty of rock, sand, and gravel, but the Portland Cement that is a key ingredient of the concrete float technology will probably need to be shipped in. There are also a number of technical challenges in building the concrete float that must be overcome, and outside expertise will be needed. It would be possible to tow prefabricated concrete floats from another location, but that would also be expensive.
The development of adequate Earthship systems will also require a substantial investment in learning, testing, and revision. There are businesses on-island that focus on off-the-grid power systems, and they could help with these challenges.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Tugas 1
Apply for and receive funds to run a feasibility study.
Tugas 2
Conduct market research and see if there is a market for the house and what the ideal price point is.
Tugas 3
Build partnerships and raise funds to build the prototype.
Now think bigger! Identify your 12-month impact milestone
Tugas 1
Build a prototype Tiny-Eco-Float-House.
Tugas 2
Install and test Earthship systems, as well as the performance of the house in real environments.
Tugas 3
Tow the house off-island and auction it in Vancouver. Seek to presell houses.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
At the moment, there are no partnerships other than the Old Massett Village Council Economic Development Office, which is currently building tiny (20' x 25') long houses on Tow Hill. I've contacted Proman Construction Ltd, and they would be willing to provide technical support on the project.
HaiCo, the business arm of the Council of the Haida Nation, could be an important partner. They have their own forestry company (Taan Forest), as well as a range of tourism properties and businesses, including aquaculture. There are lots of potential partners on-island.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
Once a prototype was developed, it would also be interesting to see if similar solutions could be applied elsewhere. Many of the same technologies could be used to create floating houses in other contexts, e.g., on other island-nations facing the challenges of tsunamis and rising sea levels. It might be possible to build more rugged houses that could be towed longer distances, e.g., across the Pacific ocean. Floating houses built on Haida Gwaii could also be towed to Canada's far North to provide housing along sections of coast exposed by the melting of arctic ice.
What type of operating environment and internal organizational factors make your innovation successful?
My first thought is to organize the effort as a standard business, and pay early staff with stock options to help kick-start the effort. However, it may also be possible to organize the effort as a social enterprise, and that might maximize benefits for everyone. This project is still at the idea stage, and I am open to advance on how to proceed. I figure the first step is to conduct a more in depth feasibility study.
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 would be willing to review the work of others, as well as potential partnerships. I have skills in digital media, and might be able to help others with that.
Created on 09/6/2012 by creatingchange
Our solution is about believing in people until they are ready to believe in themselves. Its about providing a hand up.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNama Organisasi
Creating Homefulness Society, Woodwynn Farms
Country where this solution is creating social impact
Region in BC where your solution creates social impact
Vancouver Island.
Apakah organisasi Anda adalah:
a. Nirlaba
Berapa lama organisasi Anda telah beroperasi?
Beroperasi selama 1-5 tahun
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Pertumbuhan (eksperimen Anda sudah dijalankan, dan mulai dikembangkan)
Berapa lama Anda terlibat dalam operasi?
Beroperasi selama 1-5 tahun
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
In October 2007, The Mayor’s Task Force on Breaking the Cycle of Mental Illness, Addictions and Homelessness: A Victoria Model concluded:
• there were approximately 1,500 homeless people in the Capital Region District of Victoria;
• that number increases by some 200 persons per year;
• the average financial burden to society exceeds $50,000 per homeless person per year in medical, police, social agencies and other services; and,
• the increasing number of marginalized individuals brings with it an increase in petty and organized crime, substance abuse, gang activity and, generally, an increase in predators such as pimps and drug dealers.
The Solution: What is your solution? Be specific!
The Therapeutic Community (TC) delivers all the resources necessary to aid the individual in effecting a sustainable transformation in their life. Housing, legal and medical support, life and work skills training, vocational and academic educational resources are provided in an integrated and holistic approach to help participants master the skills and develop the resilience necessary to make a positive contribution to their community. The population targeted by our program often has co-occurring mental health and addiction issues. Whereas most programs targeting this population yield success rates in the order of 5-15%, the farm-based therapeutic community yields success rates in excess of 70%. Success here is measured as the proportion of individuals who are fully reintegrated into society, employed and leading productive, fulfilling lives many years after having left the program.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
This past year the police brough a homeless friend to the farm. When "Ed" arrived he could barely lift one 50 lb bale of hay. His skin was grey from malnourishment and sleeping in a van the last two years. He was dirty and rough around the edges with tobacco stained hands that shook. He had been alienated from society because of this. Today “Ed” is a vital part of the farm, he is a mentor to newer clients, He can work a full day of work, his skin has returned to a normal color, he laughs and jokes with volunteers, plus he can now load 100 bales of hay, almost daily. Woodwynn makes a difference in people’s lives. When Ed was asked what difference Woodwynn made in his life by a reporter his answer was “they saved me.”
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.
While there are several non-profits and organizations working in the the Victoria area with the homeless population, we are about 30-40 mins from the capital region and there are no other organizations offering a similiar program in this area. We are a Farm based program and offer meaningful work as part of our recovery program.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding 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.
Richard Leblanc,the founder of Woodwynn, had been working with a vulnerable youth population in the downtown area of Victoria. The funding for this program was pulled after 5 years. Dissappointed,Richard began looking for other solutions that he could get involved with. Richard saw the effects of homeless in the CRD. He wanted to make a difference and came across an organization in Italy called San Patriano, a therapeutic community who housed and re-connected the homeless and addicted and he was inspired to create a similar program in the Victoria area.
Please describe the goal of your initiative; outline what you are trying to achieve
Our Vision is to enfold and integrate our homeless neighbours in need back into community by giving them the support and the tools needed to reclaim their self-worth and self-reliance.
Our Mission is to provide the encouragement, methods, and practical skills to help them realize meaningful and productive lives, and once again become contributing members of society. We provide a hand up, not a hand out.
At the centre of our strategy is the creation of a high impact, fiscally and environmentally sustainable organic farming community on Woodwynn Farms. This farm will provide a solid platform from which to elaborate the vision.
What has been the impact of your solution to date?
Since purchasing the farm in 2009 we have:
•Accepted, housed and trained 25 apprentices in the Therapeutic Community Model (TCM)
•Trained Thirty staff and volunteers in the TCM.
•Successfully developed a Land Stewardship Curriculum (LSC) tailored to match the Program Stages within the Therapeutic Community
•Launched the LSC as a Pilot Project in which eight participants, several staff and hundreds of volunteers took part.
•Appropriately fine tuned the LSC during the Pilot Project phase
•Used the LSC as a tool to clear misconceptions, bridge understandings and promote Organic/Natural Farming as a healing and therapeutic practice.
-Began the transition from a farm producing predominantly hay crops, to a farm producing human food crops.
-Planted and harvested the first two acres of organic produce.
-Prepared the second stage of the organic vegetable gardens to include five acres.
-Planted 400 fruit and nut trees.
-Renovated the 1940s Dairy Barn into a Destination Market.
What is your projected impact over the next five years?
By implementing the Society’s programs, we have the opportunity to reduce the number of homeless in the Victoria area by 200 individuals over the next 5 years, which equates to a savings of $12 million per year based on estimated costs outlined in the Mayor’s Task Force report.
Personal: The impact for each participant is significant. Once basic needs of food, shelter, and clothing are met, our participants continue to detox and maintain their sobriety through organic healthy food, individual and group counseling, skills acquisition and farm work.Upon graduation, it is intended that each participant will leave healthy and sober, with skills and support for finding and maintaining work.
What barriers might hinder the success of your project? How do you plan to overcome them?
Our biggest barrier is NIMBY (Not in my Backyard). Neighbours have concerns about our clients in terms of safety risks and crime.
We will continue to showcase our program, invite people to meet us and get to know our clients and continue to build bridges and break down barriers and stereotypes. Our local high school and several churches are helping us to this end by bringing groups to the farm to volunteer and work alongside our participants.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Tugas 1
receiving temporary farm worker housing permits
Tugas 2
building more housing structures
Tugas 3
house, train, and support participants in our farm apprenticship program
Now think bigger! Identify your 12-month impact milestone
Tugas 1
train apprentices in farming
Tugas 2
teach marketing, customer relations, and business skills to our apprentices
Tugas 3
help our clients reconnect to the community and support them as they transition
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
Currently, we are building partnerships with several foundations, church groups, rotaries, schools, colleges, Close to Home, the Committee to End Homelessness, Faith in Action and private sponsors. These partnerships provide us with revenue, volunteers, speaking opportunities and advocacy.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
We are currently building support locally through schools, rotaries and faith organizations. Many people in these groups have a mandate to serve the community and have vested interest in finding solutions to community issues.
What type of operating environment and internal organizational factors make your innovation successful?
Farm based Therapeutic communities have a high success rate with about 70% of clients being able to complete the program and reintegrate back into society and into paid work. Working on a farm,with meaningful work, away from the triggers of the downtown area help with this success.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Because we are in the early years of a big project we need many partners to come alongside of us to offer advocacy, investors, support and volunteer hours. We look forward to helping to mentor others and building working partnerships as we go.
COBURWAS International Youth Organization to Transform Africa (CIYOTA)is a group of youth from Kyangwali refugee camp that run a commercial farm in order to generate funds that they invest in the futures of children from the camp. With their revenue, CIYOTA provides quality education, school fees, leadership training, and has rented two hostels for older students to access quality secondary school. With an brilliant self-funded model, CIYOTA is building future leaders of East Africa.
Created on 09/4/2012 by Loren Roberts
Providing Homeless Outreach Services to support those at-risk/homeless in sustaining housing and developing skills.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNama Organisasi
Aldergrove Neighbourhood Services Society
Negara Organisasi
Canada, BC, Langley/Langley Township
Country where this solution is creating social impact
Region in BC where your solution creates social impact
Vancouver, Coast and Mountains.
Apakah organisasi Anda adalah:
a. Nirlaba
Berapa lama organisasi Anda telah beroperasi?
Beroperasi lebih dari 5 tahun
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Pertumbuhan (eksperimen Anda sudah dijalankan, dan mulai dikembangkan)
Berapa lama Anda terlibat dalam operasi?
Beroperasi kurang dari satu tahun
Which of the following best describes the barrier(s) your solution addresses? Choose up to two
Access, Equity.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
Langley is a community of communities. With a lack of suitable transportation from one community to another, it is very important to expand outreach services and provide more immediate service possibilities to the at risk/barriered population. As the community grows, there are limited opportunities for low income families and seniors to access housing without taking on personal debt. With our storefront (Starting Point) we have developed a partnership with Stepping Stone Community Services Society to assist multiple people with accessing BC Housing applications, Income Assistance Applications, and Housing/Tenant Support. Since our opening on June 15th, we have already provided over 200 participants with these services, many of which are preventative in nature (food vouchers etc.)
The Solution: What is your solution? Be specific!
The primary reason for this grant would be to support families with a "no interest" short term loan to pay off services such as hydro, gas and phone bills. We would pair this up with our Financial Literacy Program to provide learning opportunities and a financial plan. Many families/seniors are currently living with personal debt with limited access to supports/services. We would like to provide improved access to "loan" phones and computers/online applications through technology upgrades. As the new system for Income Assistance has moved to online applications, it has made it difficult to serve everyone with our current technology. What we would like to do is to support the seniors and families who have limited/no access to computers is to bring a tablet/laptop to outreach meetings/their homes to support them in filing applications and setting up the necessary means to work around this new system. With these supports we could also provide "on site" financial literacy.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
Our Starting Point Office has two parts (1) Drop in for those who need supports (2) Appointments for those who need more direct 1to1 supports. Through our drop in we have been introduced to a number of seniors/families who are struggling with housing/rent costs as they continue to rise. Recently we had a family of four who had significant personal debt due to a loss of employment (economic reasons) and understanding/access to resources. As we learned their story, we were able to link them to local resources and provide some financial literacy. This family continues to struggle with the repayment of their bills. On their current financial structure they are only able to pay off a small amount of money on their outstanding bills which is usually only covering their interest. We were able to support this family with "on site" supports and provided them with some cost saving ideas, however, if we were able to provide them with a short term loan ($1400.00) to eliminate their interst, they could pay back this loan in a period of 4 months. But currently with interest etc. it will take them 12-15 months to pay back these funds. Through this process it would require a knowledge of their current financial situation and a "risk" assessment. We would explore an opportunity with Vancity (who we currently partner with to open bank accounts for "hard to house" participants) to see what we could do to make this opportunity sustainable (accrued interest etc.) for 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.
The competitors that provide loans etc. for this population are the "moneymart" and "payday loans" who take a 10% amount off of the loan when repayed. These are frequently used by the low income bracket and do not provide "long term" support. As for social service providers, we view ourselves to have no competitors as we partner with a large amount of community groups. The Salvation Army provides an adult shelter which supports the homeless population and through our partnership with Stepping Stone Community Services Society we are able to support the at-risk/homeless population from all ages.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding 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 was a call for proposals from a federal funding source (Homelessness Partnership Strategy) which created an opportunity for us to further enhance our relationship and partnership with the Stepping Stone Homeless Outreach Team. Working with their population as well as ours has created a wealth of knowledge and information for supports. By developing this partnership we have begun to "look outside the box" on other opportunities to provide improved services to the population we work with. With the recent acquisition of our storefront we have been introduced to a more broad population which includes those who are not "absolute" homeless but those who are struggling with housing issues or their current economic state. By looking at opportunities to support more families and seniors, we have begun multiple partnerships with other non-profit entities for referral as well as in house supports.
