Here's a story about how members of the Changemakers community are encouraging conscious consumerism across the globe:
From her studio in Albuquerque, NM, Joan Weissman designs vibrant, ornate rugs that are woven by hand with wool and fine silk. With each collection and customized design, her creations go from pencil sketches to authentic bodies of work that are crafted and shipped to the United States by artisans in Nepal. Attached to each imported rug is a little label with a traceable serial number that serves as proof that Weissman’s rugs were made by the hands of skilled craftsman, not by the tiny hands of children.
Read more about this solution, or discuss this topic below.
Created on 07/13/2009 by Elizabeth
When it comes to genetic food engineering, claims are often made about farmers ability and interest to adapt. And how about vitamin-rich rice? ... Are these realities or misrepresentations? Tell us what you think here
[Also check out our GMO Risk or Rescue competition. Share your idea or initiative to get noticed and to be eligible for various prizes. Submit your entry by October 21, 2009.]
Created on 06/19/2013 by Alberto TC
La Cooperativa de Consumo Responsable de Valdivia es una iniciativa que surge en 2009 en el sur de Chile con el fin de establecer un modelo de relación comercial justo y sustentable entre más de 50 pequeños productores rurales y unas 200 familias interesadas en la ecología y alimentación saludable.
もっと読む ↓↑ 隠す↑ 隠す団体名
Cooperativa de Consumo La Manzana
Has the organization received awards or honors? Please tell us about them
もっと読む↓↑ 隠す↑ 隠すName your entry
Cooperativa de consumo responsable de Valdivia
Stage
Growth (the pilot has already launched and is starting to expand)
This Entry is about (Issues)
Elevator Pitch
La Cooperativa de Consumo Responsable de Valdivia es una iniciativa que surge en 2009 en el sur de Chile con el fin de establecer un modelo de relación comercial justo y sustentable entre más de 50 pequeños productores rurales y unas 200 familias interesadas en la ecología y alimentación saludable.
Problem
Los tratados del libre comercio suscritos por Chile, aunque facilitan la exportación de sus comodities (mineral, forestal) también facilitan la importación masiva de alimentos de baja calidad, que se comercializan en grandes supermercados y ponen en riesgo la seguridad y soberanía alimentaria. Debido a ello, la producción agrícola tradicional queda marginada a mercados marginales o informales, inestables y poco accesibles al consumidor.
Solution
La creación de la cooperativa de consumo responsable de Valdivia ha permitido establecer un canal de comercialización diferenciado para pequeños productores agrarios, basado en principios del comercio justo. La cooperativa ha logrado disminuir la huella de carbono al acortar los desplazamientos de los alimentos, que se producen en un entorno próximo al consumidor, aumentar los márgenes de beneficio para los productores, que han mejorado la rentabilidad de sus granjas. Después de tres años de experiencia, logrando un volumen de ventas que hacen viable la operación comercial, queremos replicar este modelo en otros barrios de la ciudad de Valdivia, para aumentar progresivamente el número de productores y consumidores asociados.
Example
Aunque las cooperativas de consumidores son comunes en países de altos ingresos, este tipo de organizaciones son muy raras en los países del sur. Por ello, la creación de la cooperativa La Manzana ha sido una innovación social en el contexto chileno, que ha inspirado procesos similares en otras ciudades del país. La cooperativa ha facilitado que un grupo de pequeñas productoras de verdura se asocien para programar sus siembras anuales con el objetivo de complementarse mutuamente y no competir. Una pequeña agroindustria de quesos artesanales ha logrado su punto de equilibrio a partir de las ventas en la cooperativa. Una granja local ha recuperado el cultivo de variedades tradicionales de legumbre que dejaron de usarse hace 15 años.
Impact
La cooperativa actualmente cuenta con un local de ventas abierto en horario comercial,
Una oferta variada que incluye todos los productos de la canasta básica familiar (pan, verduras, harina, legumbre, leche, queso, aceite, sal, miel, embutidos, etc.).
Una persona local contratada en la atención de tienda
Un volumen de ventas estimado en US$1500 mensuales
Más de 50 pequeños productores asociados a la cooperativa
Más de 200 familias consumidoras asociadas a la cooperativa
Marketplace
El mercado actual abarcado por la cooperativa son las 200 familias socias que semanalmente hacen sus compras más las personas que acceden al local de ventas abierto a público. No obstante, la ciudad de Valdivia cuenta con 140.000 habitantes, por lo que el potencial de crecimiento es todavía muy grande. Nuestra proyección es poder abrir tiendas en todos los barrios de Valdivia, replicando el mismo modelo para generar unidades de negocio autónomas, que sean viables en sí mismas. Para que sean viables, cada tienda desarrollará un plan de negocio que permita estimar el punto de equilibrio.
Sustainability Plan
El funcionamiento de la cooperativa durante estos tres años ha demostrado que es una iniciativa financieramente sustentable, dado que la venta de productos generan recursos suficientes para cubrir los costos que sostienen su funcionamiento. Para ellos se aplica un margen de beneficio entre 10-30% sobre el precio de compra de los productos, que se complementa con los ingresos obtenidos por los aportes de los socios de la cooperativa.
Founding Story
La Cooperativa La Manzana surge de un grupo de familias que eligieron vivir en el sur del mundo. Desde 2005 hemos promovido acciones colectivas para resolver problemas particulares. Uno de los temas que más nos preocupan es la alimentación. Queremos alimentarnos sabiendo quién es el productor, y cómo, cuándo y dónde fue producido lo que consumimos. Queremos que nuestros alimentos sostengan culturas rurales, paisajes naturales y cuerpos saludables. Desde esta perspectiva, en 2010 creamos la cooperativa de consumo responsable de Valdivia, La Manzana. Para nosotros la alimentación saludable expresa una relación armónica del ser humano con la naturaleza. Después de 3 años de experiencia, queremos replicar este modelo en otros barrios.
もっと読む↓↑ 隠す↑ 隠すWhere do you ensure the availability of nutrients?
Human wellness and vitality.
If you had greater capacity, which additional sectors would you like your solution to target - either through expansion, partnership, or thought exchange?
Healthy environments.
How specifically would this added capacity help you improve the quality, efficiency, or sustainability of your existing product or service?
Somos un grupo de familias que queremos alimentarnos sabiendo quién es el productor, y cómo, cuándo y dónde fue producido lo que consumimos. A través de la creación de una cooperativa de consumo responsable, queremos desarrollar un canal de comercialización diferenciado para los pequeños productores locales, que utilizan semillas y técnicas de cultivo tradicionales. Desde esta perspectiva, la alimentación podrá considerarse parte de una relación armónica entre los seres humanos y el entorno proveedor, y constituirse en el principal pilar de la conservación de nuestra cultura.
もっと読む↓↑ 隠す↑ 隠すHow 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).
Created on 06/18/2013 by Lisa Giroday
Victory gardens removes the barriers to food growing by providing you with the tools which make it easy, and serve as the One-Stop-Shop to Helping You Grow Food in your space, for your own sustainable and organic consumption: We Build (infrastructure). We teach (education). We Grow (maintenance).
もっと読む ↓↑ 隠す↑ 隠すHas the organization received awards or honors? Please tell us about them
Victory Gardens has received a grant from Vancity Credit Union with the recommendation of the British Columbia Cooperative Association. In addition, Victory Gardens was selected as one of 7 social ventures participating in the Coast Capital Innovation Hub, an accelerator program which mentors, supports and assist in the growth of socially, environmentally and sustainably focused young businesses.
もっと読む↓↑ 隠す↑ 隠すName your entry
Victory Gardens - Helping People Grow Food
Stage
Growth (the pilot has already launched and is starting to expand)
This Entry is about (Issues)
Elevator Pitch
Victory gardens removes the barriers to food growing by providing you with the tools which make it easy, and serve as the One-Stop-Shop to Helping You Grow Food in your space, for your own sustainable and organic consumption: We Build (infrastructure). We teach (education). We Grow (maintenance).
Problem
The global food system does not work: It degrades our environment with massive amounts of Co2, pesticides, GMO' and monoculture, it perpetuates a disconnection from our food source, but most importantly, it ignores that we could do things differently. Victory Gardens is about participating in the new food system, one that includes consuming locally, organically and consciously by helping you use your space in a productive and meaningful way!
Solution
Victory Gardens' solution is to help people grow food!
Infrastructure: Victory Gardens builds gardens for any space, type or size. From raised beds on rooftops to patio containers in parking lots, Victory Gardens approaches all building with one focus: To make growing accessible.
Education: Victory Gardens is a team of experienced growers whose goal is to demystify the process of growing food. By assessing growing locations, we develop custom garden maps and planting guides, offer one-on-one coaching and workshops.
Maintenance: Victory Gardens is a team of urban farmers for hire for both business and residential clients. We farm for clients who want sustainable food in their space, but don’t have time to grow it themselves.
Example
Victory Gardens recently built a garden for the BC Developmental Disabilities association, to provide the residents within a care facility with a beautiful and productive food garden. The BCDD reached out to us with the hopes of enriching the lives of their residents through gardening, understanding the mental and emotional health benefits related to connecting to our food source. This garden has provided the residents, and the home's employees, with a supply of beautiful organic produce and has been a source of joy and happiness for its residents.
Since Victory Gardens installed this garden, the BCDD has reached out to incorporate more food gardens in their other facilities and taken an interest in healing existing fruit trees on site.
