Here's a story about how members of the Changemakers community are conserving the ecosystem in India:
In the state of Assam in northeast India, the youngest of citizens are leading the charge to protect among the oldest of resources: the region's endangered forests.
Read more about this solution, or discuss this topic below.
Created on 06/9/2009 by htcgroup
Join the Geotourism Challenge Changemakers group to share ideas and opinions about issues impacting destination stewardship and wisely managed tourism.
Hear about best practices, identify solutions to key challenges, and link to resources that may help you overcome obstacles and succeed as a changemaker in geotourism. Each week will focus on a specific issue; join the dialogue now and tell your story.
Natural ecosystems ensure that vital nutrients flow from soils to food to people. Thriving ecosystems are the bedrock of healthy nutrient chains, the basis of all life on the planet.
So what’s the issue?
The strategic plan of the project is to empower the local people with knowledge to harness their potential in order to raise their living standards and to make them healthy and environmentally conscious.
Created on 05/7/2013 by sschofield
EcoLogic applies an agroforestry method known as ‘alley-cropping with Inga edulis trees’ with smallholder farmers in Central America that addresses the interrelated issues of food and economic insecurity, soil nutrient sustainability, and deforestation prevalent in the region.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNama Organisasi
EcoLogic Development Fund
Negara Organisasi
United States, MA, Cambridge, Middlesex County
Negara tempat organisasi ini menciptakan dampak sosial
Apakah organisasi Anda adalah:
a. Nirlaba
Has the organization received awards or honors? Please tell us about them
EcoLogic recently became a one of the top 100 innovators for the Rockefeller Foundation’s Next Century Innovators award for our agroforestry program being presented in this application. Our sustainable agroforestry work was also recently featured in a publication entitled, “Impact Innovations: Lessons from Small-scale Agriculture in Latin America and the Caribbean,” put out by the International Institution for Cooperation in Agriculture (IICA) the International Development Bank (IDB) and El Fondo Regional de Tecnología Agropecuaria (FONTAGRO). (PDF can be viewed here: http://www.fontagro.org/sites/default/files/Innovaciones_de_Impacto.pdf)
In June 2012 at the Rio +20 Conference in Rio de Janeiro, Brazil our Honduran partner organization, AJAASSPIB, was honored as one of 25 recipients of the UN Equator Prize. This earned them prestigious recognition out of 800 nominees from 113 countries, to “recognize and advance local sustainable development solutions for people, nature and resilient communities.” EcoLogic nominated AJAASSPIB for this award.
Additionally, EcoLogic was named Runner-Up in June 2011 for the Swiss Re ReSource Award for Sustainable Watershed Management, an internationally recognized prize for leadership in community‐based watershed management. This award honored our work in northern Honduras. Finally, EcoLogic was awarded the 2007 Energy Globe National Award for Honduras in recognition of its launching of Pico Bonito Forests LLC.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanName your entry
Alley-cropping with Inga edulis trees
Stage
Scaling (the solution has passed the previous stages, and the next step will be growing its impact on a regional or global scale)
This Entry is about (Issues)
Elevator Pitch
EcoLogic applies an agroforestry method known as ‘alley-cropping with Inga edulis trees’ with smallholder farmers in Central America that addresses the interrelated issues of food and economic insecurity, soil nutrient sustainability, and deforestation prevalent in the region.
Problem
Central America faces the most rapid deforestation of all world regions and its most impoverished and marginalized communities often coincide with highly degraded forest areas. The use of slash-and-burn agriculture by subsistence farmers contributes largely to this problem. Although convenient in the short-term, the method is inefficient and costly over time, and depletes available land and soil nutrients while producing meager crop yields.
Solution
Alley-cropping, the planting of rows of trees with agricultural crops planted in between, is a well-known sustainable alternative to slash-and-burn. It helps meet local demand for food while halting the loss of productive land and workable soil and maintaining forest ecosystem structure, especially when using the tree species, Inga edulis. Inga roots effectively fix nitrogen into the soil, and its fallen leaves eliminate weeds by mulching the soil. Cropland with Inga edulis can be cultivated for an estimated eight to ten years continuously, compared to two to three years for slash-and-burn plots, by properly maintaining the soil nutrients needed to grow food. It also yields a higher quality and more abundant product on less land.
Example
In 2008, EcoLogic provided José Salvador Toc, a farmer from Ixcán, Guatemala, with Inga edulis seeds to start his own alley-cropping plot. Two years later, his Inga edulis plots harvested 40% more corn compared to his conventional plot, and the Inga leaves had suppressed weeds and mulched the soil so that no extra fertilizer was needed. Within months, hundreds of fellow farmers had requested training and seeds to begin alley-cropping plots. The alley-cropping program in Ixcán now 400 farmers and serves as a node for teaching and learning for EcoLogic’s agroforestry program. Don Salvador offers training and seeds to fellow farmers, seeing the technique as critical for the community’s health, food security and economy.
Impact
EcoLogic supports over 300 alley-cropping plots across four sites in Guatemala and Honduras. A 2011 analysis by researchers from CIPAV at our largest project in Ixcán, Guatemala showed that alley-cropping plots yield approximately 350 kg more corn per hectare than traditional plots, a value of approximately US $577/hectare per year. As the poverty line in Guatemala is US $542, this technique can significantly improve economic and food security for rural communities.
We plan to expand impact by: 1) supporting current participating farmers in diversified crop production with the technique, and 2) expanding participation in current alley-cropping communities and introducing alley-cropping in EcoLogic projects in Chiapas, Mexico and Darién, Panama. These sites will serve as hubs to promote alley-cropping as a means for meeting local food demand while preserving forest resources.
Marketplace
This specific alley cropping technique was developed by Dr. Michael Hands of Cambridge University and Honduras’ Inga Foundation. Various other groups use alley-cropping techniques to help subsistence farmers produce more food in a sustainable manner. EcoLogic’s innovation is that it applies the technique with farmers on land used by of one of their peers, rather than in a controlled research setting. This allows farmers to test the approaches in a familiar environment, making them local experts in balancing immediate consumption needs with long-term stewardship of forest resources.
Sustainability Plan
EcoLogic has raised $100,000 for development of this program. Financial sustainability hinges on two strategies: 1) establishing a group of farmers in each community capable of training others in alley cropping; and 2) establishing local seed production centers. These strategies will ensure that costs stay stable even as EcoLogic expands the overall number of communities and farmers that it supports in the adoption of this technique.
Founding Story
In 2002 in northern Honduras, EcoLogic’s Regional Director visited demonstration plots using an alley-cropping method with Inga edulis trees designed by British researcher, Dr. Michael Hands, at the Centro Universitario Regional del Litoral Atlántico (CURLA). Farmers in our nearby project site had voiced interest in alternative agriculture techniques and the director of EcoLogic’s local partner at the time, the Pico Bonito National Park Foundation (FUPNAPIB), passionately promoted the multitude of community benefits related to Inga edulis trees. Our regional director determined that the technique would strengthen and compliment the forest conservation and community development work already being implemented in this project site.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhere do you ensure the availability of nutrients?
Healthy environments., Nutrient-rich farming.
If you had greater capacity, which additional sectors would you like your solution to target - either through expansion, partnership, or thought exchange?
Full nourishment foods, Human wellness and vitality.
How specifically would this added capacity help you improve the quality, efficiency, or sustainability of your existing product or service?
Added financial capacity will allow us to meet demand for training and seeds, to increase crop production and food security, and to strengthen the evidence needed for scaling uptake throughout the region. We will also be able to explore alternate techniques and high-nutrient food production. Furthermore, it will allow us to refine our monitoring and evaluation, scaling, and farmer outreach mechanisms. Lastly, we will be able to support the creation of more local seed production enterprises and, hence, eliminate the import of seeds from Honduras for all project sites.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanHow is your product or service connected to vitality for the people and planet?
Approximately 125 words left (1000 characters).
People need appropriate nutrients to grow, learn, and fight off disease. How do you measure, track, or make use of information about nutrient levels in your own work?
Approximately 100 words left (800 characters).
Considering the flow of nutrients from ecosystems to soil to farms to food to communities, what are the barriers to achieving vitality for people and the planet?
Other barriers you have identified
In your view, what developments need to happen in order to help overcome those barriers and produce a more nutrient rich and vital public and planet?
Approximately 125 words left (1000 characters).
What do you consider the most promising trends or evidence that indicates that the developments you described are emerging? Please elaborate.
Approximately 100 words left (800 characters).
Approximately 45% of Guatemala and Honduras’population is food-insecure. EcoLogic combats this, and saves forest, using ‘alley-cropping with Inga edulis.’ Farmers increase staple food production, improve soil quality, and use less land, preserving forest resources and ecosystem services.
TERI has created an environment that is enabling, dynamic and inspiring for the development of solutions to global problems in the fields of energy, environment and current patterns of development, which are largely unsustainable.
Created on 04/2/2013 by Kelsey Hartman
Humans and the environment are fundamentally connected: healthy communities cannot exist without a healthy planet. Recognition of this connection inspires Health In Harmony’s innovative integrated systems model. We collaborate with communities to trade healthcare for rainforest conservation, and break the link between poverty, poor health, and environmental degradation.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNegara Organisasi
United States, OR, Portland, Multnomah County
Organization's Country of Operation
Type of Organization
Non‐profit/NGO
Year of launch of the organization
Years in Operation
Beroperasi lebih dari 5 tahun
Has the organization received awards or honors? Please tell us about them
2008: Health In Harmony receives the Mongabay "Innovation in Conservation Award"; 2009: Founder featured as a "New Eco Role Model" in O (Oprah) Magazine; 2009: PBS featured our work as part of the "Under-Told Stories" segment on The NewsHour with Jim Lehrer; 2011: Indonesian co-founder Dr. Hotlin Ompusunggu wins the Whitley Award; 2011: Outside Magazine ranks Health In Harmony in the top 30 charities for citizen philanthropy in "The Year of Giving Adventurously"; 2012: finalists in the Changemakers "Innovations for Health: Solutions That Cross Borders" competition; 2012: Founder presents at TEDxJakarta .
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.
While doing undergraduate research in Gunung Palung National Park, founder Dr. Kinari Webb witnessed her assistant, Tadin, slice open his hand with a machete. He could not afford medical care to save his livelihood without resorting to illegal logging, which made Dr. Webb realize the connection between poverty, poor health care, and environmental destruction, and resolve to help.
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
Healthcare as a Conservation Incentive
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.?
Humans and the environment are fundamentally connected: healthy communities cannot exist without a healthy planet. However, where there is endemic poverty, people are too often forced to chose between their health and that of their environment. Without accessible, affordable healthcare, the only way to pay for necessary care is usually unsustainable exploitation of local resources. The resulting environmental destruction hurts both local and global communities, contributing to climate change on the global scale, and decreasing local water, soil, and air quality. Degraded ecosystems can also have less predictable negative impacts on human health: disturbed rainforests have been linked to increases of disease-carrying mosquitos (Olson et al., 2010).
Recognition of this connection, plus the key ingredient of community input and involvement, makes up Health In Harmony’s innovative model. We put it into practice at our pilot project Alam Sehat Lestari (ASRI) in West Kalimantan, Indonesia, integrating high-quality, affordable healthcare with strategies to protect threatened rainforests. ASRI allows cash-poor families to barter reforestation supplies, manure for organic farming, local crafts, and labor for health care, and provides further “green discounts” to villages that do not log. The ASRI clinic functions as a community resource, providing education on conservation and human health, as well as training in organic farming and animal husbandry. Combined, these services allow both people and the planet to prosper.
Describe how your innovation model is distinct from any other organization in your field?
Our model addresses the patient's needs more holistically than others in our field. Many organizations, most notably Partners In Health, provide high quality healthcare in rural areas with a high degree of community engagement, but they focus exclusively on human health. Others focus exclusively on conservation, offering incentives for conservation, or as in the case of the World Conservation Society, work with communities to offer alternative livelihoods to unsustainable resource extraction. We focus not only on the patients' immediate medical needs, but on creating a healthier environment - physically and economically - to prevent future medical crises by combining health and conservation education, and alternative livelihood trainings with healthcare.
What type of operating environment and internal organizational factors make your innovation successful?
HIH’s role is three-fold: 1) raising funds and cultivating partners; 2) raising awareness and telling the story; and, 3) providing our program partner, ASRI, with the stream of medical and conservation volunteers and researchers that add value to the full expression of model while simultaneously assuring that Indonesians are leading and truly forming the foundation of success at ASRI. ASRI is legally and operationally separate as an Indonesian-based NGO.. This simplifies functioning within the Indonesian legal system and creates a more genuinely community-based project, run by Indonesians for Indonesians. It also creates more day-to-day efficiency in our operations, as the staff at ASRI is fully independent and able to effectively direct and lead projects as an expression of the model.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Our ongoing innovation is based on regular communication with the communities with which we work. By staying in touch with our beneficiaries, who know best what needs must be addressed, we can adapt to changing and challenging circumstances. This has already led us to new innovations: when discussing our model with the local communities, many people requested organic farming training, which is now one of our most popular programs and has provided over 300 people with an alternative livelihoods to logging. Based on enthusiastic community feedback and desire for more extensive healthcare, environmental education, and livelihood trainings, we plan to break ground on a larger community center this summer, showing again that the communities we work with are constant sources of innovation.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanThe systemic challenge you are trying to overcome (select one)
Bring accessible healthcare to communities in emerging markets
Health area (target market) where the need is [select only one]
Primary healthcare services
Categories along the health continuum you are covering [select all that apply]
Prevention, Detection, Intervention, Follow-up.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
Through our work with the clinic and mobile clinic, we want to address the low standard of health, poor access to good healthcare, and debt incurred by healthcare. Major problems include a lack of potable water and correspondingly high rates of diarrhea, low immunization rates, lack of access to birth control, and high rates of tuberculosis and malaria. Healthcare services are either unavailable, of extremely low quality, or require 2 to 12 hours travel (assuming passable roads). As healthcare costs represent the third greatest family budget expenditure and often drive families to illegal logging, HIH also provides training in alternative, sustainable livelihoods to reverse practices that degrade local habitats and watershed conditions and lead to increases in mosquito-borne diseases.
Stage that best applies to your solution [select only one]
Start-up and growth (pilot is successful and starting to expand)
Core strategies of your business model [select all that apply]
Approaches to behavioral change at the individual level, 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]
New skills, Consultation, Education/training.
Please describe your solution in more detail
The heart of our solution is high quality affordable healthcare in exchange for conservation and training in sustainable livelihoods. At clinic, patients from green villages (no illegal logging for the past 30 days as verified by ASRI Forest Guardians) receive an 85% healthcare subsidy. If patients can’t pay cash, they can “pay” with bartered goods. Regular community meetings and lively healthcare and conservation presentations engage participants in appreciating links between their health and rainforest health. Healthcare outreach includes a mobile clinic, and a highly successful DOTS program led by trained community healthcare workers. As healthcare represents a substantial economic burden, ASRI also provides alternative livelihood trainings in organic farming and animal husbandry.
What are your vision and overall objectives?
We envision healthy communities and vibrant, functioning ecosystems as mutually supportive systems for a sustainable future. We aim to improve access and quality of healthcare while reducing related debt; increase stores of health and environmental knowledge through public education programs; promote economic and environmental sustainability by providing alternatives to illegal logging and slash-and-burn agriculture; and protect and restore threatened ecosystems. Our objective is to eventually create community health centers combined with conservation incentives in underserved but biodiverse areas across the globe.
What is your value proposition?
We provide accessible high-quality, low-cost healthcare with flexible payment options to prevent economic hardship while incentivizing conservation. While visits to our clinic cost roughly the same amount as a trip to the government clinic, our non-cash payment options create less economic hardship, so that our patients do not have to go into debt or choose between food and medicine to afford our services.
We provide alternative livelihood training in organic farming and animal husbandry, creating sustainable livelihoods with low start up costs, low risk, and high returns. There are no other organized trainings in these occupations in the area, and demand is very high.
Who is your customer(s)?
Our customer is the average person living around Gunung Palung National Park (GPNP). The majority are agricultural workers farming small plots of land or domestic workers, and their children. Most live in extreme poverty with the little to no opportunity for advancement: the average daily wage is $1.47, and as of 2012, only 27% of the population had any education past elementary school. The vast majority are Muslim people of the Melayu ethnic group. The population skews very young, with a median age of 21.
What approaches to you use to reach your customers?
We reach new customers largely through community outreach and word of mouth. ASRI staff hold regular scheduled dialogues with community leaders and any interested community members in the villages that we work with to discuss ASRI's programs and if they could be improved. These dialogues, as well as mobile clinic visits to more remote villages and educational presentations in schools, increase our visibility in the area. Otherwise, we rely on word-of-mouth: the 61% of people who had heard of the clinic and our discount for non-logging villages had told others about the discount. Additionally, the Forest Guardians trained to monitor logging activities in each village spread the word about ASRI with their neighbors.
What are your primary activities?
Providing primary care is our central activity. We examine, diagnose, and treat common illnesses, and provide preventative care such as immunizations, mosquito nets, and education on good hygiene and health practices. We concentrate on health and conservation education both in and outside the clinic, through presentations in the clinic's waiting room and in the village primary schools. In addition, we provide alternative sustainable livelihood trainings in organic farming and animal husbandry. Finally, we run an organic garden and forestry nursery that is used in trainings, and provides food to the clinic and seedlings for our reforestation projects. We reforest and monitor between 4 and 7 hectares of rainforest each year, depending on funding.
Who are your peers and competitors? What problems could these players pose to your success or growth?
Our peers and competitors are the government clinic and hospital, and the village nurses. We must compete against the public clinic's established reputation, and the convenience of the village nurses, but do not see them as long-term threats to our growth. The biggest threat we face is our code of conduct that does not allow ASRI to offer or accept any bribes. Our clinic is both more accessible to many communities, but also much more affordable once our non-cash payment options and conservation subsidies are taken into account, and the doctors have much more training and resources than the village nurses. The communities surrounding GPNP are still underserved, so we do not anticipate competition between healthcare providers in the foreseeable future.
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?
1) Bribery and corruption. HIH/ASRI do not accept or give bribes, which has meant that achieving official permissions for programs is always a long and complex process. We practice patience and diplomacy. 2) Securing the engagement of remote villages with the highest illegal logging rates. We identify opportunities to engage village members in immunization and healthcare programs to build trust and do not turn anyone away. 3) Palm oil plantation expansion. We rely on and engage with NGOs that are fighting expansion and maintain focus on our model. 4) Awareness of ASRI’s programs and discounts. Adding, by request, conservation education programming in the schools reaches the next generation as well as many families that would not otherwise know about ASRI.
Briefly describe your growth strategy going forward
We plan to increase our presence in the GPNP communities through continued outreach and designing solutions in and with community for additional livelihood trainings and monitoring of forest conservation. Critical to this is expanding our healthcare facilities with a community healthcare center/hospital. Further on, we hope to replicate our model in other underserved and biodiverse areas.
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New customer group(s), New regions(s).
What makes your business "ready" for growth?
Our pilot clinic and program has demonstrated remarkable success in achieving our objectives, and is functioning at and beyond capacity. We have a strong and dedicated donor base, as well as the internal capacity to pursue more funding for additional projects. An exploratory site visit is planned for Raja Ampat, Indonesia to assess feasibility of establishing a similar program.
What are your key growth objectives?
1) At ASRI, the construction of a larger community health care center with urgent care and surgical capacities. A larger, more comprehensive facility will greatly increase our impact in the communities, as the average cost of an emergency hospital visit is nearly 90% of the average family's yearly income; and serve as a training site for replication. 2) Replication of the model in a new location.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
In the short term, we plan to begin work on the ASRI community healthcare center/hospital by this time next year. For this to happen, we must meet our fundraising goal to begin construction and lay out a longer-term, sustainable operations plan. In the mid-term, we are investigating what it would take to replicate our model in a different setting. The key activities in that process are scouting a new location; working with the surrounding communities to identify the key health and conservation issues, and the most effective incentives. As in 2005 when the site for the current clinic was scouted, community “buy in” and permissions from local and regional government officials will be essential to replicating in Raja Ampat, or elsewhere.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat has been the impact of your solution to date?
The results of our internal five-year survey show a remarkable impact. In the five years the clinic has been operating, we have served 15,000 patients with over 34,000 total patient visits. Common disease symptoms have declined dramatically across the board by as much as 68% (p<0.0001 for all). Infant mortality declined significantly by 18%, and there was a corresponding significant increase in midwifes present at births. Preventative care is also on the rise: the percentage of children receiving any immunizations increased 25% to 84%, and complete immunizations increased by 11%, while mosquito net usage rose from 86 to 98%, and 98% of households now boil their water before drinking, a 24% increase (p<0.0001 for all). Smoking declined 14.7% in men and 64.8% in women to 55.8% and 5.6% respectively, while smoking rates were actually rising countrywide. Additionally, ASRI patients were less likely to defecate in river, more likely to use a restroom, and more likely to use birth control than their counterparts.
Importantly, ASRI appears to be lowering barriers to care. While ASRI patients’ income is not statistically different from non-patients, ASRI patients were significantly less worried about affording healthcare (57% vs 73%) and accessing healthcare (57% vs 70%) than non-patients (p<0.0001), and having to choose between food and medicine was significantly less likely in patients who had been to ASRI.
What methods for quantification of social impact are you applying (if at all)?
We are using comparison surveys to quantify and evaluate our impact. A baseline survey of 1,348 households surrounding GPNP was completed in February 2007, before any work was done by ASRI. A repeat survey was conducted in February 2012, with 1,497 households. Households were randomly selected from the village leader's list, and interviews were conducted by nurses who had been trained for one week in confidentiality, bias, leading questions, and comfort with the survey. The survey measured demographics, health and hygiene indicators, conservation attitudes and practices, and attitudes towards ASRI's work. We plan to repeat this survey for further evaluation of our social impact in another 3-5 years.
Could your solution work in other geographies or regions? If so, where?
Yes: where there is overexploitation as a result of community practices, particularly where health care insecurity continues to drive those choices and leads to resource exploitation that leads to poor community and global health. HIH is actively exploring this question of where and how. An exploratory site visit is planned to assess other geographies and regions. Although we offer healthcare discounts based on logging at ASRI, our model could be adapted to other threatened, biodiverse ecosystems, such as world-renowned coral reefs, where the incentive is based on protecting both the coral reefs and fisheries.
What is your projected impact over the next 1-3 years?
With the construction of a community healthcare center/hospital, HIH/ASRI will perform emergency care and surgical procedures; it will also create greater conservation incentives, as green discounts will be more attractive for more costly surgical and emergency care. Also, though not previously noted, ASRI offers a dental clinic and this is an area where we forecast some of the greatest growth in patient care given survey results. We expect this to raise our profile and thus our impact across the board in communities surrounding GPNP. We have also recently launched ASRI Kids, a much more extensive educational program for children, that we expect will further improve health and conservation knowledge. Due to consistently high demand, we are also scaling up our organic farming training.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanElaborate on your current financing strategy
We rely on government and private foundation grants and individual giving to support programs and general operations. In addition, revenue to support clinic operations is generated by patient fees and the sale of handicrafts that have been bartered for care.
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
Individu, Patients.
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
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
HIH supports extensive donor and foundation fundraising for our program partner, to tell our story and ensure medical, conservation, other volunteers and researchers are available to ASRI based on their expressed needs. Volunteers have provided over $2 million of in-kind services. We also work with ASRI to build revenue generating options through patient fees and sales of bartered goods in exchange for healthcare services; and, through on-site and virtual collaboration, enhance staff capacity to engage Indonesian agency and donor funding sources. Both organizations engage donors through social media and fundraising campaigns as well. Annually, an ASRI staff leader is hosted domestically for training and outreach as well.