Please describe the goal of your initiative; outline what you are trying to achieve
We hope to eliviate the financial stressors that families and seniors have. By elieviating these stressors, our hope is that we can prevent these populations from becoming homeless and support them in achieving their short term and long term goals.
What has been the impact of your solution to date?
As we continue to support the homeless/at risk population through our storefront, we have had over 200 participants through our door in a very short period of time with an average of 4 new participants every day. Our primary focus is preventing homelessness, but for those who are homeless, we support them through applications for funding, advocation with landlords and housing searches. We can also provide BC Housing "short term" rent suppliments which can further support the population we work with. By expanding our abilities, we can only further prevent and support the homeless population and develop the necessary skills our participants need to be successful.
What is your projected impact over the next five years?
Through five years, we are expecting to serve a population of over 1000 individuals through our Starting Point Outreach Site with the possibility of expanding these services to include a drop-in where the homeless population could shower, do laundry, have clothing exchange, have a meal and access immediate resources such as hair cuts, medical etc. By providing an ongoing "Connect" event, we would further expand our abilities to reach out to the homeless/at-risk population to provide information and supports to.
What barriers might hinder the success of your project? How do you plan to overcome them?
The largest question is "what if someone doesn't pay back the loan?". So sustainability would be the largest concern. We plan to overcome this by speaking with Vancity/Vancity Foundation to see if we can have a "high interest" account on the funds to further create sustainability, or to see if they have any further financial supports that could provide "insurance" on loans etc.? As this would be a large learning curve for us, we would hope to pilot this project with the hopes of expanding it through other funding in the future.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Tugas 1
Speak with Vancity/Vancity Foundation on what we could do to make the program sustainable.
Tugas 2
Identify population/participants and provide them with supports/services.
Tugas 3
6 month follow up to those who accessed the program to see housing loss prevention etc.
Now think bigger! Identify your 12-month impact milestone
Tugas 1
Learned outcomes through ongoing conversation with Vancity and participants.
Tugas 2
Follow up on loans outstanding and discover sustainability plan.
Tugas 3
Annual report on program with outcomes/identifying needs of program.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
We partner with Stepping Stone Community Services Society who have been supporting the Adult Homeless Population in the Langleys through Outreach for the past 6 years. Their program is funded through BC Housing as well as the Homeless Partnership Strategy in which we are binded through contract with them. They are a wealth of knowledge and through them we also partner with the Gateway of Hope (local adult shelter) and have immediate access to mental health services.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
We are currently targeting the youth population (ages 0-25yrs) through our current location. If we come across a youth who needs supports, we can usually access local government agencies (MCFD, Income Assistance) for supports, however, this is not always successful.
What type of operating environment and internal organizational factors make your innovation successful?
Our organization provides services to a vast range of families and youth. Internally we provide supports to Young Parents, Family Mediation, Family Drop In, Youth Counselling etc. which we can access for our participants. Through our Parnership with Stepping Stone we have access to a multitude of other services including BC Housing applications, Adult Mental Health and Adult Drop In programs. Most significantly we have a storefront location which is located within a block of our local ministry office and within three blocks of the Gateway of Hope. Location is important and by providing this space (close to bus terminals as well) we will have improved connections with the community and the population we support.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
In Langley we have a large community of supporting resources that can be utilized to start/develop programming. Through these resources, we have developed a financial literacy program and tenancy support guide for youth which have received great reviews from the participants we support.
In Mexico, we provide a program that serves as an intermediary between banks and families without credit who are looking to finance and build their home.
Created on 08/30/2012 by housingmatters
A safe, supportive, and welcoming eco-friendly home for LGBTT senior citizens and elders and their friends, families, and allies.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanURL Facebook
https://www.facebook.com/#!/groups/133071693503953/?notif_t=group_r2j
Nama Organisasi
Progressive Intercultural Community Services (PICS) Society
Country where this solution is creating social impact
Region in BC where your solution creates social impact
Vancouver.
Apakah organisasi Anda adalah:
a. Nirlaba
Berapa lama organisasi Anda telah beroperasi?
Beroperasi lebih dari 5 tahun
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Ide (yang Anda yakini layak diluncurkan)
Berapa lama Anda terlibat dalam operasi?
Masih dalam tahap ide, namun segera akan meluncurkannya
Which of the following best describes the barrier(s) your solution addresses? Choose up to two
Cost.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
There are no specific independent affordable housing programs for lesbian, gay, bisexual, transgender, and two-spirit (LGBTT) elders and seniors in Vancouver. Of the subsidized housing that is available to the community at-large there are long wait lists. Private market housing is not really an option for people on low income. Vancouver has high rental costs and low vacancy rates.
The Solution: What is your solution? Be specific!
The concept of an LGBTT Seniors Housing and Wellness Centre/Day Program, referred to in this paper as Dignity House, is nothing new. Los Angeles, San Francisco, Philadelphia, Chicago, Minneapolis, New York, Denver, Boston, and even Montreal all have or are in the process of studying or developing affordable housing for their LGBTT specific populations.
LGBTT seniors are an invisible group. The seniors care system often does not provide culturally sensitive services. As a result, many LGBTT seniors are forced to go back in the closet for fear of bias, discrimination, or rejection by their caregivers.
It is important to develop a stronger sense of community and connections with other persons from similar backgrounds facing similar life challenges and that is the fundamental concept and vision behind Dignity House.
The solution is based on the Triangle Square Gay and Lesbian Elder Housing in Los Angelas which provides affordable housing on a sliding scale rental model.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
LGBTT seniors have unique needs. They have higher rates of depression, substance abuse, and suicide. They are at high risk of social isolation because they often do not have children or family to support them in their old age. Many are left to spend their elder years alone.
Some LGBTT seniors have even lost much of their social and support circle to HIV/AIDS.
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.
Dignity House would be a one of a kind unique project for Vancouver. The goal is also for Dignity House to be as energy efficient and eco-friendly as possible, with possibly a community garden and courtyard. This will facilitate composting and reduce the ecological footprint and provide healthy activities for the residents and visitors of Dignity House. The goal is to create a green building with a zero waste philosophy and practice.
Dignity House is an inclusive project and has the capacity to benefit all City of Vancouver residents because it welcomes everyone. The project will target the LGBTT population in Vancouver but friends, families, allies, and supporters will be welcome at Dignity House.
The goal of Dignity House is to provide a safe and supportive home for residents
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding 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 watched a touching video on You Tube where LGBTT senior citizens and elders in Los Angeles talked about their joy and happiness when they discovered they were offered a spot at the Triangle Square housing development in Hollywood.
Please describe the goal of your initiative; outline what you are trying to achieve
To increase the supply of affordable housing in Vancouver for vulnerable population groups such as LGBTT seniors. Many LGBTT seniors have no family or children to take care of them in their old age. They are often victims of alienation, loneliness, and neglect. Dignity House provides them with a place where they can find community, connection, safety, support, respect, compassion, and of course dignity in their elder years.
What has been the impact of your solution to date?
The Progressive Intercultural Community Services (PICS) Society agreed to be the lead agency for Dignity House.
The following people provided letters of support.
Wayne Robert who is the Executive Director of Health Initiative for Men (HIM).
Catherine Kohm who is the Executive Director of Haro Park Seniors Centre in Downtown Vancouver.
Gary Thandi who is the Manager of Family Services for Diversecity Community Resources Society.
I also received the following endorsement from a former Vancouver City Councillor:
"Alex Sangha's analysis of the need for a LGBT seniors housing and wellness centre - Dignity House - makes the case for such a facility in Vancouver. By providing some real numbers, a comparison with other cities and a rationale for our particular circumstances, particularly a large aboriginal population, the discussion paper provides a good first step that will hopefully go beyond just discussion."
Gordon Price
Director of the City Program
SFU
What is your projected impact over the next five years?
The next five years involves the following steps in the development process:
1. Feedback on draft discussion paper
2. Needs assessment, feasibility study, and land site study completed
3. Strike a committee of stakeholders to review the needs assessment and make most of the decisions regarding Dignity House
4. Public consultations on the needs assessment
5. Develop a funding proposal to submit to various funders such as BC Housing and CMHC
What barriers might hinder the success of your project? How do you plan to overcome them?
I am applying to this competition to secure funding for a needs assessment, feasibility study, and land site assessment. This will cost $27,500.00.
If these funds are secured then a professional consultant can evaluate the project and the community will have more specifics about whether or not to move forward with Dignity House or make necessary changes in the proposal.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Tugas 1
Circulate the Draft Discussion Paper for Dignity House for Feedback
Tugas 2
Secure funding for a Needs Assessment, Feasibility Study, and Land Site Study
Tugas 3
Establish a Committee of Key Stakeholders to make most of the decisions regarding Dignity House
Now think bigger! Identify your 12-month impact milestone
Tugas 1
Develop a Funding Proposal to submit to various funders such as BC Housing and CMHC
Tugas 2
Build Community Support for the project through Community Partnerships
Tugas 3
Hire professional architects and construction professionals to design an eco-friendly seniors complex
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
Possible Funders
Corporate Donations - From companies that value LGBT issues and diversity
Rental Income - From tenants
Community Sponsorships - Platinum, Gold, Silver, and Bronze Sponsors
Individual Contributions - From LGBTT people and their friends, families, allies, and supporters
Charitable Foundations - Vancouver Foundation
Wills and Estates and Inherited Money - Establish a giving program
Social Events and Activities - Ticket sales and membership fees for non-residents
In-Kind Contributions - Donations of labour, supplies, and materials
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
LGBTT people
Friends, Families, Allies,and Supporters of LGBTT people
Dignity House may become a province wide specialty resource to make it more attractive for BC Housing to fund and to possible obtain funding from the various health authorities across the province.
What type of operating environment and internal organizational factors make your innovation successful?
A Facebook Group has been created where the draft discussion paper and letters of support and other relevant information are all readily available.
The goal is to be as open and transparent as possible and involve the public as much as possible with this project.
Currently the Draft Discussion Paper for Dignity House is circulating throughout the community for feedback.
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 have entered Dignity House in this competition in order to obtain the necessary seed funding to get this project off the ground.
Many organizations would like to see more specifics and details which are illustrated in a needs assessment and feasibility study before they get on board so seed funding is a critical piece of the development process for this Dignity House project.
Created on 08/27/2012 by gina.cappuccitti
We improve the standard of living of poor women in rural Honduras with micro-credit and education. Loans are used to promote financial independence.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNegara tempat organisasi ini menciptakan dampak sosial
Apakah organisasi Anda adalah:
a. Nirlaba
Berapa lama organisasi Anda telah beroperasi?
Beroperasi lebih dari 5 tahun
Has the organization received awards or honors? Please tell us about them
We have been recognized by the Grameen Bank as an official Replicator of their lending methodology.
In 2010, we also received a Certificate of Transparency from Mix Market and Redcamif and have continued to provide both these organizations with our indicators each year. We have received a Four Diamond rating the past two years from Mix Market.
In 2011 we submitted our Institutional Action Plan to the Micro Summit Campaign and are maintaining active membership with them.
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Established (past the previous stages and has demonstrated success)
Berapa lama Anda terlibat dalam operasi?
Beroperasi lebih dari 5 tahun
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?
In Honduras, 67% of the country's 8.2 million population lives below the poverty line while the country has one of the most unequal income distributions in the world. Hondurans suffer from underemployment rates of over 50%.
Rural Hondurans face poverty with much greater prevalence than urbanized Hondurans. Just under half of Hondurans live in rural areas but 72% of the rural population lives in poverty. The neglect that rural Hondurans endure from government results in continued poverty in rural communities. Further, studies have found women to experience poverty more intensely than men, leaving women to hold the greatest burden.
The Solution: What is your solution? Be specific!
Adelante focuses its integrative microfinance-education program in rural areas of Honduras and over 99% of clients are women. We provide them with small loans to invest in their micro-businesses so that they and their families can enjoy an improved standard of living. Our combination of small business loans and business development education ensures our clients become successful micro-entrepreneurs.
The majority of our loan pool is dedicated to our solidarity group loan product. Clients do not need to own a home or have another form of collateral; instead the pressure involved in the solidarity group loan structure affords eligibility to those who need it most. Once a client develops a solid credit history they become eligible for individual business and home improvement loans.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
Aida Zulema is an example of one Adelante client who has seen a dramatic increase in economic opportunities since taking out her first loan five years ago. Although her children are older, she is now responsible for raising two grandchildren as her own and is also partially responsible for three more.
With the help of Adelante, Aida began her own convenience store after selling lottery tickets in local communities for more than 25 years. Although she continues to travel to sell lottery tickets on the weekends, she is grateful that she and her husband have a steadier source of income with the grocery store. Her husband helps her with the store and also grows vegetable crops to feed his family.
Her first loan was for about $26.00 and her eleventh, most current loan, is for about $633.00. The growth that Aida has experienced demonstrates that many women only require very small loan amounts in order to get started on a successful business venture and expand the economic opportunities for their family.
Aida’s story is only one from the over 6,000 clients Adelante currently serves and 54,983 clients since beginning in 2000.
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?