Impact
Victory Gardens has built over 50 gardens, educated more than 250 people of all ages and sizes and promoted the urgency, need and passion for sustainable food production to innumerable amounts of people through community work, press and social media.
Our gardens have ranged in shape and size, bringing food into all types of spaces in Vancouver and neighboring suburbs. Included in our home gardens is two residential gardens at care facilities for the BC Developmental Disabilities Association. Our goal is to build gardens which have a significant impact on the people that grow them, from perpetuating the intentions of sustainable consumption, to reducing long-term food costs, to providing organic, and local produce right at the finger-tips of those who use them! Victory Gardens anticipates an expansion in diversity of gardens, serving institutional spaces, schools and care facilities.
Marketplace
Our colleagues and collaborators range from urban farmers to local businesses, such as Homesteader’s Emporium, and agricultural organizations, such as Young Agrarians. These organizations are passionate for fostering awareness surrounding organic food production.
Victory Gardens is a unique organization that offers a diverse selection of services and products which enable people to grow food, an attribute shared by no other identified organization. Victory Gardens takes pride in making growing easy, empowering gardeners and ensuring harvests, the major key to creating next generation farmers
Sustainability Plan
Victory Gardens has established sophisticated systems and infrastructure for client retention, sales analysis, and has developed a team of staff and founders, which reflect knowledgeable and strategic people. In addition, Victory Gardens is working closely with a team of mentors and coaches to ensure operational efficiency and a strong organizational culture which enables independent initiating, role development and growth within the coop.
Founding Story
Victory Gardens was born in a garden. Two of the founding members, Lisa Giroday and Sam Philips, harvesting broccoli one day, started talking about historic Victory Gardens. "What if people felt the same sense of urgency NOW for participating in production, as they did during war-time era's?" Asked Sam. "Why don't they? What is holding them back?" Chimed Lisa. It was in this moment that Sam and Lisa realized there were barriers. The barriers which lead their friends to ask and pay for help in their the gardens. The barriers which lead people to believe it was too hard, or it wouldn't work. "We should help people grow food!" And that was that. The mission was born and the business followed, along with Sandra, third found of VG.
もっと読む↓↑ 隠す↑ 隠すWhere do you ensure the availability of nutrients?
Healthy environments., Full nourishment foods, Human wellness and vitality.
If you had greater capacity, which additional sectors would you like your solution to target - either through expansion, partnership, or thought exchange?
Healthy environments, Nutrient-rich farming, 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 capacity would enable Victory Gardens to expand our fleet and increase the speed at which our impact can be delivered. In addition, Victory Gardens is in need of production and warehouse space for our organic veggie starter production, wooden garden boxes, seed packaging workshop and team space. With a centralized hub, we could increase revenue in products, workshops and collaboration exponentially, further increasing our capacity to Helping People Grow Food. In addition, space ensuring we are always accessible to the public, further increasing our reach and capacity to spread the word!
もっと読む↓↑ 隠す↑ 隠すHow 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).
We have made a wine which is less harmful and largely safe for liver and stomach. It is similar to current brands and it has no different color and odor. Only, this wine is enriched with specific herbal power in subtle quantity, to remove the harmful effect of wine.
The Public Market Project is to create a compelling, sustainable, year-round market, gathering and event destination place.
Commerce: sustainable economic growth
Connection: local producer to educated consumer
Culture: mind, body, spirit engagement
Community: healthy living across all sectors
This project also has a Project where you can read more about its latest progress.
Go to Project: B Foods.
Created on 05/23/2013 by anitarivera
B Foods exists to change the way we eat and think about food. By revealing the impact of our consumer choices through hands-on experiences, we aim to raise awarness about how food is produced, transported and cooked, and how this affects our own health and the planet's future sustainability.
もっと読む ↓↑ 隠す↑ 隠すHas the organization received awards or honors? Please tell us about them
もっと読む↓↑ 隠す↑ 隠すStage
Idea (poised to launch)
This Entry is about (Issues)
Elevator Pitch
B Foods exists to change the way we eat and think about food. By revealing the impact of our consumer choices through hands-on experiences, we aim to raise awarness about how food is produced, transported and cooked, and how this affects our own health and the planet's future sustainability.
Problem
As humans keep settling in cities, we keep detaching ourselves from nature, the natural cycles of farming and the magic of growing food. It is becoming increasingly difficult to know where our food is coming from, and which are the best choices we need to make to benefit our health and the environment. Food labeling as we know it lacks the clarity to provide transparent information which increases the overall problem of understanding what we eat.
Solution
Raising awareness about where our food comes from, what it takes to get from farm to table, and what goes in it in this process, is fundamental to transform the way we eat. This awareness should come in the form of practical education in schools, teaching our children to read and understand Nutritional Fact labels, how to recognize hidden sugars and excess salt in the products bought, and rediscovering the natural tastes of fruit and vegetables by learning how to cook with them. This practical lessons can also be extensive to adults, in an attempt to change the eating habits of the whole family, and workplace, in order to reduce obesity and overweight rates, which Chile currently shows at 25% and 67% respectively.
Example
When we talk about impacting school children we have developed two workshops applicable to a learning environment. The first one has to do with reading and understanding the nutritional information on labels, as a way of giving young children an effective tool to self determine the level of nutrients in their food. The second one relates to the rediscovery of natural food through cooking, by imparting cooking classes from early ages at school. Both solutions make a difference in the way these children will relate to food at young age and as future adults, bringing more consciousness into their choices at the supermarket, and influencing their families and peers in the same trend of sustainable consumption.
Impact
Ignorance about the food system in Chile is causing a twofold problem. On one hand, obesity rates are rapidly increasing because people do not understand the poor quality of the food they are eating. And on the other hand, people do not know what are the impacts of their food choices beyond just price in the supermarket till. The only way to change the current patterns of consumption in the food industry to more sustainable practices, is through education, raising awareness, and creating practical instances where people can learn and see the difference with their own eyes. Transparency and information are key elements to achieve this, and we believe that B Foods is the right path to do so. Currently there is no one doing this work in Chile, and it is something that will certainly help to shape the nutritional trends of the future.
Marketplace
Currently there is a government program called "Elige Vivir Sano" (Choose to live healthy), focused on signaling what are the best foods that can be eaten in order to attain good health. However, this program does not address the other issues we wish to solve, like the problems around information transparency on labels, the problems with the food supply, the impacts on the environment of our consumer choices and how this all relates to good health as well, but on a more global scale, where the environment and the ethics of food production are also involved in the solution.
Sustainability Plan
Practical classes and workshops in schools, universities.
Experiential events for companies.
Paid for research and consultancy projects.
Consultancy for the food industry on how to improve their practices.
B Foods pratical lab, which sells food products developed under the same principles we teach.
Founding Story
Cooking has always been a huge passion for me, and I for years I have thought of ways to add value to the food I prepare beyond taste. I have wanted to tell stories through food, by engaging the producers, by highlighting how the food has been cultivated and processed, and by how it goes from farm to table. However, I find myself finding it harder everyday to do so, due to the lack of information about where food comes from. I want to change this, and I want to be able to make that knowledge available for everybody, specially for younger generations that will have the chance to continue the change we have started for them. Food is part of our basic needs, but not just any food; soul food, ethical and sustainable in time.
もっと読む↓↑ 隠す↑ 隠すWhere do you ensure the availability of nutrients?
Full nourishment foods.
If you had greater capacity, which additional sectors would you like your solution to target - either through expansion, partnership, or thought exchange?
Healthy environments, Human wellness and vitality.
How specifically would this added capacity help you improve the quality, efficiency, or sustainability of your existing product or service?
Greater capacity would help the organization improve the following aspects:
- Development of better and more thorough research projects.
- Involvement in cooperative campaigns with other organizations to raise awareness around food supply, food waste and better shopping habits to promote human wellbeing.
- Creation of an extensive program around healthy environments for kids in school, teaching them and their families how to improve their physical and mental health through better food choices.
もっと読む↓↑ 隠す↑ 隠すHow 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).
B Foods exists to change the way we eat and think about food. By revealing the impact of our consumer choices through hands-on experiences, we aim to raise awarness about how food is produced, transported and cooked, and how this affects our own health and the planet's future sustainability.
Created on 04/7/2013 by HAYAD
HAYAD is a pioneer organisation working on patients' rights since 1997 in Turkey.
It aims mainly at rising awareness about patients' rights, building up public opinion and constitute an educational component within the health sector.
The project will have as objective, the publication of a guidebook based on case studies and the organization of trainings for health professionals.
もっと読む ↓↑ 隠す↑ 隠す姓
Hasta ve Hasta Yakını Hakları Derneği
団体名
Organisation of Patients' and Patients' Relatives Rights (HAYAD)
Organization's Country of Operation
Type of Organization
Non‐profit/NGO
Year of launch of the organization
Has the organization received awards or honors? Please tell us about them
Our organization received many certificates of participation in national and international seminars about health issues. We participates as expert on health rights discussion, platform and seminars.
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 1997, after having lost a beloved member of a friend group because of malpractice, his relatives distinguished there is no rules about patients' rights. "Aha!" moment was the wish to establish a reglementation of patients' rights. So relatives who have lost the patient joined with some doctors, lawyers and deontologists and discussed a possible patients' rights reglementation.