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
HIH launched ASRI as a pilot program with a clear mission: saving rainforests with a stethoscope. The clarity of mission inspired long-term foundation funding and a dedicated pool of donors, many of whom have served as ASRI volunteers. The commitment to measuring impact (5-year survey) and on-site (and virtual) collaboration are both critical foundations of HIH’s approach: we embrace the importance of telling our story with facts as well as personal stories of success. Currently grants and donors including multi-year grants from government agencies and private foundations finance HIH. HIH has and is growing an active and involved donor pool that accounts for 40% of HIH’s current revenue. HIH also works with ASRI to develop greater revenue independence.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
Over the next few years, we will continue to seek out a variety of grants from both the US and Indonesian governments, from private foundations and other organizations and build capacity for generating revenue locally and sustainably at ASRI. HIH is actively leveraging international interest in preserving the exceptional biodiversity present in Indonesia and has engaged a number of potential financing opportunities; one especially promising source of funds is the "Debt for Nature" fund established when Norway agreed to forgive $1 billion of Indonesia's debt if that money was put towards preserving threatened rainforests. We also sustain funding through long-term, multi-year grants, such as a recurring grant from the US Fish & Wildlife Great Apes Conservation fund that supports our conservation initiatives. Individual giving is another important part of our plan to sustain funding in the upcoming years. We have and continue to build a generous donor pool, most of whom find to us through outreach and speaking tours, or through current “friends”. We hope to expand our social media presence in the coming year with the goal of crowd-funding specific initiatives.
Created on 03/23/2013 by vijay.aditya
Ekgaon is working to enable access to information and services to under-served markets primarily rural. The focus is to enable those services which support rural livelihoods and increase competitive advantage of rural artisans and farmers in the market. OneFarm is agriculture advisory service focussing on providing farmers advisory services localised for there land and crop (and variety), customised to there micro-climate and personalised to be delivered on there mobile phone in text or voice in local language.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNegara tempat organisasi ini menciptakan dampak sosial
India, TN, Nagapattinam, Cuddalore
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↑ menyembunyikanName Your Entry
OneFarm: Localising farm advisory services and enabling access to smallholder farmers on Mobile phone
Pilih tahap yang paling sesuai untuk solusi Anda:
Penyekalaan (langkah selanjutnya adalah menumbuhkan dampak pada skala regional atau bahkan global)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Ekgaon is working to enable access to information and services to under-served markets primarily rural. The focus is to enable those services which support rural livelihoods and increase competitive advantage of rural artisans and farmers in the market. OneFarm is agriculture advisory service focussing on providing farmers advisory services localised for there land and crop (and variety), customised to there micro-climate and personalised to be delivered on there mobile phone in text or voice in local language. OneFarm platform provides weather forecast, crop management, soil nutrient management, disease alert, market prices, networking with inputs suppliers and supply chain integration, while helping reduce fertiliser and pesticide usage by 30% and increase farm productivity by 15%.
What are your organization's top three priorities in the next year?
Our top three priorities for next year are
1) Secure growth funding for the company
2) Scaling OneFarm services across geographies and crops/varieties
3) Build business development and customer support team for customer acquisition and support
Need #1
Consumer/Audience Acquisition
Need #2
Message & Brand Strategy
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
Consumer/Audience Acquisition:
We seek to scale our services to new markets (geographies), crucial for the same are strategic channel partnership for distribution and outreach of our services across remote rural distribution networks/franchisees of various companies. We also need to identify strategies for building our own franchisee/distribution network, franchisee retention strategy and customer retention strategies.
Message & Brand Strategy:
OneFarm is a highly customised service for individual farmer and his/her farm. This is the distinguishing feature of the service against the prevailing competition. We want to place the project USP amongst the stakeholders of the sector in such a way that its brand catches attention, recall and repeated customers, while also attract attention of other services providers who can utilise the platform/network thus created for accessing there services to the farmers.
1.
Focus on the customers satisfaction through service quality
2.
Synergy in mutuals goals for service/sector/customers
3.
Focus on sustainability of services and long term parnership
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
The support for American Express would focus on specific service, viz OneFarm only as per the identified areas of technical support. However some of the strategies could also have impact on over all organisations business planning, customer acquisition strategies and brand promotion.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
We have focussed on all these areas previously, however have never used any consultants for the same due funding constraints. However in other areas of our work such as crop content development, voice dubbing, translations of content in local language, we always use consultants.
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.
More savings from reduced use of agri-inputs and increase income of the farmer
2.
Better crop management practices, improving soil and crop health, enhacing productivity
3.
Repeated customers for utilising OneFarm services
What has been the impact of your solution to date?
Over two years of impact assessment studies we have identified that farmers have been able to reduce usage of agri-inputs such as fertilizers and pesticides by over 30% while enhancing productivity by over 15%. The services could help save over 12 $ per farmer per crop season (2 acre farm) in agri-inputs (fertilizers & pesticides), healthy soil with enhanced farm productivity and hence better return on investment to farmers. The indirect impact on environment is by reduction of nitrogen poisoning due to over use of fertilizers in soil and water. The services has reached over to 300000 farmers, with active subscribers changing in each crop season. The service helps farmer diversify his/her farming with better choice of crop and variety as per market demand.
What is your project future impact after receiving professional support from American Express?
The future impact of the project could be larger on the small holder farmers if the proposed scale is reached. However this impact would be both a factor of right amount of investment as well as professional support. If the professional support helps to create strategic partnerships which would help scale without requiring much investment then the prospects of scale and impact could be much wider. For example a partnership with a mobile network operators could be potentially beneficial partnership, which would help get both scale as well as larger sustained revenues.
This Entry is about (Issues)
Created on 03/17/2013 by fountainofhopeAfrica
About 90% of Kiambu county populous lives below a dollar. The situation is even worse to families affected by HIV/Aids. Because of ardent poverty many families are not able to budget for sanitary towels since even food is not sufficient hence many girls miss school during their menses.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanName Your Entry
Sanitary towels & reproduction health education to vulnerable girls.
Nama Organisasi
Fountain of Hope Youth Initiative Group
Negara tempat organisasi ini menciptakan dampak sosial
Apakah organisasi Anda adalah:
a. Nirlaba
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanThe Need: What problem are you trying to solve?
Many school going girls continue to miss school during their menses. According to UNICEF 2007 report, a girl in primary school between grades 6 and 8 (3 years) loses approximately 18 weeks out of 108 school weeks. A girl in high school (4 years) loses 156 learning days which is equivalent to almost 24 weeks out of 144 weeks of school. Because of poverty most use pieces of dirty rugs, cotton wool, leaves and paper some even wash and recycle. These practices expose them to diseases and discomfort.
The Solution: What is your solution? Be specific!
This project provides sanitary towels and under pants to poor girls and widows. The project also offers reproduction health & career mentor-ship training to kids of both genders with emphasis on girls who are more vulnerable.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
Providing Sanitary towels & undergarments to poor women -Conducting Hygiene education and awareness on personal diagnosis checks for breast cancer and genital disorders. -Conducting HIV/Aids awareness capitalizing on prevention and transmission to women.
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?
Kiambu County has 1.6m people. Kiambu County populous live below one dollar. Poverty levels are extremely high contributed by lack of land, extended families share small potions of land because of dense population; this leaves many without farming lands. The proximity of Kiambu to Nairobi city makes migration of commercial sex workers a norm which only promotes the HIV/Aids spread. HIV/Aids prevalence stands at 8% higher than national prevalence which is 6.3%. The socio-economic impact of HIV/AIDs in the district include the highs school drop out rates, female and children headed families, loss of manpower and high mortality and morbidity rates, orphans etc. Lack of economic empowerment, education and information has made number of women in leadership and elective positions very low.
Farming for conservation entails a new paradigm: shifting the focus away from protecting the environment from farmers, to investing in farming as a way to enhance the delivery of a wide range of public goods and services. It is highly innovative in terms of the measures adopted, the simplicity of approach and the output based payment system. It has been piloted in a highly complex protected landscape of the Burren and has proven envirnmental, agricultural and socio economic benefits.
OpEPA creates opportunities to reconnect with Earth providing impact educational experiences that allow to - Explore, Discover, Learn, Experience, Feel, Become
A partnership can be formed between fresh water fish farms and vegetable farmers to transfer fish-water, providing nutrients to the plants.
A filtration pump can be used to transfer those fish water to a reservoir or dam, in turn be used for watering plants
Created on 01/15/2013 by Stefan Maard
CleanStar Mozambique is an integrated food, energy and forest protection business, producing and retailing an ethanol-based cooking solution for urban households in Africa – thus reversing the destructive cycle of charcoal and harnessing urban spending to drive rural development and reforestation.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanTell us about yourself/your team.
I am Senior Advisor (Sustainable Development) at Novozymes and I'm charged with identifying and developing opportunities for Novozymes to engage in “Base of the Pyramid” (BoP) markets, using clean biotech solutions to help alleviate poverty in financially sustainable ways. Acting as an “intrapreneur” I develop new BoP business concepts, anchor them within relevant departments across Novozymes, and build the external partnerships required for effective incubation. My first major success is with CleanStar Mozambique (www.cleanstarmozambique.com), where I have played a pivotal role in the design and incubation of the business. I have since played an active role in venture management and am now focused on scale-up and replication of the business across sub-Saharan Africa.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
I believe that highly scalable and replicable business solutions will often be the only means by which to meet many of the massive challenges of poverty and environmental degradation (not least by framing them as opportunities). With this fundamental conviction I have set out to achieve impact, which for a given venture requires 1) developing an innovative business concept, 2) navigating and combining internal and external agendas, mandates and resources, 3) developing a detailed business plan and financial model, 4) raising capital, and 5) building the team to execute on the plan. Being successful with these activities has required a range of traits and skills, not least creativity, business and impact analysis, networking, pitching, and business development skills.
Primary country where this project is creating social impact
Additional countries or regions
Maputo province (Maputo city)
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)
The Need: What social or environmental problem are you trying to solve?
We are addressing 4 interconnected problems: 1) A subsistence farming crisis with rural families practicing "slash-burn-degrade-move" agriculture. 2) Accelerating forest destruction caused largely by charcoal production. 3) Widespread nutrition deficiency and food price instability, with rural families over-reliant on a small mix of staple crops and urban families experiencing major food price fluctuations due to over-reliance on imports. 4) Major cost and health impacts of charcoal use for urban households given high (and increasing) prices and that it is equivalent to smoking 2 packs of cigarettes per person per day, mostly affecting women and small children (according to the WHO).
The Solution: What is your solution? Be specific!
CleanStar Mozambique (CSM) is an integrated food, energy and forest protection business. producing and retailing a modern and affordable ethanol-based cooking solution for urban households in Africa. The company invests across the entire cooking fuel value chain. In rural Mozambique, CSM enables smallholder farmers to transition from subsistence “slash and burn” farming to sustainable surplus production by adopting a low-input agroforestry system that produces cassava, cowpeas, soya, sorghum and groundnut while planting and managing native trees. CSM buys the surpluses from farmers, and efficiently converts them into packaged food products and an ethanol-based liquid cooking fuel in the company’s integrated food and energy facility. CSM’s distribution network - strategically located in Maputo’s low-income neighborhoods – sells cookstoves and fuel at prices that are comparable to charcoal.
The Solution: Why is this solution innovative for your company and industry?
The business model is innovative in that it is not merely about taking a position in an existing value chain, but is building an entirely new one. Also, it combines a range of existing technologies rather than developing a new one. It is also innovative in its partnerships: combining multinational corporations (like Novozymes, ICM and Bank of America Merrill Lynch), small entrepreneur groups (like CleanStar Ventures and Zoe Enterprises), and rural smallholder farmers.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
CSM is a highly integrated business that will create economic, social and environmental value at every point along its value chain. Rural smallholders in Sofala province will experience improved nutrition and income increases of at least 300% while planting millions of trees and enhancing biodiversity. Urban households in Maputo will experience cleaner air, a reduced disease burden and lower energy costs while reversing deforestation by transitioning from charcoal to ethanol. By 2014 the venture will involve 2,000 smallholders over 10,000 acres (4,000 hectares), supply at least 20% of Maputo households with a clean and cheaper alternative to charcoal and thus protect 9,000 acres of indigenous forests per year. The company will also employ approximately 1,000 people in Mozambique. From a commercial standpoint, CSM is replicable and scalable across large parts of the developing world, offering the promise of widespread development impacts and significant reductions in global greenhouse gas emissions. By helping establish proof-of-concept in Mozambique, Novozymes intends to catalyze the development of agriculture, food and ethanol industries in developing countries, creating new, sustainable, bio-based markets.
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?
CleanStar Mozambique is essentially competing with charcoal. Given that we price our solution at the same level but offer greater convenience and functionality, we are confident that we can reach our goal of at least 20% market share by end 2014. Also, we are including the charcoal value-chain players in our new value chain, so we expect minimum resistance from incumbents. It could be argued that we are also competing against other (largely only emerging) cooking solutions like LPG and electricity, but they are weak on various accounts (notably cost and safety) so we do not see them as major threats.
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 first idea came in 2008, when I saw that sustainable biofuels could be a driver of rural development in sub-Saharan Africa, leveraging energy markets to drive investment in agriculture (as opposed to food markets rendered largely dysfunctional by agricultural policies in rich world). The first idea was to develop large mono-culture farms producing transport fuel for export to e.g. Europe. However, after extensive consultations with a plethora of organisations (incl. future business partner CleanStar Ventures) and extensive studies, the focus changed to smallholder-based agro-forestry to produce ethanol for cooking fuel. This change maintains the overall idea but has many more positive impacts. The final concept (as has been implemented) came into shape around mid-2010.
What has been the impact of your solution to date?
By end 2012 we had: 1) over 1300 smallholder farmers involved in the venture; 2) over 150 employees in the company, across the value chain; 3) over 4000 ethanol stoves sold.
What is your projected impact over the next 1 to 3 years?
By 2014 CleanStar Mozambique will eliminate demand for charcoal that causes approximately 4,000 ha worth of native forest loss annually by providing 80,000 households with the ethanol-based cooking solution. The greenhouse gas GHG reductions from eliminating charcoal demand will be about 500,000 tons of CO2eq per annum, assuming each stove reduced emissions by around 6 tons CO2eq per annum. Additionally, the venture will ensure the restoration and reforestation of 2.4 million native trees in shelterbelts over the 3,000 ha of smallholder land with mixed native tree species. This will involve over 2,000 farmers whose incomes will be tripled.
What barriers might hinder the success of your project? How do you plan to overcome them?
At this point we see few realistic "show-stoppers". However, one is extreme weather, with the risk of wiping out the smallholder production systems before they are sufficiently resilient. While we can plan to deal with this (supporting farmers, getting insurance as possible, etc.), it could break the business.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat is the benefit or value you're creating for your business?
The CleanStar Mozambique project is in line with Novozymes’ commercial strategies. Novozymes has a strong presence in developed markets as well as in large emerging markets like China, Brazil and India, but many of the company’s technologies also fit the needs of businesses and people in less developed markets that are also experiencing high growth. Novozymes has thus been looking at how to bring its technologies more effectively to these markets, well aware of the need to be innovative with business models and partnerships. CSM is the first attempt.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
Novozymes has allocated significant resources to the development of CleanStar Mozambique, incl. a few million dollars in equity and debt financing, several key staff (at first just me but eventually a team of 8), the enabling technology to make the ethanol, and bringing key partner organisations to the table (incl. ICM). At first resources were secured through the sponsorship of our CEO, but as we progressed, the project has achieved elevated and more formal status in the company (now headed by our Chief of Staff and Executive Vice President of Stakeholder relations).
Expand on your answer, explaining the long-term funding and support plan.
The ambition is to work with our partners (notably CleanStar Ventures) to replicate the business model in other regions of Mozambique and other countries currently relying heavily on charcoal for cooking. This will involve additional financial, human and technical resources, the levels of which are currently being discussed with the aim of announcing a plan in Q1 2013.
Tell us about your partnerships across your company and externally that are key to your project's success.
Novozymes and CleanStar Ventures have jointly founded CleanStar Mozambique and have since joined forces with ICM (US-based world leader in ethanol production plants), Dometic (Sweden-based business that produces the world’s leading ethanol cookstove), Bank of America Merrill Lynch (world leader in carbon finance) and Soros Economic Development Fund (world leading Impact Investor).
What internal support have you gotten for your project? What kind of push-back have you received?
Originally the project was supported directly by our CEO. As the project progressed and matured it was given a wider backing, headed by our Chief of Staff and Executive Vice President of Stakeholder relations. Initial push-back was rife at all levels of the organisation, but the support base grew rapidly as milestones were achieved and the project now enjoys widespread support.
Created on 01/14/2013 by Anth
Dragon Social Responsibility aim to provide public awareness and direct funding for deserving causes and organisations by supporting our clients to add a social, external and non-operational emphasis to their activites, in return for the provision of our unique CSR services and benefits.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanTell us about yourself/your team.
Dragon SR is a new operation bringing together a small team of experienced experts from the world of community development & conservation project implementation and the finance and consultancy sectors.
With vast experience in both sectors from Europe, Africa and Asia the team includes specialist experience in, amongst others, assessing and implementing social and environmental projects, crisis preparedness, social and traditional media interaction, business auditing, on and offline content creation, CSR and business consultancy.
Based in Malaysia but with a scope that aims to include South East Asia and beyond, the experience of the team and flexibility of the business model allows the company to think beyond national borders in terms of client partners and project implemantation.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
Having worked across the Financial & Consulting sector for 9 years & the Expedition & Social/Enviro Project Implemtation industry for 7 years, I've attained experience and knowledge from both, much of it transferable across industries, that gives me confidence and enthusiasm that the lessons learned can be shared. More socially aware corporates and more business like social enterprises, sharing insights and working together can make a lasting difference.
Unafraid to make mistakes but with (hopefully) the experince to spot them before they happen, I aim to make Dragon SR a portal for Corporates and Social Enterprises alike.
I'm driven to succeed but have an empathy often missing in corporates and I hope to convince others that Social Responsibility can be about just that!
Primary country where this project is creating social impact
Additional countries or regions
South East Asia, Africa, Latin America
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?
To many onlookers current Corporate Social Responsibility programmes and some NGO/NFP organisations have drifted away from their original honourable intentions, with CSR seeming more and more concerned with share value and streamlining processes than social concerns and some NGOs/NFPs looked upon sceptically with unnecessary overheads and little transparency for their actions.
Not For Profits are often uncertain that a business will follow through with their funding intentions, whilst businesses often wonder how their funds are spent with little feedback. This leads to rather insipid CSR programmes focused on internal factors with little social focus and a lack of funding for deserving and essential projects with funds difficult to attract or going to less deserving programs.
The Solution: What is your solution? Be specific!
Dragon SR aim to actively support companies with entirely new or purely internally focussed CSR programmes to engage with social and environmental projects external to their own business. These could be projects with a specific link to their area of operations or entirely separate.
Before introducing a client to a project, the NGO/NFP will be assessed by Dragon SR on various criteria to understand its aims, sustainability and transparency amongst other factors to ascertain as far as possible how the client's funds will be used and offer certain assurances for the client, whilst the project itself recieves funding guarantees from the client.
In return Dragon SR will then provide various CSR and marketing services to the client including Annual Report CSR compliance, regular project feedback and reports, Cause Related Marketing, client facing content for internal use, customer facing content for external use and support for their ongoing CSR and staff engagement activities.
The Solution: Why is this solution innovative for your company and industry?
As it stands the CSR industry is booming, but in our opinion it has lost sight of the original premise of social responsibility being now concerned with reducing overheads, increasing profit and adding value for the shareholder to whom most of the corporate responsibility seems to be aimed at.
Dragon SR aim to re-align the focus of CSR showing that it need not be at the expense of good business practices while at the same time providing funding streams for deserving causes
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
The end goal in everything that dragon SR does is to create awareness for and help support some of the most deserving causes on the planet, be they social, environmental, scientific, the arts or otherwise. However, at every point our activities aim to benefit the clients, projects and social awareness together. As part of our remit we hope to use the Dragon SR online presence as a portal to create awareness not just for the projects and the clients funding them but for social and environmental causes in general, encouraging open discussion and ideas and featuring projects and programmes whether they are linked directly to Dragon SR or not.
This awareness has the added benefit of creating interest from potential new clients who would bring more funding.
Once engaged a we sit down with a client to understand their current Social Responsibility activities and see how our services can support them and at this point see if their interest lies with operationally linked projects (a property developer funding a housing project) or entirely separate (an MD's personal interest in Women's Rights programmes).
Before linking a business and a cause the Dragon SR team will personally visit a project (if they are new to us) to understand more about its aims and management processes in order to protect both the client's potential funding and also make sure the client is right for the project.
Once linked with funding streams put in place our team use both new and traditional media to create awareness of the partnership and implement the more traditional client CSR services.
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?
Whilst there are many CSR consultants in the Malaysian and SEA market as part of large international corporations or in house teams, most focus on what we call "Internal CSR" with only a small percentage of time dedicated to external Social Responsibility which is generally left to the company itself to arrange for better or worse. Of the locally based consultancies only one other offers specific Project Consultation offering to link their client with a partner project.
Our most obvious asset is the experience in working on both sides of the funding fence, being able to bring both Corporate and in-field project experience to our activities, giving us a unique position in the marketplace when offering SR services.
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 struggled for many years to find funding for community and enviro projects I was involved in. Then in spring 2012 I was invited to an AGM for a company in KL during which I saw a speaker from the HR department proudly present the group's CSR activites for the previous year and announce they met all the requirements expected for a listed company on the Malaysian Exch, but in my oppinion met none of the requirements expected to be Socially Responsible.
Deciding to look further into this I found many Annual Reports contained CSR sections that counted basic staff training, the stopping of ilegal operational practices and in one case the increase of parking space size for management as CSR. The better cases shouted about the money being saved through staff and process streamlining. Only a small percentage reported tangible CSR activites that represented Social Responsibility.
Understanding why Corporate funding was so difficult to source in SEA the seeds of Dragon SR were planted.
What has been the impact of your solution to date?
As we have been operating for only a matter of weeks our impact has been limited thus far (though fingers crossed) but we have actively helped raise awareness for a number of organisations and causes through our activities and received vital support and great feedback from CSR experts and Social/Enviro changemakers alike, so we believe we are on the right track.
More specifically we are currently looking to support some of the team aiming to re-assess current legislation regarding CSR compliance for Malaysian listed companies which at the moment is very loose. We hope to be able to offer future clients more specifc advice on what constitutes adherence to future legislation and how funding through us can help meet those requirements.
A different example can be seen through one of our potential clients who hope to fund through us in order to help improve their public reputation in response to some very specific critisicm aimed at them regarding the environmental policies.
What is your projected impact over the next 1 to 3 years?
Over the first three years of operation we aim to increase from 3 to 10 clients, supporting their CSR programmes, improving the quality of Social Responsibility activities and helping to define for them causes which not only deserve their support but have long term sustainable and tangible goals.
We hope to support the ongoing development of CSR Reporting legislation in South East Asia, helping to shape what actually constitutes CSR and what should iare actually just general operational activities.
We aim to support through raising awareness and client funding 10 - 20 social and environmental programmes and offer those that require it advice on the various criteria that responsible donating clients look at when choosing a recipient project to support.
What barriers might hinder the success of your project? How do you plan to overcome them?
Current CSR Reporting legislation for listed companies in Malaysia requires companies listed on the stock exchange to report their CSR activities but provides little information on what those should be leading to a situation where hundreds of listed companies report a huge range of activities many of which have little to do with CSR.
This lack of lack of definition gives no incentive to companies to change their current CSR practices and may hinder our growth. To this end we are actively engaging business leaders and government officials to offer our support for and find out more about future changes to CSR reporting legislation which can be fed directly into our clients in order to support their future adherence to new legislation.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat is the benefit or value you're creating for your business?
As the company founder and Managing Director my influence runs through Dragon SR shaping what we do yet hoping to be shaped by the people I have chosen to work alongside me.
I have pulled together a small team with specific experience to help us grow into a fully operational enterprise, who mirror my own enthusiasm and passion for what we are building together.