Adelante's competition includes 23 other microfinance institutions that operate within Honduras. We take pride in maintaining our focus on poor rural women, who have less access to economic advancement than others in Honduras.
Due to our own commitment to maintaining our mission, Adelante considers it to be a disadvantage to us and to all microfinance institutions when one institution operates irresponsibly. This behavior reduces the confidence that we have built in our own clients and the overall perception of microfinance around the world.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding 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.
On October 28, 1998, Honduras suffered from its greatest national catastrophe when Hurricane Mitch made landfall on the Honduran northern coast. The hurricane resulted in leaving 51% of the population homeless, a total of $3.8 billion in damages and the ruin of 90% of banana crops and 70% of total crops. The devastation that the country had become faced with was what inspired Tony Stone, a Stanford graduate, to return to Honduras. Tony spent most of his childhood in La Ceiba and upon arriving back to the country, Tony found that the rural areas of Honduras had been largely ignored despite facing greater poverty rates than urban areas. Adelante was then established in 1999 and began its first loan disbursements on September 14, 2000.
Please describe the goal of your initiative; outline what you are trying to achieve
Adelante's mission is to improve the standard of living of the rural poor of Honduras through micro credit and education. We achieve this by providing rural women with small loans which they can invest in their own micro businesses. Adelante believes that small loans into the businesses of female micro entrepreneurs supplemented by regular business education will empower rural Honduran women with the necessary economic tools to move their families forward.
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,, Other (Please describe below).
If you selected 'other' above, please specify which other barriers to financial inclusion you solution seeks to address:
Lack of access to educational opportunities that teach rural Honduran women how to run their small businesses.
For which underserved or excluded communities will your solution create access to valuable, affordable, secure and comprehensive financial services?
Adelante serves poor women in rural Honduran communities in Honduras. We work in several areas in which underserved minority groups including the Lenca, Ch'orti' and Garfiuna live. With greater funding, Adelante would be able to expand into other rural areas of Honduras which we have not yet been able to reach. The majority of Honduran microfinance institutions focus primarily within urban areas. This means that any further expansion will allow us to provide small loans for women who have not yet been able to secure financing through other sources, given their geographical location.
Could your solution work in other geographies or regions? If so, where?
Adelante’s lending methodology is based on the Grameen Bank of Bangladesh, which was developed over 30 years ago. Our institutional indicators over the last decade reflect our dedication and success at serving the rural poor. Our lending methodology could be applied to other regions in the world where there are underserved rural communities.
If your solution is dramatically successful, how will things be different in 10 years?
In ten years Adelante will consider itself successful if we have been able to expand into excluded and underserved rural communities of Honduras that we have not yet reached. We currently have five branch offices that serve eight Honduran departments (states): Colon, Atlántida, Islas de la Bahia, Cortes, Yoro, Intibucá, La Paz, and Choluteca.
In 10 years, we will see improvements in the standard of living of the clients with whom we work and will be able to provide financing to larger numbers of rural Honduran women. This will result in greater access to business education and economic opportunities for rural Honduran communities.
In 10 years, we will see improvements in the standard of living of the clients with whom we work and will be able to provide financing to larger numbers of rural Honduran women. This will result in greater access to business education and economic opportunities for rural Honduran communities.
What will have had to have changed to make this happen?
In order to be successful in expanding our reach and impact, we will need greater sources of funding. Although Adelante is operationally self-sustainable (from the revenue generated from interest paid on our loans), we need infusions of capital to expand our loan pool significantly and thus bolster our overall impact level.
What has been the impact of your solution to date?
Since September 2000 Adelante has disbursed over 74,300 loans to more than 54,983 clients. These loans total over 9.3 million dollars. Without these loans, many women would have never been able to improve their families’ standard of living through the application of small business loans.
Our clients know well that our impact goes beyond statistics on loan disbursements. Teresa Rivera, a client from Atlantida recently told us, "What’s good about Adelante is that it’s not just an economic help, but the educational presentations too, they help us to manage our businesses better." The business education that the Credit Officers provide gives our clients invaluable lessons on managing their businesses which is particularly important to those who were not able to complete or attend secondary school.
What is your projected impact over the next five years?
We will continue growing our current three loan products while expanding into other products and services including educational (for clients’ children), agricultural and fixed asset loans, micro-insurance, micro-pensions, mobile banking and more advanced business development education.
We expect to create partnerships to offer loans for value-added services including water purification systems, solar or hydro-electricity and high-efficiency stoves.
We plan to target high-achieving recipients of our education loans with opportunities to begin their own businesses in specialized trades. This is to combat the lack of opportunities for young people that often lead them to turn to crime to make a living.
What barriers might hinder the success of your project? How do you plan to overcome them?
We have been operationally self-sustainable since 2010 due to our high repayment rates and by expanding loan pool with interest paid. However, we plan to expand loan pool to more than what we could do individually. We continue to seek out new avenues of funding, particularly with grants. We expect to continue to receive high repayment rates because of the entrepreneurial education we provide our clients at their bi-monthly assembly meetings and their regular contact with Adelante Credit Officers. The insecurity and corruption are destabilizing factors within Honduras, making our work more difficult and dangerous, although not impossible, to fulfill.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Expand our loan pool for the home improvement loan allowing more of our clients to have a measurable positive impact on their st
Tugas 1
Secure at least $45,000 in outside funding to be invested in the home improvement loan in the next six months.
Tugas 2
Identify 15 clients per month with excellent repayment histories to be recipients of the loans.
Tugas 3
Evaluate the clients and disburse the loans.
Now think bigger! Identify your 12-month impact milestone
By the end of 12 months we hope to see measurable results demonstrating success in fulfilling our social mission.
Tugas 1
Carry out the second round of Progress out of Poverty Index surveys to measure improvement in the standard of living of our cli
Tugas 2
Compare results to the baseline data gathered in 2011.
Tugas 3
Analyze data to determine whether we are having a measurable impact or, if not, determine our weaknesses and adjust accordingly.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
Current and past funders include Grameen Foundation, Whole Planet Foundation, Women's Empowerment International, and Rotary Foundation. We are pursuing grants with Proctor and Gamble Alumni Foundation, Henry Niles Foundation and others.
We are affiliated with Mix Market, Redmicroh and Redcamif. These partnerships allow for staff training and interaction with our peers in related organizations in the region. Our results are reported to them quarterly and included in analyses of trends in the regional microfinance industry.
Are you currently targeting other specific populations, locations, or markets for your innovation? If so, where and why?
Adelante's focus is on poor women in the rural areas of Honduras. We are always willing to expand into other rural areas of the country that we have not yet begun work in when funding is available to do so.
Specifically, we would like to expand into the western departments of Lempira, Ocotepeque, and Copan where poverty is extreme and there is a dearth of financial services for our target population.
What type of operating environment and internal organizational factors make your innovation successful?
Our operational self-sufficiency since 2010 has enabled us to be in charge of our own success. We have been able to reach out to distinct communities around Honduras by investing our resources into traveling to rural areas without previous access to financial services. Adelante Credit Officers typically come from the areas in which they work, allowing them to have a strong familiarity with the communities’ needs. We provide incentives to our Credit Officers to grow their loan pool while maintaining high repayment and client retention rates.
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 utilize the Progress out of Poverty Index and will soon begin our collaboration with the Social Performance Task Force. We are open to providing information to other organizations to develop mutually beneficial relationships. In addition we maintain affiliation with Mix Market, Redmicroh and Redcamif.
ICH (Idea Choice Homes) is a joint initiative by Projectwell and KieranTimberlake. It is an effort to boost India's economy from the grassroots by addressing the housing shortage of 26 million units which is largely in the rural areas and Tier 3 towns. A holistic solution with technology at its core has been designed, wherein houses are manufactured off site and delivered on site.
Created on 08/27/2012 by parthajeet
Projectwell is a technology driven integration platform for standardised building industry products and services to bring in efficiencies. Besides handholding one during the process of conversion of land into sustainable projects, we also devote a fair amount of our time and resources into conducting research and development. ICH is one such initiative to reduce the demand supply gap in housing.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNama Organisasi
Projectwell Management Pvt Ltd
Negara tempat organisasi ini menciptakan dampak sosial
Apakah organisasi Anda adalah:
Bisnis
Berapa lama organisasi Anda telah beroperasi?
Beroperasi lebih dari 5 tahun
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanName Your Entry
ICH - A tech driven solution to the housing shortage
Pilih tahap yang paling sesuai untuk solusi Anda:
Permulaan (eksperimen pertama baru saja beroperasi)
Berapa lama Anda terlibat dalam operasi?
Beroperasi kurang dari satu tahun
The Need: What problem are you trying to solve?
We are trying to boost India's economy from the grassroots by skill development and employment generation. Despite India's good show in recent years, the fruits of development haven't reached the millions living in the country side. We will be filling in a demand supply gap in the housing industry to achieve this.
India has a housing shortage of 26 million units. The demand supply gap has been increasing over the years due to inadequate supply. Secondly over the years, houses have become less and less affordable.
This gap largely exists in Tier 2 and Tier 3 towns and in rural areas. There is no eco-system in these areas for one to acquire a shelter with ease. What exists is a highly fragment and disjointed system for acquiring a house, taking one years to get a house.
The Solution: What is your solution? Be specific!
The gap largely exists on account of two factors: a) Construction practices have not changed over several decades and b) There is no infusion of IT in the industry, this leaving the practices highly inefficient.
Our solution is holistic in nature, wherein standardised 'concrete panel' based houses are 'manufactured' offsite (and not constructed onsite) and the entire supply chain is managed in an integrated fashion by use of a robust ERP model. The ERP is further integrated with a CRM model, creating a unique system where the front end talks with the backend in real time.
By way of standardisation, pre-construction period is reduced by 90% and constrution time is reduced by 70% and people get what is sustainable, consistent in quality and reasonably priced. Other variables like finance, insurance is tied together holistically with the product.
An integrated supply chain of manufacturers, suppliers, skilled labour is created at the country side, leading to an economic boost.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
Currently, a potential homeowner has to run from pillar to post to build his own home as there are no home builders in India. Securing finance is mired in red tapism, especially for the economically weaker section.
In our model, a potential homeowner gets to select from a menu of standardised, pre-engineered houses. He is allowed 'mass customisation'. Such mass customisation can be done in front of his own eyes on a cloud based application, with real time updation of prices, carbon credits, specifications. Once a order is placed, the back end of the cloud based application sends messages to the entire supply chain to collate the exact inventory of goods required for manufacturing the new order. 'Just in time' practices ensure zero waste, wherein the manufacturing happens in a controlled environment in a factory setting. The different components are then shipped to the location and erected on site. The cloud based application also enables the buyer to secure financial help, take insurance; all of this packaged as a single window solution. Once the house is completed, the homeowner gets a 'user manual' on how to 'operate' the house.
'After sales service' of such homes will form an integral part of the offer. So besides creating an integrated delivery ecosystem, what it will also do is generate employment for the maintenance aspects of such homes, at a local level.
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?
The entire housing industry is based on 'customisation' wherein every house is customised to individual tastes. This inefficient method leads to a lengthy process of owning a home, inconsistent quality and usually expensive. With 100% construction done on site, one is dependent on the vagaries of nature and the system is inefficient with enormous wastages of labour and material.
Ours is a 'offsite manufacturing' process, wherein standardisation is the key. This brings in economies of scale, consistent quality, much lesser (90%) time and an integrated supply chain approach.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanThis 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, Access to supply chains, Access to technology, Access to economic opportunity.
What has been the impact of your solution to date?
Through various forums, we are advocating the adoption of 'offsite manufacturing' of houses with an integrated approach. This will lead to huge employment opportunities and skill development, thereby boosting the economy from the grassroots level. We have been supported by industry and regulators as the concept slowly becomes popular.
The on-ground impact will be seen once the product is launched in 2013. Large scale skill development and employment generation is expected.
What is your projected impact over the next 1-3 years?
At 26 million units of shortage, a very conservative estimate puts it at a USD 100 billion market. Over the next 1-3 years, our intention is to target a very conservative 0.1% of this market. This will be worth USD 10 million of business. This has the potential to create a very high degree of skill development and employment generation, impacting local economies. We believe that this will boost the Indian economy from the grassroots level, and will, over a period of time encourage others to join the mission by launching similar products and initiatives. Uplifting the economy from the grassroots level is opposite of the current ineffective 'trickle down' nature of the economy where the fruits of development never reach the homeless.
What barriers might hinder the success of your project? How do you plan to overcome them?
A cultural fixation to 'customised' housing solutions is a possible hindrance. However this can be overcome by demonstration of the concept of 'mass customisation' (akin to buying a car from a multi-brand automobile showroom) as well as the large benefits when compared to current construction practices.
Local approvals for housing projects often slow down projects. This can be overcome by securing part of the approval for the standardised houses as 'products'. We are currently working with regulators to bring about such changes.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Prepare a show house (Prototype)
Tugas 1
Panel prototype (currently going on)
Tugas 3
Finalise the entire supply chain
Now think bigger! Identify your 12-month impact milestone
Launch the product commercially
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.
Over the last two decades, India has managed to position itself as a voice to be reckoned with on a global platform. Since the 90s it has been a good investment destination for global investors. However the last few years has shown two things: a) Not much has changed for the Indians living in the country side and b) The Indian economy's performance is largely dependent on the way the global economy functions
Looking at the way the Indian economy has been yo-yo-ing over the last few years, we realised that social entrepreneurship around issues which touch people living in the country side is the need of the hour. This will improve the quality of lives of people in these areas and also boost the economy from the grassroots level. This will ensure that over a period of time a robust domestic economy will offset some of the risks of being aligned with a global economy.