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すName Your Entry
Patients' Rights Guidebook and Trainings
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.?
The patients' rights guide will aim to inform health professionals, NGOs working on health rights and health sector companies and associations and also patients.
The guide will have different categories based on special case studies. Untill now, in Turkey, all the books about patients' rights were purely or partially academic works.
However this book aims to be a guide for various target groups, and a practical orientation guidebook in which information will be vulgarized.
Also, the book will include deontological discussions that could be an important guide for medicine students.
Living a transformation of the health system in Turkey nowadays, diverse case studies and their chronological evolution would procure an enlightment of weak and strong points of this transformation.
The second step of the innovative project is to organize training programs about patients' rights for health professionals. Case studies mentioned in the guide will constitute a special part of trainings.
Describe how your innovation model is distinct from any other organization in your field?
HAYAD is the very first association working about patients' rights created in Turkey.
Since 1997, the organization have had the chance to collect many case studies from different regions and social backgrounds in Turkey.
There is no other association or organization working in the field that have done such a collection of different cases.
We think it is now important to share the knowledge that has been accumulated by a guidebook with different social groups and by trainings with health professionals.
What type of operating environment and internal organizational factors make your innovation successful?
Unfortunately, patients' rights is not expanded within citizens in Turkey and there is a big need of awareness.
HAYAD is the first association created in Turkey working on this topic and it welcomed over 11 000 requests and recourses untill now. That to collect many cases that have been studied in depth and partially or totally resolved by specialists' help.
The organization followed also patiens' rights reglementation and played a very important role in establishing patients' rights reglementation in Turkey. However the health system in Turkey still needs a lot of civil intervention and improvement at different levels of the health sector.
Being a well known and prestigious organization, HAYAD has the chance to transmit the book to different social groups from various backgrounds.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Since the health system's transformation in Turkey is far from being accomplished yet, the organization will continue to work in this field and to collect new requests that will permit to enrich and update the guidebook.
We hope it will be possible to have funds in the future in order to publish new editions of the guidebook and to insure trainings' continuity.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すThe systemic challenge you are trying to overcome (select one)
Realign the incentives in the public healthcare system in mature markets, or
Health area (target market) where the need is [select only one]
Primary healthcare services
Categories along the health continuum you are covering [select all that apply]
Detection, Intervention, Follow-up, Long-term care, Social integration.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
HAYAD is trying to solve problems resulting from violation of patients' rights and to raise an awareness of public opinion about their rights in the health sector. Most of the problems are linked to lack of consciousness of patient' rights in society as well as among health professionals, limited access to healthcare services,
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, Patient-centered design, New/redefined roles for healthcare service provision, New approaches to distribution of health products and services.
Most relevant tools you are using to implement the strategies outlined above [select only two]
Education/training.
Please describe your solution in more detail
Thanks to the publication of the book and the trainings that will be held, it will be possible to develop public and health professionals' awareness on patients' rights.
HAYAD who is pioneer in its field, will use all its capacity and network in order to promote the guidebook and projected trainings.
What are your vision and overall objectives?
The vision: Working for a more respectful and decent health service for every level of the society.
The objectives: Increasing public awareness, developing health professionals' knowledge about patients' rights, improvement of health services, empowering other NGOs working on health issues.
What is your value proposition?
The publication of the guidebook will be a model for vulgarized patients' rights case studies and will contribute to diminish the lack of knowledge.
HAYAD that is a well respected organization working since 1997. A guidebook published by HAYAD will be a trustful and recognized work in this domain since until now a lot of publications made by private hospitals exist in the domain but people generally hesitate about the trustworthiness of those publications.
Trainings will also diminish lack of knowledge and have a direct impact on health professionals' behavior providing health service. A certificate that will be given by HAYAD at the end of trainings will be a proof of their attendance.
güvenilirlik.
Who is your customer(s)?
Health professionals, Ministry of Health, universities and schools of medicine, students, hospitals, clinics, NGOs, foundations and interested individuals in this topic.
What approaches to you use to reach your customers?
As one of the most recognized associations working on this issue, the organization has already a very large network and communication ability that will be used in order to promote the guide, as well as the trainings.
Also, the organization's website is actively visited by public (over 5000 visitors per year) and the website will be used for the promotion.
HAYAD has recently obtained a twitter account and will start promotions for the book from its Twitter account as well.
What are your primary activities?
Collecting categorizing and selecting cases and analyzing them according to human rights and judiciary implementation perspectives. At the end, publishing this work as guidebook of patient's rights.
Releasing this publication between health sector networks via social media, HAYAD's activities and HAYAD's website.
Organizing trainings about patient' rights to health professionals.
Who are your peers and competitors? What problems could these players pose to your success or growth?
There are other patient's rights organization, platforms or association in the field. Many of them connected to us before their establishment. As we see them our stakeholders, our vision was to expand these kind of initiatives and so to help them in their establishment process. It should be said that those organizations would be our peers and not competitors. If any other organization or company plans to do similar projects, they will not have such a rich and wide experience and database about the subject.
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?
Although there are a few individual competitions in the field, NGOs working on this issue aim generally to help each other. However financial problems constitute a real challenge for us. Until now, HAYAD survived by individual donations but when it should expand and enlarge its work domain and reached public, it needs more financial resources.
Briefly describe your growth strategy going forward
Updating periodically the guidebook will provide the opportunity to ensure the growth of the project.
That will also permit to include different point of views and initiatives to the project in order to enlarge it.
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?
In Turkey, the health system is been transformed and renovated nowadays. However the establishment process has not ended yet. There are still lots of problems about patients' rights.
HAYAD has witnessed a vast number of cases since its creation in 1997 and continues to witness more cases. It will be possible to make republication of the guide after updating and renovating training programs.
What are your key growth objectives?
Selling a maximum number of copies.
Updating continuously the guide and trainings.
Empowering literacy about patients' rights.
Reaching a maximum number of stakeholders.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
Selling a maximum number of copies in order to use the revenue for the training organisation.
もっと読む↓↑ 隠す↑ 隠すWhat has been the impact of your solution to date?
Until 2013, HAYAD reached over 10000 individuals, thousands of cases, recourses and requests.
The Ministry of Health demanded HAYAD's opinion as a consultant for diverse decisions and modifications within the health system. A number of our press releases have found impact in newspapers and media. In 2002, thanks to HAYAD's lobbying and advocacy, in Turkey, the patients' rights bylaw has been created. Also, HAYAD has worked as a consultant during the creation process of patients' rights councils in hospitals.
What methods for quantification of social impact are you applying (if at all)?
HAYAD's website is visited by over 2000 individuals per year. Since 1997, the organization received over 10 000 requests and recourses from public.
Could your solution work in other geographies or regions? If so, where?
Since the guidebook will be published in Turkish and will cover cases from Turkey analyzed according to turkish health system and justice it will not be possible to use it in other regions. However, the guidebook can be a good example and taken as a model for other countries.
What is your projected impact over the next 1-3 years?
Reaching over 3000 individuals via the guidebook.
Reaching over 1800 health professionals via trainings.
もっと読む↓↑ 隠す↑ 隠すElaborate on your current financing strategy
HAYAD is an organisation that survives thanks to individual donations and small sponsorships. The organisation uses all its finances in the domain in order to invest more for increasing awareness in health sector (such as seminars, conferences, trainings, providing consultancy service to the Ministry of Health).
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
Friends and family, 個人, Patients, Caregivers, Private businesses, Other beneficiaries.
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
財団, NGO, Private businesses.
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
HAYAD uses individual donations and some sponsorships to survive.
Until now, there was not a special strategy to generate the revenue. Nevertheless via book sales, it will be possible to insure a generation of the revenue.
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
HAYAD is highly supported by its members, individuals and diverse private companies. Also sales revenue of an academic search about health rights was directly donated to HAYAD.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
Individual donations, sponsorhips, corporate donations, production of the book and sales.
Created on 04/4/2013 by sujatavaidya
SHARP Ayurvedic medicaments are manufactured by Health Solutions (Prop Sujata Vaidya) and marketed by Sharp Health Care (Partnership Co, Dr Vinod Marathe;Dr Sujata Vaidya).
Dr Vinod Marathe (MBBS,DMRD,MD (Radiology) FIIM (Ayurved),DSc,PhD,) Senior Professor, MD/PhD guide; PIMS Deemed University, Loni, A’nagar, Dr Sujata Vaidya, BSc, MBA,PhD (Biofield studies) practices Mind Body med & treatment.
もっと読む ↓↑ 隠す↑ 隠すOrganization's Country of Operation
Year of launch of the organization
Has the organization received awards or honors? Please tell us about them
Our marketing sister concern, Sharp Health Care has won the National Innovations award : i3 2010 (conferred by DST; Agilent Technologies & CII)
The products (Capsule SUVED and Cap REIMMUGEN) researched have won "Patanjali" award for scientific research in US.
Sujata Vaidya has won the 'Gargee Puraskar" for Integrative Health Care conferred by India International Multiversity: and the "Masas Puraskar" conferred by social organisation Manas Pariwar, Pune.
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.
Cost 30% of modern treatments; NON INVASIVE; Easily Implementable, goes well with allopathic meds, Scientific. Patients responded in few weeks with improved Functional Stability, clinical results show dissolved soft blockages (angio to angio), Cardiac functions (LVF; EF) in 3 months. Few Bed ridden patients respond functional stability in 100 days. Doctor’s themselves took SHARP medicaments.