At the moment our services are based on my experience but I will look to add to that with staff and partners that can help our company and services evolve beyond my initial ideas.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
We are fortunate because the business model we have chosen has little by way of initial set-up costs or ongoing overheads during the formative months. We are a small team working wirelessly from an office at the MD's residence with a flexible working routine.
The two directors of the company are working without pay and are supporting the low overheads through external work until we arrive at the point that the company can sustainably operate without support and can increase staff numbers organically.
Until then all 5 members of the team (MD, CFO, Sales Manager, Sales exec and the Marketing, Conent and Social Media manager) will cover all elements of the job each selling, writing content, networking and supporting the company as required.
Expand on your answer, explaining the long-term funding and support plan.
The current small team can opperate and meet client service levels for the foreseeable future with the current projected client numbers and the Directors covering any initial financial requirements beyond that. The business model does not foresee a time when outside investment will be required unless the company is a much greater initial success than anticipated, at which point outside funding may be required to meet our own service commitments, especially regarding the assessment of new projects which would require further costs.
We aim to make the growth of the company as organic as possible to prevent overstretching our requirements and enable us to focus as much of our time as possible on finding funds for the recipient projects.
Tell us about your partnerships across your company and externally that are key to your project's success.
Key external contacts that will shape our initial success are the network of organisations and projects I assessed during my previous role. These "pre-assessed" projects in South East Asia, Africa and Latin America, covering community development, environmental conservation and sustainable energy amongst other subjects, enable us to have a ready list of partners that we can use as examples of responsible and sustainable projects when negotiating with potential clients.
What internal support have you gotten for your project? What kind of push-back have you received?
Though this question is not necessarily applicable to Dragon SR at this stage, I would say that the passion and commitment of my small team has taken me by surprise so far. One team member even quit their job and moved 7000 miles to help make the company a success. With that sort of passion on show I'm extremely confident about our prospects.
Created on 01/14/2013 by Miriam Turner
Building a community-based value chain for discarded nylon fishing nets which will:
• improve the coastal & marine ecosystem
• create supplementary income for coastal communities
• supply Interface with an innovative source of recycled material for its core product
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanTell us about yourself/your team.
The Co-innovation team itself is very small, very new – and a very exciting place to work! As AVP Co-innovation I support the business to innovate together across regions and functions by becoming more 'permeable', open and collaborative.
The project in this application is not our first attempt at inclusive business. I brokered a partnership with an social enterprise which launched in 2008 but was not successfully commercialised (see vimeo). Learning is richest when things haven't quite gone as planned, and in retrospect without that 'successful failure' this project would not have flowered.
We’ve been incubating this particular idea since 2011 and have built a brilliant cross-disciplinary team from inside and outside the company to develop, prototype and now grow this new project.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
Sustainability is ‘the mother of all collaborations’ so I have always mixed and matched expertise and ideas from inside and outside the company in pursuit of sustainable innovations.
Not all of them have been successful, but what I have honed is my ability to work across sectors and geographies on projects with a higher purpose. I broker and translate between partners, and of course 'navigate' the project's passage through the corporate landscape.
I get excited when someone says “that won’t work because x”, or “we’ve tried that already and it’s not worth it because y“. Why? Because I honestly believe we can overcome systemic challenges by getting the right people in the room and asking the right question... (And anyway, if it were easy it would boring, right?!)
Primary country where this project is creating social impact
Additional countries or regions
We are also at an earlier stage in India and West Africa (Sierra Leone, Liberia, Senegal)
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)
The Need: What social or environmental problem are you trying to solve?
Around 640,000T of discarded fishing ends up in the oceans each year, or 10 percent of the world total of marine debris, (FAO/UNEP study). Many fishing nets discarded due to wear and tear and then replaced. In developing countries, Artisanal fishers often dispose of their nets on beaches - where they cause pollution - or in the sea, where they can last for centuries continuing to catch or injure marine life - a process known as “ghost fishing”.
The fishers that discard these nets are often living in extreme poverty and locked into declining fisheries which are only further degraded by ghost nets. 23 million people rely on the oceans for their livelihood and have few opportunities to break the cycle of poverty and environmental degradation.
The Solution: What is your solution? Be specific!
Global carpet tile manufacturer Interface, and the Zoological Society of London (ZSL), a conservation NGO, have teamed up to develop an innovative supply chain approach that aims to tackle the environmental problem of discarded fishing nets whilst helping to address issues of poverty and overfishing: We’ve christened this partnership ‘Net-Works’.
Building a community-based value chain for discarded nylon fishing nets will:
- improve the coastal & marine ecosystem
- create supplementary income for coastal communities
Nets will then purchased by one of Interface's yarn suppliers, Aquafil who will recycle them to new carpet yarn. This will provide Interface an innovative source of recycled material for its core product.
We have tested and are expanding this solution in Danajon Bank - a double barrier reef in the centre of the Philippines, and one of the most degraded coral reefs in the world. The area has high population densities as well as high levels of poverty.
The Solution: Why is this solution innovative for your company and industry?
I worked on Interface’s first foray on inclusive business in 2006 . The product was not core and the line was discontinued. This is our first inclusive model on core product.
Our yarn supplier (Aquafil) purchases thousands of tonnes of feedstock pa - including some industrial trawler nets . So it’s not new that fishing gear has gone into nylon yarn. What is new is the socio-economic and conservation benefit created by supplying this demand in a different way.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
Imagine you live on Danajon Bank in the Philippines in a village..
You find it tough to get cash other than through fishing which is becoming more and more difficult as stocks decline. Through a community organiser you hear about a village meeting – you learn that you can join a Village Saving and Loan Association (VSLA) which will give you access to financial services. You don’t have much to bank in the first place though… and loans are always such high interest rates. At the meeting you learn that your old fishing nets can be deposited instead of cash! A simple test kit is demonstrated and it seems easy to run - if the prong melts the net it’s the right material, and pretty much all the nets used around here are the right stuff. When you go crab fishing you have to replace hundreds of metres of nets every few months. You had no idea this material was valuable to someone else. It turns out that for every 2 kilo of net you could buy almost one kilo of rice. This sounds better than some of the ‘craft’ training sessions you have done before – difficult to get the hang of and then the orders dry up. It actually turns out that the nets last for hundreds of years and when you use them to protect your seaweed farm they get washed out to sea and end up killing fish that you then never get to catch and sell. You hadn't realized that your used nets would do this... You let your neighbors know about the next meeting..they're too old to fish now and don't have nets themselves,but there are plenty they could collect from beaches right by their house...
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?
Many organisations are working on vital projects to tackle marine debris, alternative livelihoods for poor fishing communities and conservation programmes. What is exciting about Net-Works is that it integrates many of these aspects into one programme which has the potential to be commercially viable longer term and not propped up by aid/charity. Conservation experts also seem interested in how this programme integrates financial services with conservation objectives.
The waste nylon market is nascent in the areas we are working most successfully so far. If local competitors for nylon emerge and are able to pay a higher price this will challenge the model. The differentiating factor is the access to financial services that our model offers communities.
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.
“Couldn’t we buy nets from communities in India we worked with on that other project” our Sustainabilty Director Ramon Arratia asked me, after learning that one of our major suppliers was purchasing trawler nets made of nylon to feed their huge recycling plant. I’d started “the other project” in 2006 as Interface’s first foray into inclusive business. It wasn’t core nylon product, but a new natural fibre range, and had been discontinued. Could this be an opportunity to bring an inclusive model to carpet, and differentiate us from other recycled carpet? Hmm.. I started badgering smart people in the marine and development sectors about artisanal fisheries - the volume of nets? what happened at the end of their life? who owned them? who made them? We got some of these people in a room together in London in 2011 . The “aha” moment? Dr Hill reviewing his PhD and calculating that enough net was discarded annually from a handful of Filipino villages to go round the world more than once..
What has been the impact of your solution to date?
A pilot was run for 6 months which successfully completed in October 2012. We chose to run the pilot in the Philippines, which is global centre of marine shore fish biodiversity, but it faces some of the greatest levels of threat of all marine areas globally.
The objectives were to:
• Build a detailed model plan with options for implementation
• Build the social infrastructure and implement net collection in 6 communities (the target – which was met – was to collect 1-2 tonnes by the end of 6 months)
• Initial evaluation of social and environmental impacts (after 6 months)
• Improved understanding of costs involved in implementing and supporting this programme
Our real impact so far has therefore been limited to the 6 pilot communities in Danajon Bank, where training, beach clean ups and supplementary income was generated.
The pilot demonstrated that the model of working through VSLAs/MFIs was viable and that running costs once scaled could be covered by cash flow.
What is your projected impact over the next 1 to 3 years?
Project impact from first full year (from Nov 2012 - Nov 2013)
1. Improved access to financial services (through initiation of VSLAs/MFIs) for 1,400 people by helping them to manage household finances and improve their capacity to access basic services (e.g. education, health, housing).
2. Measurable improvements in the condition of beaches and mangrove areas
3. Reduced the practice of burning waste (and associated detrimental health affects)
4. Measurable reduction in the practice of discarding nets at sea (and associated effects of “ghost fishing”)
5. Diversified livelihoods resulting in increased resilience to shocks and disasters from the sale of nets into rural and impoverished communities (average family income is < £100/month)
6. Full-time employment for 4 local people
What barriers might hinder the success of your project? How do you plan to overcome them?
Exporting ‘waste’ has been challenging so we've e worked with our yarn supplier from the start of the project to ensure material can make it the final leg to their plant at the correct purity level and packed density.
The emergence of competition for buying the waste nets could represent a challenge if they match or exceed our pricing. Unfortunately for the planet there is little sign of this in many poor regions where plastic waste like nets is most of a problem. We are designing for this now though, by making sure that engaging with our value chain brings additional non monetary benefits of access to financial services through the VSLAs, and by working in remote areas that are unlikely to be attractive to more conventional operations.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat is the benefit or value you're creating for your business?
Thanks in part to Interface’s sustainability leadership 100% recycled nylon yarn is now manufactured by Aquafil, one of our major suppliers. This nylon is purchased by us and our competitors, and others outside our industry.
Net-Works takes ‘recycled’ up a notch. By supplying our supplier and having exclusivity on the story we give our salesforce an important sustainability differentiator at core product level in a mature and highly competitive market. This 'social ingredient brand' could ultimately supply other sectors too (e.g. auto/electronics)
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
I’ve had the pleasure of working with colleagues across all disciplines on this project to support ZSL on this project. Our small Co-innovation team has worked with procurement, legal, marketing, design, sustainability and technical teams to put this new value chain together and plan how to integrate it into an offering for our customers.
Funds have covered expert scoping trips in India, West Africa and the Philippines . After selecting the Philipppines for the pilot we invested in a 6 month pilot and have just secured Interface commitment for a year long expansion of the model into Growth phase.
Expand on your answer, explaining the long-term funding and support plan.
We see the role of Interface as connector , catalyst and market maker. But we will not ‘prop up’ or otherwise subsidise the model. It must stand alone and supply our supplier at market prices in the long term. Our pilot demonstrated that in Danajon Bank the ongoing maintenance costs can be covered by cash flow.
Set up costs (all research, model iteration and piloting) have been invested by Interface . We are starting to explore how set up costs for expansion into other areas could be sought elsewhere, or seeded concurrently to accelerate scaling speed. The longer term plan for replication in SE Asia and beyond is to build our learning into a Net-Works ‘tool-kit’’ that development agencies and/or conservation groups can integrate when working in coastal communities the world over.
Tell us about your partnerships across your company and externally that are key to your project's success.
ZSL and local partner PSF bring scientific rigor and local expertise which has put meat on the bones of an idea and made it happen. We have pulled in many other external organisations and experts – many of whom have collaborated both formally and on their own time.
I also talk about this seminars I give - we have ended up collaborating with engineering students from Imperial to make sure our nylon ID methods will work in the field and can be replaced in country.
What internal support have you gotten for your project? What kind of push-back have you received?
Interface has been extremely supportive of this initiative. We have kept investment request incremental and reasonably low (<£250K total since 2011).This has supported numerous small assignments with various experts globally to assess viability and partnership opportunities in different parts of the world.
Push back has been limited until the investment requests expand which is why we continue to work hard to show the model can maintain itself once established.
My Clean City is a multi-pillar campaign, working at a national level to collaborate with already existing environmental organizations, promoting action regarding climate change.
Our Pillars:
1. To bring awareness to eco-friendly living; encouraging cities at a local level to be involved in reducing their carbon footprint.
Transport Industry. My project will be an addition to the successful Metro Raillway Projects.
Describe the growth rate and recent trends of your market that may represent disruptive changes or opportunities for new players like you.
If integration for the latest available technologies(like, Tower Crane, Elevators, Roller Coasters, etc) is possible, we can use them in Public Service, all over the world. There will be unlimited demand for all these products/services.
Who are your potential and current, direct and indirect competitors in market?
Created on 11/12/2012 by avdavey
Transparency is a value of GlaxoSmithKline. As a GSK employee, I have knowledge on sustainability from the corporate web sites. I feel we are missing virtual media programs. If we use videos related to the greening of GSK, our employees will become more aware of their personal roles in the environmental efforts.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanTell us about yourself/your team.
I have worked with GlaxoSmithKline since 1983. I have worked as a field based professional sales representative over those years. During these years I have also mentored many team mates. I find a lot of GSK employees do not have a strong background on the environment. Over the last 4 months I have worked in a non-profit setting. The company produces environmental based videos for the city of Philadelphia. I have become very aware of the sustainable living conditions. I also can see why my colleagues in GSK might not have as strong an awareness concerning the environment. My proposal is to present GlaxoSmithKline a series of videos that they could be used to help their employees better understand how the company has begun its work towards becoming more sustainable.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
I am a strong believer in educating others. I have mentored others over many years in areas of ethics, integrity, finances, business skills, and selling techniques. I have now become aware of the need to live a more sustainable lifestyle. My company was one of my motivators. They have decided to construct new buildings, along with updating their older facilities using LEED guidelines. I also have had an opportunity to work at GreenTreks Networks Inc over the last 4 months. My knowledge and skills related to educating others has grown 10 fold over this time period. I believe with the introduction of the multimedia tools GreenTreks produces, we will be able to change the behaviors and understandings of the environmental field with many GSK employees.
Company Country
United States, CT, Wallingford, New Haven County
Primary country where this project is creating social impact
United States, CT, Wallingford, New Haven County
Additional countries or regions
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 primary area of need relates to GSK. They have been constructing LEED certified buildings; however, they do not publicize to the teams outside of the local areas that these building are being constructed. GlaxoSmithKline employees are very motivated with the GSK value messages. We can increase their knowledge by educating them about sustainable solutions. A second area of need involves my daughter who is an environmental scientist. One of her responsibilities is to explain stormwater management and sustainable lifestyles to employees of city governments and local corporations. She always utilized power point presentations to explain these lifestyles. One major thing I have learned is a picture tells a thousand stories. Power point presentations do not tell a very good story.
The Solution: What is your solution? Be specific!
GlaxoSmithKline has a great opportunity to explain their construction efforts to their employees using GreenTreks which presents a motivating communication method. Videos that GreenTreks provide give a foundational understanding for the general public and a more in depth multimedia resource for professionals. The films are short, between 5-9 minutes and can be utilized by GlaxoSmithKline as well as other corporations. These documentaries help educate employees, their family and friends about the need to clean up waste such as chemicals, fertilizers and excess storm water drainage which normally flow into the local sewers and waterways. All of the videos are available through the Vimeo or GreenTreks web sites. They can be added to a presentation on power point or a free standing presentation on a web cast. By keeping the teaching methods simple, we can draw more people into the programming because stories come alive through videos.
The Solution: Why is this solution innovative for your company and industry?
I had a discussion with the GlaxoSmithKline sustainability manager on November 14, 2012. We reviewed the different methods the company uses to explain environmental programs to the employees. She agreed that the use of a video communication tool would help open the eyes of the GSK community to gain a better understanding about the environment around them. At the present GSK does not use any videos to explain this topic.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
When the amount of rain falling exceeds the land's ability to absorb it, the result is stormwater runoff. Without treatment, most of the stormwater that runs from the land into our waterways is unhealthy for people and bad for the environment. Runoff can carry chemicals, metals, bacteria, viruses, organic compounds, and other pollutants directly into creeks, lakes, rivers, and streams. Stormwater runoff can cause severe erosion and flooding.
GlaxoSmithKline has recognized some of these problems and has now started to correct them. The company has decided to build LEED certified buildings along with increased sustainable work sites. They have presented and increased the awareness of programs like 2 degrees a sustainable website for their employees. We now can increase the way our colleagues gain a stronger education by the introduction of GreenTreks videos with graphic views concerning the problem of pollution. These films also explain the concepts related to decreasing stormwater waste. Some examples they provide include the cost saving methods of rain barrels and rain garden usage. The use of interesting multimedia and social networking can only increase the comfort level of the employees to watch these productions.
I had the opportunity to send one of the GreenTreks videos to my teammates in New England. The feedback was very positive. The primary comment was I did not realize that stormwater down a sewer could cause problems. This is the reason I would like this proposal to be recognized.
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?
GlaxoSmithKline has utilized the social media sites like email and Twitter to inform its employees. GSK also promotes a sustainability site but when I asked about 25 teammates in the field if they had ever viewed the site, no one even knew about it.
Throughout the world there are many companies which produce videos relating to the environment. Often they are for profit organizations. As a non profit communication based company, GreenTreks believes in educating others with a specific goal of inspiring people to take action. On the large scale, Discovery Education has a fee-based teacher resource center which provides access to videos online, but it is expensive, unwieldy, and does not provide the local content or Service Learning partnerships that GreenTreks offers.
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.
My personal “Aha” moment occurred when my daughter an environmental scientist asked me a question on sustainability and I did not understand what she was talking about. I realized that we view the world sometimes through rose colored glasses. I decided to become more aware of my surroundings and the environmental subject. Working with GreenTreks over the last 5 months and GSK over the last 29 years has opened my eyes. I have changed my way of thinking about sustainable living. I am very motivated about the topic; my goal is to motivate others.
GreenTreks’ Mission is: "To inspire people to take action towards a more sustainable lifestyle." The statement “Telling Stories that Change the World” was coined in the 1990's to emphasize the need to educate the community about the present and future environmental concerns. GreenTreks has helped me view the topic of sustainablility through the use of videos. I believe we can help others understand the subject with these same films.
What has been the impact of your solution to date?
GlaxoSmithKline’s plan to show LEED concept buildings is exciting. With the introduction of new media formats such as; videos, Facebook and Twitter, GSK can now explain its new building techniques to its employees throughout the world. This can only increase the use of these important methods in local communities and households. One of GlaxoSmithKline's values is transparency. This gives the corporation an added form of education for their team mates.
Evolving from a one-page profile into an Emmy award-winning television series reaching into more than 5 million homes throughout Pennsylvania, the personal story became GreenTreks hallmark approach. GreenTreks has produced dozens of television programs that have aired on television and cable access stations in all major markets in the country. GreenTreks goal includes introduction of these concepts into corporate settings to better educate the whole community. We now can bring two important sustainable organizations together.
What is your projected impact over the next 1 to 3 years?
I believe that GSK can increase awareness of their employees about sustainable living with easy to understand videos. Communities change with ideas brought to them from their residents. This proposal will help change some future developments in these communities. The concept that a corporation can help their community is now opening other ideas. Let us educate our employees so they can inform their communities about these exciting topics. Over the years GreenTreks has focused their efforts on meeting the needs of teachers and those who are charged with protecting Pennsylvania's precious water resources. They utilized projects which engaged their target audiences through compelling content. We now have an opportunity to coordinate these projects into the corporate world.
What barriers might hinder the success of your project? How do you plan to overcome them?
The outreach to the GlaxoSmithKline employees might be an issue. How will this material be presented to the teams? I propose that GSK use their internal website to offer these videos to the community.
A second issue is funding for the projects, this is always a barrier. Film production costs can be too high for some companies to absorb. GlaxoSmithKline has a great opportunity to use GreenTreks as a source of production. GreenTreks utilizes the same dedicated team for all their programs. These teams produce specific films on sustainable environmental products. Therefore they have the knowledge and techniques to cut down the cost of these productions.
The employees barrier is the lack of understanding of the problem . These short productions might open their eyes.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat is the benefit or value you're creating for your business?
With the increased knowledge the GSK employees gain about the corporation, the prouder they will be over time. Transparency and integrity are values GSK strives for. These values open the door for more knowledge about important subjects like sustainability. Often corporations explain things utilizing email, web social media, or conference calling. I feel that the addition of short videos which explain specific topics like environmental sustainability will help employees become more aware and proactive with their use of products they learn about.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
I have worked for the last 5 months at GreenTreks under an approved volunteer program through GSK. Some of my responsibility includes coordination of projects like this, with other corporations. I have added GlaxoSmithKline to the list of Greentreks potential clients. I will continue to have discussions on the easiest way to present these videos and topics to the corporate community.
GreenTreks Networks Inc has many videos in their library. These films show important concepts like rain gardens, rain barrels and stormwater management. Grants have been provided by the Philadelphia Water Department, EPA and other organizations to produce more documentaries.
Bringing the two organizations together opens a new form of dialogue for the employees of GSK.
Expand on your answer, explaining the long-term funding and support plan.
I believe as GSK reviews this project they will provide funding and guidance on the new LEED projects they are constructing. GlaxoSmithKline has many complexes in the world. They upgrade them constantly. It is common that they inform the employees and public about these changes. The idea of videography opens a new window for the company to provide a different view of the changes. I believe other corporations will have a strong interest in providing their employees a view of their corporate changes. More funding will be available for specific needs of each organization. Many of these corporations might just buy these videos directly from GreenTreks. GreenTreks will provide a new learning concept for the companies and an educational tool giving the employees priceless knowledge.
Tell us about your partnerships across your company and externally that are key to your project's success.
On November 14, I spoke with Celia Ponder, US sustainability manager for GSK concerning this project. She thought it would be a very feasible program for the company. My primary goal will include the initial use of one of GreenTreks videos on stormwater management. My secondary goal will be the production of new videos which GSK will fund. On an external level, I work with other corporations which believe in the education of their employees about these topics.
What internal support have you gotten for your project? What kind of push-back have you received?
Celia Ponder, the US sustainability manager for GSK and I spoke on 11/14/12. She commented that she thought the program could benefit the company. She has recommended me to Kate Bell UK Engagement Leader (GSK). I am in the process of contacting the whole GSK sustainability team. At the present the majority of comments have been positive. Having transparency as a value of GSK helps because we do believe in opening people’s eyes to programs like sustainability.
The Rainbow Recycling Campaign is a project to promote consumer and manufacturing responsibility of consumable products world wide. My solution is to use representative colors and symbols that can easily be recognized anywhere in the world. Representative colors and symbols provide a visual cue for anyone to properly recycle disposable products. A RED container represents metals, as metals require extreme heat to melt. A GREEN container would represent paper products as paper products come from trees. A YELLOW container would represent organic products grown from the yellow light of the sun.
Portal for sustainable living, commerce and investment supported by advanced search functions and linkages to channel partners to drive traffic and content.
Created on 09/12/2012 by jcasey@wwfcanada.org
Approximately 20 words left (160 characters).
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanCountry where this solution is creating social impact
Canada, BC, District of Kent
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
Equity.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
In BC, like many other jurisdictions around the world, funding needed to implement the latest in conservation practices is exceeding funding being made available through various levels of government. So while solutions to protecting biodiversity such as the implementation of wider buffers around our rivers or the development of better rain water management approaches are well known we continually struggle to implement these solutions. One innovative approach that is gaining momentum is the concept of reverse auctions.
The Solution: What is your solution? Be specific!