Given our professional background, we saw that a 26 million housing shortage is a huge untapped market.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
KieranTimberlake (an award winning Architectural design firm with expertise in offsite manufacturing from Philadelphia) has been a partner from the beginning in this effort to bring housing to millions of homeless Indians.
Ever since others have joined in and supported the venture in one way or the other. Other prominent names who have extended support include:
a) The Royal Institution of Chartered Surveyors
b) Credai
c) Sam Circle Venture
d) National Housing Bank
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 exercise so far has been highly collaborative in nature. What has emerged after 2.5 years of indepth R&D is a model which can be a game changer. Our aim is to take this prototyped idea to the market now. Conversion of the idea to a feasible and succesful model requires further and continuous collaboration as well as funding.
I opted for this method of making Interlocking bricks from soil when I visited Uganda in December, 2010. The food and gas were at high inflation causing constant public demonstrations.
The government was blaming the people for cutting trees for use as fire wood, which caused severe drought and food scarcity I looked around then and I realized that the construction industry was booming and many people were using the burnt traditional bricks and many forests were being destroyed.
I opted for this method of making Interlocking bricks from soil when I visited Uganda in December, 2010. The food and gas were at high inflation causing constant public demonstrations.
The government was blaming the people for cutting trees for use as fire wood, which caused severe drought and food scarcity I looked around then and I realized that the construction industry was booming and many people were using the burnt traditional bricks and many forests were being destroyed.
Interlocking soil brick are made from local soil stabilized with cement or lime, they are dry stacked during construction and saves almost 50% The bricks are cost effective and environmentally friendly.
I opted for this method of making bricks from soil when I visited Uganda in December, 2010. The food and gas were at high inflation causing constant public demonstrations.
Interlocking soil brick are made from local soil stabilized with cement or lime, they are dry stacked during construction and saves almost 50% The bricks are cost effective and environmentally friendly.
I opted for this method of making bricks from soil when I visited Uganda in December, 2010. The food and gas were at high inflation causing constant public demonstrations.
Affordable Housing Resources is a non-profit in Columbia, SC that rents houses at affordable rates to families who are low-income, homeless, at risk of homelessness, or hold Section 8 vouchers.
By offering affordable housing with access to good schools and services, we hope to improve our tenants’ quality of life and help them rise above poverty.
Created on 08/8/2012 by Columbia Ahr
Affordable Housing Resources is a non-profit in Columbia, SC that rents houses at affordable rates to families who are low-income, homeless, at risk of homelessness, or hold Section 8 vouchers.
By offering affordable housing with access to good schools and services, we hope to improve our tenants’ quality of life and help them rise above poverty.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNama Organisasi
Affordable Housing Resources
Negara Organisasi
United States, SC, Columbia, Richland County
Negara tempat organisasi ini menciptakan dampak sosial
United States, SC, Columbia, Richland County
Apakah organisasi Anda adalah:
a. Nirlaba
Berapa lama organisasi Anda telah beroperasi?
Beroperasi lebih dari 5 tahun
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanName Your Entry
Affordable Housing Resources
Pilih tahap yang paling sesuai untuk solusi Anda:
Pertumbuhan (eksperimen Anda sudah dijalankan, dan mulai dikembangkan)
Berapa lama Anda terlibat dalam operasi?
Beroperasi lebih dari 5 tahun
The Need: What problem are you trying to solve?
AHR needs to grow within the community. To date we own and operate four homes, but the need for affordable housing within our city vastly outnumbers the homes available. We want to secure more land or homes to accommodate those families at risk of becoming homeless.
The Solution: What is your solution? Be specific!
Our solution is not to simply warehouse the poor in low-income neighborhoods, but to diversify them by renting them clean, affordable houses in safe neighborhoods, with access to better education, health resources, and improve their overall quality of life.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
Our solution makes a huge difference because of the unintended segregation poverty causes in our city. By creating affordable housing in various middle-class neighborhoods, we seek to ethnically diversify our neighborhoods. This diversity will not only positively impact the tenants we serve, but we feel it will also positively impact the community by creating a grassroots movement to decrease the number of homeless, those that are at risk of becoming homeless, and also those who struggle to survive on limited wages and limited access to affordable housing.
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?
AHR believes that while many other Non Profits exist within our city, none of them seeks to address the public policy issue that attempts to warehouse the poor. AHR's mission is quite unique, and believes that instead of seeking to provide immediate housing of low quality, we should focus on providing a high quality home in a safe neighborhood. This home in turn effects not just the tenants need for shelter, but also increases their emotional stability by providing a sense of community relationship.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanThis 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 economic opportunity, Policy change/advocacy.
What has been the impact of your solution to date?
As of today, AHR owns and operates four homes in four distinct neighborhoods of Columbia, SC. We provide affordable housing to four families that were previously stuck in poverty-ridden neighborhoods. These families now have access to better schools for their children, better grocery stores, and better community resources.
What is your projected impact over the next 1-3 years?
As an AmeriCorp VISTA my goal is to acquire at least one property during my year of service. In an expanded view of our goals would be the acquisition of five properties over the next five years, or one property per year. This would be the accumulation of a minimum of three properties during the 1-3 year period.
What barriers might hinder the success of your project? How do you plan to overcome them?
The difficulties associated with growing our organization are vast. The public policy that deals with this sector is outdated, and furthermore is a roadblock to our mission. With this said, AHR attempts to work with the city in addressing its goals of neighborhood revitalization, by seeking to compromise so that the city's targeted neighborhoods are within the radius of our targeted neighborhoods. While urban revitalization is not the goal of AHR, city funds are always useful in attempting to move toward a common purpose. We feel that by making contacts, and expressing our concerns through letters to our officials, we can work together in an attempt to follow our mission.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Tugas 1
Seek out properties in our targeted neighborhoods, and research their availability, price, and statistics.
Tugas 2
Seek out funding for a minimum of three homes in the community.
Tugas 3
Write funding proposals to all of the researched donors who may want to provide support to our project.
Now think bigger! Identify your 12-month impact milestone
Tugas 1
Have funding secured to purchase at least one home in one of our targeted neighborhoods.
Tugas 2
Purchase, close, and evaluate the property in order to get it ready for move in.
Tugas 3
Have one of the families on our wait list move into the home.
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 2004, Shandon Presbyterian Church Outreach Ministry turned its attention toward the availability of affordable housing as a factor contributing to homelessness in Columbia. They found that a lack of affordable housing prevented homeless families and individuals from moving out of shelters and transitional housing into permanent residences. In response, the Housing Team decided to form Shandon Presbyterian Housing Resources (SPHR), a non-profit that would rent houses exclusively to low-income families according to their incomes. SPHR incorporated as a 501(c)3 in 2005 with a Board of Directors to facilitate this mission.
In 2006, SPHR was designated as a Community Housing Development Organization by the City of Columbia. Through the United Way of the Midlands, SPHR was able to hire an AmeriCorps VISTA in 2009 to help grow the organization’s capacity. In 2011 we acquired two more houses and changed the name of the organization to Affordable Housing Resources of Columbia or simply AHR.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
AHR is partnered with the Shandon Presbyterian Church of Columbia, which we grew out of. We are also partners of the United Way of the Midlands, which is the governing body of our AmeriCorp VISTA volunteers. Other partners include the Unitarian Universalist Church of Columbia, The City of Columbia Community Development Organization, and the Richland County Community Development Organization.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
As a newly established NPO, we have a framework for our initiative, but we need funding to grow. Investment in our mission is at the forefront of our goals, yet we don't want our investors to be simply a bank. We want them to get involved and share in how we change the community. We encourage anyone who wants to be a part of something special to volunteer or donate any resources or services.
Homeless prevention through advocacy, support and community integration. Volunteer advocacy paired with professional support prevents homelessness.
All program clients are a) socially disadvantaged b) formerly homeless c) currently housed in marginal circumstances c) vulnerable to re-homelessness. Most clients in the program have a history of mental and/or physical health challenges. All clients are attached to a social work agency that remains responsible for their professional clinical care.
This project also has a Changeshop where you can read more about its latest progress.
Go to Changeshop: CarbonE Brick.
Created on 08/1/2012 by Maestro
In this zero waste management project the gasified rice husk waste of the
waste will be utilized first time in Egypt to manufacture the innovative made of 85% char, the low cost Energy and Field saving CarbonE brick
Moreover will introduce a new innovative Value IDEA for rice millers in Egypt to adapt the rice husk gasification process as Eco-efficient Green alternative to hazardous fossil fuel.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNama Organisasi
Modern Building Materials
Negara tempat organisasi ini menciptakan dampak sosial
Apakah organisasi Anda adalah:
tidak ditentukan
Berapa lama organisasi Anda telah beroperasi?
Beroperasi selama 1-5 tahun
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Permulaan (eksperimen pertama baru saja beroperasi)
Berapa lama Anda terlibat dalam operasi?
Beroperasi kurang dari satu tahun
The Need: What problem are you trying to solve?
Fertile soil diversity faces numerous threats in particular that ecosystem restoration is not a substitute for conservation, nor is it a conduit for allowing intentional destruction or unsustainable use of mud/clay land natural resources for the brick industries booming worldwide on the account of our fertile soil.
Rather, ecosystem restoration is the last resort for ameliorating degraded ecosystems to the benefit of all life on Earth moreover climate change is already responsible for forcing some fifty million additional people to go hungry and driving over ten million additional people into extreme poverty
Facts: 5.98 Billion Tons/year of agriculture land worldwide is exploited and burned in kilns for the production of fired clay bricks and emitting more than 550 Million tons CO2/year
The Solution: What is your solution? Be specific!
The CarbonE Brick made of 85% renewable rice husk biomass waste of the waste "char" address the problem of the brick industry worldwide which uses up good quality top soil from agricultural fields. The unplanned and unregulated exploitation of good quality agriculture soil for clay brick making is no less than a crime,” The non baked CarbonE Brick that cures without the need of much polluted firing kilns will create more employment in agribusinesses and added revenue for the country traded as carbon credit and as a potential to impact in greenhouse gas emission and most important the conservation of our land mud/clay natural resources to cultivate more food for the starving world and not to fabricate more bricks for the building industries, is my project objective.
Therefore it is of imperative importance to diversify the brick industry product range and move towards products that are Eco-friendly, less resource intensive and fulfill market requirements and adapt to the CarbonE Brick.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
The CarbonE project Value Innovation, first to produce something that no one has yet seen, introducing the low cost, energy and field saving non baked building CarbonE brick made from burned/gasified rice husk creating blue ocean market. Second, will offer an original and practical IDEA which is to do something different from everyone else for rice millers to gasify their reject husk to generate their own bio-electrical energy to run their mills independently from government electrical grit thereby creating a “blue ocean” strategy.
I realized a breakthrough scientific achievement minimizing expensive cement formula ingredient to only 5% and getting the maximum benefit from the pozzolanic reaction between lime & cement hydration process to create the unrivaled CarbonE brick of the Future made of no value 85% “char”
CarbonE project methodology strongly emphasizes that it is not participatory, but collaborative in nature.
I am collaborating with many intergovernmental, regional, national, non-governmental and scientific institutions and development partners in order to disseminate this green project offering free know how, technology transfer and even my on hand personal expertise producing the CarbonE brick
Kindly note that rice is grown on every continent except Antarctica, more than 100,000,000 Metric Tons of rice hulls are generated each year throughout the world which should be utilized as clean fuel and the reject burned/gasified “char” as substitute to clay soil to produce the CarbonE brick to empower the economic role of women in agriculture and rural development.
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?
The CarbonE project will gradually alter the face of mud/clay brick industries and will encourage/adopt land tenure policies in order to formulate fresh and new vision, and most competent strategies for GREENING the brick industry to become economically sound, socially acceptable and environmentally friendly.
Egypt can produce 3 Billion CarbonE brick per year and be able to trade 11.6 Million CO2/Year ($22/Ton CO2)
Chapeau for all pioneers that succeeded to utilize biomass waste but not the waste of the waste char like I did
My initiative “Absolute Zero Waste Management” will follows their path and start from where they ended utilizing their obsolete reject burned/gasified rice husk “char” to manufacture the CarbonE brick and contributing to even much more better world for all of us
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanThis 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 technology, Access to economic opportunity.
What has been the impact of your solution to date?
Purchased a second hand hydraulic press, also steel molds and made the
project available on small scale for Abis, a village nearby Alexandria, Egypt which most inhabitants are rice cultivators, and we are producing successfully the new bricks, to build their homes almost for free, and being able to generate more money for their vulnerable community and being able to sell their surplus CarbonE bricks to neighbor villages benefiting from their available on hand free of charge rice husk
Fabricated locally husk baler to economize on husk transportation cost enabling them to sell it as white coal for cooking and earning more cash
I am instructing them on how to reduce input costs and prevent their soil
degradation through the applications of soil remediation by using the on-hand available rice husk ash Terra Preta
The services have been successfully operating in the community for more than 3 years
Transferred The CarbonE brick Green tech. to India, Bangladesh, MRHP Tanzania and...