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すName Your Entry
"SHARP" Integrative treatment for Vasculat blockages
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.?
SHARP (Sanjeevan Heart Attack Rehabilitation Program) is an INTEGRATIVE treatment inclusive of the verified components of Ayurveda, Lifestyle management & Patient education to gain best results in low cost, clinically verified, low technical infrastructure demanding with results in 3 months.
Medicaments are used for VASCULAR DISEASES including stroke, DVT; that are considered as Non Communicable Diseases, which are a leading cause of death worldwide. WHO estimated 33% of adult population globally suffers from Vascular Blockages related disease
SHARP includes Ayurvedic medicament (Brand name SUVED & REIMMUGEN) that addresses the root cause of Vascular Blockages: can be taken along with regular medication; effective for high risk patients including aged, menopause women and patients looking for alternate to invasive conventional treatment.
Cost is below 30% of conventional modern treatment. Technology is easy to implement; can be made available in Rural PHC: patients can be monitored by basic medically qualified professionals. SHARP is Home based treatment for 3 months after which medicament is discontinued. SHARP medicaments are well researched, FDA approved, IP compliant
The formulation is designed for health care industry.
The technology addresses the root cause and is designed as a preventive and treatment protocol in various stages of diseases. This can be safely used with Allopathic treatments. It is effective for regular Out Patient (OPD basis who are not admitted to hospitals) treatments and integrated in Intensive Care Unit protocols for better outputs.
Describe how your innovation model is distinct from any other organization in your field?
SHARP is Patient centric treatment. SHARP is (i) Medicament based, so easy to execute Can be taken along with regular medication; reduced/adjusted as per requirement. (ii). Results seen within 2 weeks; clinically evaluated 3 months.(iii) Few patients followed up have remained non-symptomatic for 5 years (iv). No detrimental side effects (v) is targeted at prevention of first & re-occurrence of attack of Vascular blockages leading to Heart Attack, Stroke, DVT. (vi) has been used positively for aged, re-symptomatic; high risk, prophylactic states AND acute, chronic condition, even in ICU state. (vii) Medicaments are designed to enhance potency, dosage & benefit patients at all levels of disease (viii) Other Ayurvedic therapies demand dedication to Ayurveda and few are clinically verified.
What type of operating environment and internal organizational factors make your innovation successful?
SHARP can be implemented in Modern medical facilities as well as in Primary Health Care centres. No separate investigation is necessary. Patient criteria for symptoms can be verified by basic qualified doctors and as SHARP is also useful in prevention, it can be safely taken by any adult. There are no adverse side effects reported.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Improving packaging, network of distribution and marketing schemes to benefit the patient are a part of the growth plan.
New products and systems of treatment that are essentially NON INVASIVE, short term, with due diligence to being natural, scientific and cost effective are under evaluation to be added to the SHARP treatment protocol. “Foodaceuticals” are being given more importance in the treatment process.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すThe 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]
Chronic care
Categories along the health continuum you are covering [select all that apply]
Prevention, Intervention.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
Modern medicine has not effectively solved the problems of Vascular blockages, stroke paralysis & DVT. Recurrences of symptoms are known after treatment or invasive procedures. Modern treatments include High cost infrastructure, skilled manpower, life long medication with its side effects. Modern treatments are not available everywhere. Majority population cannot afford costs for same.
Survey of 294 Patients seeking alternative to conventional treatment for reasons:
Preventive-84: Re-Symptomatic-52: Post MI-61; Post Angio/Bypass-31; NOT WILLING for Surgical treatment-54; Cases of Thrombosis/Stroke/DVT-12
More than 50% patients seek, need additional/alternate treatment. SHARP is scientifically proved, safe, economical, easily available, acceptable, accessible and simple treatment.
Stage that best applies to your solution [select only one]
Scaling (growing impact on a regional or global scale)
Core strategies of your business model [select all that apply]
Patient-centered design, Redesign of the public healthcare system for more efficiency (in terms of processes, structure etc.), New approaches to distribution of health products and services, Unconventional partnerships (between traditional healthcare players and players outside healthcare), New financing strategies for health, その他.
Most relevant tools you are using to implement the strategies outlined above [select only two]
Consultation, Others.
If other, specify here:
Implementing with Docotor's modern treatment options: MLM: More from Less for More
Please describe your solution in more detail
Sharp is developed by a patient for patients.
SHARP includes medicaments SUVED & REIMMUGEN and Global advice. SHARP is used as a standalone protocol especially in prevention of diseases arising out of vascular blockages.
Medicament is prescribed with dosage guidelines. Other medicines, if any, are reduced/discontinued as the symptoms change evaluated by the medical practitioner. Treatment spans 3 to 6 months and discontinued.
The products are successfully being used along with Modern medicine treatments for better recovery results (eg. Reduction in ICU Mortality, early recovery, reduced hospitalization days, early stabilization of patient, reduced rate of recurrence of symptoms during and after hospitalization etc) in many cases.
All patients need universal supportive treatment.
What are your vision and overall objectives?
Technology is ready & commercially available. We consider up scaling this target of reaching out to 0.025 % of suffering population in India, at 100,000 patients in next two years; Budgeted over Rs.100 million (Manufacturing, Marketing and Further development) . The funds generated from sale will be reinvested for capacity building & marketing in first two years.
What is your value proposition?
The technology is currently in use catering to approximately 300 patients per month; growth predicted at 300% over the first year. Network development and manufacturing cycle is geared to take 2 times the volume as of now.
Who is your customer(s)?
As per WHO,WHF , UN data 33 % population globally, is suffering from this slowly killing / functionally disabling diseases arising out of vascular blockages. These form the basic customer / user group looking for additional /alternate treatments.
What approaches to you use to reach your customers?
SHARP is used as a standalone protocol especially in prevention of diseases arising out of vascular blockages. The treatment is being actively adopted in Modern Hospital environment along with conventional treatments.
Direct marketing approach is being used for persons who choose to adopting alternate or preventive treatments.
The products are successfully being used along with Modern medicine treatments for better recovery results (eg. Reduction in ICU Mortality, early recovery, reduced hospitalization days, early stabilization of patient, reduced rate of recurrence of symptoms during and after hospitalization etc) in many cases.
All patients need universal supportive treatment. Numerous ‘awareness of treatment options’ lectures, workshops are conducted.
What are your primary activities?
The Technology includes Ayurvedic and Natural medicaments that are manufactured by Health Solutions ( Proprietor Sujata Vaidya) and marketed by Sharp Health Care (Partnership company, equal partners Dr Vinod Marathe and Dr Sujata Vaidya).
Sharp is developed by a patient for patients.
Network development is thru Doctors and Direct Marketing.
Who are your peers and competitors? What problems could these players pose to your success or growth?
Dr Vinod Marathe is an Alopathic MD doctor. Evolution of SHARP has been a personal venture to defeat a personal trauma. Self healing, other Patients, medical fraternity, Ayurvedachariya’s have been/are peers. Acute patients need High tech Hospitals with expensive ultra modern treatment options recommended by Specialist doctors dealing with vascular blockages. Integration of SHARP products with ongoing treatments gives better outputs. This technology needs to be taken to these doctors and their confidence built up.
Ayurvedic formulation with unproved claims on results and heavy misleading marketing are competitors.
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?
Government policies changes with regards to Indigenous treatment systems and execution/implementation of Integrative NON INVASIVE treatment approach in orthodox conventional high tech modern treatment facilities becomes a challenge.
We are implementing SHARP in medium to small sized treatment facilities with reasonably good success where the common patient finds medical relief.
Availability of Raw material as it is Nature based is a challenge.
Briefly describe your growth strategy going forward
Increase in number of medical facilities using SHARP; awareness to the masses to SHARP as a viable, non-invasive, cost effective treatment option and building good network for direct marketing is the current endeavor.
Up-scaling the network of distribution is the main growth strategy.
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New customer group(s), New regions(s), New market(s)/country(ies).
What makes your business "ready" for growth?
Technology is ready & commercially available. We consider up scaling this target of reaching out to 0.025 % of suffering population in India, at 100,000 patients in next two years; Budgeted over Rs.100 million (Manufacturing, Marketing and Further development) . The funds generated from sale will be reinvested for capacity building & marketing in first two years.
What are your key growth objectives?
Reaching out to at least 5% needy population in India alone, in next 2 years. International alliances and develop networks to make SHARP products available in other countries as well.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
In next one year develop distribution channels to cater to 500 patients per month and in next two years be geared to upscale 5 times. Strong Marketing network is required to reach out to the millions who need this treatment option. India population is 1.3 billion. Even if we consider to reach & treat 1 % of the estimated adult 33% who are potential victims of Vascular disease, we have a target to reach more than 4,00,000 patients in one year at any given time; with active treatment for 3 to 6 months valid for each person.
This would need a proved reliable raw material supply chain & large scale manufacturing/ distribution/ marketing activity.
もっと読む↓↑ 隠す↑ 隠すWhat has been the impact of your solution to date?
Patients have a tried, tested, clinically proves treatment that is affordable, available, applicable, adoptable. It is being accepted by conventional hospitals and doctors in their treatment protocols. Patients are seeking this option and sales charts have shown 5 times increase in sales over the year.
As the treatment option is easy to follow, relatively low cost and can be taken at home, it has improved patient results.