In a reverse auction the “goal is to purchase environmental goods or services, bids are specified in terms of cost per environmental outcome achieved and are then ranked from lowest to highest.” The environmental goods can be provided by any party that has the potential to deliver meaningful amounts of predetermined services such as reduced nutrient loading. Funds can come from any entity looking to secure protection of environmental services and could be managed through a local credit union or auction house which can take a fee for services rendered.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
In the US reverse auction have been applied to best practices associated with agricultural practices. Reverse auctions could be applied to similar situations here in BC as well. Reverse auctions could help address the actions needed to assist in the recovery of Threatened and Endangered species here in BC. For instance, in the lower Fraser aquatic species such as Nooksack Dace, Salish Sucker and Oregon Spotted Frog all have recovery strategies calling for best practices associated with agricultural land practices, storm water management, and hydrology impacts. Applications of reverse auction in other parts of the world have been used to address similar activities. For instance, waste storage facilities, grassed waterways and nutrient management stacking pads where all offered by private farmers as services to reduce Phosphorus (P) runoff in an reverse auction held in the US. The rewards to farmers ranged from $2.36 per pound to $54.33 per pound of reduced P. In total, a reduction of roughly 90,000 pounds of P was achieved.
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 few peers in this market place. Most market-based payments for ecosystem service approaches currently focus on carbon. This approach would address a range of other values. Currently the government is looked to as the primary source of funding for compensation for actions that protect ecosystem services. This is starting to change and I would like to see BC at the leading edge of this shift.
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 a conservation practitioner I have had the chance to participate in a number of processes where people are trying to protect species but are stymied but lack of resources. These include numerous species recovery planning processes, large scale marine planning processes and watershed level planning processes. This lack of funding at the project level means I am often looking for funding for projects but there constantly seems to be a scale mismatch. For instance Coca-Cola’s Replenishment program offers funding for ecosystem service provision associated with water resources but implementing such solutions without a market mechanism is often inefficient. I have also been engaged with programs to build means to measure and plan for the provision of ecosystem services such as WWF’s Natural Capital Project but again we have no means of compensating for services provided. I was recently at a small meeting discussing these challenges when someone mentioned the idea of reverse auctions they
Please describe the goal of your initiative; outline what you are trying to achieve
Develop a means to implement species at risk recovery strategies that would provide benefits to those currently bearing the cost. Over the longer term the hope is to shift the tide of anger in rural Canada against the SARA
What has been the impact of your solution to date?
The solution is just in the start up stage so no impact to date.
What is your projected impact over the next five years?
My hoped for impact is that Nooksack Dace, Salish Sucker, Oregon Spotted Frog and other species are secure from threats of habitat loss. Beyond this I would hope that the project become a demonstration of how to use market mechanism to to create a positive relationship between environmental protection and economic sustainability.
What barriers might hinder the success of your project? How do you plan to overcome them?
The biggest barrier is that they idea of ecosystem services has out paced the institutional infrastructure we have in place to manage financial and natural resources. This means we may be stymied by a lack of clear rules and rolls associated with such an endeavor. The small focus of the project both in geographic scale, number of stakeholders and number of species limits the amount of institutional infrastructure required this should limit the number of barriers that will arise.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Have a business case for applying such an approach here in the district of Kent.
Tugas 1
include identifying what ecosystem outcomes are needed to maintain species at risk, who the potential providers of said services
Tugas 2
we would identify private entities to host such auctions and determine the fee structure that would make it beneficial to such e
Tugas 3
Finally we would start work on outlining the rules that would apply to such an auction to ensure it functions smoothly and in th
Now think bigger! Identify your 12-month impact milestone
Hold our first auction to obtain ecosystem services
Tugas 1
Secure funding pool for ecosystem services
Tugas 2
Enter agreement with auction provider
Tugas 3
Recruit willing Land holders to offer bids.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
Right now the idea consist of collaboration between grassroots conservation organizations, large conservation organizations, universities, foundations and restoration practitioners.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
Yes but at different scales and with different ends in mind. Payment for ecosystem services is revolutionizing the practice of conservation. WWF is engaged in global projects like REDD Canadian level projects like conservation financing and local scale projects like this one. We need to work at all these scales to help lift the concept from an idea to a global reality.
What type of operating environment and internal organizational factors make your innovation successful?
WWF has years of experience leading and implementing cutting edge conservation projects. We have long established mechanism for prioritization, reporting and tracking our work.
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 09/12/2012 by danlewis
Friends of Clayoquot Sound in Tofino will open an Eco-Centre which is designed to tell our story, build our campaigns, and raise funds for campaigning.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNama Organisasi
Friends of Clayoquot Sound
Country where this solution is creating social impact
Region in BC where your solution creates social impact
Vancouver, Coast and Mountains, Vancouver Island.
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:
Penyekalaan (langkah selanjutnya adalah menumbuhkan dampak pada skala regional atau bahkan global)
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
Cost.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
Tofino is a tourist destination that about 1 million people visit annually from all over the world. At present there is no place where they can come to learn all about Clayoquot's rainforests, the threats to these magnificent ecosystems, and how Canadian history was made protecting them. The FOCS office can fill that niche, but it needs a bit of sprucing up.
The Solution: What is your solution? Be specific!
Our vision is to renovate the front end and exterior of our office building located in downtown Tofino. The concept is to create a gallery / eco-retail space, with striking images of the wildlife and scenery here, interspersed with iconic historic photos of the mass arrests of 1993. The space will also be a venue for selling t-shirts, hoodies, posters and gift cards—the sort of thing visitors naturally want to buy when on holiday. The emphasis will be on providing education in addition to eco-gifts.
We have access to amazing wildlife and scenery photos from many of BC's leading wilderness photographers. The visitors are coming already, and we have an incredible story to tell of one of the iconic wilderness battles in BC.
Friends of Clayoquot Sound have made history twice already, and need to do it again in order to stop mining and get fish farms out of the Clayoquot Sound UNESCO Biosphere Reserve. This retail space will be a hub of environmental inspiration and action!
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
A visitor to Tofino is eating lunch. They ask their server about the battles to stop the logging of Clayoquot's ancient rainforests. The server is only here for the summer, and is keen to help save Clayoquot Sound, but doesn't really have all the answers or time to provide them. But she knows of the Friends of Clayoquot Sound office through her Tofino Ambassador training at the Chamber of Commerce. She refers the visitor to the Friends of Clayoquot Sound's brand new retail space, where they can stop by and hear directly from FOCS what happened here 20 and 30 years ago, and what is going on right now with the ongoing logging of rainforests, and the threat of an open pit copper mine within sight of Tofino. The visitor gets stoked, purchases some eco-gifts, picks up the latest FOCS newsletter, and joins our Wilderness Team as a monthly donor. They are now engaged, and can begin to join FOCS letter-writing campaigns to help keep Clayoquot Wild!
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.
Peers and competitors will be fellow members of the Tofino-Long Beach Chamber of Commerce. The Tofino business community is onside with FOCS goals to protect ecosystems for future generations. Most businesses will be pleased to instruct their guides and employees to send people to FOCS—it provides a better visitor experience for their customers, saves their employees' time, and helps build support for campaigns which are in the interest of business owners in Tofino. There may be some reluctance amongst sellers of t-shirts and similar merchandise to send people to their 'competition', but t-shirts are a sideline for most businesses in Tofino.
We are the only organization in Tofino advocating for protection of Clayoquot Sound from industrial logging, salmon farming and mining.
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.
was walking through downtown Tofino on a sunny summer day. Hundreds of people are wandering around town looking for something to do. Many are attracted to come here because of the pristine natural environment. Yet our grassroots environmental group does not have adequate funding to run our campaigns to the level we need to. What about if all these people had somewhere to go to learn about the threats to this beautiful place? What if they learned about the history of the successes of our organization, that this is a place on planet Earth where local residents have worked together with local First Nations and succeeded in stopping logging? No doubt we could convince many of them to support our work so Clayoquot Sound remains a place where people will want to visit.
Please describe the goal of your initiative; outline what you are trying to achieve
Our vision is to renovate the front end and exterior of our office building located in downtown Tofino. The concept is to create a gallery / eco-retail space, with striking images of the wildlife and scenery here, interspersed with iconic historic photos of the mass arrests of 1993. The space will also be a venue for selling t-shirts, hoodies, posters and gift cards—the sort of thing visitors naturally want to buy when on holiday. The emphasis will be on providing education in addition to eco-gifts. We have access to amazing wildlife and scenery photos from many of BC's leading wilderness photographers. This retail space will be a hub of environmental inspiration!
What has been the impact of your solution to date?
Friends of Clayoquot Sound have in past run a similar space to this proposal. The idea definitely worked, but we have never had a professional team look at what we are doing here in order to help us put together an eco-centre that really draws people in an makes us money.
What is your projected impact over the next five years?
This eco-centre will provide us with the opportunity to tell our story directly to people who likely care, as they came here for the natural environment. This will help us to build strong international grassroots support to win our campaigns. It will also be able to raise funds which we can devote to campaigning.
What barriers might hinder the success of your project? How do you plan to overcome them?
There may be some reluctance amongst sellers of t-shirts and similar merchandise to send people to their 'competition', but t-shirts are a sideline for most businesses in Tofino.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
We will have host a grand opening of the Friends of Clayoquot Sound Eco-Centre during the 2013 Whale Festival!
Tugas 1
Sound business plan in place.
Tugas 2
Sound plan for the renovations and design of new space.
Tugas 3
Product lines clearly identified.
Now think bigger! Identify your 12-month impact milestone
We are going into our second summer of running the Eco-Centre with improvements made based on Year 1 experience.
Tugas 3
Revised displays based on campaign needs.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
Peers and competitors will be fellow members of the Tofino-Long Beach Chamber of Commerce. The Tofino business community is onside with FOCS goals to protect ecosystems for future generations. Most businesses will be pleased to instruct their guides and employees to send people to FOCS—it provides a better visitor experience for their customers, saves their employees' time, and helps build support for campaigns which are in the interest of business owners in Tofino.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
We will need to attract people in Tofino, but we can begin doing that before they arrive through advertising in Tofino Time, which gets wide distribution. We could also look at adding an online component to the store.
What type of operating environment and internal organizational factors make your innovation successful?
Next year is the 20-year anniversary of the Clayoquot Summer 1993 mass protests. It is a perfect time to launch a retail space which celebrates our past successes and helps us campaign in the present day as well. Friends of Clayoquot Sound have been re-invigorated due to the threat of an open pit copper mine, so the community is keen to assist in any way they can. Attendance at events is up, newsletter distribution has tripled in the past 2 years. Monthly donations are way up, as are overall revenues. We are on a roll, and we have our work cut out for us!
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 09/12/2012 by lakeambassadors
Approximately 20 words left (160 characters).
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanCountry where this solution is creating social impact
Canada, BC, East Kootenays
Region in BC where your solution creates social impact
Kootenay Rockies, Columbia Basin.
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:
Penyekalaan (langkah selanjutnya adalah menumbuhkan dampak pada skala regional atau bahkan global)
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
Cost, Quality.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
Lake Windermere is surrounded by the Columbia wetlands and forms the headwaters of the Columbia River, which provides freshwater support for 15 million people in the Pacific Northwest. Wildsight developed the Lake Windermere Project because of increasing development pressures impacting the quality of water in the region and the collapse of the burbot fishery. The solution was to engage community members and develop a template that would create a water stewardship culture and ethic in the Columbia Basin. The emphasis was on the protection and enhancement of water quality by means of inter-agency cooperation, scientific monitoring, public education and engagement.
The Solution: What is your solution? Be specific!
Share the successes of the Lake Windermere Project which was formed in response to growing public demand for an ongoing, comprehensive water stewardship initiative that would engage government and the public to protect and enhance both the lake and surrounding watershed. The focus of the project was on education, stakeholder engagement, water quality monitoring and restoration. The project had a high degree of inter-agency cooperation and represented more than a dozen partners, including all levels of government, First Nations, area NGOs and the public. Specific actions included: providing a weekly educational series in local newspapers, training volunteer water monitors who learned how to take scientifically accredited water samples, partnering with the Canadian Cancer Society to raise awareness about the impacts of pesticides on water and human health, and non-point pollution reduction. Connecting the science with the agents of change - community members — is our continued goal.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
Wildsight's small BC-based community project was successfully used as a model for water stewardship in BC and across Canada. Wildsight, the Lake Winnipeg Foundation and Global Nature Fund have collaborated to create Living Lakes Network Canada, a national network linking science to action for water stewardship across the country. The network has an advisory group of ten of Canada’s top water experts and already has 8 members from the Skeena watershed, Lake Huron, Lake Winnipeg, Federation of Ontario Cottage Owners, Nature Canada, BC Lake Stewardship Society and the Athabasca watershed. We recently hosted our first annual Living Lakes Network Canada conference in Winnipeg to bring attention and joint solutions to the eutrophication problem of the world’s 10th largest fresh water lake. We were able to invite international Living Lakes members from the European Union who provided a very tangible example to conference delegates of eutrophication resolution and restoration of Lake Constance, a lake in Europe whose shores lie in three countries. Another conference outcome was the development of the “Save Lake Winnipeg Coalition” who requested that we present the Lake Windermere Project and Ambassadors concept. We hope to replicate this model throughout BC and Canada.
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.
Our peers are grassroots citizen-based water stewardship groups, higher-level environmental NGOs, government employees at municipal, provincial, federal and First Nations levels, scientists and academics. Our competitors are other environmental NGOs who compete for the same small pot of charitable donations and funds available in BC. What sets us apart is that we can operate at all levels,municipal, provincial, nationally and internationally which means that we are flexible have more funding sources available to us and we can make projects work where we get the most traction. We also have a product that took us ten years to build, pilot, test and refine. We are currently viewed as experts in our field of citizen-based science training and community engagement.We have been invite
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 “Aha” moment for us was when we realized that if we want to make a difference in our watershed we could not do it alone. We could not continue to operate in our silo with our traditional partners. Instead, we would have to build bridges across to the various sectors of society. We decided to foster alliances between environmental groups, chambers of commerce, the Canadian Cancer society, local rotary clubs, all levels of government and First Nations. Without this type of non- traditional collaboration the success of the Lake Windermere Project would not have reached fruition. There is no, “them and us: there is “we” and “we” were able to get it done.
Please describe the goal of your initiative; outline what you are trying to achieve
Public concern for healthy, functioning watersheds continues to rise, while governments reduce their responsibility for monitoring, assessing, and managing these same resources while the implications to watershed health from climate change are daunting. Community based water monitoring has become a trusted avenue for evaluating watershed health on a local level. Our goal is to support communities and groups in BC and across Canada who have expressed the need for assistance in designing and implementing watershed monitoring programs. Water experts in Canada unanimously support the need for standardizing water monitoring, classification and rehabilitation methods. Connecting the science with the agents of change, community members—is our continued goal.
What has been the impact of your solution to date?
We have successfully replicated stewardship components of the Lake Windermere Project on 9 other lakes in the East Kootenay Region, and are currently assisting with projects for Kootenay Lake, Slocan Lake and the South Basin of Lake Winnipeg. We have assisted with the grassroots creation of water stewardship programming for the Crowsnest Conservation Society, Friends of Kootenay Lake and Slocan Lake Stewardship Society.
Locally, our water stewardship work has led to science-based direction for lake management planning, and resulted in engagement from a variety of community sectors that otherwise would not align themselves with an environmental initiative. It has created a water stewardship dialogue within our community across all sectors.
What is your projected impact over the next five years?
Our projected impact is to spread our successes throughout Canada, for both community-based water stewardship and watershed-scale governance. Through Living Lakes Canada, we will share our experiences, building a knowledge base of water stewardship principles. Specifically in BC, as the province undergoes the modernization of its Water Act, we will work with communities to become better engaged in the solutions surrounding how and where decisions are made with respect to water management and water stewardship.
What barriers might hinder the success of your project? How do you plan to overcome them?
Potential barriers include lack of political will to implement key water based management opportunities. Community groups and coalitions can put tremendous resources into collecting and assessing watershed or foreshore health, and if the political will does not exist to implement the results at the municipal, provincial or federal level, these initiatives can get lost.
One key lesson from our project has been that we must engage our political leaders from the beginning and continuously throughout the process. This builds trust and commitment to follow through on the recommendations and outcomes.
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
We will increase community-based training opportunities for applied watershed monitoring by building a capacity for delivering C
Tugas 2
We will create a watershed health reporting template that can be used by water stewardship groups to communicate their monitorin
Tugas 3
We will create a watershed stewardship manual, outlining the key pieces to engagement, monitoring and implementation so that com
Now think bigger! Identify your 12-month impact milestone
Tugas 1
We will deliver CABIN field training opportunities for 20 groups in BC.
Tugas 2
We will host a Columbia-Basin wide celebration of water and our watershed, engaging all communities within the Basin and establi
Tugas 3
We will bring the BC example further afield by hosting the second annual Living Lakes Canada conference at Lake Huron.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
We have partnerships at international, national, provincial, regional, and municipal levels. They include First Nations, all levels of government, NGOs, universities, colleges and water-related think tanks. We currently have over 18 partners including: Polis Project on Ecological Governance; Canada Water Week; Kootenay Lake Partnership; Forum for Leadership On Water); Simon Fraser Adaptation to Climate Change Team; Canadian Indigenous Environmental Resources; WWF –Canada Freshwater program; Canadian Columbia River Intertribal Fisheries Commission.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
Targeted populations are lake stewardship groups throughout BC and Canada. We specifically target lake groups working to protect lakes with high ecological value, are experiencing a high degree of threat, and require community engagement support. Specific areas include the Skeena Watershed, the Columbia Basin, Athabasca Watershed and Lake Winnipeg Watershed.
What type of operating environment and internal organizational factors make your innovation successful?
Living Lakes Canada is adaptive and can expand or contract our program deliverables based on funding. We have strong partnerships throughout Canada and internationally. The Ambassadors benefit from the broad range of stakeholders participating as our Board of Directors. Though Directors come from a variety of backgrounds, all share the common goal of protecting the lake as a community asset. Our success hinges on a dedicated core group of volunteers and strong relationships with local government and provincial environment agencies. We also benefit from tools and techniques transferred as a legacy of the Lake Windermere Project, and continued mentorship from the Project coordinator.
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 09/12/2012 by bo.ciera
Through Innovative solutions such as Kilimo Biashara subsistence farmers are transformed into commercial farming enabling Equity Bank champion transformation
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNegara tempat organisasi ini menciptakan dampak sosial
Apakah organisasi Anda adalah:
Bisnis
Berapa lama organisasi Anda telah beroperasi?
Beroperasi lebih dari 5 tahun
Has the organization received awards or honors? Please tell us about them
2012 Ernst & Young Entrepreneur of the Year Award – Ernst & Young
2012 Most Innovative Bank in Africa – African Banker Awards
2011 Best Initiative in Support of SME’s and Millennium Development Goals - Africa Investor Awards
2011 New Sustainability Champions – World Economic Forum
2011 & 2010 African Banker of the Year – African Banker Awards
2009 Yara Prize for Agriculture – Yara Foundation
2007 Global Vision Award in Microfinance – G8 Vision Summit
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 innovation addresses? Choose up to two
Access, Cost, Quality, Equity.
The Need: What problem are you trying to solve?
The initiative was created due to the emerging food crisis within the region due to the over reliance on subsistence farming to ensure food security. The food crisis, skyrocketing food prices and the high rate of unemployment was causing unrest and insecurity in some parts of the country. Majority of the people largely those at the Base of the financial Pyramid (BOP) could not afford basic foods. Equity Bank being a financial inclusion champion conceived strategic partnership to tackle food insecurity through the proliferation of commercial farming giving rise to the ultimate solution for supporting farmers and communities as a whole.
The Solution: What is your solution? Be specific!
The Kilimo Biashara initiative is credit services adapted to crop production. It is a loan product specifically designed for smallholder farmers in food crop production with a subsidized interest rate (10% p.a vs. 22% p.a for other loan products). It is administered through the Bank’s vast branch network and supported by a team of staff qualified in agricultural practices to support smallholder farmers’ transition towards commercial farming. The initiative provides additional benefit to the farmers through training on financial literacy with specific emphasis on budgeting and use of borrowed funds. The availability of agriculture relationship officers who understand crop production needs. As well as warehouse receipt financing where the farmers can store the crop in a specified and certified warehouse as they wait for prices to improve while maintaining the quality of the harvest.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
• The bank has given out loans of KSHS 2.7 billion (USD 31.8 million equivalent) to 53,266 direct clients. The farmers have been able to produce food crops for domestic use and sell the excess to the market thus increasing their household incomes. Some farmers have diversified their sources of incomes by establishing agency banking outlets where fellow community members can access financial services.
• Currently the farmers have been contracted to do seed multiplication for seed companies, a move which supports transformation of agriculture from a subsistence focus to commercialisation. This has also addressed the challenge/ shortage of seeds in Kenya and in the region.
• Very strong agricultural value chain partnerships have emerged with other players like fertilizer companies and agro chemical companies joining in the partnership to facilitate the farmers’ food production process. Ensuring success end to end.
• World Food Program has adopted Kilimo Biashara in the Purchase for Progress project where small holder farmers have the opportunity to sell the surplus produce to WFP thus creating a ready market for farmers. This has enhanced the sustainability of the initiative.
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 Kilimo Biashara initiative has received competition from other financial services institutions within the region involved in enhancing inclusion as well as local microfinance institutions targeting the agricultural sector. What differentiates Equity Bank is the robust nature of the initiative whereby we have partnered with international development partners so as to influence best practices, used our vast branch network to ensure accessibility and reach of the solution to the neediest and provided support to the entire value chain ensuring a focus over the entire agricultural spectrum. We do not see challenges emanating but rather opportunity for other players to join in the fight against food insecurity and 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.
Equity Bank began its operations in 1984 and targeted farming communities in the rural areas of Central Kenya. Since inception, the Bank has been focused on eliminating the challenges faced by smallholder farmers in accessing financial services hence its establishment of the first branches in rural communities. The founder’s resilience was tested in the early 1990’s when many foreign banks were converting from retail to corporate banks, leaving a vacuum in the retail sector. In addition these Banks were also closing their rural branches. But true to its commitment to the rural communities in enhancing financial inclusion Equity maintained its rural presence and even increased its presence in the areas that experienced the vacuum created by the departure of the foreign banks. And to date, Equity Bank stands as the largest Bank in East and Central Africa in number of customers due to its resilience and commitment to financial inclusion.
Please describe the goal of your initiative; outline what you are trying to achieve
Equity Bank’s initiative for food security is Kilimo Biashara, it is a Kiswahili word meaning "farming as a business". It is a financial product specifically designed for smallholder farmers who are in food production and agro dealers who supply farmers with farm inputs required in form of certified seeds and fertilizer aimed at ultimately increasing productivity of food crops and harvests.
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?
Agriculture is the backbone of Kenyan economy and means of livelihood for most of the rural population. The sector contributes directly 26% of GDP of Kenya another 25% indirectly. It supplies the manufacturing sector with raw materials. The sector accounts for 65% Kenya’s total exports, employs 40% of total population and over 70% of the rural population depend on agriculture for their livelihoods. However, in Kenya over 10 million people suffer from chronic food insecurity and poor nutrition. It is these segments of the population that the solution targets – the over 70% of the rural population that depends on agriculture and the quarter of the population that experiences chronic food shortages.
Could your solution work in other geographies or regions? If so, where?
Yes the solution could be replicated in other countries around Africa and specifically around the Sub Saharan Africa region. We would like to replicate this model within the regional market in countries such as Uganda, Tanzania, Rwanda and South Sudan within the next one year since all systems and facilities required are in place. The only remaining resource required is funding since the funding we currently have with our partners is only for the Kenyan market.
If your solution is dramatically successful, how will things be different in 10 years?
Ten years of successful implementation of the solution would yield approximately 40% to 50% contribution towards the GDP of the country underpinning the relevance of agriculture to the development of the nation. Additionally, widespread commercial farming would result in the increase of job opportunities thus providing economic benefit to a large section of the population resulting in their transformation both socially and economically. However, the most important benefit would be the reduction in the cases of food insecurity and poverty throughout the region. This would be achieved through increased food production and enhancement of the quality of harvest. This would enable all communities within the region an opportunity have their basic needs met elevating the national outlook and development towards the millennium development goals.