What is your projected impact over the next 1-3 years?
Will relentlessly continue and maintain communications with all type of
Organizations, NGO's, and governmental authorities...to sponsor this innovative green project
* After the rise of the recent revolution in Egypt I do expect that the project could & would attract interested investors especially that a breakeven point is expected by the end of the 1st year in production,
Hopefully that one soon day will come and my project moves to the next phase reaching higher level for the CDM to approve the CarbonE project and provide a certified emission reduction for Egypt to traded internationally its carbon credits($255 Million/Year)
Egyptian Government will grant a 10 years tax exemption as the CarbonE brick is considered Eco-friendly project and enjoy the tax preference policy/priority.
What barriers might hinder the success of your project? How do you plan to overcome them?
* Time Constrains
* Ministry of the Environment continues to promise new measures to hold clay brick industry culprits accountable for air pollution, but has failed to put teeth into enforcement
* Egyptian mud-brick-factory owners are quietly overhauling the mud-brick industry, and expected to resist the newly introduced Brick
- Egyptian Government heavily subsidizes energy for clay brick industries which made them indifferent to new brick GREEN technology adopting the CarbonE
* Lack of interest, involvement and cooperation of business sector
* Considering human nature, and different culture expected resistance to any new idea, product.
Unfortunately very few people anywhere in the world will actually make financial investments just for the environment
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Tugas 1
The patented CarbonE brick is ready to go project officially approved and already operating in small scale production
Tugas 2
Convince rice millers to invest in gasifier to generate their own power and dispose their reject char to CarbonE brick factories
Tugas 3
Refine actual feasibility Study prepared. Hiring, Training And communicating with potential Stakeholders
Now think bigger! Identify your 12-month impact milestone
Tugas 1
Define Task Deliverables within the Project Team to monitor project progress using concrete and real results.
Tugas 2
To contract for Agriculture Wastes collection and Processing (Baling & Gasification)
Tugas 3
I will travel to China and inspect the full automatic brick production line compatible for the CarbonE brick.
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.
My Aha moment is still to come when the CarbonE Brick project will be regarded as Best Practice example for decentred Eco-friendly bricks production system in Egypt whose success will start a snowball effect throughout many Rural and Urban areas with global chances for CarbonE industry opening in its course
Let me tell you about my grief moments when I have made a field visit to the industrial area of Arab Abu Sayed, a few kilometers from downtown Cairo, has the largest cluster of mud-brick factories in Egypt: almost 200. The area also has a population of 80 000 to 100 000 people, 35% of them children.
I was horrified to see myself the living conditions of labor that was employed in these brick kilns where long hours in the sun at temperatures exceeding 40 Celsius would only result in daily average pays of 2-3$per day which resemble slavery.
Children as young as 8-10 years old found employed at these mud brick factories are particularly vulnerable to sickness, disease,and mortality.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
I am more than willing to share/partnership with All this replicable CarbonE project
Appointed as assigned researcher for Heliopolis Academy for Sustainable
Development and still active to lead the "Eco-Friendly Constructing Materials
from Agriculture Wastes"
http://suite101.com/article/top-rice-producing-countries-a50588
Heliopolis Academy equipment will be used and be the place to further develop new products made of gasified rice husk such as panel boards and hordy blocks to compliment the total concept for the Energy Efficient Green Buildings benefiting from renewable biomass waste
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 list of to-do is long, but I definitely need Changemakers motivation to act as my Project Sponsor for implementation and I will be the "BRICK" project Champion,responsible to direct and coordinate and keeps abreast of major project activities to meet the objectives of the project within budget and schedule".
"Technology can only help if the social impetus is there for its adoption"
The Khusi Hona Orphan Project
The literal meaning of the Hindi word “khuśī honā” means feel good (feel happy). Our goal at Khusi Hona is to make the lives of Orphans a little easier through simple donations such as educational materials, new uniforms, a hot meal, medical treatments, things that are often taken for granted here in the west. These simple acts of kindness bring some joy to their lives thus making them feel good and feel happy – “The Feel Happy Orphan Project”
Community sector banking is looking to provide banking services to people in the Australian community that currently are outside the normal banking stream.
They aim to provide:
* Banking services to Aboriginal and Remote communities whom currently face 20% of their income being spent on ATM fees.
* Micro loans to the poorer community that face interest rates of between 100-1,000%
With SAP the bank can start to integrate banking solutions with social services and provide a platform that can monitor and change social inequalities.
Created on 07/23/2012 by fpiazzesi
Aproximadamente 50 palabras restantes (400 caracteres).
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanURL Facebook
http://www.facebook.com/pages/Échale-a-tu-casa/135942716444678
Negara Organisasi
Mexico, DIF, Distrito Federal
Negara tempat organisasi ini menciptakan dampak sosial
Mexico, DUR, Distrito Federal
Apakah organisasi Anda adalah:
Hybrid
Berapa lama organisasi Anda telah beroperasi?
Beroperasi lebih dari 5 tahun
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanName Your Entry
Housing Impact Investment Franchise
Pilih tahap yang paling sesuai untuk solusi Anda:
Penyekalaan (langkah selanjutnya adalah menumbuhkan dampak pada skala regional atau bahkan global)
Berapa lama Anda terlibat dalam operasi?
Beroperasi lebih dari 5 tahun
The Need: What problem are you trying to solve?
This program aims to address the acute six million housing deficit issues of low-income rural and suburban areas in Mexico.
The Solution: What is your solution? Be specific!
Échale has developed a social franchise model whereby community leaders with whom Échale has worked in the past will take on a supervisory role for self-build projects within a certain geographic region. The organization has begun this social franchise model in the states of Campeche and Durango where there affordable housing need is 20 thousand homes in each state.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
Échale facilitates the self-build process in this area by providing technical training and assistance as well as financial support to the communities. The key areas of work are: (1) technical training, (2) social organisation, (3) social franchising and (4) financial education and access to micromortgage credit.
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?
The market place is the underserved housing population in Mexico with and family annual income of USD $6,500 and under. Unable to access credit, families build their homes incrementally, as their time and savings permit, a housing process that is marked by poor planning, high waste, high costs and long completion times (10 – 15 years). The result is often homes that are costlier to build and as they cannot afford to hire professional contractors, the construction is often of poor quality, creating unsafe conditions for families.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanThis 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.
What has been the impact of your solution to date?
30 thousand new homes built for the families and by the families and 150 thousand home improvements. A total of 900 thousand people impacted.
What is your projected impact over the next 1-3 years?
To provide housing impact investment franchise to build 2,000 homes and 6,000 homes improvements per year. A total of 40 thousand people impacted with job creation and economic spill over. Each house provides a jobs for 7 community members and each home improvement provides 2 jobs, a total of 26 thousand jobs. The cost of a home is USD$10,000 and a home improvement is USD $3,000. The economic spill over is 70% of the total cost. The economic impact is going to be USD$ 58 million.
What barriers might hinder the success of your project? How do you plan to overcome them?
The major barrier is the cost of financing as the target population has difficulty in accessing credit for housing construction. The programme has worked to overcome this by creating a Social Fund to offer loans directly to families at more reasonable interest rates than they would otherwise have access. The social franchising model enables the family saving and creation of the social housing fund.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Tugas 1
Developing a Social Fund to provide credit directly to families, combining the loans with savings and social fund.
Tugas 2
Communities that already have self-built homes assist and train other communities in the process.
Tugas 3
Operate as a social business in order to ensure financial sustainability and achieve greater impact.
Now think bigger! Identify your 12-month impact milestone
2,000 homes and 6,000 home improvements.
Tugas 1
Joint venture with a financial intermediary to have access to micro-mortgage credits.
Tugas 2
Each social franchise develops at least in an other productive social franchise.
Tugas 3
Each social franchise is a for-profit business that provides jobs and economic spill over to the community.
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.
Échale a tu Casa is a social franchise programme developed by Ecoblock International, a company established in 1997 by social entrepreneur and Ashoka fellow Francesco Piazzesi. The company originally started as a not-for-profit organisation in 1987, but was changed to a for-profit structure with the aim of achieving greater social impact. The milestone was to spin from an NGO to a social business.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
The National Housing Commission (CONAVI) has certified private companies and NGOs to disperse subsidies and the Federal Mortgage Trust (SHF) has provided a line of credit for self-build housing to certified financial intermediaries, both of which help to facilitate the Échale approach.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Building sustainable human habitats and housing wealth creation in communities equals better affordable housing, community cohesion, environmental protection, jobs and economic growth. The key to achieving this is an approach based on principles of social inclusion, financial education, technical assistance and social financing. We need support in these key elements.
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.
The CDF teaches economically disadvantaged individuals about the proper utilization of the tool called credit. We provide clients with quarterly 1:1 professional assistance in developing and maintaining a spending and debt reduction plans to bring them out debt in order to start business and purchase homes. The C D F's main goal is to eliminate poverty in urban cities.
Created on 07/19/2012 by eric@fastblocs.com
In Mexico, we provide a program that serves as an intermediary between banks and families without credit who are looking to finance and build their home.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNama Organisasi
Halieus Corporation S.A. de C.V.
Negara Organisasi
Mexico, SON, Puerto Penasco
Negara tempat organisasi ini menciptakan dampak sosial
Mexico, SON, Puerto Penasco
Apakah organisasi Anda adalah:
Bisnis
Berapa lama organisasi Anda telah beroperasi?
Beroperasi selama 1-5 tahun
Has the organization received awards or honors? Please tell us about them
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Permulaan (eksperimen pertama baru saja beroperasi)
Berapa lama Anda terlibat dalam operasi?
Beroperasi selama 1-5 tahun
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?
Roughly 1 out of 4 Mexicans have bank accounts. Banks in Mexico supply only 20% of the mortgage market, primarily serving the upper class. Roughly 2/3 of the workforce is informal labor & does not have adequate credit history. As it stands currently, this population is very risky to loan to, requiring extremely high interest rates that price people out of home ownership. Between 6-8 million homes are currently needed & the number is expected to increase by 700,000 homes annually for the next 20 years. This 20+ million housing shortage represents a potential $20-40 billion mortgage market opportunity, but due to the factors mentioned above banks are limited in their ability to deliver affordable solutions to capitalize on this opportunity.
The Solution: What is your solution? Be specific!
We provide a community cooperative that serves as an intermediary between banks & families. The cooperative aids families in establishing credit by saving to a community account. We provide education on topics from how to manage a checking account & a home loan. We aid in home design. The home loans are cross collateralized by the members, dramatically reducing risk of default.
Once a family has saved a 10% down payment, we provide families with the materials, logistics, & training to build each other's homes. This sweat equity with the 10% down payment creates a 40-50% loan to value ratio, further reducing the risk of the loan. Our patented building material is fast & easy to use, is engineered to withstand earthquakes & hurricanes, is energy efficient, & will last for generations. This provides the bank an asset it can use as collateral.
Our model opens a new market for banks by reducing risk & provides families with credit & an affordable home.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
We establish a savings cooperative in a local neighborhood. Families who prove they own their land can sign up to start saving the amount equal to a mortgage payment each month. During this time they receive education on finances, loans, and home ownership. When they have saved 10% of the housing solution, they receive a loan for the materials to construct their home.
The members in the cooperative aid in the construction of each other's homes, providing sweat equity. Members are trained in building techniques that can be used for jobs. Once the home is built the family makes payments on their home loan, usually paying the loan off in 7-10 years at a rate they can afford, usually 9-12% annually.
Now the family has an asset in the home with equity built in. They have a credit history with the savings account and home loan. They also have a physical address to provide banks to be able to open a checking account. Their credit history should allow them to qualify for other loans at much more affordable rates.
Their homes are also built with energy efficient wall systems (certified by the Mexican government office for energy ONNCCE to meet the highest standards for energy efficiency) which allows the family to save on expensive energy costs.
These local cooperatives act as franchises and are managed by local leaders. This allows us to replicate the model throughout the region and the country.
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?
The need for credit, loans, and housing is so great in Mexico we really have peers more than competitors. We belong to an association, CONVIVES, which is made up of companies trying to provide housing solutions. Currently, the majority of funding for projects is from the Mexican government. Due to the reduced risk & potential rate of return possible, we believe there is an opportunity for bank and impact investment funding. JP Morgan and the Rockefeller Foundation identify housing as a major investment opportunity for impact investors, potentially reaching $780 billion in investment over the next 10 years.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding 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.
Originally, two of us from the United States wanted to address the housing issue in Mexico. We patented our building material in Mexico & partnered with a Mexican home builder. After building a small number of homes, we began to realize the housing solution was not the primary need. Access to credit and financing was the major issue. As we began to look for ways to solve the credit issue, we met Dr Piazzesi through another Changemakers competition and became a member of CONVIVES.
CONVIVES introduced us to the idea of the savings cooperative. Our "AHA!" moment came when we saw the ability to combine the cooperative with our building process, which would lower risk and provide a rate of return desirable to banks & impact investment funds. This model could open a new market opportunity to a deeply underserved population in Mexico & other countries.
Please describe the goal of your initiative; outline what you are trying to achieve
In the next 5 years, our goals are to:
1. To become one of the largest home and mortgage providers in Mexico. To do this we want to create 100 Community Cooperatives (structured as mini franchises), each capable of building around 300 homes per year = 30,000 homes per year in Mexico.