Often, due to high cost, side effects and difficulty unavailability of facilities, continued symptoms of discomfort and increasing dosages many patients do not continue medication or treatment. This affects productivity; financial stability of the family and therefore the Nation.
Many bed ridden, totally dependent patients have become self dependent and resumed work in3 months of treatment. Most patients resume normal lives in a month. Few patients follow up not taking any medication after completing SHARP treatment are non symptomatic after 5 years.
What methods for quantification of social impact are you applying (if at all)?
Increase in number of hospitals adopting SHARP and increase in sales through Direct marketing channel quantifies acceptance. Patients from all class of social, financial and disease state are adopting SHARP treatment.
Could your solution work in other geographies or regions? If so, where?
SHARP can be implemented in any geographical condition and will work in all regions
What is your projected impact over the next 1-3 years?
Even if we consider to reach & treat 1 % of the estimated adult 33% who are potential victims of Vascular disease, we have a target to reach more than 4,00,000 patients in India alone in one year at any given time; with active treatment for 3 to 6 months valid for each person.
もっと読む↓↑ 隠す↑ 隠すElaborate on your current financing strategy
Sales are reinvested into medicament manufacturing and basic promotional activities.
Expenses incurred are in Raw material procurement, processing and manufacturing of medicaments. Government regulations have changes and costing has to be restructured without increasing price for end user.
Currently, the medicament sale is supporting reinvestment into medicaments. We are seeking investment and network partners to take this protocol to a ready market in the coming days.
Our offices are in Pune and we have growing markets from all corners of India and numerous patients taking the treatment medicaments as personal baggage overseas.
Our financial strategies would look forward to network development, overseas regulation clearances to improve deliverability and smooth functioning.
Few doctor’s have shown interest to invest. We are seeking alliance for well established pharma network to cater for the deliverability.
Share of revenue generation in total income of organization (in percent)
30% manufacturing: 45% distribution; 15% company management; 10% revenue.
Direct sales to patients or other beneficiaries (in percent)
40% by Direct Sales: 60% to Doctors / medical institutions
Of the possible sources of these sales listed below, check all that apply to your current strategy
Friends and family, 個人, Patients, Caregivers.
Licensing fees, e.g., for technology/franchise model (in percent)
As yet, we do not have a franchise model in place.
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
Private businesses, Others.
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
Private businesses, Others.
Explain your revenue generation strategy in more detail
Currently, we are reinvesting sales revenues into manufacturing and support activities. A part of the revenue is kept for market development; educational purposes and development of new products.
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
Treatment options within the low income strata on whom the family is dependent and is almost on a daily wage earning mode. So far, about 3 to 5% of manufacturing volume is dedicated to this cause.
Treatment medicament are offered at manufacturing cost or less.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
Funding is regenerated from sales currently. Private self funding has made it possible to develop a small market and network.
We are targeting 12% return on investment by year end and self supporting sales to manufacturing in six months in the current circumstances.
But for the growing demands, we will need assistance for both manufacturing volume and network development.
Created on 03/27/2013 by DN GILBERT
We work to improve health and healthcare by:
Providing learning and support for Patient Leaders (patients, service users, carers) to become influential leaders & agents for change.
Supporting local healthcare organisations to foster the cultures & systems for patient leadership
Creating the climate for patient leadership and patient leaders through national policy work & research.
もっと読む ↓↑ 隠す↑ 隠す団体名
Centre for Patient Leadership
団体の所在国
United Kingdom, BNE, London
Organization's Country of Operation
Year of launch of the organization
Years in Operation
Operating 1-5 years
Has the organization received awards or honors? Please tell us about them
Ashoka Changemakers Innovation4Health 2010 Runner up
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.
This initiatives provides the support as patients we needed, but never got to influence change. There is no training or support for patients to act at leaders. Potential Patient Leaders are everywhere though; if our/their talents could be harnessed, then fundamental power structures in health and healthcare would change for the better; we also need to model patient leader behaviours ourselves.
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠す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.?
We provide learning and support for patients, service users and carers to be influential leaders and agents of change. Patient Leaders (PLs) can play a variety of roles - entrepreneurs, community health champions, peer to peer support workers, activists and campaigners, catalysts for improvement, representatives, governors, etc. But at present few opportunities exist for PLs, while millions is spent on continuous professional development for clinical and managerial leaders. This paucity of support exacerbates fundamental inequalities of power at decision-making level and means healthcare policy and practice is unsustainable - as it sees patients as problems to be 'solved' and the issues as 'demand management' rather patients as assets in the current economic context.
See also:
http://tinyurl.com/9wh9no9 - Quiet Revolutionaries
http://www.hsj.co.uk/opinion/columnists/the-rise-of-the-patient-leader/5...
http://www.hsj.co.uk/resource-centre/leadership/why-patient-leaders-are-...
http://www.hsj.co.uk/resource-centre/leadership/when-patients-become-lea...
We provide learning programmes and processes to develop peoples confidence and capabilities to work with others (eg health professionals) to foster dialogue and improvement, develop networks and communities of practice, provider advice and support and further opportunities for people to influence change. We also support organisations to foster patient leadership through organisational development work based on principles of co-production
Describe how your innovation model is distinct from any other organization in your field?
All leadership training in health and healthcare is focused on clinical or managerial leaders; any training focused on patients as representatives (itself an institutionally ordained role for patient leaders who have to 'fit in' with existing structures) is didactic, knowledge-based and institutionally self-serving. Our approach to learning focuses on 'process' skills (ie working with others to improve dialogic skills). We are pioneers in this field, having introduced the concept of patient leadership and patient leaders into healthcare in the UK. We are ahead of the wave. We are patient leaders ourselves and thus our model has values and integrity at its core. Our model also contrasts with 3rd Sector approaches to equipping patients with 'expertise' often a more 'confrontational' stance
What type of operating environment and internal organizational factors make your innovation successful?
We practice what we preach and model the behaviours of Patient Leaders. Mark Doughty & David Gilbert are both patients/service users, co-founders and co-directors
We continually challenge organisations to adapt mindsets to those that focus on patient-centredness, but more importantly on patients as leaders, as assets, as co-designers of solutions and innovative approaches to health and healthcare.
We bring practical and innovative solutions to the table via skilled Patient Leaders
We focus on the link between patient leadership and outcomes (improved patient experience, safety, quality, shared decision-making; responsiveness; improved decision-making, accountability/governance; improved relationships between individuals & health system & between communities and institutions)
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Patient Leaders are natural entrepreneurs - they have to be in to lead & manage their own lives & conditions; this natural creativity is tapped when we work with clients & patient leaders - our work is based on a learning approach that is, itself, highly reflective. Whenever we work with clients in the health field, we ensure that we model the very approach we take into our learning approach - this in itself yields intriguing solutions to organisations from the outset.
Via our approach to learning, participants on our programmes work on, and reflect upon, practical challenges and take innovative solutions into their work.
By focusing on the skills of Patient Leaders they learn navigate and influence policy and practice rather than be passive recipients of decision-making.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すThe systemic challenge you are trying to overcome (select one)
Realign the incentives in the public healthcare system in mature markets, or
Health area (target market) where the need is [select only one]
Primary healthcare services
Categories along the health continuum you are covering [select all that apply]
Prevention, Detection, Intervention, Follow-up, Social integration.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
Patient leaders have a valuable role to play in tackling the problems facing health and social care at a national and local level, but we need to improve the development of and access to learning opportunities in order to grow this pool of talent, Amidst chaos of reform and unprecedented challenges to improving health, the biggest asset we have - people who live with health problems and use services - remains untapped. Instead, patients are a problem to be solved, not the solution. Meanwhile, patient and public engagement has been co-opted by institutional interests as a buffer against change, rather than as a co-production engine for it. We need a new generation of 'unusual suspects' who can act strategically to help tackle crises in health and social care
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, Patient-centered design, Redesign of the public healthcare system for more efficiency (in terms of processes, structure etc.), New/redefined roles for healthcare service provision, 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, Education/training.
Please describe your solution in more detail
Patient leadership is:
Rooted in self-leadership - patients learning about themselves to steer their own life.
A work in progress - good leaders develop through continuous learning
Dependent on context - involves a complex mixture of interdependent behaviours
Our learning approaches incorporate:
Co-design and co-delivery
More than ‘chalk and talk’ - We use highly interactive methods
Working with what happens in the room - Leaders learn from practicing and reflecting on how they behave
Acting into a new way of thinking - We help people to construct meaning and knowledge from experiences by practicing on their ‘live’ issues
Working with others – integrating dialogue and inquiry
Process skills of leadership - skills of relationship-building and influencing
What are your vision and overall objectives?
We provide patient leaders - patients, service users and carers who influence change with:
Learning and Support - a variety of face to face offers and facilitated e-learning
Network and Community of Practice - Patient Leaders become Members of The Centre for Patient Leadership
Ongoing support to take next steps
We provide healthcare organisations with support based on co-production principles to foster patient leadership
Equipped with the capability to influence change, PLs will help shift power relationships underpinning healthcare to a truly patient-centred model. This will transform:
Patient experiences and outcomes (responsiveness)
Quality of decision-making (transparency, governance and accountability)
Trust and confidence
Financial viability of healthcare systems
What is your value proposition?