What will have had to have changed to make this happen?
Agricultural transformation – there would have to be a sustained change in the perception of agriculture as a viable economic activity. At the moment, there still exists a large section of the population that practices subsistence farming and as such is yet to realize the potential agriculture can have in transforming lives and livelihood through commercialization of their agricultural practices.
Agricultural value added services – there would have to be an increase in the number and quality of value added services relating to food production. This would entail attracting more investors towards the agricultural industry so as to enhance the overall value chain for the farmer. In doing so, the farmer would be able to increase his/ her profits due to the strengthening of value chain partnerships and cooperation.
What has been the impact of your solution to date?
The bank has given out loans of KSHS 2.7 billion (USD 31.8 million equivalent) to 53,266 direct clients. The farmers have been able to produce food crops for domestic use and sell the excess to the market thus increasing their household incomes. Some farmers have diversified their sources of incomes by establishing agency banking outlets where fellow community members can access financial services.
Currently the farmers have been contracted to do seed multiplication for seed companies, a move which supports transformation of agriculture from a subsistence focus to commercialisation. This has also addressed the challenge/ shortage of seeds in Kenya and in the region.
What is your projected impact over the next five years?
Regional replication – we shall aim to replicate this financing model to the other regional markets where we do operate namely; Uganda, South Sudan, Rwanda and Tanzania.
Enhancing farmer financial inclusion – we shall aim to increase the number of households transforming from subsistence farming to sustainable commercial farming and onwards to building commercial enterprises that will enhance their lives and livelihood.
What barriers might hinder the success of your project? How do you plan to overcome them?
Fluctuations in weather patterns and climatic changes – the bank would mitigate the climate change risks by promoting conservation agriculture and specifically initiatives such as use of drought resistance crops, drip irrigation, livelihood activities that conserve the environment. In addition the bank has developed an insurance product that would help smallholder farmers insure their crops and harvests mitigating weather related risks.
High rate of financial illiteracy – the success of our project hinges on the enhancement of financial literacy training where we are able to educate farmers in financial management practices that would ensure sustainability of their commercial practices.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Number of farmers trained under the financial literacy program and the number of farmers accessing credit products
Tugas 1
Intensify agribusiness awareness campaign to enhance financial inclusion among farmers
Tugas 2
Coordinate regional financial literacy trainings to increase number of farmers accessing and benefiting from financial service
Tugas 3
Increase the number of Equity Bank agricultural extension officers and provide adequate staff training.
Now think bigger! Identify your 12-month impact milestone
Source finances to support farmers with entrepreneurial skills enabling access and utilization of value added services
Tugas 1
Ensure regional expansion into neighbouring markets and countries.
Tugas 2
Enable the effective and efficient use of technology to enhance farmer productivity
Tugas 3
Establish more strategic partnerships to bring onboard greater collaboration and synergies
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
IFAD through Kenya Government and AGRA’s role is to facilitate a risk sharing fund of 10% to mobilize KSHS. 3 billion (USD 50 million equivalent).
The Ministry of Agriculture is responsible for providing extension services such as training farmers on agricultural best practice. AGRA also provides supports to AGRO dealers.
Other partnerships that have been created include the World Bank, World Food Program, Millennium Village Project fertilizer, companies, seed companies, fresh produce exporting companies and chemical companies.
Are you currently targeting other specific populations, locations, or markets for your innovation? If so, where and why?
At the moment the initiative has been implemented throughout the country in the various agricultural ecosystems.
What type of operating environment and internal organizational factors make your innovation successful?
Equity Bank combines its vision to be the champion of socio-economic prosperity in Africa with its ability to create mutually sustainable value chains to ensure sustainability. Each and every day the Bank and its employees remain focused on providing value, convenience and transformation to its customers through prioritization of product, process and organizational innovation. Being an innovation leader in the industry drives us to a constant pursuit for out of the box solution, leveraging technology and partnership thus enhancing the passion and execution capability of our employees which results in the unification towards scaling up provision of financial services that socially and economically empower its clients. This culture has been the cornerstone of our success in Kilimo Biashara
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Financial literacy training – Through the Equity Group Foundation we shall continue to provide financial management training to men, woment and the youth of the nation. The objective of the venture is to train and empower 1 million youth and women by 2014 with knowledge in financial matters so as to minimize the factors limiting economic transformation
To create a think-tank/research centre that identifies, defines and works toward promoting sustainability at a meaningful scale.
Next year is the 20-year anniversary of the Clayoquot Summer 1993 mass protests which made history as the largest act of civil disobedience in Canadian history. Friends of Clayoquot Sound need to reinvigorate the front end of the FOCS office in downtown Tofino BC, to create a hub of environmental inspiration and action. We envision this as a place to tell the story of Clayoquot Sound's temperate rain forests and the historic campaigns to protect them using dramatic images of spectacular ancient cedars, abundant wildlife, stunning scenery, and mass peaceful protests.
Created on 09/10/2012 by Gina Starblanket
A sustainable and interactive forum for First Nations communities to share, explore & work towards innovative solutions to their renewable energy needs.
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:
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:
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, Cost.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
-Need for opportunities to build upon and share information about renewable energy initiatives provincially/nationally.
-Need for an ongoing forum for First Nations to connect around and learn about various projects, practices and policies involving energy conservation and renewable energy
-Community need for support and opportunities to develop and implement collaborative sustainability projects (energy and resource management, food security, culture, economic development, training and capacity development)
-Need to promote and encourage the sharing of best practices and solutions around community-driven renewable energy projects
-Need to create employment and service-learning options for current students, recent grads and alumni in Science, Tech, Engineering and Math fields
The Solution: What is your solution? Be specific!
-To provide a forum for discussion, education and innovation that brings together BC community members, Indigenous youth, academics, industry representatives, and government to showcase Indigenous community sustainability projects and to share about renewable energy initiatives.
-To work with communities to identify their energy needs and priorities, to share sustainable energy opportunities and build the capacity needed to undertake successful projects. We also invite reps from a range of government ministries to promote policies that will foster sustainable development and energy sovereignty for First Nations.
-While this initiative has been delivered as a 2-day Symposium in the past, it is gaining ground with many attendees and stakeholders having expressed interest in staying expanding the format and staying connected throughout the year. We are thus seeking to integrate more community-building, service-learning, and connection opportunities for students and stakeholders.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
A forum that brings together attendees from all over Vancouver Island, BC, and Western Canadian provinces including industry representatives, youth, and chiefs, councillors, and energy and resource project managers from local First Nations. This year, we plan on integrating an additional career-focused component with the aim of facilitating networking opportunities and connections between First Nations learners and prospective employers/mentors.
Examples of past First Nations Renewable Energy Forum components include
1)Panel Presentations, such as
•A photo essay: “Oil on Lubicon Land” presentation from Melina Laboucan Massimo
•BC First Nations First Climate Change and Adaptation project – Xeni Gwet’in
•Climate Change and Sustainable Communities
•Cowichan Tribes energy planning
•T’Sou-ke Nation Solar project and community Greenhouse Project
•Douglas First Nation Hydro Projects
2)Workshops consisting of:
•Project Planning
•Technology (Solar, environmental Remediation,)
•BC Hydro- Standing Offer program
•Fortis BC Community Energy Solutions
•Goethermal Energy
•Training and Capacity Building
3)Programs for Indigenous youth:
•Building and Designing Wind Turbine Blades
•Presentation from UVic Computer Science, and UVic Aboriginal Students in Science and Engineering
•Traditional Foods presentation
•Campus Tour
•BC Hydro Youth Conservation workshop
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 organizations and groups working on First Nations renewable energy initiatives, these are typically industry-driven and do not always account for the socio-economic barriers facing Indigenous peoples regionally and nationally. The proposed initiative is not-for-profit and is unique in its approach, which seeks to foreground both community and student voices in the coordination and execution of all program components. Additionally, the collaborative design of the organizing framework allows us to incorporate interdisciplinary research opportunities over the typical industrial applications and technologies.
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.
Blackfoot Electrical Engineering Masters student Jessica has a goal of helping First Nations communities achieve energy independence: "I'd like to help First Nations communities achieve energy independence using renewable energy technology. In my educational and co-op training, I gained experience with energy and power monitoring, wind turbine design, solar electric installations and solar thermal systems. I hope to help communities implement renewable energy projects that will alleviate energy (diesel) costs for communities off the grid, provide emergency power, and build economic capacity through generated power revenue for on grid communities."
-Jessica Bekker
Please describe the goal of your initiative; outline what you are trying to achieve
-Education and awareness
-Sharing of ideas between community partners and other stakeholders
-Strenghtening partnerships between communities and with government, industry, and academic institutions
-Networking and facilitating connections between students, community members, and relevant industry and government representatives to promote educational and employment-related opportunities.
-Inspiration and mentorship for youth
-Facilitating the collaborative development and sharing of capacity development models and industry-specific knowledge and skills
-Identification of current and future energy needs from community stakeholders to integrate into our institutional approach to community partnership building
-Increased cultural support for student transitions to industry
What has been the impact of your solution to date?
Facilitating education and awareness around community-based renewable energy and conservation projects, as well as traditional ecological knowledge. Promoting continuous knowledge-sharing and an ongoing venue for career and service-learning connections in this field. Sharing visions, best practices, barriers, and challenges around renewable energy initiatives, programs, research, and innovations.
Over the past 3 years we have had over 350 attendees from all over Vancouver Island, the province and as far away as Alberta. There have also been over 20 First Nations represented by chiefs, councillors, and energy and resource project managers. We have also had Indigenous youth attendees from Cowichan Tribes, LA,WALNEW High School, Esquimalt High School, and the Saanich Adult Education Centre.
What is your projected impact over the next five years?
To advance this initiative by integrating broader and more diverse representation from regions across Canada. To build on the groundwork laid in the past 3 years by expanding this initiative beyond a two-day event into an ongoing, interactive medium for knowledge-sharing, research and investment, and networking and employment in the fields of renewable energy. To incorporate a greater focus on building career connections and service-learning opportunities with the aim of supporting student transitions out of post-secondary and into culturally-relevant work experiences in their fields of interest. To support communities in identifying their renewable energy needs and interests, building capacity, and facilitating connections with relevant research, industry, and government representatives.
What barriers might hinder the success of your project? How do you plan to overcome them?
This event has been extremely well-received by collaborators and attendees in the past, with students, community-members, and industry representatives expressing strong interest in its continuation. The primary barriers impacting the success of this initiative include the need for adequate funding to carry out the organization and delivery of the symposium in a respectful and culturally-appropriate way.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Deliver a community-driven forum on First Nations Renewable Energy initiatives
Tugas 1
Continue to resource the event through external funding and grant proposals
Tugas 2
Encourage active and ongoing involvement of new and existing community partners from the early organizational phase
Tugas 3
Hire contractor to oversee the collaborative organization of this event
Now think bigger! Identify your 12-month impact milestone
Expand initiative into ongoing First Nations Renewable Energy network and online community
Tugas 1
Encourage and promote membership in First Nations Renewable Energy Network at next year's symposium
Tugas 2
Establish online network of individuals and groups interested in First Nations Renewable Energy initiatives
Tugas 3
Share project ideas, webcast discussions and conferences, facilitate and deliver webinars to one another
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
This event is organized through collaboration between UVic's Office of Indigenous Affairs and the T'Souke Nation, a partner with UVic's Aboriginal Service Plan. In the past, we've had other ASP partners and reps from UVic, UBC, Camosun College and the Native Education Centre in attendance. The integration of a service-learning and career component will involve more First Nations partners who have expressed interest in creating additional community-based employment, co-op or mentorship opportunities for current students and recent grads, particularly in science, tech, engineering & math fields.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
The target audience for next year's event involves anyone interested in learning about or working on First Nations renewable energy projects. We plan to increase and diversify our the target audience by promoting the initiative online to make it accessible to regions across Canada. We will also explore opportunities for more distant or remote communities to share their renewable energy projects or ideas through an interactive online medium and learn about initiatives of interest and relevance in other communities, which would bring the scope to an international plane.
What type of operating environment and internal organizational factors make your innovation successful?
Some of the primary factors that will contribute to the success of this innovative network include the close accessibility and availability of skilled faculty, staff and researchers, the strong and active community/student voice that informs the planning process, and the collaborative and community-based nature of the organizing framework for this initative.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
-Offers a centralized resource and online community of people interested in First Nations Renewable Energy solutions and innovation
This art walk is promoting our trails system and encouraging people to explore them. Tourism, business, and arts/culture will all be involved and prosper.
Created on 09/4/2012 by ihsanadi
Es Air Laut is a mangrove product which produced by coorporation of perkumpulan petani mangrove and Consaut. Es Air Laut is a commercial product that sell drink from manrove's fruit which healhty for human body. the coorporate company just act as a association that produce profit oriented product for supporting the conservation activity.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNama Organisasi
Executive Comitee Veterinary Airlangga University. "Conservatipreneur Students Association"
Negara tempat organisasi ini menciptakan dampak sosial
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
Conservatiopreneur, conservation and developing small economy in coast area
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?
Masih dalam tahap ide, namun segera akan meluncurkannya
The Need: What problem are you trying to solve?
Wonorejo district is one of the coast areas which have bad condition in mangrove habitat. The case about mass deforestation which happened in Wonorejo last year has been decreasing the habitat of mangrove plants rapidly. The risk is, the coast citizen will be threaten by sea flood. Although the deforestation is forbidden by the government, the damage of mangrove tree is still happen. Indeed we have to make movement quickly to decrease the damage of mangrove habitat. The economy of wonorejo’s citizen is also low so the people cannot life in the right standart.
The Solution: What is your solution? Be specific!
we know that low economy rate of people make them do everything to survive. in that case, people in wonorejo do the same thing such as sell the wood of mangrove and destroy the habitat to make fish pond. the best solution to make people care from herself is from economic aspect. conservatiopreneur is a new way of entrepreneurship which combine the entrepreneur and nature conservation. the idea is making syrup from mangrove fruits which usually thrown as rubbish. the research about syrup mangrove it is finish and the result is good but many people still unknown about it.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
Conservatiopreneur is a way that combine economic and conservation aspects. The first model is making a forum joining the native citizen that concern in developing mangrove tree. I know that many mangrove habitat is near the fish pond so I make corporation with the fish pond guide to make association. The association is “Perkumpulan Petani Mangrove” which headed by mr. Muhson Soni. The goal of the association is to take care mangrove tree until they can life without problem such as rubbish and destroyer. The first step of my plan can have result to make entrepreneurship condition in wonorejo people.
Second, Me and my team have a big influence about explain the beneficial of mangrove tree and the importance of mangrove tree to human. So, we plan to make students association to make coorperation with wonorejo people association. In the easy way, we (students) act as a marketer from mangrove product to sell all of the country. We consider that the present world is dominated by young people. We named our association as “Consuat. Conservatiopreneur Students Association”.
As we know, we have to make brand from our product so we can compete with other commercial product in real market. The last, both organization combine as one organization named “Es air Laut” that only have goal to sell product about syrup and making franchise.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
we have several peers such as drink company and booth maker. the all of our peers is coorporate to succed the "Es Air Laut" brand.
we have a lot of competitor with the same product. in the other city in indonesia some people have same product like us. but our superior is way of marketing that drive by teenagers. so, we have special marketing to reach all market especially in the 18-30 in age. the franchise model that we use also make us more known.
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 talent, Access to supply chains, Access to technology, Access to economic opportunity.
What has been the impact of your solution to date?
the present impact is people in wonorejo district don't difficult to looking for money because the product is easy to make and have big benefit. people in wonorejo just be as technical service such as cooking, packing and guide. the branding and marketing is managed by students. and the important things is the habitat of mangrove tree is not destroyed anymore bacause of people care. the conservation of mangrove also have fund source from the profit of "es air laut" selling product.
What is your projected impact over the next 1-3 years?
in the next 1-3 years the product will spread all of the country. because the franchise system facilitate indonesian people to be an entrepreneur. the product will dominate the unique drink market in indonesia. furthermore, mangrove conservation can be held in all of our country because the money can we get from the profit. our city also have special souvenir that show the trully surabaya.
What barriers might hinder the success of your project? How do you plan to overcome them?
the big barrier is the people's care about our project. many coast citizen still have traditional mind to past the problem. we also little blocked to drive this project because of government rules.as a student we have to determine our time between project and study oriented. but, all barrier can be overcome if we have high motivation and spirit to heal the nature and bring entrepreneurship spirit.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
the plan is regulate, coorporate and selling.
Tugas 1
regulation to establish students organization that concern in nature conservation with entrepreneurship way.
Tugas 2
make coorporation to all things that we need to run the project
Tugas 3
establish the brand to government and make regulation about bussines licensse
Now think bigger! Identify your 12-month impact milestone
Tugas 1
make the product permission to the professional food licencer
Tugas 2
coorporate with entrepreneur to bring this product as their frinchise
Tugas 3
coorporate with nature conservator to heal the mangrove habitat in all the world
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
i often seen at the coast area when i pass the street there is like a rubbish area that not worth to live there. i also see lot of rubbish that trap in surabaya coast area from TV. then when a walk again cross the coast area myself i see alot of potential aspect in this area. for example i see mangrove fruits just trohwn away as a rubbish, whereas according to the researcher the mangrove fruit have many benefit for human body. and i say "eureka" the combination of economic aspect and conservation is the best solution to heal the coast area. from that project i can get profit and way to conservate mangrove tree. the fruit is free parts so i don't to pay for the modal.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
the partnership rule by the frinchise rule. so, partnership can be done by buy our royalty product. we also open partnership with spnsor that care with mangrove habtat.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Created on 08/30/2012 by Darcyel
This art walk is promoting our trails system and encouraging people to explore them. Tourism, business, and arts/culture will all be involved and prosper.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNama Organisasi
Tumbler Ridge Artist Club
Country where this solution is creating social impact
Region in BC where your solution creates social impact
Northern British Columbia.
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:
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
Access, Quality.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
Tumbler Ridge is a remote yet beautiful Northern BC community on the verge of an economic boom with the presence of a number of coal mines and windmill projects. While the future of Tumbler Ridge looks promising, the town is still fragile since it has seen a downturn in resource industry once before which threatened the existence of the town. Because of this we need to focus on our small town identity which boasts the theme of ‘Waterfalls and Dinosaurs”. There is a need to better showcase our natural beauty, encourage outdoor recreation, promote healthy living, boost tourism and create greater opportunity for local community members and as a result, pull the whole community together.
The Solution: What is your solution? Be specific!
An art initiative with the intention of producing high quality original paintings that highlight the abundant natural resources and recreational trails that have been carved out by our local hiking club. An Art Walk (Tumbler Ridge Art Installation Landscape Stroll) would be created by placing artwork around town to educate and bring awareness to locals and tourists of our extensive trail system. This would also encourage higher traffic in to local businesses. The goal is to strengthen a sense of community while focusing on the awe-inspiring beauty surrounding the town and to encourage personal exploration of our trail systems.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
There are currently 11-17 local participating businesses offering to display the art installation landscapes. Over five local artists are on board with the opportunity to be able to display their artwork and gain exposure for their talent. Additionally, the local hiking group is also excited by this initiative, as they have worked hard to carve out many trails and would love the opportunity to better highlight the trails.
As part of the artwork installation, each piece will have signage with information such as their locations, degree of hiking difficulty, bear aware tips, drinking water reminders and special points of interest. Also, an artist statement will express the inspiration of the painting, adding an incentive to view the location on site. The paintings in the Art Stroll will be installed with the idea of yearly rotation, bringing in new artwork and artists to keep locals and returning tourists interested and engaged. By bringing many community members together in a collaborative and harmonious way, we are making a difference in how locals and tourists view our town and outdoor areas. We are trying to help strengthen our community identity as a beautiful, natural, active and welcoming community.
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.
This art initiative is collaborative among local artists, local businesses, clubs and community members, all with the common goal of bringing the community together and celebrating its natural beauty. Some key peers and partners include the Tumbler Ridge Museum Foundation, Wolverine Nordic and Mountain Society, TR Artists Club, Town Hall, and many community groups and businesses. Surrounding towns have successfully incorporated “Art Walks’ in to their communities and rather than viewing this as competition, we can learn from their success, follow in their footsteps and potentially partner with them in the future.
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 was asked to paint a 50ft mural at the swimming pool in our community center highlighting our one-of-a-kind and expansive landscape. Wanting to continue painting the community’s beauty (and since the project was fun, relatively easy and successful), I spoke with the local hiking club with the idea to showcase the hiking trials. Immediate support and enthusiasm followed from town businesses, community members and Town Council. From there, I shared the idea with other local artists who were also enthusiastic to be included and with this the idea for ‘Tumbler Ridge Art Installation Landscape Stroll’ was born! This initiative brings to light the beauty of Northern BC. It will also help strengthen our town identity with the hope of putting us on the world map as place worth visiting by highlighting what we have; breathtaking scenery and hiking trails, inspired artists and a strong community bond.
Please describe the goal of your initiative; outline what you are trying to achieve
Simply put, we are trying to strengthen our community and its identity with a visual representation of our town theme of "Waterfalls and Dinosaurs" and highlight trail destinations that have just that - spectacular waterfalls and fascinating dinosaur evidence. We are trying to bring arts and culture alive in a long term project of co-operative participation. We want it to encourage active participation through spin-off activities such as: guided hikes, photo contests, painting workshops and art auctions! Additionally, this art initiative will help in the beautification of our downtown core, encourage outdoor recreation, and potentially contribute to our community’s destiny as a world class tourism destination.
What has been the impact of your solution to date?
This idea has been passed before our Town Council and was received enthusiastically by members of council. Over 20 letters of support have been given from local business owners and prominent community members. We are enthusiastic and confident that this is a highly respected and anticipated venture for our town.
What is your projected impact over the next five years?
We hope to develop world class tourism potential where the interaction of community demonstrates a high degree of excellence in arts and culture, outstanding record of performance in physical fitness and noticeable healthy living with obvious respect for nature.These factors in combination will help to display our town as a community with a passionate and inspirational spirit.
What barriers might hinder the success of your project? How do you plan to overcome them?
Initially, securing funding is the biggest barrier to overcome. Once we achieve that, our only foreseeable barrier may be naysayers or those who do not fully support or understand our vision and overall goals. We have, however had only positive feedback from the community thus far, and hope that it continues as we proceed forward.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Preparation for Art Stroll
Tugas 1
Complete 8 large and 6 medium paintings with descriptive information cards
Tugas 2
Confirm and finalize locations of intstallations
Tugas 3
Finalize format and information of brochures & develop "passports" that will help track use of trails.
Now think bigger! Identify your 12-month impact milestone
Tugas 1
Complete all canvases (an additional 4 large and 4 medium canvases)
Tugas 2
Print and distribute brochures, advertise through different mediums, and finalize and produce ``passports`` to track success
Tugas 3
Installations placed in designated location; ready for Grand Opening, Canada Day 2013!
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
Local businesses, local artists, clubs and other community members are all eager and willing to contribute to this idea. This is a collaborative initiative that requires partnership with as many members in the community as possible in order to succeed. We are always open and accepting of new interest in partnership. Those that are interested in this initiative are all passionate about this community and want to see this town succeed and prosper.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
Since this is a local initiative, we would focus our attention to our community. There is a possibility of extending into other Northern community networks in the future – Specifically the seven already involved in the Peace Liard Annual Juried Art Show.
What type of operating environment and internal organizational factors make your innovation successful?
We have a local artist club that meets to paint together and develop ideas for this initiative. We have been doing some pleine aire painting trips to view the landscape in person.
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 are open to collaborating and networking with other similar projects and encourage sharing both ideas and talent among different artist groups.
This project also has a Changeshop where you can read more about its latest progress.
Go to Changeshop: GreenPages Directory.
Created on 08/29/2012 by Leslie Goodson
Portal for sustainable living, commerce and investment supported by advanced search functions and linkages to channel partners to drive traffic and content.