2. Build relationships with major banks and investors to fund the demand expressed in #1.
3. Sell bundles of performing loans on the secondary market, freeing capital for more home loans.
4. Expand program to other countries with similar demographics (ie. Costa Rica, Brazil, etc.).
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.
If you selected 'other' above, please specify which other barriers to financial inclusion you solution seeks to address:
For which underserved or excluded communities will your solution create access to valuable, affordable, secure and comprehensive financial services?
In Mexico, this program would be targeted at the 33 million out of 40 million total employed workers who make less than 5 times the minimum wage.
Could your solution work in other geographies or regions? If so, where?
Most definitely. This type of solution would fit in many Central & South American countries as well as many countries in Eastern Europe. The keys are identifying nations with a large population at the upper end of the Bottom of the Pyramid (in the BOP 2000- BOP 3000 range) that lack access to financing.
If your solution is dramatically successful, how will things be different in 10 years?
We are talking about a cataclysmic shift in the outlook of a country. New communities of homes will replace slum villages. These new communities will attract new businesses to serve the areas, creating new jobs. Currently, this demographic is a burden to local governments. New homes will increase property taxes. This will allow governments to spend less focusing on housing solutions and more on infrastructure and new schools in these new communities, again creating new jobs. These jobs will keep fathers from having to migrate to the US in search for work. Each year we will bring hundreds of thousands of people into the global financial marketplace. This group will be both producers and consumers of goods, increasing GDP and trade for Mexico.
Banks will have a new market to service that will continue to grow each year. The rise of this demographic will be similar to the Industrial Revolution in the US as solutions once only for the rich will be for the common man.
What will have had to have changed to make this happen?
1. Perception- banks and investors will have to be convinced the risk is limited to make the investments.
2. Visibility- we pilot project and early communities must perform well and then word must spread to other communities throughout the country. For best results, people must want us to come to them, not us trying to convince every community we come to.
What has been the impact of your solution to date?
This model has been proven with other companies we have worked with, but on a limited scale. This has been due to the solution being dependent on government financing, which is not always available. We have seen the system work, we are preparing to do our own pilot project with private money. From there, the goal is to scale.
What is your projected impact over the next five years?
100 community cooperatives building 300 homes per year each for a total of 30,000 homes per year. This will require $270 million in financing annually. Each $270 million loaned annually will produce $135 million in revenues over the ten year life of the loans.
What barriers might hinder the success of your project? How do you plan to overcome them?
1. Lack of finances for loans- if we can not prove the system reduces risk, we will not be able to acquire financing. To overcome this, we must show in smaller samples what is possible and scale from there.
2. Monitoring the Community Cooperatives- to ensure proper use and functionality of the cooperative, we will work alongside local NGO's, especially in the cities near the US border, to work with locals to administer the cooperatives.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Pilot Cooperative Created with 30-50 famlies
Tugas 1
Work with our local builder and NGO's who already have a list of potential families to join the pilot cooperative.
Tugas 2
Have CONVIVES organization aid us in creating the first pilot program, including savings accounts and relationships with banks.
Tugas 3
Ensure we have necessary capital to fund pilot homes.
Now think bigger! Identify your 12-month impact milestone
Acquire funding for larger project- 1,000 homes over three years for one cooperative
Tugas 1
Finish pilot project and use it as an example to civic leaders and funders for a larger project.
Tugas 2
Raise $10 million in financing to be loaned over next three years.
Tugas 3
Create 2 additional cooperatives to meet this goal.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
CONVIVES is an association of 8 companies focused on providing social housing solutions. The organization works with government organizations to provide funding for social initiatives. While this is a great relationship for us, long term we want to be less dependent on government funding.
Local NGO's- we work with 2-3 local non-profits that are heavily invested in the communities we are working in. This is valuable for us to be able to identify leaders in the community and the NGO's can aid in the training and education of the families, which they already do.
Are you currently targeting other specific populations, locations, or markets for your innovation? If so, where and why?
No, not yet. We want to test out the system first in a controlled environment. Once we prove the model, places such as Costa Rica and Brazil that have similar populations and where we have sister companies that use our building solution will be targeted for expansion.
What type of operating environment and internal organizational factors make your innovation successful?
First, our team is unified in what we want to create. Second, we have assembled a team of diverse parts, each with their own function and value, to help bring our project together. Everyone from CONVIVES to the NGO's to our builder to the families who we are serving are part of our solution. Each has a job to do and we know what that job is. Creating this type of clarity for each person or group is key to our success.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
As we grow our network of funders, any networking amongst investors or banks would be greatly appreciated. In terms of offers, we recognize collaboration and innovating with others is key. This problem is too big for only one group to solve. It would be a privilege if we can help others in this journey.
Created on 07/17/2012 by InnHomeSupport
Homeless prevention through advocacy, support and community integration. Volunteer advocacy paired with professional support prevents homelessness.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanURL Facebook
https://www.facebook.com/#!/iftckelowna
Nama Organisasi
Inn from the Cold - Kelowna
Country where this solution is creating social impact
Region in BC where your solution creates social impact
Thompson Okanagan.
Apakah organisasi Anda adalah:
a. Nirlaba
Berapa lama organisasi Anda telah beroperasi?
Beroperasi lebih dari 5 tahun
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Established (past the previous stages and has demonstrated success)
Berapa lama Anda terlibat dalam operasi?
Beroperasi selama 1-5 tahun
Which of the following best describes the barrier(s) your solution addresses? Choose up to two
Access, Quality, Equity.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
Three years ago, following direction which came about through discussions with Outreach agencies in Kelowna, we developed the Inn Home Support program. Social workers expressed that they were challenged in supporting clients once they were settled into housing, often due to obligations to move onto more pressing cases. It is well known and documented that homelessness can become a cycle for many of our most vulnerable community members. There are supports in place to get people into housing, but due to ongoing demand for housing placement services there is little professional support left to help people maintain housing. Obtaining housing can be a very isolating experience for many formerly homeless members of our community. This program addresses this isolation.
The Solution: What is your solution? Be specific!
The program brings together a client, referred by a caseworker from a social agency, and a volunteer advocate. Advocates are trained and supported year round by the Inn Home Support Program Coordinator. The role of the advocate is to relate to the client – individual, couple or family – as a friend and mentor. Advocates may perform a variety of services such as: assist with filling out forms, help the client to enroll in a class, assist with budgeting, mediate with a landlord or neighbor, negotiate a payment plan with a utility, meet for coffee, find info on community resources, deliver a food hamper, participate in hobbies and simply visit, listen and be a friend. Advocates do not to act as counselors or professionals in their relationships with clients. After each client visit, the Advocate records a brief summary of the visits.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
The Inn-home Support coordinator referring case-worker, and the advocate remain in communication by way of a confidential log, through which the advocate summarizes visits with his/her client friend. These reports are confidential and read only the Inn Home Support Coordinator and the Social Service Agency worker. This allows any issues the client may have to be flagged and addressed by the professional outreach worker prior to a crisis situation that could lead to housing loss.
On average, visits take place weekly, last an hour or two and, to provide real stability, require a minimum of a one year commitment from the advocate (The client can end the association anytime). There have been 58 client/advocate matches since the program inception and 55 clients have maintained housing. This 95% success rate is extraordinary. This program, although not resulting in material products or impressive buildings, is a quiet, gentle, people-to-people structured approach for increasing housing stability. Often we find that advocates do far more that we would ever ask or require of staff or volunteers, purely because it’s based on a relationships of mutual respect and kindness, and that’s how friends interact.
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 is no other agency in Kelowna that provides this type of volunteer advocacy and mentoring support to the formerly homeless and at risk of homelessness population. This program supplements the work of many agencies that have professional outreach workers. This includes Outreach Urban Health, Brain Trust, Living Positive Resource Center, Canadian Mental Health Association, Ki-Low-Na Friendship Society, our own agency, among others. By working together we have a better chance of supporting the multiple, complex needs of this vulnerable population.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding 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.
Have you ever wondered what a community without homelessness might look like? So have we, and we believe that prevention is the key!In the office at the helping agency, the case-worker voices her dismay, “We cannot follow up. We deal with the crisis, place persons in housing, provide critical assistance. Then we must leave them on their own.” Everywhere, it’s the same story.
The image of home visits comes into focus – volunteers go out to people, listen and respond as friends. People from two distinct communities, with nothing to gain from each other but insight, respect and companionship, agree to spend time together. The more vulnerable one has an ally, a connection, some support to remain housed. Agencies provide context, legitimacy and the avenue to professional assistance if need arises. Screening and training give security. Workshops enlighten service. These puzzle pieces arrange themselves, forming a gift.
Please describe the goal of your initiative; outline what you are trying to achieve
The primary goal of this initiative is prevent clients from becoming homeless again. By partnering volunteer Advocates with clients who are vulnerable to eviction, we are able to monitor the stability of the clients’ housing situations and arrange interventions to prevent eviction rather than trying to respond to an eviction after the fact. The program also aims to deepen the understanding in the wider Kelowna community of the challenges faced by vulnerable people by encouraging the long-term, one-to-one partnership between Advocates and clients.
What has been the impact of your solution to date?
The Inn Home Support program has been operations since 2008. Over the course of four years, some 62 clients have participated in the program. Of those, only two have lost their housing and, in both cases, new housing was secured shortly after their eviction. No client who has participated in the program is currently homeless. Twenty seven of the 62 clients are currently active in the program.
What is your projected impact over the next five years?
We would like to expand the program to include up to 40 active client participants while maintaining our successful record of preventing homelessness among the participants. The cost savings to the community of this voluntary based program, though not quantified, are believed to be very significant in terms of reduced need for medical emergency services alone. With Advocates regularly monitoring and reporting on the well being of clients, professional service providers are often able to intervene before a crisis escalates.
What barriers might hinder the success of your project? How do you plan to overcome them?
There is no shortage of potential clients for the program. The real challenge in expanding the program is the difficulty in attracting new volunteers in general and male volunteers in particular to partner with clients. To date, we have targeted the general population and relied upon word of mouth to attract volunteers. A more targeted approach at recruitment should yield better results. Recruitment efforts will more strategically be targeted at a wider range of faith based organizations (churches, mosques and temples) as well as service organizations (Rotary/Kinsmen clubs , retired teachers organisations etc. ).
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Increase the number of active client/Advocate partnerships to 30.
Tugas 1
Undertake a survey of existing faith based organizations and service clubs in the Kelowna area.
Tugas 2
Arrange for recruitment presentations for these groups.
Tugas 3
Active follow-up on expressions of interest that these presentations may generate.
Now think bigger! Identify your 12-month impact milestone
Increase the number of active client/Advocate partnerships to 40.
Tugas 1
Continue to identify appropriate groups and arrange recruitment presentations. Avertise on social media and local classifieds.
Tugas 2
Arrange follow-up presentations to groups earlier approached.
Tugas 3
Increase and diversify activities in recruiting from existing sources of volunteers.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
We have partnerships with various community agencies to operate this innovative program. Each program client is referred by a community outreach worker that provides professional support in addition to the advocacy and mentorship provided by our volunteers. These agencies include Canadian Mental Health Association, Brain Trust, Ki-Low-Na Friendship Society and Outreach Urban Health among others.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
We are currently looking at expanding our program to target youth that are in transition from the foster care system to adulthood. We are exploring this possibility in partnership with Canadian Mental Health in Kelowna.
What type of operating environment and internal organizational factors make your innovation successful?
As a volunteer based organizations our overhead costs are kept very low. This builds community while creating a sustainable budget.
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 07/4/2012 by kathy.w
To Create a Tool Lending Library to empower the Huu-ay-aht and Bamfield Citizens to take pride in ownership and maintain thier homes and community.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanCountry where this solution is creating social impact
Canada, BC, Anacla/Bamfield
Region in BC where your solution creates social impact
Vancouver Island.
Apakah organisasi Anda adalah:
Entitas pemerintah
Berapa lama organisasi Anda telah beroperasi?
Beroperasi selama 1-5 tahun
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Ide (yang Anda yakini layak diluncurkan)
Berapa lama Anda terlibat dalam operasi?
Beroperasi selama 1-5 tahun
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
Our First Nation is a self-governing nation under the Maa-nulth Treaty. Our community is a semi-remote community 75 kms from Port Alberni. We have limited access to any services. Contractors are very expensive. We have established laws for housing regulation. Many residence have opted to lease thier own homes. The main goal of our innovation for change is to empower people to take pride and ownership in thier homes and community. We would like to develop a tool lending library where citizens can borrow the equipment they need to maintain thier homes. We would like to provide workshops and safety lessons so that people gain skills and knowledge to operate the equipment safely. People would gain capacity to maintain and renovate thier existing buildings and yards.
The Solution: What is your solution? Be specific!
We want to purchase an Interstate contained trailer, tools (hand and power), yard tools, a computer, and small consumables like screws and nails. We would create a community board to manage the inventory. We would employ one person part time to be the person responsible for maintenance, replacing, lending and recieving back, and facilitating workshops. This traveling tool library can help because many people lack not only the skills but the equipment to do the work properly and safely.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
A homeonwer would be able to fix up outside of their home to make it asthetically appealing and safe! Let's begin with the stairs that lead to their front door. The homeowner can borrow hammers, skill saw, levels and nails to work on the stairs. Replacing rotten wood and adding a hand rail. They would be able to borrow paint materials to help keep the stairs in good shape longer. The homeowner could then borrow a lawn mower, weed eater, wheel barrow and rake. They could use the equipment to tidy up and maintain thier yard. This provides the homeowner with pride in ownership of their home. It helps the community spirit and encourages families to work together.