We are in a unique position with regards to the UK and international market, as
Thought-leaders (around the policy and practice of patient leadership)
Pioneers in providing learning and support to a new generation of health leaders able to shift the very fabric of how health and healthcare is delivered.
Offering constructive and sustainable solutions to healthcare organisations in the current economic climate
Who is your customer(s)?
Our customers are two-fold:
1. Health and healthcare organisations (customers) - local, regional, national, international - these organisations resource individual beneficiaries (patient leaders) who are:
2. Patients, service users and carers (direct beneficiaries)
We have run learning programmes for organisations at national, regional and local level (e.g. NHS Commissioning Board, now NHS England; NHS Institute for Innovation and Improvement; Midlands and East Strategic Health Authority; National Voice - the umbrella organisation for the health voluntary sector; various commissioning organisations and provider trusts). We have undertaken a variety of programmes, ranging from one day workshops to five month programmes (with coaching) to over 500 patient leaders.
What approaches to you use to reach your customers?
We have marketed progammes to commissioners, providers & national agencies. Given the shifting policy environment, our marketing strategy will segment in the following ways, towards:
1. National agencies (in service development, research, third sector) - these will also help ceate the environment for patient leadership
2. Commissioners of health and social care
3. Providers (acute hospital trusts, community and primary care providers)
4. Condition-related organisations/initiatives (eg. building on recent success in renal field) & moving towards focus on long term conditions
5. Locality and regionally based work (building on recent successful programmes in the Midlands)
Each of the above require bespoke business cases that focus on relevant incentives (e.g. safety for hospitals)
What are your primary activities?
We provide
Learning and support for Patient Leaders
Networks and communities of practice;
Information, advice and support for Patient Leaders
For organisations:
We provide organisational development support that fosters the cultures and systems for patient leadership (NB. We have just produced the first Guide for NHS organisation to foster patient leadership - see 'resources' section on our website)
We also undertake research and policy with partners that will help create the wider cultures and systems and enviornment for patient leadership
Who are your peers and competitors? What problems could these players pose to your success or growth?
We are unique thus far. National professionally-led training organisations are beginning to take an interest in patient leadership, but don't (and may never) truly understand the model; Patient-led & Third Sector organisations are at an early stage of being able to deliver training programmes and these are based on very different learning models to those we believe in and offer.
There is a window of opportunity (3-5 yrs) to create a social movement for patient leadership before an idea like this is 'captured' by mainstream organisations and distorted to fit institutional needs and the status quo. In this time, In this time, our work needs to support & develop a critical mass of patient leaders who share the values and have the skills necessary to radically shift the face of healthcare
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?
The current policy and practice environment is volatile and organisations do not yet recognise the value of patient leadership - and may not want it if they truly understood it! On the other hand, the steep rise in demand demonstrates that another set of players want us to step up to the mark. To overcome this paradoxical state of affairs, we need to:
Hone and articulating the vision - communicate the business case to all stakeholders
Build capacity for delivery at scale and pace
Refine the operating and business model
Clarify roles & responsibilities;
Move to mixed investment strategy
Ensure quality
Beware of mission creep (eg other areas of citizen/lay leadership)
Stick to our values
Develop range of accessible learning offers/curriculum (incl. facilitated e-learning)
Briefly describe your growth strategy going forward
These phases are largely being run in parallel:
Phase One: Market Research & marketing strategy based on refined assessment of current landscape and potential funders (including assessment of investment and philanthropic options)
Phase Two: Building infrastructure, operating model and capacity for delivery at scale;
Phase Three: Developing the offer (to patient leaders, organisations)
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New customer group(s), New regions(s), New market(s)/country(ies).
What makes your business "ready" for growth?
We have significant interest in our work from organisations & Patient Leaders themselves; hugely positive feedback from programmes (500 'alumni') Recent experience of delivery at scale and pace; Proof of concept of operational and delivery model (incl train the trainers; online network; virtual learning environment); high profile (e.g. articles and network interest)
What are your key growth objectives?
In the next 3-5 years, we aim to grow from £100k/yr turnover to £1-2m/year (yr 2) and double that by year 5. This will depend on developing 'Patient Leaders' as the 'go to' place for an expanding range of learning programmes and establishing the Centre for Patient Leadership as a non-profit making research & policy organisation.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
Short term (1-2 yrs): £500,000 turnover, six new learning programmes (300 alumni); development of online network; six new core associates; Establishment of operational model to deliver at scale and pace (with financial director on board at least p/t and project manager f/t)
Medium Term (3-5 rs): £1-2m turnover, 40 programmes, expansion of offers; Thriving membership of community; UK-wide delivery;
NB. There will be a general election in 2015 and this will inevitably lead to shifts in policy and practice. We will need to adapt our work and growth plans for these circumstances.
もっと読む↓↑ 隠す↑ 隠すWhat has been the impact of your solution to date?
Two independent evaluations of programmes show impact at various levels of our outcomes framework:
- participants on programmes (self-confidence, well-being, learning)
- impact on others (eg quality of dialogue)
- impact on projects (ie own activities, self-reported)
Previous evaluations of the learning model in other fields of learning (undertaken on Mark Doughty, co-directors previous work, upon which our learning offer has been modeled) have yielded significant impact on personal confidence and capabilities, impact on self and others, etc.
What methods for quantification of social impact are you applying (if at all)?
Independent evaluation sought of overall model; previous evaluations of particular learning programmes discussed above.
Given market segmentation outlined in previous sections, we are looking at an outcomes framework that will provide the evidence required to build a business case for:
National agencies
Commissioners
Providers
Patient Leaders themselves
This quantification will need to link patient leadership with improvements in (a) service responsiveness and improved patient experience and outcomes (b) quality of dialogue, decision-making, governance and accountability (c) nature of trust and confidence in relationships (eg between civil society / patients and healthcare providers)
Could your solution work in other geographies or regions? If so, where?
We believe the model has implications and applications beyond the UK; This might be in developed or developing countries where patients, users or carers can be influencers of change at strategic level.
We have received interest in our work from agencies in the USA, Canada, Hong Kong and Australia where we have active dialogue with various patient/consumer and improvement bodies
What is your projected impact over the next 1-3 years?
Our envisaged model for scaling up our offer means that we have already started to plan for spread and sustainability in the patient leadership field.
We believe our learning and business model have significant potential for replication; for example learning programmes could be applied to patients and users working with a wide variety of local and national health and social care delivery and commissioning organisations; to national and international agencies seeking to build social capital and even beyond the health and social care fields.
もっと読む↓↑ 隠す↑ 隠すElaborate on your current financing strategy
Our current consultancy model requires investments of organisational customers who provide funding for beneficiaries (patients linked to their own organisational interests); we are aware that individuals may be too poor to pay directly and so would seek investment to provide bursaries for these individuals (though some may pay a contribution). We want to move towards a mixed model of (a) fees from professional services (b) income generated by policy and research activities (c) investment for specific activities (eg running learning networks) (d) philanthropy (e) commercial activities (eg sponsored conferences) (f) some contributions from individual beneficiaries
Share of revenue generation in total income of organization (in percent)
Currently 100% from professional fees associated with payment for commissioned learning and support programmes
Direct sales to patients or other beneficiaries (in percent)
This is limited at present, but could be leveraged through voluntary contributions and bursaries
Of the possible sources of these sales listed below, check all that apply to your current strategy
Other beneficiaries.
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
財団, NGO, Private businesses, Regional government, 国家.
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
財団, NGO, Private businesses, Regional government, 国家.
Explain your revenue generation strategy in more detail
See current financing strategy and elaboration there on our strategic direction
Share of philanthropy in total income of organization (in percent)
Currently zero - but in planning
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
This is a new and emerging model for us. As we scale up, we will be seeking diversified philantrhopic routes that will allow us to scale and sustain our business and delivery model
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
We are aware of the current policy reforms in the UK and are confident that the plethora of new commissioning organisations and local tiers of delivery will be seeking new and innovative ways of putting the patient voice first. While marketing at a local level, we will be developing partnerships with existing clients who can provide further levels of investment and scaling up of existing programmes. We are actively using commmunication and marketing methods to demonstrate the wider need for patient leadership and have good contacts with senior thought leaders who are 'creating the market'. Our plans are to build our credibility as providers, but also to undertake research and policy advocacy work to create the climate for wider investment. At the same time, to provide scale and sustainability, we will need to expand our infrastructure - this may require external investment or philanthropic sources of revenue
Created on 03/22/2013 by adeyaadi
ForLynx aims to solve the growing lack of "knowledge" in communities today. Not just in terms of education; it is about being worldly and enlightened about things that are necessary for our survival as well as for the survival of our humanity. We are innovative in our approach as we plan to have a two step system.
もっと読む ↓↑ 隠す↑ 隠す団体の所在国
United States, Valley Stream
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立ち上げ（試験的な運営を開始している）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
ForLynx aims to solve the growing lack of "knowledge" in communities today. Not just in terms of education; it is about being worldly and enlightened about things that are necessary for our survival as well as for the survival of our humanity. We are innovative in our approach as we plan to have a two step system. One has an immediate effect by utilizing a conscious consumer system to engage the community's involvement in solving todays problems by linking their wants and needs in everyday life (through the use of our shop shopforlynx) with a percentage donation system to NGOs that are aligned with our company's mission. This exposure along with using an innovative media strategy to invoke awareness will give us the support we need to continue to enhance our mission to its ultimate goal.