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:
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, Equity.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
The sustainable business market is expected to hit $60 billion by 2013. Only 40% of US adults believe green products/services just getting started, yet 69% purchase green products/services. Just 21% believe most businesses make efforts at sustainability, and fewer trust companies to be transparent even with independent verification. In NA, 65% of consumers believe products have a positive impact on the environment, 61% of small and mid-size businesses are trying to go greener and 70% anticipate becoming more environmentally conscious in the next two years. Digital marketing spending increased by more than 14% as traditional advertising spend declined 161% over the past year. We need to align businesses and consumers interested in sustainability by supporting access and behaviour change.
The Solution: What is your solution? Be specific!
Consumers and supply chain managers seek companies and brands with genuine commitments to environmental and social issues. GPD advertisers manufacture, sell, distribute or promote eco-friendly products and/or services. In addition to retailers that exclusively sell organic, fair trade or eco-friendly products, many major companies are adding sustainable products. LOHAS (the group that already purchase sustainable products and services) represents approximately 16% of adults in NA and is expected to double within 5 years. GPD provides the platform to link information seekers with solution providers, their products & services, associated certifications and locations. Key to our solution is the searchable data and criteria that end users can leverage to obtain the specific information they need. Information such as certifications, where the product is made, ratings, environmental & social attributes are important for decision-making and can be seen at a glance in search results.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
GPD provides end users access to easy-to-use streamlined information about relevant products, services and information – all evident at a glance to help consumers and procurement specialists find the most appropriate resource and/or certification closest to their geographical location. GPD owns the ECO-FLYER trademark for North America and "Where Good Things Click" and "GreenPages Directory" trademarks in Canada. Listing companies can manage their listing in real time, post their own ads, ECO-FLYER® and in the next phase, their coupons.
Step 1
End user goes to portal address: www.greenpagesdirectory.net (also accessible on other greenpages websites, such as www.bcgreenpages.com, www.albertagreenpages.com , www.ontariogreenpages.com, www.manitobagreenpages.com )
Step 2
End user can choose to BROWSE by category (i.e. Resources/Products/Services/Service Providers/Retailers/Business to Business/Community Blog etc.) Or they can enter SEARCH criteria, such as their location AND choose from the ADVANCED search criteria such as within a specified DISTANCE, if the product or service is in an ACTIVE ECO-FLYER®, by specific CERTIFICATION(S), BRAND, WHERE THE PRODUCT IS MADE etc. Search results can be organized in order of ratings, relevance, or closest geographic location. Clicking on the desired result will lead to the profile of that result.
Step 3
If the product or service is in an Active ECO-FLYER® it will be identified in an advanced search where that is one of the criteria OR it will be identified by the ECO-FLYER® logo during the search result.
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.
Although there are several competitors, there is currently no dominant green search directory market leader with unique features such as those in GPD. Unique features of GPD's platform include the ECO-FLYER, advanced search criteria such as certifications, distance, ratings, brand, and where a product is made. Most green directories focus on a local market which limits the ability to find innovation, which may be one-of-a-kind and not in close proximity but relevant for implementing a sustainable solution. With GPD, end users can find the closest solution and also others that may be outside their immediate geographic area. Another unique feature is the sustainable attributes that can be associated with products/services that show at-a-glance what makes it sustainable.
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.
In an age where people reluctantly accept the “thunk” of the Yellow and White Pages on their front steps, Connie decided what was needed wasn’t yellow or white, but green. Connie, a former stockbroker with an MBA and owner of a leading sustainability consulting firm, understood that while people could easily find companies through the Yellow Pages, both in print and online, they couldn’t easily find companies that were specifically “green". Also, there wasn’t a platform for companies to discuss, in an obvious way, what good they do for people and the environment. And yet, according to her research, there was a growing body of consumers who want to buy specifically green products and services but don't know where to go to find them. So she spent several years gathering a global team of experts to create the first directory and search tool of its kind specifically to highlight environmentally-aware companies in North America.
Please describe the goal of your initiative; outline what you are trying to achieve
GPD’s goal is to provide the largest database and most efficient online platform to facilitate the shift to a more sustainable economy. There are many entrepreneurs who have developed cleaner & more efficient processes, practices & products as cradle-to-cradle businesses. When these are implemented vertically into the supply chain, the final outcome can dramatically reduce the waste generated and the resources required to produce and distribute goods, plus generate goodwill & social equity to enhance quality of life & provide financial stability for all stakeholders. GPD believes most people are good & will be part of supporting solutions if it's easy to better understand what they are looking for and find it. The design of GPD's platform allows this information to be readily found.
What has been the impact of your solution to date?
To date, there are just under 2000 companies listed on GPD. Connie has not yet marketed to a larger audience beyond this initial content, and needs to begin marketing for content that will attract users and advertisers. From the listed companies’ feedback, they appreciate the exposure they have already gained and GPD’s portal to feature their unique and sustainable products, services, and the good they do. The GPD team has consistently received positive feedback at public meetings and conferences. The message that “this is really needed” has been a recurring theme. End users continually reinforce the need for a way to find out the closest location and latest technologies to implement healthier consumer choices. The GPD team recognizes where must improve and is committed to making these changes this year.
What is your projected impact over the next five years?
GPD’s projected impact over the next five years includes hosting hundreds of thousands of listed companies with hundreds of thousands of products and services that support healthier living so end users have meaningful results to their search criteria throughout North America. GPD’s goal is to support the green economy while generating measurable increases to advertisers’ ROI and measurable increases in the demand for this new generation of entrepreneurs’ products and services. GPD gives a voice to consumers who demand that companies act more responsibly in making and delivering their products and services. In turn, as companies respond to this demand, “green” business becomes the norm, not the exception.
What barriers might hinder the success of your project? How do you plan to overcome them?
There are always risks with any early stage company and GPD management has worked to mitigate these risks. The major stumbling block was a lack of talent to drive content and traffic, and knowing which supporting technologies need to be added to the current GPD platform. The recent addition of Ross Carriere to the management team will ensure that this is addressed and implemented in the next 12 months. Ross was instrumental in helping define standard revenue models for online companies and GPD is fortunate to have him. Lack of capital has also been a barrier. GPD is currently reworking its business plan and financial pro formas to launch a fund-raising effort. Connie has financed the company for the past several years.
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
Identify social networking & ad revenue modules to facilitate channel marketing partners
Tugas 2
Update business documentation & revenue model to reflect new functionality, marketing and business plan.
Tugas 3
Raise funds required to realize 12-48 month plan.
Now think bigger! Identify your 12-month impact milestone
Tugas 1
Integrate updated modules with current GPD website & test for QA to ensure seamless integration.
Tugas 2
Hire additional staff required to actualize new plan. Continue technology testing & client feedback.
Tugas 3
Identify & manage new strategic partnerships to drive content and traffic, develop agreements etc.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
GPD will identify channel marketing partners who are leaders in their sectors, can share leading edge information, identify content leading to healthier solutions to support a shift in end users' purchasing behaviour, and drive content and traffic to the site. These partners are being identified, but official relationships have not yet been formally established.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
Consumers and supply chain managers seek companies and brands with genuine commitments to environmental and social issues. GPD advertisers manufacture, sell, distribute or promote eco-friendly products and/or services. In addition to retailers that exclusively sell organic, fair trade or eco-friendly products, many major companies are adding sustainable products. LOHAS represents approximately 16% of adults in North America and is expected to double within five years.
What type of operating environment and internal organizational factors make your innovation successful?
The GPD team is comprised of award-winning entrepreneurs who have combined expertise in online marketing, finance, social media, sustainability and technical development. Each member has reached a level of business maturity and the team works extremely well together. As shareholders, each is committed to seeing this project through to its successful implementation. GPD has a very fluid and flexible organizational structure and is able to respond to issues quickly without going through layers of management. The GPD is supported by staff that can be relied on as the company experiences high levels of growth. Connie owns 78% of the company shares and is able to make quick decisions as to the direction of the company as required.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Connie has been a business mentor for over 8 years with UBC, Women's Executive Network, Women's Enterprise Centre and the Minerva Foundation.
Created on 08/26/2012 by CBEEN
Develop children's sense of respect for community and encourage sustainable actions by educating them with the shared passion of local expertise.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNama Organisasi
Columbia Basin Environmental Education Network
Country where this solution is creating social impact
Region in BC where your solution creates social impact
Columbia Basin.
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 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
The Columbia Basin is one of the most biologically diverse regions in the world. As a largely rural area, the Columbia Basin was in need of an organization to provide regional opportunities for advancement in learning. CBEEN’s flagship youth program, Wild Voices for Kids, inspires stewardship and a conservation ethic by promoting an understanding of ecosystems and environmental issues, and providing opportunities for students to directly experience ecologically and culturally significant areas in their own back yards. Hands-on programs in their school yards and local environment builds a connection to the land, opportunity and wildlife of their community developing roots to that community and social responsibility. No other program offers this direct connection to local expertise.
The Solution: What is your solution? Be specific!
The Wild Voices for Kids program was initiated right here in the Columbia Basin, is unique in this province, and we have organizations from across the country looking to use this program as a model. The premise of this program is that CBEEN facilitates local individuals with a particular expertise to offer curriculum-linked presentations and field trips to schools. Topics can range from learning about and appreciating local wildlife to hands-in-the-dirt creating edible gardens or learning about bats and building boxes to increase habitat. Starting at this young age provides the opportunity to connect not only with local experts but their passion for the area environment. Through these programs, students will have the opportunity to experience first-hand the biodiversity and amazing heritage of the Columbia Valley. Students will also learn vital skills such as safety in our backcountry and personal responsibility for the sustainability of their land.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
Wild Voices for Kids (WVFK) is CBEEN’s flagship environmental and heritage education program, providing free curriculum-linked classroom presentations and field trips to over 12,000 K-12 students each year across the region’s six school districts. WVFK is simply a database of local presenters who share their environmental or heritage knowledge with students. CBEEN recruits and trains these volunteers from all walks of life (e.g. wildlife biologists, archaeologists, First Nations storytellers, etc), helps them develop programs that meet BC K-12 Prescribed Learning Outcomes, and promotes their programs via online searchable database. Teachers search for and book presentations that meet their grade level, subject, and learning goals. WVFK provides presenters with a cash honoraria and also cover costs of transportation for field trips.
Involvement in community events and celebrations helps forge new connections to other community partners and expertise. Flexibility allows participation in special events with visiting experts who have come to share their knowledge or special occasions such as the Salmon Festival which celebrates spawning salmon or the spring sturgeon release. Without the Wild Voices program schools could not afford the events or have the connections to bring this visiting expertise to their classroom.
By providing the website with availability to all local expertise teachers at all levels now have access to programs they would never have had access to previously and local informal educators have the opportunity to share their knowledge.
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.
CBEEN does not duplicate work but networks directly with many groups promoting their experts for program delivery, including: Parks Canada, Groundswell, all 6 school districts, Columbia Mountains Institute of Applied Ecology, the Creston Valley Wildlife Management Area, Invasive Plant Councils, Canadian Avalanche Centre, Streamkeepers, Mainstream Water Education, B.C. Forest Service, B.C. Parks, The Land Conservancy, The Nature Conservancy, Osprey Communications, Wildsight, Friends of Kootenay National Park, Friends of Yoho National Park, Yoho Burgess Shale Foundation, Kootenay Association for Science and Technology, Kootenay Rockies Innovation Council, East Kootenay Trout Hatchery, Bear Aware and the Columbia Kootenay Fisheries Renewal Partnership / Ktunaxa-Kinbasket Tribal Council.
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.
Although this project has a long history of success in the Columbia Valley, it wasn't until 2008 that CBEEN took it on and developed it across the Columbia Basin. The 'Aha!' moment for CBEEN was being able to take a very simple yet effective model and apply it to a specific region (could be any region!) and immediately see an impact. The "Aha's!" come every time a teacher or student sends a note about what amazing things they have learned or done during their presentation.
Please describe the goal of your initiative; outline what you are trying to achieve
The vision of CBEEN is for people in the Canadian Columbia Basin respect the natural environment and engage in sustainable human activities. Students who participate in curriculum-linked WVFK environmental education programs teach them respect not only for the environment in general but also the value and wonder of their local ecology. Citizens who are connected at a personal level to their locality protect and conserve their environment. Voila!
What has been the impact of your solution to date?
Since 2008, when CBEEN took over the administration of the program and began the expansion, WVFK has reached over 32,000 students! Teachers can now choose from over 155 free, in-class or field-based educational experiences designed to inspire a deeper interest in environmental science, motivate youth to become engaged with regional (and global) conservation issues, as well as bring interactive, hands-on learning opportunities to rural school districts.
Each year the teachers' evaluations have been 99% positive and many thanks are received from both teachers for their wonderful programs and the educators who have been given a voice and the opportunity to share their passion with children.
What is your projected impact over the next five years?
CBEEN's goal is to be able to offer at least one WVFK program to each of the 20,000 student in the Columbia Basin every year! In order to do so, we need to expand our programs to 2,000 additional students every year for 5 years. Are we up to the challenge? You bet!
What barriers might hinder the success of your project? How do you plan to overcome them?
As with most projects of this nature, funding is our largest challenge. As a result, we are undergoing a comprehensive fundraising strategy to allow us to carry this program through the next 5 years and beyond!
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
CBEEN will have improved its proceses for managing the program, and will have effectively marketed it to teachers.
Tugas 1
Redevelop online booking system for a smoother and more seamless operation by both teachers and administrators.
Tugas 2
Inform teachers far and wide about the program and it's benefits, encourage more local community educators.
Tugas 3
Close the loop! Work with teachers and administrators to ensure the program is running smoothly and that gaps are filled.
Now think bigger! Identify your 12-month impact milestone
By June 30, 2012, CBEEN will have facilitated over 350 environmental education and heritage programs to over 14,000 students.
Tugas 1
The required funding goal will be achieved! (it costs us approximately $10 / student / field trip or presentation)
Tugas 2
Feedback will be reviewed and acted upon.
Tugas 3
We will offer training and support to our Community Eductors to ensure their programs are of a high standard.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
CBEEN has Memorandum of Understanding agreements with both Parks Canada and Wildsight. CBEEN also works closely with all 6 school districts in the Columbia Basin. Other partners include Groundswell, CMI, Creston Valley Wildlife Management Area, Invasive Plant Councils, Canadian Avalanche Centre, Streamkeepers, Mainstream Water Education, B.C. Forest Service, B.C. Parks, The Land Conservancy, The Nature Conservancy, Friends of Kootenay National Park, East Kootenay Trout Hatchery, and the Columbia Kootenay Fisheries Renewal Partnership / Ktunaxa-Kinbasket Tribal Council.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
We are targeting all school aged children from Kindergarten - grade 12. We have also discussed the idea of expanding this program to communities (ie. Wild Voices for Communities) as we see this as another simple yet effective step.
Parents also learn from information brought home from their children!
What type of operating environment and internal organizational factors make your innovation successful?
The Wild Voices for Kids program is a perfect fit for our organization as it allows us to not only support our members in developing the knowledge and skills but also allows us to facilitate opportunities to share this with kids. It should be noted that as the WVFK program expands, so too will the database of presenters, bringing even more diverse knowledge and skills under the program’s umbrella.
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 referenced in the application, funding is the biggest obstacle we face. However, we are always interested in developing our network and sharing ideas. As a network we would be pleased to share other ideas with our network. We would also be happy to assist other projects that may be a good fit help to get their ideas 'off the ground'.
Created on 08/16/2012 by Keeners Car Wash
We are a mobile car wash that is environmentally sustainable and we generate funding for homeless and at-risk youth programming.
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:
a. Nirlaba
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:
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 solution addresses? Choose up to two
Access, Quality.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
We address two Needs:
1)Water is being depleted at an alarming rate and one of the biggest culprits is car washes. It takes an average of 57 Gallons or 216 Liters of water to wash a car using conventional methods. In addition, the water used is contaminated with soap and harsh solvents that are often not reclaimed and removed. Many of those chemicals end up in the sewer and storm systems and eventually the aquifers.
2) Homeless and At-risk Youth are in need of jobs and life skill training to help become full members of society. In the current marketplace, job experience is almost always needed and employers have a large pool of unbarriered individuals to choose from, making it difficult to find work.
The Solution: What is your solution? Be specific!
The solution to both needs is: Keeners Car Wash! We are operating a pilot project using steam technology to clean vehicles in Corporate lots in the Lower mainland. We reduce the water consumption to just 1 Gallon or 4 Liters of water per vehicle and use no soaps or chemicals. There is no run off and no waste. This business also creates jobs for youth to gain skills and experience and all the profits of our business go to support homeless youth programming through Directions Youth Services Center. We also envision a supportive work program to help with life skills and training in the near future.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
We set up partnerships with car sharing companies and small fleets to wash their vehicles, and corporate companies to deliver a concierge service to their employees. This generates the profits that are used to give back to Directions and their homeless youth programs. Through our daily activities we keep an eye on our environmental impact in all aspects. We currently use Steam as it does not require any soap or chemicals and significantly reduces the amount of water used.
The Marketplace: Who are your peers and competitors? Identify others working to address the same needs as you and indicate what sets you apart from them.
We are the only mobile car wash social enterprise in Canada. While there are many groups and organizations working to end homelessness, we are unique in our service field. There are other established mobile car wash companies as well as many hand and automated car washes, but none use the combination of environmental and social responsibility that we offer.
This Entry is about (Issues)
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.
Last year we were exploring ideas on how to increase our impact with youth and the environment. Someone suggested a Car Wash and an idea was hatched. After a bit of research into the field and the current technology we saw that there was a gap and a niche that was not being filled and Keeners was born.
Please describe the goal of your initiative; outline what you are trying to achieve
We envision building a livable, sustainable world where youth can reach their full potential. We will do this through innovative and environmentally sound business practices while delivering high quality mobile car wash services. We want to develop a supportive employment program for youth while being a profit generating business.
What has been the impact of your solution to date?
In the two months since starting operations we have saved 45,300 liters or 11,966 gallons of water and have provided on going part-time employment for 4 youth.
What is your projected impact over the next five years?
In 5 years we are planning on providing employment and job skills to 40 youth and help them transition to other future employment.
We will also be economically sustainable near our 3 year mark and by year 5 will have provided approximately $50,000 in order to support the pre-employment program SYJA at Directions Youth Services Centre.
What barriers might hinder the success of your project? How do you plan to overcome them?
Our competitors are able to provide a similar service at a lower cost which may make it hard to compete. We are overcoming this with a higher quality and consistent service. We stand by our service and all staff will be trained to be able to deliver this level of quality. Our branding and marketing address this issue as well.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Growing our business to servicing 6 lots and providing full time employment for all youth.
Tugas 1
Build a strong and stable clientele
Tugas 3
Implement and expand "Demonstrating Value Framework" with Vancity Foundation
Now think bigger! Identify your 12-month impact milestone
Begin our supportive employment programming
Tugas 2
Develop employment support framework
Tugas 3
Hire or gain access to part time employment support coordinator
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
Funding Partnerships: We currently have received start up funding through the Vancity Credit Union, Vancity Community Foundation, Enterprising Non-Profits and the Central City Foundation.
Current Service Partnerships: Electronic Arts and Modo Car Coop
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
What type of operating environment and internal organizational factors make your innovation successful?
As Keeners is operated out of Directions Youth Services Center, we are able to get support through administrative and overhead support reducing our overall costs. Family services operates 4 other successful social enterprises and has been able to provide admin and IT systems when needed to help ensure we are as successful as possible.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
We fully support collaboration and partnership through sharing of knowledge and experiences with other social enterprise ventures throughout the province. We would also be able to offer our services to any other non-profit that would like to get their cars cleaned.
Created on 08/15/2012 by JPeat
Get Outside BC fosters a deep-rooted connection between BC youth and nature, so that they can be effective and committed environmental stewards.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNama Organisasi
Canadian Parks and Wilderness Society - BC Chapter
Country where this solution is creating social impact
Canada, BC, Cities/towns across B.C.!
Region in BC where your solution creates social impact
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.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
Today’s youth will face a number of environmental issues as they grow older including the inevitable effects of climate change and loss of habitat. Research shows that youth who develop strong connections to nature when they are young grow up to safeguard it in the future. If younger generations are not connected to their natural environment, it is unlikely that they will understand the importance of ensuring our planet remains healthy into the future.
Youth in communities all over B.C. are spending an unprecedented amount of time indoors rather than exploring their nearby natural environment. Most youth can identify more corporate logos than local wildlife. Barriers to spending time outdoors include cost, inaccessibility and fear of the unknown.
The Solution: What is your solution? Be specific!
Get Outside BC is a collaborative project that strengthens youth attachment to B.C.’s environment by training and empowering young leaders from across the province. Forty 14-18 year olds take part each year and impact approximately 400 other youth in their communities. Since 2011, we have organized the project as an annual 3-phased program.
Every aspect of the program has authentic youth engagement at the forefront. Rather than telling the youth what to do and how to be a leader, the project is designed to enable the participants to discover their own sense of leadership and what it means in the context of connecting other youth to the outdoors.
There are many projects aimed at connecting youth to the outdoors, but very few offer follow-up engagement with their participants. Get Outside BC is innovative in the way that it is built around sustainability; we want to ensure that this group of leaders remains connected and continues to inspire other youth into the future.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
Get Outside BC has three phases, which all contribute to its success as an effective and sustainable project.
Phase I: Outdoor Leadership Youth Summit
Forty youth, aged 14 to 18, from across the province come together in July for a 5-day outdoor youth leadership summit in Squamish, B.C. The summit includes a night camping nearby, hiking, leadership training, discussions with ‘green job mentors’ and other outdoor activities.
Phase II: Youth-Led Outdoor Events
After the Summit, the youth go back to their communities to plan and host their own outdoor events, to inspire other youth in their communities to get outside. The youth are eligible to receive $200 in funding from the project to fund their events. Examples of events include beach and park clean ups, outdoor concerts, and multi-day hiking trips. Some events have had 10 youth attend, others had over 100!
Phase III: Regional Reunions
In October, regional reunions are held throughout the province where the youth reunite in their regional groups to talk about and learn from one another’s events and plan for the future. Each of the reunions are connected via videoconferencing so the youth have a chance to connect with everyone once again.
Each of the communities where the youth's events take place benefit from the community building and the opportunities to connect to nature that the events provide. This increased connection will undoubtedly lead to communities that are more interested in safeguarding their environment and therefore the health of their citizens into the future.
The Marketplace: Who are your peers and competitors? Identify others working to address the same needs as you and indicate what sets you apart from them.
Other outdoor leadership programs include the Robert Bateman Get to Know program and a nearby leadership program called LEAP. In the US, there is a program called Outdoor Nation.
What sets Get Outside BC apart lies in its collaborative nature, its youth-led approach and its sustainability as a project.
Get Outside BC is run collaboratively with other organizations; the project really benefits from the various strengths that each organization brings.
Get Outside BC empowers youth rather than informing them. The youth are able to form their own leadership style and execute their events to their liking.
The project is sustainable since the 40 youth form a network across the province that stay in touch, plan future events, and continue to plan ways to get other youth outside.
This Entry is about (Issues)
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 have had many “Aha!” moments, many of them occurring during Phase II events. During Phase II, it is evident to see the passion and excitement that the participants have gained from the Summit - each youth presents their own unique story that makes us, as founders, proud to be involved in this project.
One year there was a youth participant who showed up to the Summit disengaged and lacking excitement for the project. About half way through the summit the participant came up to one of the staff and said: “I’m going to go home, work with other kids in my community, and change my life around.” For the rest of the Summit the participant became fully engaged in the programs and has since returned to their community and hosted a successful event to get other youth outside. These are the types of moments that make us proud to be a part of this project.
Please describe the goal of your initiative; outline what you are trying to achieve
By empowering youth from across B.C. to inspire other youth to spend meaningful time outdoors, Get Outside BC ensures that multiple generations are connected to nature and understand the importance of protecting the environment, so that ecosystems remain healthy and intact into the future.