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 no significant competitiors in our community. There is a small hardware store who would benefit from this project because people would need to buy supplies for their renovations. There are no contractors available in Bamfield or Anacla. The nearest supplier of these services is Port Alberni which is 75 kms away via logging road.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding 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 were thinking about innovative ways to help people take responsibility for their homes. I was serching the internet and found the Vancouver Tool Lending Library (http://vancouvertoollibrary.com/) and thought "What a GREAT idea!! This idea could change our communities and empower people to get out, get active and improve their community!
Please describe the goal of your initiative; outline what you are trying to achieve
Our goal is to empower, educate and facilitate a healthier community through encouragement of pride of ownership and community. Independence and learning are promoted.
What has been the impact of your solution to date?
Our community is excited about the idea and many people see the potential for positive impacts.
What is your projected impact over the next five years?
We expect to see a beautiful community in the remote West Coast to be cared for, loved and promoted.
What barriers might hinder the success of your project? How do you plan to overcome them?
Barriers are obtaining a skilled facilitator to coordinate the project. We may need to help this person become an enterprenuer to start a renovation and repair business to enable them to sustain an adequate level of income. This may also benefit those citizens who have difficulty working on thier own homes (elderly, disabled, young moms). We will support the facilitator to engage in any activities that benefit the community.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Tool Library stocked and at least one workshop facilitated
Tugas 2
Puchase Trailer and tools
Tugas 3
Organize community board and workshops
Now think bigger! Identify your 12-month impact milestone
People will have cleaner, safer yards! Our community will be happier and healthier!
Tugas 1
Facilitation of at least 6 workshops
Tugas 2
Demonstration of safe tool practices
Tugas 3
Community work bees to help those who need it
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
We will partner with the Bamfield community and the local hardware supplier to see success and to benefit a larger community.
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?
We are a successful self-governing First Nation. We have high degree of ethics and have strong policies and laws. We also employ best practices with regards to financial management practices.
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 06/28/2012 by AlisonFPVS
We are an Argentine NGO developing social platforms via which low income families in Greater Buenos Aires can access public works & finance
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNama Organisasi
Fundación Pro Vivienda Social
Negara tempat organisasi ini menciptakan dampak sosial
Apakah organisasi Anda adalah:
a. Nirlaba
Berapa lama organisasi Anda telah beroperasi?
Beroperasi lebih dari 5 tahun
Has the organization received awards or honors? Please tell us about them
• Foundation Vidanta prize " Contributions to the Reduction of Poverty and Inequality in Latin America and the Caribbean", 2012
• Leveraging Business for Social Change Ashoka Changemakers, 2010
• Banking on Social Change: Seeking Financial Solutions, Ashoka Changemakers. 2008
• Microfinance, innovation & sustainability, Giordano dell Amore, 2009
• Development Marketplace, World Bank, 2002
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Pertumbuhan (eksperimen Anda sudah dijalankan, dan mulai dikembangkan)
Berapa lama Anda terlibat dalam operasi?
Beroperasi lebih dari 5 tahun
Which of the following best describes the barrier(s) your innovation addresses? Choose up to two
Access, Transparency, Equity.
The Need: What problem are you trying to solve?
Rapid and unplanned urbanization has given rise to alarming inequalities in wealth en consequently massive infrastructure and housing deficits across Latin America. In Greater Buenos Aires (GBA) there are over 6 million people living in poverty with limited or no access to basic services (water, drainage, electricity, gas) or affordable adequate housing.
This combined with a culture of distrust & disinterest among banks and companies has led to financial exclusion and social marginalization for millions of people. Public policy has failed to meet the needs of these individuals, leaving the process of urbanization in the hands of habitants.
The Solution: What is your solution? Be specific!
FPVS promotes financial inclusion by developing legal and financial platforms known as Neighborhood Trust Funds. Thanks to this mechanism low income families access basic services and lines of credit for home improvements provided by commercial banks, international financers and the State. In this way the organization of the demand attracts public and private offer to invest in neighborhood infrastructure and housing projects. Compared to other lines of credit in Argentina ours offer low interest rates, extended repayment (up to 72 months) & offer tailor made solutions based on individual socioeconomic situations.
We bring together public and private financers, to offer neighbors up to 4 financial products: (i) external Natural Gas Network Connection (NGNC) (ii) internal NGNC (iii) sophisticated internal NGNC (multiple connections & electrical domestics) & or (iv) home improvement loans.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
1. Trained neighbors, known as Community Developers, organize their fellow neighbors to promote the natural gas project in their blocks.
2. This community organization is consolidated via the Neighborhood Trust Fund.
3. A financial and technical plan is made based on individual housing needs, later a single proposal is made to financers on the behalf of 1000s of neighbors.
4. The diverse financial capacity of neighbors, some can pay in one go others require up to 72 months, combines together allowing the offer provided by banks to be adapted to neighbor’s needs. The financers accept the collective guarantee offered by neighbors (this includes an additional sum voluntarily paid to the bank until the works are completed and the mentioned money returned to the neighbors via the Trust Fund).
5. Households with natural gas increase their incomes by 5% per month due to reduced energy costs and home values are increased significantly. Our Observatory shows a 20% reduction in respiratory illness, 40% reduction in flus and 50% drop gastrointestinal sicknesses. Furthermore levels of comfort and family life are greatly enhanced.
6. At the same time the model empowers individuals (in particular women and youths), strengthens communities and promotes social inclusion.
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?
The providers of financial services cater for individuals as opposed to groups of neighbors.
These solutions are currently only available for individual and private needs (consumer credit, housing & small business).
Diverse actors have attempted to resolve the problems faced by marginalized communities, including the State, NGOs and community organizations. Despite these efforts there is a glaring lack of cohesion.
Our model unites actors whilst offering them mutual benefit. For communities access to public services means a better quality of life and is a first step toward achieving a credit rating. For companies, banks and the State it´s a first step toward developing new mechanisms for working together.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding 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 history has been about knowing and working with neighbors of marginalized neighborhoods in Greater Buenos Aires. Over the last 20 years we`ve carried out projects that aim to enhance the potential neighbors have proven they have via the construction of their homes and suburbs.
We´ve stood witness to neighbor`s capacity to build their houses and invest their savings. We`ve also seen the inefficient way companies, banks and the State treat deal with these populations.
We’ve valued the massive investments made by neighbors in their housing and realized that together they are a group worth millions. Despite this, the lack of infrastructure generates little incentive to continue investing.
Investing in infrastructure encourages spending on housing and helps to break the cycle of poverty.
Please describe the goal of your initiative; outline what you are trying to achieve
We develop social platforms that connect low-income families with actors from various sectors (public sector, businesses, and banks) in order to provide access to financing and public works to improve their homes and neighborhoods.
We seek a solution to a lack of infrastructure and the housing crisis through a collective mechanism that includes everyone.
At the same time we promote connections between residents, the public sector, businesses, and commercial banks to create change over the long term in these neighborhoods.
7000 families are involved in the current initiative and 2000 more are expected to participate in the upcoming year.
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.
If you selected 'other' above, please specify which other barriers to financial inclusion you solution seeks to address:
For which underserved or excluded communities will your solution create access to valuable, affordable, secure and comprehensive financial services?
The Neighborhood Trust Funds permit resources from neighbors, companies and public entities to be invested into projects that address infrastructure deficits (water, drainage, pavements, lighting and other collective services). The Gas Trust Funds show results that validate the performance of this mechanism.
It will allow banks to begin doing business with this population, to which they can offer financial services, having already carried out an experience with a reduced risk.
It will also allow neighbors to approach the banks that financed the Trust Fund and use their proven credit performance as a prerequisite to access other financial services
Could your solution work in other geographies or regions? If so, where?
Yes! Our social platform is based on a formula that requires 3 simple elements: community organization, microfinancers & commercial banks & company/state involvement. With these components we believe our model is 100% replicable in other marginalised urban areas lacking in basic services.
In Argentina there are more than 5 million families with no access to infrastructure. They rely on the State action to gain access to services; public policy has failed to cater for their needs.
Urbanisation is a process impacting other emerging nations in similar ways, accessing infrastructure is therefore a universal problem.
If your solution is dramatically successful, how will things be different in 10 years?
The broader outlook of marginalized neighborhoods will have changed. These suburbs which have been built by neighbors will begin to benefit from a better quality of life; they will have paved roads, running water, drainage, guttering, street lighting and internet. These services will have been financed by the Neighbourhood Trust Fund using state, commercial and neighbour`s funding.
These projects redirect a part of neighbor’s savings which today are used to buy individual consumer goods (freezers, stoves, televisions, cell phones etc.) toward public goods and services. Quality of life will be notably enhanced and inequality will begin to diminish. Local employment will increase and local businesses will flourish.
What will have had to have changed to make this happen?
In order for these changes to take place the relationship between companies, the State and neighbors will need to have changed. Currently there are no projects which use “mobilizing events” that involve diverse social actors to resolve the situation. Misinformation, distrust and the absence of a common objective result in neighbours constructing their own communities without credit.
Companies and the State do not invest together in poor neighborhoods. The possibility of working together to achieve common results transforms this reality dramatically. Public policies which favor this type of project are necessary. In Argentina there are examples of suitable solutions to collective problems when there is respect toward differences and willingness to work together.
What has been the impact of your solution to date?
We have set up 4 Neighborhood Trust Funds bringing together 10.000 families of which 4.500 already have natural gas.
We have promoted articulation between multinationals, federal, state and local governments, local suppliers, neighbors as well as with local and international banks.
Also more than $US5 million have been sourced from diverse investors (neighbor contributions, commercial credits and public subsidies)
Neighbors have increased their asset wealth by between 15% and 20% thanks to a rise in the value of their homes. On top of this households increased their incomes by an equivalent of 5% due to reduced energy costs.
Levels of distrust between all the actors involved have decreased
What is your projected impact over the next five years?
Via three gas Neighbourhood Trust Funds 10.000 families will be connected to the network, the same families will have the opportunity to access credits to improve their homes thereby having a positive impact on the livelihoods of 50.000 people.
200 neighbours will have been trained in our Community Education Centre. Another 100 local builders and gas installers will have been employed on the project.
40 businesses (construction companies, manufactures etc.) will enter new markets and carry out $US10 million in public works. 3
3 to 5 banks will finance the mentioned projects
What barriers might hinder the success of your project? How do you plan to overcome them?
The biggest barrier faced is distrust and the lack of coordination between actors. The collective nature of the social platform we have designed counteracts these fears and promotes articulation. Public tenders provide an ideal interaction space for actors to work together and overcome these problems.
The other challenge is to encourage neighbors to invest in their suburbs. Consumer credit is the principal destination of savings in these communities and is a difficult obstacle to overcome. The Neighborhood Trust Funds are an efficient and accessible instrument for community development which encourage new spending habits.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Incorporate at least 2 banks to fund the United Future Neighborhoods Trust Fund and carry out 3 public tenders for the Neighbors
Tugas 1
Adhere 1056 families, (the minimum required for the Project to be feasible) in the 6 neighbourhoods of the Neighbours in Acti
Tugas 2
Strengthen teams of Community Developers, gas installers and Local Builders to carry out the works.
Tugas 3
c. Carry out 800 internal gas connections and 300 home improvements
Now think bigger! Identify your 12-month impact milestone
To have 3 commercial financers (banks or investment funds) backing for United Future Neighborhoods Trust Fund projected for 3.50
Tugas 1
Consolidate alliances with local banks and investors to co-finance the United Future Neighborhoods Trust Fund
Tugas 2
Consolidate alliances with businesses for the construction of works, internal gas installations and the supply of constructio
Tugas 3
Train 100 Community Developers to promote and administer the Project
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
The Neighborhood Trust Fund model is based on the alliance between diverse actors, both public and private, who articulate together whilst carrying out a specific function.
The major task of the Foundation is to assist and connect the various actors involved in the Projects. Our strategic objective is to facilitate and enhance the interaction between the interlocutors, the idea being that they will begin to articulate with higher levels of fluency and eventually do so independently.
Are you currently targeting other specific populations, locations, or markets for your innovation? If so, where and why?
Yes, we are working in 2 areas now and in 2013 will start working in a third area in Greater Buenos Aires.
What type of operating environment and internal organizational factors make your innovation successful?
1- That the people who work with the residents are individuals employed by the foundation. This structure would create committed personnel who can communicate knowledge about the project.
2. That the mechanisms for credit evaluation and payment are consistent with those of the banks. This will ensure that the previously stated groups can finance the projects. Transparency will help in the auditing of project operations.
3. Coordination with the providing gas company will generate synergies that will reduce the risk for funders considering that the contributors and residents pay together for the gas bill. This mechanism will lower the credit and operating risks.
4. The mechanism for the participation for businesses will be based in open competitions. This will facilitate c
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 task of bringing together diverse actors (company, public sector and neighbors) to provide infrastructure requires highly qualified staff that need training. Also organizing Trust Funds requires funding in its preoperative phase.