What are your organization's top three priorities in the next year?
1. Establishing a connection between NGOs and for-profit companies and effectively creating a bridge that encourages a sense of communal responsibility among the domestic and international community.
2. Begin raising funds for the ultimate goal of the organization (building a school for underprivileged youth) through the use of an innovative conscious consumerism system, grants, and donations.
3. Rekindle recognition of major problems occurring in many of today's societies and generate an awareness within the international community that they can be effective if united they aim to support the world's problems through sustainable development.
Need #1
Digital Marketing Strategy
Need #2
Peer Benchmarking Analysis
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
ForLynx have two main goals: its overall eventual mission (to be a source of enlightenment) and its more immediate engaging mission (to utilize social investment with the use of conscious consumerism) that bests benefit from the use of a good digital marketing strategy. With a good digital infrastructure we can be more consumer friendly and engaging through the use of social manufacturing and enterprise resource planning we can effectively relay the company's mission along with provide services on a more personal level enhancing the customer relationship on a large international scale without having to expend much if any human and financial resources. This also avoids loss in translation and creates a transparency that can generate continuos trust and support from the communities that support the organizations mission. With the use of digital marketing we will be able to develop more innovative futuristic ways that makes the diffusion of information into todays society not only a more entertaining and engaging experience but also easily accessible. With the use of this to generate a relationship between my company and corporate owners as well as the general public may be the key.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
We would prefer an overall focus, however if it is not a choice a focus on our digital marketing strategy and application will be the closest choice to the improve the organization overall. By professionalizing our digital market using new technology we will be able to improve customer relations; customer acquisition; we would be able to completely cut down on staff as it wont be necessary handled from our computers. It will not however be able to cover the SWOT unless its applied to digital and ways to maximize funding sources as well as a better branding strategy. Pros and Cons for using it.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
I have focused in digital marketing before in a previous startup I had called DiyeHard. It was intended on using the shoe market to develop jobs for both educated and uneducated females in Nigeria to stabilize a female independence by using an ERP cloud system that would also be able to maximize the customer experience. I have gotten assistance before but more so in the programming aspect of building the cloud.
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.
Increased awareness and will to advocate for a better way to help the underprivileged
2.
An international mission that different countries will be willing to work towards achieving not independently but together
3.
Increased sustainable development and poverty alleviation.
What has been the impact of your solution to date?
The organization has not been executed yet. We have begun steps towards building the relationship between NGOs and for profit businesses but we haven't gotten far enough to give a qualitative or quantitative assessment of the organizations achievement. We believe that the opportunity that this competition offers will allow us to build and brand ourselves helping us to strengthen our knowledge and marketing tactics before heavy execution. We do believe that that is important as we will be able to start and end with the same mission and similar approaches rather than starting and reevaluating when the community is already aware. One of our prioritized qualities is consistency. We would like to maintain the consistency of being a strong put together organization.
What is your project future impact after receiving professional support from American Express?
After receiving professional assistance from American Express, ForLynx plans to take a few months to apply the knowledge gained before launching the company into the public. Once launched we will be able to assess the growth of the company and make whatever adjustments that needs to be made to ensure its success. We hope that with our digital establishment that we will be able to encourage an international advocacy movement through the use of our media outlets so that people can see exactly how their contributions have been a positive impact. This level of transparency can prove as the start of a domino effect on the road to sustainable development and poverty alleviation. We will maximize our digital marketing strategy applying new ideas to ensure its effectiveness is sustained.
This Entry is about (Issues)
Created on 03/7/2013 by anne.hand
The Mexican social sector has expanded rapidly, due to increasing interest from all segments of society in promoting a more involved and civically minded citizenry, but without a solid information infrastructure in place to support these developments. Our mission at Filantrofilia is to maximize the impact of philanthropy in Mexico through the rating, evaluation, professionalization, promotion and channeling of donations to nonprofit organizations. . To do this, Filantrofilia rates Mexican CSOs, and, with the CSOs’ permission, uploads the ratings onto our public online platform.
もっと読む ↓↑ 隠す↑ 隠すTitle
International Resources Executive
団体名
Filantrofilia: Construyendo la Nueva Filantropía
この団体が社会的なインパクトをもたらす国
Mexico, XX, At a national level
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もっと読む↓↑ 隠す↑ 隠すName Your Entry
Filantrofilia: Buildling a New Philanthropy for Mexico
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拡大中（次のステップで、地域または世界規模でインパクトを拡大させる予定）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
The Mexican social sector has expanded rapidly, due to increasing interest from all segments of society in promoting a more involved and civically minded citizenry, but without a solid information infrastructure in place to support these developments. Our mission at Filantrofilia is to maximize the impact of philanthropy in Mexico through the rating, evaluation, professionalization, promotion and channeling of donations to nonprofit organizations. . To do this, Filantrofilia rates Mexican CSOs, and, with the CSOs’ permission, uploads the ratings onto our public online platform. By giving the general public access to information about the institutional sustainability and social impact of nonprofits, we will channel more donations with more impact to more Mexican CSOs.
What are your organization's top three priorities in the next year?
1) Double the number of CSO ratings we carry out.
2) Increase visibility of both Filantrofilia and our online donation platform, Dona con Confianza (Donate with Trust).
3) Invest in more rigorous internal quality control mechanisms.
Need #1
Staffing Capabilities
Need #2
Performance Management
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
Our main goal this year is expansion of Filantrofilia's internal rating capacity to hit a target goal of doubling the number of CSO ratings we completed in 2012. Filantrofilia has been operating since 2009, and we are at a critical juncture. To ensure success of our scaling-up, we have shifted gears from a startup environment to a more regulated environemnt where processes and procedures are carried out to the letter, but this also implies a change in skills and characteristics required of new hires and collaborators. We work with an external recruiting agency as well as through traditional channels of staffing needs, but we would certainly benefit from an external perspective on our staff recruitment and retention capabilities as related to achieving our strategic goal of doubling our ratings in 2013.
1.
Direct, honest communication
2.
Mutual interest in improving the Mexican social sector
3.
Value placed on data-driven decision making
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Support from American Express will be focused on our organization overall.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
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.
Design and implement processes to formalize recruitment.
2.
Design and implement processes to formalize performance evaluations.
3.
Design and implement processes to formalize feedback and on-the-job training.
What has been the impact of your solution to date?
Since beginning operations in 2009, Filantrofilia has rated almost 250 Mexican social organizations in 22 Mexican states. More than 150 organizations have elected to release their ratings and participate on our online donation platform Dona con Confianza (Donate with Trust). We have channeled approximately $40,000 USD in donations to Mexican NGOs through electronic transfers with our online donations platform. Filantrofilia currently has offices in Mexico City, Monterrey, and Cancun, and a staff of 28.
What is your project future impact after receiving professional support from American Express?
Professional support from American Express will allow Filantrofilia to double our nonprofit ratings, for a total of more than 500 rated CSOs in Mexico by 2014. This will increase the number of organizations choosing to participate in our online giving platform, and will create change from the bottom up in the way that Mexican donors give. By giving the general public access to information about the institutional sustainability and social impact of nonprofits they are interested in supporting, we will channel more donations with more impact to more Mexican nonprofits, and increase trust in the social sector.
This Entry is about (Issues)
Created on 03/3/2013 by Eric Rosenberg
Supporting young people to recognise themselves as enabled and invested in themselves and their community through use of self-directed, inquiry-based learning models. The value of inquiry-based approaches to learning is becoming more commonplace in institutional education, but very few schools utilise student-directed strategies. Using design process to co-create the learning environment allows teachers to transition from director and evaluator towards mentor and auditor while still meeting administrative requirements. The Human Portfolio Project is one approach to realising this possibility.
もっと読む ↓↑ 隠す↑ 隠す団体名
The Rosenberg Development Studio
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
成長（試験運営を続けながら拡大を開始している）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Supporting young people to recognise themselves as enabled and invested in themselves and their community through use of self-directed, inquiry-based learning models. The value of inquiry-based approaches to learning is becoming more commonplace in institutional education, but very few schools utilise student-directed strategies. Using design process to co-create the learning environment allows teachers to transition from director and evaluator towards mentor and auditor while still meeting administrative requirements. The Human Portfolio Project is one approach to realising this possibility. As a result, teachers are happier and students more engaged as the classroom becomes a space that dignifies the particular aptitudes of each and every community member.
What are your organization's top three priorities in the next year?
Identify school/classroom partners
Collect data to measure impact
Secure funding to further development work
Need #1
Consumer/Audience Acquisition
Need #2
Peer Benchmarking Analysis
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
School Boards and administrators are entrenched in the status quo, and while the Human Portfolio Project has proven value in five test cases, there has been little interest shown by the establishment. Learning how to meet resistance while stewarding principals, teachers, students and their families to success while implementing a more process-oriented perspective on classroom learning is our underlying challenge.
1.
Empathy to value their existing motivations and interests
2.
Establishing networks of communication to ensure dialogue can continue
3.
Supporting collaborators to feel including and enabled to use the Human Portfolio tool set
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Support will be focused on specific assistance to find partners for the Human Portfolio program.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
We have presented at several teacher conferences, put in funding applications to school boards, and used our existing network of relationships in an attempt to broker dialogue within the established school system. We have not hired any outside consultants to support this effort, as until this point, The Rosenberg Development Studio has relied exclusively on bootstrapped funding efforts.