In addition to qualitative goals, the project has quantifiable goals and provides measurable results in the short term. Forty 14 to 18 year olds will participate in the project each year, and it is our hope that the project will reach approximately 400 additional youth all over the province each year. As shown from the first year of the project, the goals and objectives of this project are reachable over one year and can be well evaluated.
What has been the impact of your solution to date?
Each year we have had 40 youth participate in the project. This year, 5 ‘peer leaders’, who were youth from the previous year’s project, were able to participate and share their experiences.
Through evaluations from last year’s project, a total of 546 people were indirectly impacted by the project through the youth’s events. 100% of the participants said that they would participate in the project again if given the chance and 100% stated that they are currently, or would like to, plan another event aimed at getting other youth outside in the future.
This year, 275 youth have been indirectly impacted so far through the events, and there are still more events to come. In the 2 years of the project, 38 communities have been reached. The youth were also able to solidify a number of media stories about their events.
Many of the youth have gone on to participate in other impressive leadership activities, and have stated that Get Outside BC gave them the confidence to do so.
What is your projected impact over the next five years?
The project’s success will be measured by how many youth participate in the project each year(goal: 40), how many youth come out to their events (goal: 400 in total), how many other people come to their events (goal: 100 other people in total), how many youth secure media stories about their events (goal: 15), and how many youth participate in the regional reunions (goal: 30).
Long term evaluation involves tallying how many youth from the project remain actively involved in planning events, how many keep in touch with the other natural leaders, how many youth express interest in becoming involved in future Get Outside BC projects, etc. (goal: 30 each year total)
This means that over five years, 200 youth will be directly impacted, and at least 2000 indirectly.
What barriers might hinder the success of your project? How do you plan to overcome them?
Securing funding for the long term – We will work to keep our current funding partners engaged. We’ve also diversified our funding strategy (government, foundations, large donors) to help ensure that the project continues each year.
Participants may become disconnected from the project - We attempt to overcome this by using a variety of methods to engage with the participants after Phases I – III are completed. These include social media, conference calls, e-mail, a natural leaders website, events and more.
We may not have enough applicants from varying backgrounds – We have created relationships with organizations in different towns to help promote it locally, and use a wide variety of promotional methods to advertise the project.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Ensure funding and important partners are lined up for Get Outside BC 2013.
Tugas 1
Apply to and meet with new and current funders for the project and discuss their future involvement in the project.
Tugas 2
Meet with organizations that have expressed interest in getting involved to brainstorm and plan out their involvement.
Tugas 3
Attend at least 3 other youth and outdoors networking events to meet with and discuss potential partnerships.
Now think bigger! Identify your 12-month impact milestone
Increase the scope and impact of the Get Outside BC project in B.C. and beyond.
Tugas 1
Aim higher – Encourage and enable participants to host larger local events that attract more youth.
Tugas 2
Further the growing network of Get Outside BC leaders. Connect years 1, 2 and 3 digitally through an interactive gathering.
Tugas 3
Hold a workshop with CPAWS chapters throughout the country to enable them to form their own Get Outside projects.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
Get Outside BC is greatly appreciative of the financial support it receives. Many of the primary sponsors also participate in planning and implementation of the project by sitting on the steering committee. To honour our sponsors, we include sponsor names and logos on all promotional materials, including participant t-shirts, stickers, brochures, and journals. They are also recognized on the Get Outside BC and CPAWS-BC websites, through social media, in promotional videos, and in the CPAWS-BC newsletter that reaches 10,000 wilderness lovers across B.C.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
We are targeting as many diverse populations across B.C. as possible. We have worked to ensure that there are First Nations participants, both rural and urban participants, and participants from visible minorities. The entire project is free for participants, so this helps to ensure that youth come from all corners of the province despite their economic status. Last year, 85% of respondents in our survey indicated that it was very important to their Get Outside BC experience that we ensured there were participants from communities across the province.
What type of operating environment and internal organizational factors make your innovation successful?
We have a board and senior staff who are very supportive of the project and put a lot of faith in the staff that run it. It is a primary focus of the organization to ensure that today’s youth are engaged in the environmental movement. Therefore, the organization holds this project as a high priority, which helps ensure its success.
CPAWS has a strong and committed volunteer base upon which we can call on people to help ensure roles are covered in planning, promotions, and throughout the actual project.
As mentioned in our 12-month goal, we are looking to spread the Get Outside project to other regions throughout Canada. CPAWS is a national organization with chapters in almost every province and territory; this will help immensely in spreading the project across Canada.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
CPAWS has chapters in almost every area of Canada, so we have multitudes of research and information on a wide variety of topics that we have completed and gathered over the years.
We have also participated in a number of collaborative efforts throughout the years and would be interested in learning about future collaborative opportunities that are relative to our organization's goals.
Global problems, Collaborative actions
Lisfoy Group has a dream to create a better planet for living creatures. We want to invent exciting extraordinary solutions for global problems by collaborating innovative minds all over the world. The innovation point is the pivotal moment when talented and motivated people seek the opportunity to act on their ideas and dreams.
SeaBus aims to:
1. Promote awareness of the links between food production, food choices, health and well-being.
2. Encourage smart seafood choices and purchases.
3. Support closed containment fish farming and synergistic agricultural methods.
Created on 08/13/2012 by Deborah Haust
SeaBus operates aquaponics inside a refurbished school bus. This mobile tool promotes the relationship b/w consumption of quality food and indv. well-being.
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:
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?
Beroperasi kurang dari satu tahun
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
Aquaculture under the right conditions can be a viable part of the solution to the increasing pressure on our oceans’ resources (seachoice.org). Best management practices and greater awareness can stop detrimental fish farming conditions that are directly impacting our marine ecosystems and negatively affecting our oceans.
SeaBus aims to increase the public’s demand for sustainable aquaculture farming practices to conserve and protect our marine environments. For this purpose, SeaBus encourages Canadians to choose high quality, disease-free seafood that is grown in eco-friendly, closed containment environments.
As more sustainable aquaculture operations are established in North America, buyers need to be educated to ensure that they make smart purchasing decisions.
The Solution: What is your solution? Be specific!
SeaBus is a refurbished school bus that operates a mobile energy efficient aquaponics system. Being mobile, SeaBus will take its message to “choose sustainable seafood” from across British Columbia all the way to Nova Scotia during the summer of 2013.
By situating SeaBus in grocery store parking lots, customers can hop in, learn about eco-friendly aquaculture practices and the benefits associated with purchasing and consuming sustainable seafood.
In addition, SeaBus will promote sustainable seafood within towns and cities, and always maintain an open door policy.
SeaBus is a fun educational tool to help individuals gain a more meaningful understanding of how consuming sustainable seafood can help conserve our oceans and marine environments.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
SeaBus has two main goals:
1. Facilitate learning, and
2. Cultivate greater understanding of sustainable seafood.
By driving SeaBus across Canada, sustainable aquaculture farming methods, and sutainable seafood will become topics of conversations through in-person interactive education on the refurbished school bus.
The school bus will be purchased and refurbished in Winter 2012 and the aquaponics system will be designed and built in early 2013. This ensures operation runs smoothly and early hiccups are dealt with accordingly ahead of time. Marketing and educational materials will be produced in addition, to a website that showcases the interactive cross-Canada tour and can be a focal point for community conversations around the related bigger issues.
With demonstrated success, SeaBus can continue to foster increased awareness of the importance of choosing sustainable seafood in other cities and towns in both Canada and potentially, the U.S.
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.
SeaBus is taking a fresh approach to educating individuals about sustainable seafood. Through this approach, SeaBus is raising the bar, implementing a new enterprise to tackle some of our world’s growing concerns related to ocean conservancy and traditional fish farming practices.
There are many organizations across Canada producing education programs related to food, however, these organizations are not developing mobile programs on a bus. Therefore, SeaBus is a) different in scale b) unique in look and c) mobile.
One source of inspiration for SeaBus is a similar project based in Salt Lake City, Utah called the Green Urban Lunch Box (GULB). The GULB launched by Shawn Peterson has grown to be a city-known education urban agriculture project. Deborah & Shawn are sharing knowledge.
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.
SeaBus is the social enterprise arm of SeaMarket, a consulting business that provides a variety of services for sustainable aquaculture and agriculture producers.
SeaMarket is continuously challenged by the lack of connection among individuals between consuming high quality foods and living a high quality life. Simply educating the public on sustainable farming practices and the importance of ensuring eco-friendly products are consumed can help overcome this challenge.
There is an inherent growing need for increasing public awareness around the benefits of specific practices such as closed containment aquaculture, organic certifications and use of non-GMO products.
Continued discussions with aquaponics expert, Bruce Swift (Tri-Gen Inc.) lead Deborah to create the idea behind SeaBus. By operating aquaponics on a refurbished bus, SeaBus can not be restricted by place and as a result deliver its message at a national-scale.
Please describe the goal of your initiative; outline what you are trying to achieve
SeaBus mandate is to facilitate awareness of the relationship between quality of food and life.
SeaBus aims to:
1. Promote awareness of the links between food production, food choices, health and well-being.
2. Encourage smart seafood purchasing.
3. Support sustainable and synergistic aquaculture methods.
SeaBus believes that:
• Food is a foundation for community engagement.
• Small-scale aquaponics projects foster meaningful dialogue about the link between food and well-being.
• Such projects enable individuals to make knowledgeable healthy lifestyle choices.
• Approaches to learning that facilitate engagement, lend themselves to knowledge-sharing.
• Effective knowledge-sharing will inspire others to undertake like-minded community projects.
What has been the impact of your solution to date?
To date, SeaMarket has been growing as is the demand for sustainable aquaculture and agriculture producers. Its impact is not grassroots, and to change that SeaMarket is developing a social enterprise arm, SeaBus. To create a positive impact by reaching one individual at a time, and showcase what eco-friendly farming practices look like.
Individuals are more reactive when all of their senses are required. On SeaBus, individuals will be able to touch, taste, see and smell a sustainable aquaponics system. SeaBus as a result, can make a huge impact.
What is your projected impact over the next five years?
Within the next five years, SeaBus will have traveled across Canada, presenting its message to choose sustainable seafood to individuals in cities and towns across the nation. The greater impact thereby will be to develop more conscious consumers when it comes to buying seafood. By the end of 2017, SeaBus hopes to be operating with more buses, allowing the education program to be delivered in more than one area at a time.
What barriers might hinder the success of your project? How do you plan to overcome them?
Practical barriers that could hinder the success of the project include operation hurdles with the school bus and equipment. However, these barriers can be overcome easily with suitable funding and investment in place.
Farming itself presents a natural risk, with fish and agriculture not being able to survive, diseases being contracted and spreading. Therefore, bio-security and cleanliness is always of utmost importance.
Finally, vandalism is always a threat to the success of the project. Being a mobile application, the school bus could be stolen, which is why it will need to be appropriately insured and always parked in a safe 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
Source funding for capital costs: school bus (purchase, transport & insurance), equipment for aquaponics & expert services.
Tugas 2
Develop marketing and educational materials: bus art work, programming, take-away for visitors, website, brochures & video.
Tugas 3
Align suitable sponsors and partners.
Now think bigger! Identify your 12-month impact milestone
Tugas 1
Create a fundraising video to raise initial awareness and gain additional funds through crowd funding and sourcing.
Tugas 2
Determine schedule of events, location of parking spots and roll out an interactive calendar on the SeaBus website.
Tugas 3
Ensure all aspects of the day-to-day operating model are ready to go, such as hiring of like-minded staff.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
To ensure the long-term success of SeaBus, the development of smart partnerships are crucial.
SeaBus will aim to create marketing partnerships with associations such as the Land Based Aquaculture Association, Tides Canada Innovation in Aquaculture division and OceanWise. In addition, SeaBus will discuss sponsorship opportunities with larger grocery retailers including Whole Foods Market, Loblaw and Safeway. Cities and towns, farmer markets and agriculture organizations will be contacted about exploring partnerships on a marketing, sponsorship or corporate level.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
At this time, SeaBus will be targeting Canadian cities and towns from British Columbia to Nova Scotia. The Bus will be a true Vancouverite - being constructed in Vancouver and launching from Vancouver, it aims to help Van City be seen as the Greenest City by doing so. The BC license plates will also help accomplish that.
The target market is large, as its the Canadian seafood consumer.
What type of operating environment and internal organizational factors make your innovation successful?
SeaBus will run initially as the social enterprise arm of SeaMarket, an existing sole propertiership registered in British Columbia. At the present time SeaMarket is run by Deborah Haust and as SeaBus grows and develops, additional staff will be hired to manage and facilitate the educational program.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Aquaponics is a sustainable food production system that combines traditional aquaculture with hydroponics in a symbiotic environment. In aquaculture the fish waste produced increases toxicity to the fish therefore it must be discarded. However in hydroponics, by-products from aquaculture are filtered out by the plants as fertilizer or nutrients. Aquaponics is the combination of both systems.
Created on 08/10/2012 by Erika Vohman
Maya Nut is a natural, native and nutritious rainforest tree food which has potential to motivate rainforest conservation, improve health and nutrition in rural communities and stimulate local economies. Market-driven conservation can be achieved by Maya Nut marketing and sales.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNegara Organisasi
United States, CO, Crested Butte, Gunnison County
Negara tempat organisasi ini menciptakan dampak sosial
Nicaragua, CD, Chichigalpa, Chinandega, Leon, etc.
Gender of Innovator
Female
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
Maya Nut: Ancient food for a Healthy Future
Pilih 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
The Need: What problem are you trying to solve?
Maya Nut forests have been decimated throughout their native range. Because Maya Nut is a keystone species for wildlife, loss of these forests reduces habitat for biodiversity. Loss of Maya Nut forests also reduces environmental services, such as CO2 sequestration, protection of soils and water, and biodiversity. Poverty and malnutrition are increasing in the region, where the splendid kingdom of the Maya once reigned supreme. This is in large part due to loss of Maya Nut forests, which once provided abundant quantities of high quality food, free for the collecting. In Latin America women and girls are marginalized and prevented from participating in economically productive activities and from getting adequate education. This is why we work with women and Maya Nut is a 100% women's product
The Solution: What is your solution? Be specific!
Maya Nut forests protect biodiversity, soils and water. They sequester CO2 and are highly drought resistant. Maya Nut is a women's product, and the Maya Nut agroindustry will create educational, job and income generating opportunities for rural and indigenous women and girls. Maya Nut is a healthy, high quality food and can help reduce chronic malnutrition and stunting in children and adults. Creating a market for Maya Nut will motivate governments, institutions, individuals, corporations and communities to plant and restore Maya Nut forests because they will generate income. Maya Nut forests are more lucrative than any annual crop and even more than oil palm, if we can create a market that is large and consistent, we can reduce the influx of oil palm in Central America. Maya Nut can be wild harvested, processed and sold by rural and indigenous women, thereby creating a healthy, dignified economy for rural communities to thrive and become independent of foreign food and aid.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
We have worked for 12 years to develop the supply side of Maya Nut in Central America and Mexico. We have trained more than 18,000 women from 1000 communities in Nicaragua, Guatemala, El Salvador, Honduras, Mexico, Peru, Costa Rica, and Colombia to harvest and process Maya Nut. We still have a lot of work to do to refine quality and quantity of supply and establish standards and best practices, but meanwhile we realize the very pressing need to create a brand and a market for our product. Having a market that is willing to pay a fair price for women's wild harvested Maya Nut will create the economic incentives for communities to conserve and restore Maya Nut forests and will very quickly earn the attention of the governments of the countries where Maya Nut is produced, generating investment in Maya Nut reforestation to satisfy the growing demand. Our brand will be unique in that our Maya Nut is 100% sustainable (harvested under strict harvest plans), 100% women's product (100% of the board of directors and 70% of employees of all producer groups are female), 100% fair trade (minimum fair price is determined by producers, not buyers) and 100% organic (verified by laboratory exams). No other Maya Nut currently on the market (sold under the trade name "Ramon Nut") meets these standards. Our primary activity in this project is to create a brand and a marketing strategy by conducting surveys, designing and vetting logo and slogan options, selecting target markets (high paying niche markets), and marketing.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
There are very few (3 or 4 maximum) other companies marketing Maya Nut (under the trade names Ramon Nut, Mojo, and Capomo. None are working to ensure their product is sustainably harvested, none work with women and none are paying fair trade prices to producers (by our criteria). We dont feel these companies challenge our market, rather we appreciate their help in educating consumers about Maya Nut because it is a new, unknown product and consumers still dont know what it is.
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 supply chains, Access to technology, Access to economic opportunity.
What has been the impact of your solution to date?
We are just starting up, but to date we have helped women increase their annual family income by between 15-25%. Women are learning to open bank accounts, illiterate women are learning to write so they can sign checks, women's husbands help more around the house so their wives can work, girls are participating and learning valuable skills for the future, more than 1,500,000 Maya Nut trees have been planted, we have conducted considerable research on the nutritional, antioxidant and vitamin content and genetics of Maya Nut (with our partner institutions), we have successfully grafted Maya Nut trees to reduce harvest time. Maya Nut is approved for consumption in Europe, the USA and Canada. More than 15 companies are currently conducting R&D on Maya Nut for inclusion in products such as smoothies, breads, cookies, gluten free products, energy bars, hot and cold beverage mixes and other things.
What is your projected impact over the next 1-3 years?
We hope to increase demand for Maya Nut and thereby increase income for women producers. Our target is to incorporate at least 700 new producers from Honduras, Mexico and Nicaragua in the next 3 years and increase their incomes and the incomes of current producers by at least 25%/year. We hope that our marketing program will motivate the planting of at least 2,000,000 new Maya Nut trees in the next 3 years.
What barriers might hinder the success of your project? How do you plan to overcome them?
Negative publicity about the quality, hygiene, sustainability or fair trade aspects of Maya Nut would hinder us as we start to "grow" our market. We must be extremely scrupulous about quality and hygiene, lab testing every lot of Maya Nut before bringing it to market.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Brand Maya Nut for Markets
Tugas 1
Identify target/niche markets (s)
Tugas 2
Create a brand/logo/slogan and test on target markets
Tugas 3
Create products and packaging, distribute samples to potential buyers
Now think bigger! Identify your 12-month impact milestone
Establish Maya Nut standards, fair trade cost structure and best manufacturing practices.
Tugas 1
Publish the International Standard for Maya Nut on our website and on FDA and FAO websites
Tugas 2
Establish and publish minimum fair price for Maya Nut for each country where we work based on production costs
Tugas 3
Determine and publish "Best practices for Maya Nut manufacturing"
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
I was working in Guatemala as a biologist and saw so much deforestation, poverty and malnutrition at the same time i was seeing hundreds of Maya Nut trees in the forest and the forest floor covered with a thick carpet of Maya Nut seeds. A local told me the Maya Nut was the staple food for his ancestors, the Maya. When i returned to the US i researched it and discovered that it's really really nutritious. I decided then to dedicate my life to "finding balance between people, food and forests" and started the Maya Nut Institute (formerly named, the Equilibrium Fund) to rescue lost indigenous knowledge about the Maya Nut for food and income. I decided to work exclusively with women, also a result of my time in Guatemala when i was planning a reforestation program with a community and when only women showed up for the first meeting, the program director (a Guatemalan man) told the women " you need to send your husbands to the next meeting, because you are women, you have no voice here".
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
we partner with more thank 200 local and international organizations and government institutions. These include large multinationals such as Heifer Project International, the GIZ German Development Agency and the United Nations Small Grants Programs, and smaller, local organizations such as AGAPE, El Salvador, Feed the Hungry, Nicaragua and others. We also partner with regional government such as the Ministry of Agriculture, Guatemala (MAGA) and the regional forestry department of Quintana Roo, Mexico. We have university partnerships as well, including the University of Guadalajara, Mexico an
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 would love mentoring and ideas from others who have brought novel foods to market in the US and Europe. We have a lot of experience with the supply side, and we are more than willing to share that with others. We have no experience at all with marketing, quality control, and things like that...we need that.
Created on 08/2/2012 by hebear
Connecting community and clients through technology and communication.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNegara Organisasi
Canada, BC, Prince George
Country where this solution is creating social impact
Canada, BC, Prince George
Region in BC where your solution creates social impact
Northern British Columbia.
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?
Beroperasi lebih dari 5 tahun
Which of the following best describes the barrier(s) your solution addresses? Choose up to two
Access, Cost, Transparency, Quality, Equity.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
As a low income housing provider working in partnership with a variety of organizations and government, we solicit and receive housing applications from those who are in need of subsidized housing and are put on a waiting list. When a home becomes available and we call individuals on the list, their numbers are out of service, no longer there, etc... The same situation rises when individuals are looking for work, appointments with counsellors, medical support, notices about upcoming events. Many cases where opportunities for advancing individual personal goals and objectives are missed because of the inability to connect with the individual.
The Solution: What is your solution? Be specific!
A community voice mail system is in operation in Vancouver hosted by Luma Native Housing and has been for 2-3 years. The voice mail host provides homeless and low income people, students and others with access to a voice mail that provides communication between them and the support services within the community. Notifications for jobs, housing availability, Dr. appointments, messages about upcoming events. Shared responsibility with all Social Service, non-profits, private sector, public sector. Provides communication for those who cannot afford or do not have access to a phone, cell phone.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
The Community Voice Mail provides a part time person who manages the voice mail,provides local training for service providers who want to participate in the program to post information or to leave a message for the client. Housing, employment, counselling sessions, activities are now available for everyone, and it does not cost the user a penny as the cost would be supported through contributions from local businesses, societies, government agencies, foundations, opportunities like BC Idea.
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.
Our peers are all service agencies, government, the Aboriginal community, all working together, not competing. This is on solution that involves everyone working together to provide a coordinated service for those in need.
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 a member of the Aboriginal Community and participant of the Community Partners Addressing Homelessness, I had the chance finding this solution on Luma Native Housing web page. I followed up on how the program works and what it does to address homelessness and other supports. It is very successful throughout the USA and now in Vancouver.
Please describe the goal of your initiative; outline what you are trying to achieve
The goal is to connect those in need with the supports and services that will help them move forward with their personal goals and aspirations for recovery, housing, education, feel connected and a sense of belonging. It is also a tool to connect the support services and community to come together and celebrate successes, collectively as individuals are no longer homeless, have a job, are working on the medical issues, have someone who keeps in contact with them.
What has been the impact of your solution to date?
So far, there is unanimous support from a variety of local NGO's, non-profits, local government, and provincial government to see this move forward. We are just in the infancy stage of marketing this to providers, potential funding partners, etc... Luma Native Housing will assist in setting it up through the guidance of Springwire out of Seattle, the creator of the program.
What is your projected impact over the next five years?
Better connection with those in need, better communication, less missed appointments for health and counselling and support, jobs secured, people housed and community coming together.
What barriers might hinder the success of your project? How do you plan to overcome them?
Lack of funding. But once this gets going, we are confident there will be plenty of support from 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
Market the program, receive the training, hire the person.
Now think bigger! Identify your 12-month impact milestone
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
Community Partners Addressing Homelessness (50 agencies), Urban Aboriginal Working Group, Ministry of Health, a variety of non-profits, Springwire, Luma Native Housing, Lheidli T'enneh.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
Surrounding smaller communities; Vanderhoof, Fraser Lake, Burns Lake, Ft St James. People migrating into Prince George from these communities.
What type of operating environment and internal organizational factors make your innovation successful?
Our caring and professional staff and volunteers will make this a huge success in Prince George. We presently manage 160 homes and are working to expand the portfolio for more affordable housing in partnership with others.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Knowledge and information resources.
This project also has a Changeshop where you can read more about its latest progress.
Go to Changeshop: Stock of Oxygen .
Created on 07/24/2012 by Shura Babayan
"Stock of Oxygen" it is the service that allows to people to start to collect paper in special barrels and to recycle it. When special barrel will become full (25 kilos), the car will come and take away the paper and bring it to recycle point. This service will have low price and comfortable conditions for original citizen.It will help to live in green way! In Russia we don`t do it!