Created on 06/26/2012 by projectdeliverance
The C D F teaches economically disadvantaged individuals about the proper utilization of the tool called credit in an effort to start businesses and buy homes.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNama Organisasi
The Childrey Deliverance Foundation
Negara Organisasi
United States, MI, Detroit, Wayne County
Negara tempat organisasi ini menciptakan dampak sosial
United States, MI, Detroit, Wayne County
Apakah organisasi Anda adalah:
a. Nirlaba
Berapa lama organisasi Anda telah beroperasi?
Beroperasi lebih dari 5 tahun
Has the organization received awards or honors? Please tell us about them
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Pertumbuhan (eksperimen Anda sudah dijalankan, dan mulai dikembangkan)
Berapa lama Anda terlibat dalam operasi?
Beroperasi lebih dari 5 tahun
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?
Poverty - Detroit has the highest unemployment rate per capita among the nation’s largest urban cities. Detroit’s median income is $26,157 well below the average of other cities its size. Detroit has a poverty rate of 26 percent, more than twice the state average. Detroit is loosing an estimated 13,000 residents per year and the estimated population for Detroit in 2003 was 911,000 residents. Detroit's population was less than 900,000 residents in 2005. The estimated population for Detroit in 2006 was 836,000 residents. One in every ten housing units in the city is vacant. The totality of these conditions has the regions economy at a stand still and there is a need to provide economic stabilization through out the entire region by enhancing entrepreneurship and home ownership opportunities.
The Solution: What is your solution? Be specific!
Reviving an entrepreneurial spirit is one of the keys to rejuvenating the cities work force, providing a stable income to its residents, spurring economic growth, population growth, eliminating crime and poverty in urban cities. When people are generating a decent income to spend they will spend it. Detroit has an abundance of abandoned dilapidated storefronts and commercial buildings. All of these unused assets could be put to use to generate cash flow and the jobs needed to cut the cities unemployment rate and bring the city out of a deficit situation.
Instead of reducing the number of houses in Detroit, programs to increase affordable housing need to be created to stimulate population growth. The installation of affordable housing programs would increase the city's tax base and alleviate the City of Detroit’s budget crises. The more individuals the city has working and living within its borders, the more house holds the city has to collect an affordable portion of taxes from.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
The Childrey Deliverance Foundation 501c3 Tax Exempt Education Corporation formed eight years ago in memory of (Johnny C. Childrey), my Grandfather, to provide financial literacy and credit repair services to youth deemed at-risk, low-income adults and emerging entrepreneurs. Our mission is to mentor/counsel economically disadvantaged individuals in urban communities on the importance of personal economics (credit). We provide effective advocacy and compile/disseminate information useful to empowerment and self-sufficiency. Once a client has completed our vigorous rigors they will be able to build an excellent credit score and become eligible to receive a Business Loan or Mortgage to start a business or purchase a home of their own.
The (C D F) will be implementing its credit counseling services to the fullest extent. Credit is a tool to be used properly. The key goal is not to destroy your credit from the beginning of starting your credit history. If a client happens to have been irresponsible with their credit, The (C D F) can help its clients reestablish their credit history through our Urban Economic Empowerment Program to initiate debt reduction and savings development plans to achieve the major life-enhancing goals of Business and Home Ownership.
The assignment is to jumpstart the economy of urban cities by creating
”Community Revitalization”.
At the (C D F), we’ve learned that it’s only by Reinvesting into Ravished Communities and providing answers to failed socio-economic conditions in urban communities can we change communities in economic turmoil.
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?
U-Snap-Bac is a non-profit organization on the East Side of Detroit. They have been working on housing on the east side for many years.
The Warren Connor Housing Association is also working on housing on the east side.
The Grandmont Rosedale Development Corp. is located on the west side of Detroit and they are working housing issues.
Our mission is to mentor/counsel economically disadvantaged individuals in urban communities on the importance of personal economics (credit) to enable them to become self-sufficient.
There are little to no challenges from competition because Detroit is a large urban city with a need for as many variations of solutions to solve its problems of blight, decay, erosion, housing dilapidation, lack of viable business, and extreme poverty.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding 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.
August 16th 2001, before the 911 attack, I purchased and rehabilitated a dilapidated foreclosure home on the East of Detroit. I used my veteran’s benefits to purchase the property and my Grandmother helped me come up with money to rehab it.
Immediately after I purchased the home the taxes went up because of the 1994 property tax legislation Proposal A. It state's that a property purchased after 1994 would receive "incremental" tax increases every year. Next, the insurance on the house began to rise substantially. Finally, I learned that the house I purchased had a demolition lean placed on it. The paper work lagged in the recording office and the title company missed clearing the lean off my title.
After going through these painful experiences I decided to build a 501c3 Education Non-Profit Organization to help economically challenged, poverty stricken people learn how to navigate through the mirage of obstacles in an effort to become economically thriving successful individuals.
Please describe the goal of your initiative; outline what you are trying to achieve
Our goal is to rehabilitate credit abusers and inform future credit users about the proper utilizations of the tool called Credit in order to start businesses and acquire and rehabilitate low cost housing. Our goal is to help our clients achieve credit scores of 700-750 and using the knowledge gained through our courses to maintain their credit scores throughout the entirety of their lives. Clients who meet this level of achievement will receive for their diligence the lowest interest rates on credit cards, personal loans, business loans and home loans. Lower interest rates will give them an advantage of keeping their payments reasonable in the hardest economic times and provide security to their families for the long haul. Our goal is enhancing Business and Home Ownership Opportunities.
Which barrier(s) to financial inclusion does your solution seek to address? (select all applicable)
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.
If you selected 'other' above, please specify which other barriers to financial inclusion you solution seeks to address:
For which underserved or excluded communities will your solution create access to valuable, affordable, secure and comprehensive financial services?
Detroit is a large impoverished urban area that is experiencing adverse economic challenges due to substandard education, loss of tax revenue due to extremely erratic high taxation, insurance redlining, sub-prime mortgages and foreclosures. The housing market as it stands in the Detroit is abysmal. It is also experiencing enormous economic hardships due to the downsizing of its major economic source, the Auto Industry, specifically the big three auto companies, Ford, General Motors and Chrysler Corp. The traditional way of handling economic business in this region will not work in this economy.
Economically disadvantaged individuals of all races will be served by our programs. The (C D F) will be setting up a minimum of 400 block clubs, representative of nearly 20,000 households blanketing the city of Detroit, giving them an empowering education of financial literacy, job skills and entrepreneurial training and housing seminars to coordinate our Urban Economic Empowerment Mission.
Could your solution work in other geographies or regions? If so, where?
The Urban Economic Empowerment Program will run for three years and at the end of this time we will perform a performance audit to make sure our target goals are being met towards the transference of this program in Cleveland, Ohio.
Once our program is established and functional and Cleveland we will strive towards building this program in Akron Ohio, Atlanta, Georgia and Washington D. C. Once Established in Washington D. C., the (C D F) will be striving to increase the Urban Economic Empowerment Program in Urban Cities throughout the United States of America and continuance of this program indefinitely.
Once the Urban Economic Empowerment Program has been thoroughly established U.S.A we will begin establishing Economic Empowerment Programs in poor regions of Africa and other parts of the world because Credit rules the Economic Systems of the Entire World. Without the Credit System countries could not trade between one another and the worlds economies would be at a standstill.
If your solution is dramatically successful, how will things be different in 10 years?
The Revival of an entrepreneurial spirit is the key to rejuvenating its work force, providing a stable income to residents, spurring economic growth in Detroit and other urban cities. Within the next Ten Years a progressive plan will have been installed to utilize all available abandoned dilapidated storefronts and blighted commercial buildings in Metropolitan Detroit. The region will have increased the number of employers compared to the population base decreasing unemployment and crime. The formation of new business will generate cash flow and the jobs needed bring the city out of a deficit situation and increase Economic Stimulus Funding from the Federal Government.
Within the next Ten Years large areas of Detroit will be remodel and economically astute, dedicated homeowners will be influxed into these remodeled neighborhoods. Each individual will be responsible for his or her property alleviating vandalism, blight that has devastated and taken over the entire urban city today.
What will have had to have changed to make this happen?
The (C D F) will raise $500,000.00 to support and build a Mega Economic Opportunity Center. This Center will be located in Detroit Michigan, USA and will help economically disadvantaged individuals.
The (C D F) will use the tax deductible Gifts/Donations to:
•Find and Rehabilitate a Commercial Building. This will include all measures need to bring the building up to city and state code.
•Complete two computer centers with 30 computers in each room. Including hardware and all furnishings.
•Complete conference & class rooms including all furnishing and technical support need to instruct clients.
Within this renovated building, we will teach the Urban Economic Empowerment Program, which is geared towards low-income individuals. They will learn how to establish goals, objectives, and how to order, analyze, evaluate, and fix their credit scores. They will receive assistance to help them gain the confidence needed to achieve their goals and change their economic circumstances.
What has been the impact of your solution to date?
The (C D F) has been assisting clients on a pro-bono basis with the assistance of our generous board of directors. Through its credit counseling program they have helped clients learn how to establish goals, objectives, and how to order, analyze, evaluate, and fix their credit scores. Clients received assistance to help them gain the confidence needed to achieve their goals. These goals included learning how to implement Debt Reduction and Saving Development Plans to rehabilitate their credit scores to establish and maintain credit. These savings are used towards Home Ownership and Business Ownership. Also the C D F has counseled more than 50 youths in our community about the importance of graduating from high school and continuing their education through collegiate efforts. We have successfully graduated half of the participants in our program. Finally through our job placement program we have helped clients receive interviews and several of these individuals received employment.
What is your projected impact over the next five years?
Within the next five years the (C D F) will implement the Urban Economic Empowerment Programs entrepreneurial development programs increasing business ownership, employment and decreasing poverty. The restoration of storefronts and commercial buildings will create vibrant business districts increasing employment taxes and funding from the Federal Government.
Within the next five years the (C D F) will implement the Urban Economic Empowerment Programs affordable housing programs alleviating Detroit’s budget crises. The more individuals the city has working and living within its borders, the more house holds the city has to collect taxes from to pay for schools and infrastructure. The increase in population would decrease property taxes and increase funding from the Federal Government.
What barriers might hinder the success of your project? How do you plan to overcome them?
The lack of Government, Corporate and Foundation support and funding for
the Urban Economic Empowerment Program to purchase adequate office space, utilities, furniture, computers, phones, internet, hire counseling staff and build client base.
The (C D F) will be continuously vying for support of the Urban Economic Empowerment program because the cause is great. It’s time to empower people, by moving them from check cashing customers to banking customers, from renters to homeowners, from small business dreamers to small business owners. Converting the economically undereducated to the economically empowered, helping people help themselves, and creating more stakeholders in Urban Cities, America and the World.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Tugas 1
The C D F has a strong business plan to show investors the logistics of the Urban Economic Empowerment Program.
Tugas 2
The C D F will convince financiers that the Urban Economic Empowerment Program is a worthy cause to support and invest in.
Tugas 3
The C D F receives $100,000 in funding from G2012 Mexico Financial Inclusion: Innovative Solutions for Unlocking Access contest.
Now think bigger! Identify your 12-month impact milestone
Tugas 1
The C D F locates and acquires adequate office space to run Urban Economic Empowerment Program.
Tugas 2
The C D F enlists the help of volunteers to pass out fliers to potential clients, informing them about our services.
Tugas 3
The C D F trains and hires credit counselors as needed to assist Board Members with teaching Credit Counseling Seminars.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
The (C D F) is partnering with local Churches and we are at the beginning of a partnership with a networking organization called Network After Work-Networking Events for Professionals. Our organization will set up a booth at their events to enlighten patrons of these events about our organization.
Additionally, we are partnering with more than 20,000 Potential Households that are also pooling their money through homeowner associations to help clean up their community and advance their local economy through the purchase and acquisition of empty abandoned foreclosed properties.
Are you currently targeting other specific populations, locations, or markets for your innovation? If so, where and why?
The (C D F) is targeting Cleveland Ohio and Akron Ohio as locations to implement the Urban Economic Empowerment Program.
We have plans to bring low income individuals out of poverty.
In an effort to rebuild Urban Communities we are helping individuals below the poverty line improve their socio-economic status by offering them intense study courses on Financial Literacy, Credit Repair, Business and Home Ownership Seminars.
The creation of new entrepreneurs creates new businesses and employment.
The rehabilitation of homes creates homeowners, vibrant neighborhoods and employment.
What type of operating environment and internal organizational factors make your innovation successful?
The (C D F) will be working out of a Mega Economic Opportunity Center where we will teach the Urban Economic Empowerment Program.
As an incentive for clients to succeed we provide quarterly 1:1 assistance.
At their first session they will receive a copy’s of their most recent Credit Reports. The clients credit reports will be reviewed by a (CDF) Program staff member and a summary will be drafted based upon what is found. At the initial 1:1 counseling session they will receive information on how to draft dispute letters for all items on their credit reports that are in error. They will also find out how much total debt remains that need to be taken care of and a plan will be developed that outlines the steps that need to be taken in the next three months to bring them out of debt.
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 (C D F) will be networking and collaborating with all NGO's, Foundations, Corporations, businesses, and individuals that are working towards the upliftment of economically disadvantaged individuals.
We will lend our time to brainstorming and formulating plans to help economically disadvantaged individuals become economically independent and self-sufficient.