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNegara tempat organisasi ini menciptakan dampak sosial
Apakah organisasi Anda adalah:
a. Nirlaba
Berapa lama organisasi Anda telah beroperasi?
Pilih
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
The Need: What problem are you trying to solve?
I want to solve the problem of garbage in my country. Everybody say to me: "what you can do with collecting a paper?!" I know, we need to start to solve small problem. A lot of people in Moscow want to collect paper and recycle it, but they don`t know how to do it, or they don`t have time or they just to lazy to bring this paper for recycling point!
The Solution: What is your solution? Be specific!
I decide to take away the papers that the citizens will collect.The cost of this service will be low, 5 dollars a month (I will take their papers when their special barrel will be full (25 kilos of paper).This special barrel i will give for them. They will need just collect paper and wait when my car will take away their papers.
I need:
1.a 1-ton cargo vehicle;
2.driver-loader;
3.web-site;
4.special "barrels" for collecting paper, for the start i need 60 barrels;
5.rent of garage for storage of the collected papers;
6.Administrator
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
I start to collect paper by myself! I adjusted barrel in my flat and start to put paper,then my parents start to do the same. I start to talk about it Facebook and Livejournal,my friends start to say that they also want to make the same!Write now i collect a paper among my friends only when i have an opportunity (I try to find a car and collect a papaer).
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 have competitors because we have similar services but they suggest to citizen another conditions. Person have to colletc 500kilos of paper and then the car will come to you.It is impossible. I don`t want to make money on this, so that`s why the cost of this service is so low. I need only that this project become self-supporting and I can continue to help our planet.
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 talent.
What has been the impact of your solution to date?
I have 5-7 person that start to collect paper
What is your projected impact over the next 1-3 years?
My project will be spread! And in the next two yeard will be more citizens that will collect paper. I also want to spread green way of life. To educate childrens how to live in harmony with our planet! I will make different workshops for the children of people who use my service! It will be free I think.
What barriers might hinder the success of your project? How do you plan to overcome them?
Motivation of people to collect papers!
I think in this situation I will invent some competition between people that collect papers. The person who gets the best paper will receive a prize.
I will make a blog where will write about the problems of environment.It will help to spread the information."The active life" in social network will also to spread my idea.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Tugas 2
disseminate information about such service in social networks
Tugas 3
to have 150 citizens that will use this service
Now think bigger! Identify your 12-month impact milestone
Tugas 1
to participate in different green-workshops and events
Tugas 2
to have 300 citizens that will use this service
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
I have only frineds to whome I told my idea and the people that just say to me "invent something and we will start to collect our garbage and start to recycle it". So I know, that this solution will help to people to go green. We don`t have such service and this service have to be at low-price and this can be only when founder don`t want to make money on such service!
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
I will be an administrator in this project and will do the whole work.
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 07/24/2012 by herivalens
Jaringan Madu Hutan Indonesia – Indonesian Forest Honey Network, bringing about integrated solution to environment conservation, culture preservation, and strengthening local economy.
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
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
Jaringan Madu Hutan Indonesia Sustainable Forest Honey Business and Wetland Conservation
Pilih 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
The Need: What problem are you trying to solve?
Forest honey is said to be the finest blend of nectars from a wide range of sources, making it most sought for. It is produced by certain species of bee, which can only be found in forest of prime condition.
Traditionally the forest honey is collected by people living around the forest. They have mastered the sophisticated art of honey gathering for generations. However, they’re lacking knowledge about sustainable harvesting technique and proper equipment. Thus the production quality is very low, as well as the selling price.
Driven by economic pressure, these traditional honey collectors are lured into illegal logging. Following destruction of bee habitat, people are gradually losing their traditional livelihood, leading to irreversible damage of the forest.
The Solution: What is your solution? Be specific!
Jaringan Madu Hutan Indonesia (JMHI) facilitated a thriving forest-honey business to boost the local economy while protecting the forests. Traditional honey collectors are introduced to technical capacity building (such as sustainable harvesting methods, proper equipment, to organic certification) as well as organization skill (including fair trade principles and how to unite to maintain good bargaining position in setting price). Following increase of production quality and price, local community began to taste the sweet taste of their honey. This serve as a powerful motive for forest conservation - in order to protect the bee habitat. Local customs are made regarding tree protection, for example. And social sanctions apply to those violating.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
Our main activities:
Training of sustainable harvesting technique, namely taking only the honey and leaving the bee larvae intact. This way the bee will rebuild the harvested section and fill it with honey within 2 weeks. Thus we can harvest 2-3 times more often and ensure the existence of bee within the ecosystem. Previously people take the whole nest, so that larvae are taken as well.
Training of hygienic honey processing, and providing honey strainer, stainless steel knife, gloves, container. Previously the processing is done by bare hands, and sometimes people use paint bucket or whatever container easily found to keep the honey. Now we use drip system instead of hand pressing and only food grade container to collect the honey.
Marketing: we’re seeking alternative market on local and national level. E.g. We partner with CV Dian Niaga to promote and distribute forest honey product through exhibition, seminar, and media.
Organizational capacity building: we facilitate annual Forest Honey Network meeting as a media to exchange experience, updating progress, and to learn strategic planning, monitoring, and evaluation.
Conservation: we provide support for reforestation, to ensure availability of habitat and food for the bee.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
We’re building partnership with private sector (CV Dian Niaga) to market our forest honey product in national and international level.
Our competitors are other conventional honey farmer (cultivating apis melifera and apis cerana bees).
The forest honey is produced from different species of bee (apis dorsata) and only available in forest of good conditions,uncontaminated by pesticide and chemical fertilizers (organic).
We’re also in partnership with NGOs and local government, among which forestry department, so that we can go hand in hand in preventing forest fire or monitoring forest destruction.
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, Policy change/advocacy.
What has been the impact of your solution to date?
JMHI have currently around 1000 members, i.e. honey collectors family spread around West Kalimantan, South Kalimantan, South Sulawesi, South East Sulawesi, Sumbawa, Riau of Sumatra, and Banten of Java. More and more honey collectors are interested to join.
We also inspire other countries in Asia to create similar network for forest honey. Facilitated by NTFP Exchange Program, these networks created regional network named Madhu Duniya.
People, particularly government sector began to know JMHI, and reflecting from what we have contributed in forest conservation they began to change the policy regarding forest community. Previously these people were not allowed to enter the national park. Now that they know how forest honey collectors help to conserve the forest and develop people’s economy, an MOU is signed between national park management and forest honey collectors, stating community’s right to manage forest honey. The trend can be seen in every national parks of all JMHI members.
What is your projected impact over the next 1-3 years?
We’re aiming to expand to other areas. We have approached Flores, Timor, East Kalimantan, and Jambi of Sumatra. We’re also aiming to introduce JMHI and create networking of forest honey on international level. JMHI has recently joined an ethnobotany congress, and in contact with bee conservationist from French, Colombia, Zambia, Marocco, Cameroon, and India.
What barriers might hinder the success of your project? How do you plan to overcome them?
Our biggest challenge is climate change and forest destruction on large scale, such as forest clearing for coconut palm plantation, mining, or forest fire. To anticipate, we’re collaborating with various forest stakeholders. Forest honey collectors actively take part in monitorin by expanding the forest honey tracking further in the forest. JMHI actively take part in advocacy with other NGO such as Walhi, Sawit Watch, Greenpeace, to halt forest destruction for palm oil plantation or mining. JMHI also conduct research collaboration with forestry department and CIFOR (center for international forestry research), to capture best practices of forest conservation that can also benefit the people.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Meeting production, marketing, and organizational development target in preparation for this year’s annual meeting.
Tugas 1
skill training (sustainable harvesting and hygienic post harvest process) for new groups, and support with proper equipment
Tugas 2
marketing: marketing training (marketing strategy) and support with promotional and packaging materials
Tugas 3
organizational development: evaluation of current program and expanding to Flores (induction of new member from Flores)
Now think bigger! Identify your 12-month impact milestone
Product diversification, market and organization expansion, and forest research & reforesting program
Tugas 1
product development: training of bee wax processing for candle, and honey processing for cosmetic (e.g. honey soap)
Tugas 2
expand: new marketing branch in Bali, expand network membership in Timor, and initiate forest honey network in Phillipines
Tugas 3
start reforesting program in Kalimantan and research in Flores
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.
After graduation from faculty of law, I applied to Wetland International as community conservation officer in Danau Sentarum National Park, my home town. My main duty was assisting local community groups in economic development and conservation. Then I learned about forest honey, which has been known for more than 200 years, and much aligned with forest conservation.
However at the time I saw how this valuable honey was priced very low. Quality was the main barrier: traditional method is lacking knowledge and equipment for safe food processing, e.g. hygiene practice, food grade container.
So we start to train people on sustainable harvesting and processing to increase quality. Afterward we also train people to organize in associatino, to increase their bargaining position in dealing the price with traders. To replicate this model, we create Forest Honey Network (JMHI), first with Kalimantan, Sulawesi and Sumatera, and now expanding to other areas in Indonesia and Asia.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
CV Dian Niaga: as a private entity who conduct marketing and distribution on national level.
NTFP Exchange Program: as a foundation that facilitate regional and international networking.
Advocacy NGO (such as Walhi, Sawit Watch, Green Peace): to join effort in advocating pro-forest policy
Research center (such as Forestry Department and CIFOR): to collaborate in field research.
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 project I have in mind is an alternative green building method which greatly reduces the burden on our forests.
The Comox Valley has a population of around 65,000 in 3 main communities, the City of Courtenay, Town of Comox and Village of Cumberland. To combat escalating use of fossil fuels, governments, such as the provincial government of BC, have established carbon offset costs. All jurisdictions have signed on to the climate action charter and therefore need to pay carbon offsets starting in 2012. Communities have developed strategies to deal with these offset costs, mainly by reducing the use of non-renewable energy.
Created on 07/13/2012 by vanaqua
The Great Canadian Shoreline Cleanup's 'Adopt-a-Shoreline' project will engage schools and community groups in making a lasting difference for our shorelines.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanURL Facebook
https://www.facebook.com/#!/shorelinecleanup
Nama Organisasi
Great Canadian Shoreline Clean-up
Country 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:
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:
Penyekalaan (langkah selanjutnya adalah menumbuhkan dampak pada skala regional atau bahkan global)
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
Litter on beaches and other shorelines throughout British Columbia is detrimental to aquatic life, polutes our oceans and inland waterways, and is an unwelcome site for recreational users of these areas. Most communities throughout the province are situated on or near a shoreline of some sort, be it a river, lake, or the ocean. While there are citizens within these communities who would like to make a difference, research shows that people are much more likely to take action when their work is part of a larger initiative. Institutions like the Vancouver Aquarium and WWF, and their Great Canadian Shoreline Cleanup program, are ideally situated to provide the organization and infrastructure that citizens across British Columbia are looking for to encourage them to make a difference.
The Solution: What is your solution? Be specific!
The Great Canadian Shoreline Clean-up (GCSC) 'Adopt-a-Shoreline' program will engage local schools, youth groups, and other community organizations to take a leadership role in keeping their shorelines clean of litter. Though British Columbians have been participating in a GCSC coordinated week-long call to action annually since 1994, many community members have expressed interest in making a year-round difference. The 'Adopt-a-Shoreline' program will encourage eligible community organizations to take a leading role in ensuring our beaches and other shorelines remain clean and enjoyable for all British Columbians throughout the year. These community groups will have the opportunity to 'Adopt-a-Shoreline' in their own geographical area, and will be provided educational resources and other information which will help them to make a difference while instilling the knowledge that they have done something positive 'in their own backyard'.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
Upon applying to 'Adopt-a-Shoreline' a school, for example, will receive notification of a geographically appropriate area near them that is in need of 'adoption'. They will be sent educational curriculums with lessons on what kind of litter to look for and where to look on their shoreline, how cleaning this litter up will make a difference, and about the animals that live in the areas they are helping to conserve. The school will also be sent information and resources to help them track their clean-up activities, and recognition of their efforts will be provided.
Each year in September during GCSC's annual nationwide call to action, this school will be responsible for cleaning up the stretch of shoreline they have adopted. Additionally, however, this school will be encouraged to return to that stretch of shoreline throughout the year for ongoing maintenance of the work they completed in September.
Though students and community members will move in and out of the schools and other community groups that have 'adopted' particular stretches of shoreline, the schools and groups themselves will remain responsible for and committed to caring for the stretch of shoreline they have 'adopted'.
By establishing a stretch of shoreline as belonging to a particular school or community group, the Great Canadian Shoreline Cleanup program will provide to these groups an ongoing opportunity for community service. A byproduct of this will be cleaner shorelines throughout the province of British Columbia and healthier ecosystems for the animals that live in them.
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 Great Canadian Shoreline Cleanup is a partnership between the Vancouver Aquarium and WWF, with the support of a variety of corporate sponsors and other funders. Though other groups such as 'Pitch-in Canada' and the City of Vancouver's 'Keep Vancouver Spectacular' focus on litter issues in general, the Great Canadian Shoreline Cleanup is the only program which focuses specifically on Canada's shorelines. Further, the program's association with the Vancouver Aquarium and WWF give the public the confidence that their activities are being guided by two well-established and respected environmental organizations.
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.
In 1994, a group of Vancouver Aquarium employees, while spending their lunch-hour walking in Stanley Park, became increasingly concerned with the amount of litter they were seeing along the shoreline in one of Canada's fastest growing cities. Wanting to make a difference, they not only began picking up litter on their walks, but organized a day of action during which they invited other Vancouver Aquarium staff and volunteers to the shoreline to help remove litter. Based on the success of this first organized action, the Great Canadian Shoreline Cleanup was born.
Please describe the goal of your initiative; outline what you are trying to achieve
The main goal of the Great Canadian Shoreline Cleanup is two-fold: to remove litter from shorelines across Canada and to raise awareness of litter as a problem on our shorelines and for aquatic animals.
The 'Adopt-a-Shoreline' program that GCSC is proposing has a goal of engaging interested school and community groups in a stronger way with the shorelines they live near. This will provide for increased opportunities for stewardship of our shorelines and aquatic habitats, as well as cleaner and more pleasant experiences for recreational users of these areas.
What has been the impact of your solution to date?
Since it began, the Great Canadian Shoreline Cleanup program has been responsible for the remove of over a million kilograms of shoreline litter across Canada. Hundreds of thousands of Canadians have participated in our annual week of action each September, and our May school-group cleanup is beginning to attract large participation as well. Participants of all shoreline cleanup activities gain a sense of satisfaction knowing that they have helped make a difference in their own communities.
A secondary major impact that GCSC has had is the awareness the program has built across Canada to the problem of shoreline litter. From educating communities about the problems that litter creates for wildlife living in rivers, lakes and oceans if it winds up in these bodies of water, the Great Canadian Shoreline Cleanup has helped Canadians to understand their impacts on the environment and make positive behavioral changes.
What is your projected impact over the next five years?
The 'Adopt-a-Shoreline' program will increase shoreline cleanup activities throughout the year. However, the main impact will be on the students and members of the community who are associated with schools and groups which have 'adopted' a stretch of shoreline. These British Columbian citizens, young and old alike, will become stewards of their environments as they move through life. They will be more likely to raise families who care for the environment, and in particular Canada's shorelines, and will understand the impacts that their land-based activities can have on aquatic environments and ecosystems. Additionally, many youth who partake in this program will gain strong leadership skills as their schools and community groups will call on them to help organize cleanup activities.
What barriers might hinder the success of your project? How do you plan to overcome them?
Being organized by an already successful program (GCSC) and associated with strong conservation organization (the Vancouver Aquarium and WWF), the 'Adopt-a-Shoreline' project has much support behind it. Nonetheless, the major barrier to its success is a lack of uptake in participation. Plans are in place to access the target market of schools and community groups through existing channels available at the Vancouver Aquarium and WWF. Additionally, the support of a marketing department which has recently been able to double participation in other Aquarium programs will ensure that the 'Adopt-a-Shoreline' program does not go unnoticed.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Within six months, all necessary operational and logistical plans, including marketing plans, will be in place.
Tugas 1
GCSC staff will create operational procedures to ensure the roll-out of the program is successful.
Tugas 2
A marketing plan to ensure strong uptake will be created.
Tugas 3
The Vancouver Aquarium and WWF's existing contacts of schools and community groups will be informed about the program.
Now think bigger! Identify your 12-month impact milestone
Within 12 months, we will have at least 20 schools or community groups enrolled in the 'Adopt-a-Shoreline' program.
Tugas 1
Registration of interested groups in a timely manner when they express interest in the program.
Tugas 2
Delivery of educational and other resources to schools and community groups upon registration.
Tugas 3
Development and delivery of recognition pieces to highlight participation in the project.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
The Great Canadian Shoreline Cleanup is a national conservation partnership of the Vancouver Aquarium and WWF. The presenting sponsor is Loblaw Companies Limited and the program is supported nationally by the RBC Blue Water Project. Provincial sponsors include the Home Depot Canada Foundation, OLG, and the YVR Vancouver Airport Authority. Conservation supporters are the Ocean Conservancy, the Canadian Association of Zoos and Aquariums, and BC Parks. We also acknowledge the financial assistance provided by the Province of British Columbia.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
Though the Great Canadian Shoreline Cleanup has grown and expanded from Vancouver to all of Canada, the 'Adopt-a-Shoreline' project will be piloted in British Columbia, with an emphasis on the Greater Vancouver area. Should this area prove successful, additional target markets will be identified and the project will be rolled out to other areas.
What type of operating environment and internal organizational factors make your innovation successful?
Based out of the Vancouver Aquarium, the Great Canadian Shoreline Cleanup is guided and supported by passionate individuals who are committed to environmental conservation and aquatic life. The operating environment has a strong 'can-do' attitude and the innovative and open-minded people to support that. Additionally, the physical environment both within the Vancouver Aquarium and outside its footprint in the rest of Stanley Park is inspiring and continuously reminds staff and volunteers of the reason for the work they do.
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 Vancouver Aquarium, WWF and the Great Canadian Shoreline Cleanup are dedicated to working with other groups with similar interests and goals. Recognized as a leader in environmental stewardship, we welcome collaborations with appropriate organizations.
Created on 07/12/2012 by Jbell
Food and yard waste represent one-third of landfill input. We intend to create a new social enterprise to change that.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNama Organisasi
Northern Environmental Action Team
Negara Organisasi
Canada, BC, Fort St. John
Country where this solution is creating social impact
Canada, BC, Fort St. John
Region in BC where your solution creates social impact
Northern British Columbia.
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
Access, Cost.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
We serve communities in the northeast including Chetwynd, Tumbler Ridge, Dawson Creek, Fort St John, and Fort Nelson. These communities are growing rapidly due to investments and opportunities in industry, specifically the oil and gas sector. Waste reduction and conservation are areas of primary focus for NEAT.
Nearly a third of waste entering our landfills is compostable and there no commercial options for food waste. New landfills will cost local government significant amounts of money that could be better spent. Reuse and Recycling options are available which has reduced input into landfills. A yard and food waste composting option could reduce it further.
The Solution: What is your solution? Be specific!
NEAT is an example of a social enterprise. We regularly have more than a dozen staff members depending on contracts. We provide environmental education services to our communities via contracts from local businesses and governments. We provide benefits to our staff and pay good wages which then stay in our communities.
We would like to set up a new social enterprise to provide composting for yard and food waste to our communities. This new social enterprise would provide jobs, invest sustainably in its own growth, and provide any profits to NEAT. Funds from this competition would go towards setting up a new organization, and staffing for seeking grants to move forward.
This social enterprise would help to meet the needs of the non-profit in several ways including
-new opportunity for waste reduction education
-possible new funding stream for the non-profit
-divert waste from landfills
-helps to meet NEAT's Vision and Mission
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
Organic waste locked underground without oxygen ends up decomposing anaerobically which produces methane gas. Methane gas represents a significant green house gas (GHG) which needs to be reduced. Organics represent nearly a third of waste entering our landfills as well. A composting program would reduce GHG emissions, extend the life in landfills, and provide jobs new green jobs.
Finished compost could be provided at no to low cost to residents, agencies and or local governments. This could represent a reduction in GHG as compost could be sourced locally rather than being transported from a long distance.
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 Northern Environmental Action Team has been operating in Northeast British Columbia for 23 years. We have evolved from an organization that encouraged reuse and started regional recycling to an environmental education non-profit. While a small number of our communities offer an occasional or limited yard waste program (drop off, or one day per year as examples), there is no option regionally for yard waste or food waste. Much ends up going to landfill and using valuable space that could be saved.
There are no peers or competitors in the marketplace. We would be glad if there were!
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.
Members of our board were discussing the possibility of a hydroelectric project in the region which is fairly contentious. Our city was holding consultation meetings about the impact on the city and region if the project were to go ahead. We were brainstorming some negative effects of a large scale hydroelectric project (other than the project itself) and how we could mitigate them. We talked about many different areas from land, water, air, waste, and conservation. One that was raised was the idea of a food and yard waste composting facility to offset the addition of thousands of temporary workers to the region. Coupled with the idea of a new social enterprise, this was our "Aha!" moment.
Please describe the goal of your initiative; outline what you are trying to achieve
This facility would benefit the city and the region by helping to reduce the input into the local landfills by around a third of the overall waste. The initiative would also employ people locally and profits after investing in itself would be donated to the NEAT not-for-profit to help its programs.
What has been the impact of your solution to date?
Just some exciting conversations so far. It is in its infancy.
What is your projected impact over the next five years?
Small scale employment while we work to build the new social enterprise, and work with local governments around the creation of programs, acquisition of land, equipment, and facilities.
What barriers might hinder the success of your project? How do you plan to overcome them?
This project represents a start from scratch program for this region. Fortunately we would not be first and can access expertise from other regions of the country. We will need to work with local and provincial governments around regulations. Relationships and partnerships will be key in overcoming any barriers.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Creation of the new social enterprise
Tugas 2
Work to establish the new social enterprise
Now think bigger! Identify your 12-month impact milestone
Tugas 1
Research and connect with other programs provincially and nationally
Tugas 2
Seek other funding streams from governments or NGOs.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
NEAT over 23 years has worked with and continues to work with a wide variety of groups. We have recently held or hold contracts currently with the Peace River Regional District, LiveSmartBC, BC Hydro, Encana, Northern Rockies Regional Municipality, City of Dawson Creek, City of Fort St John, Village of Chetwynd and more.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
Eventually the program could expand to the entire northeast of British Columbia including the Peace River Regional District municipalities and the Northern Rockies Regional Municipality. This is a needed utility in many locations in Canada.
What type of operating environment and internal organizational factors make your innovation successful?
Relationships, Partnerships, Drive, Belief, Track Record. Team is an integral part of our organization (Northern Environmental Action Team). Our Team members are dedicated staff and volunteers that have relationships with industry and staff and elected members of local governments. We have a track record of getting the job done when it comes to Environmental Education, Waste Reduction, and Conservation projects. This would be an extension of our efforts in an area that is not available locally.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
NEAT has offered support and will continue to other organizations that have inquired with us around our programs and projects. Our goal is to better our local and global environment. Our knowledge is free to share and we would hope to connect with like minded individuals or organizations especially in the area of industrial composting.
Sankalpa Rural Development Society is a registered non-profit organisation engaged in promoting rain-water harvesting in rural and urban areas. So far, our activities have primarily comprised of constructing tube-well recharge structures in rural Karnataka. Excessive digging of new tube-wells and incessant use of already existing ones has lead to a severe depletion of ground-water rendering many a tube-well dry. The direct tube-well recharge structure is SRDS's exclusively cost-effective solution to dry tube-wells.
Marine Gifts (MG), established in 2011, is first and only social enterprise in Vietnams that works with poor women to conserve threatened marine and coastal environments, both protecting biodiversity, promote gender equity and alleviating poverty. Our business models include community based ecotourism (CBET); handicrafts made from marine waste, vocational and living skills training for poor women and awareness raising on marine conservation. We aim to create a network of 2.500 poor women providing CBET and handicrafts as an alternative livelihood to reduce illegal fishing in MPAs.