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.
Identifying at least one school interested in running the Human Portfolio Project
2.
Establishing a set of metrics and implementation plan for use when running the Project
3.
A plan for funding subsequent efforts to run the Human Portfolio Project
What has been the impact of your solution to date?
Approximately 100 Toronto-area High School, students have participated in elements of the Human Portfolio Project, and the feedback has been a growing sense of possibility within themselves. Students describe an increased sense of personal confidence, as well as a recognition of their own accountability in shaping the lives they lead. By connecting the program to the language of finance, students indicate an understanding of the basics notions of spending less than you earn, the importance of sustained investment efforts, and that the things they choose reflect the values they hold.
What is your project future impact after receiving professional support from American Express?
A tool kit that allows any classroom teacher a premise for bringing student-directed, inquiry-based learning to the students with whom they work. Without changing a single educational policy, there exists an opportunity to help young people recognise themselves as enabled, and to take action on a basis of personal meaning and community impact.
This Entry is about (Issues)
Created on 03/2/2013 by athena.theny
Most garments and accessories are made of leather that is tanned using toxic chemicals (mostly in India and China), which is destroying the watersheds of the areas and causing severe negative health outcomes for those who live within the vicinity. ATHENA Atelier provides an alternative to consumers who want to own quality leather goods and who wish to be environmentally and socially responsible. We use ancient, natural, non-toxic tanning methods so our customers don't have to sacrifice the environment to be a style-setter.
もっと読む ↓↑ 隠す↑ 隠すTitle
Owner and Creative Director
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もっと読む↓↑ 隠す↑ 隠すName Your Entry
We Are All Connected: Quality Leather Goods Made from Ethical Leather
あなたのソリューションに最もあてはまる段階を選択してください:
立ち上げ（試験的な運営を開始している）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Most garments and accessories are made of leather that is tanned using toxic chemicals (mostly in India and China), which is destroying the watersheds of the areas and causing severe negative health outcomes for those who live within the vicinity. ATHENA Atelier provides an alternative to consumers who want to own quality leather goods and who wish to be environmentally and socially responsible. We use ancient, natural, non-toxic tanning methods so our customers don't have to sacrifice the environment to be a style-setter. We stimulate local place-based economies in diverse indigenous nations through our sourcing and local manufacturing. At our core, we acknowledge that we are all connected: earth, animals, and people, and we provide a platform for respectful and beneficial relations.
What are your organization's top three priorities in the next year?
1) Solidify our customer base. We intend to reach an international market, through wholesaling to select boutiques in metropolitan cities, and through direct online sales via our website.
2) Increase production. We wish to have consistent manufacturing that will keep up with global demand.
3) Develop a growth plan. Currently we are in the start-up phase, and a demand for our product has been demonstrated. We will begin with limited wholesaling, but intend to expand in the next 5 years to having more international boutiques.
Need #1
Consumer/Audience Acquisition
Need #2
Digital Marketing Strategy
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
We are a new consumer goods company (leather accessories, jewellery), and we have developed a moderate clientele in our hometown (Vancouver, BC); however, if we are to expand as planned, we will need to develop our international client base. Cities such as New York, Los Angeles, London, Tokyo, Berlin and Paris have been identified as promising markets for our upscale artistically-inspired product. High-end materials, careful craftsmanship, and artful design place us in the luxury category. Furthermore, our product offers a significant advantage: we only use ethically-sourced, naturally tanned leather. While both the luxury and green markets are strong, we need to identify customers who belong to both categories. We need to clarify our message to communicate our brand's merits, and choose the appropriate medium to distribute this information. As we establish a growing customer base, we will need to adapt and increase our manufacturing processes.
1.
Problem-solving orientation and a positive attitude
2.
High skill level and consistency
3.
Respect, honesty, and dedication.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Support will be focused on our organization as a whole, primarily in structuring for growth and in identifying customer acquisition and appropriate online marketing strategies. With additional markets, we will need to have a solid plan for scaling-up our sourcing, manufacturing, and distribution processes. Naturally, staffing demands will increase, as well as legal implications. We would benefit from the input of a trained professional who has the big picture foresight to anticipate problems we might face, and contribute to our pool of solutions that will benefit us.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
I have never worked with paid consultants, but I do have various business mentors. I meet with one of my mentors weekly, and since he owns an international footwear company he is able to provide sound advice when needed. However, he is not in the high-end market, which is distinct from the entry-market for consumer goods.
Additionally, I have attended a Social Venture Institute conference, where I had the good fortune to receive a few peer-to-peer mentoring consultations. I met with one Operations expert, and one Branding specialist.
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.
Raise awareness of dangers of current leather tanning techniques and offer an ethical alternative
2.
Provide a desirable product that is ethical from sourcing to manufacturing and satisfies customer's needs
3.
Sustainable development of culturally-relevant economies in rural communities in Canada, elevation of First Nations knowledge
What has been the impact of your solution to date?
I have travelled to an Algonquin Reservation and have tanned leather with experts there, reinvigorating the local interest in natural leather tanning and learning new skills. I have opened a boutique in a trendy Vancouver neighbourhood, where I have sold out of large portions of my inventory in 3 months. I have educated many people about the merits of ethical leather; shockingly, most people have no idea how toxic the leather industry is. ATHENA Atelier has been featured in numerous online publications. I have designed new styles of handbags, and have hired individuals with disclosed disabilities to assist in manufacturing. I have forged strong relationships with prominent First Nations to discuss opening leather tanneries in their territory.
What is your project future impact after receiving professional support from American Express?
With additional professional support we will be able to take this company from start-up to growth, with the real potential of changing how leather is produced internationally. Campaigns such as Greenpeace's "Fashion Detox" are forcing major companies (e.g. Zara, Levi's) to alter their sourcing and production to be more eco-friendly; however, no one has tackled leather yet.The European Union is moving towards all cars being 100% recyclable, hence the Chrome-tanned leather will not be appropriate anymore--this is just one of the many avenues for growth. Importantly, this project has the potential to stimulate rural economies and to provide culturally-relevant income to indigenous communities. Furthermore, in doing so, indigenous knowledge, skills, and traditions are respected and celebrated.
This Entry is about (Issues)
Created on 03/2/2013 by Lawrence Cann
Street Soccer USA is an exciting social enterprise, now replicated in 18 cities across the country. SSUSA uses sport to teach life and job skills to homeless and impoverished youth and young adults. Practices on the field and off-the-field sessions take place weekly all year long. The safe space and trusting relationships SSUSA creates enables these skills to be transferred and thus unlocks participants' future potential. 75% of participants pursue further education or secure full time employment.
もっと読む ↓↑ 隠す↑ 隠す団体の所在国
United States, NY, New York
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
Established (past the previous stages and has demonstrated success)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Street Soccer USA is an exciting social enterprise, now replicated in 18 cities across the country. SSUSA uses sport to teach life and job skills to homeless and impoverished youth and young adults. Practices on the field and off-the-field sessions take place weekly all year long. The safe space and trusting relationships SSUSA creates enables these skills to be transferred and thus unlocks participants' future potential. 75% of participants pursue further education or secure full time employment.
What are your organization's top three priorities in the next year?
In addition to our core social program described above, SSUSA also operates for profit model soccer leagues and unique street soccer tournaments in locations like Times Square. It also sells it's own brand of soccer gear. The leagues and tournaments create job opportunities for program graduates and generate an income stream for the non profit. Therefore growing the enterprises is a top priority for the organization. Our top three priorities include
1. Acquire customers for our leagues, tournaments, and gear sales.
2. Retain and Cultivate Donors and Customers
3. Refine our training, accreditation, monitoring model to improve staff performance and ensure we continue to produce exceptional social outcomes.
Need #1
Consumer/Audience Acquisition
Need #2
Performance Management
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
Support from American Express will focus on one specific aspect of our business--our social enterprise leagues and tournaments.
Street Soccer USA effectively reaches the homeless and impoverished youth it serves through our partnership model with social service agencies and low income housing developments.
Currently Street Soccer USA engages its other customers as
*volunteers /coaches in / donors to our community programs
*individual or team registrants in our soccer leagues
*individual or team registrants in our street soccer tournaments
*consumers of Street Soccer USA's "I PLAY FOR" gear
To date we have attracted volunteers, donors, registrants, and consumers through word of mouth, earned, media, personal and professional networks.
Street Soccer USA is seeking American Express support to formalize its outreach and customer acquisition strategy, tactics, and processes.
We need to define and segment more effectively our target audience, identify the tools that we require to research, outreach to, and track our targets for specific initiatives.
Finally we need to effectively cross sell across volunteers, donors, registrants, and consumers.
1.
Trust (we must be honest and we must feel safe enough to be honest)
2.
Accountability (say what we mean and do what we say)
3.
Commitment ( when the going gets tough, we stick together)
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Support from American Express will focus on specific aspect of our business--our social enterprise leagues and tournaments and our gear sales.
The leagues and tournaments are essential to our mission because they provide tangible job opportunities and experience to the homeless and impoverished youth we serve. They are also essential because they drive revenue that funds operational costs of our weekly programs.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
We have not worked with outside consultants before, however we have focused on this area significantly internally. We successfully operate ongoing leagues in multiple cities, have executed major tournaments, and are currently planning two large tournaments, one set for New York City this summer.
We were able to bootstrap these ventures with the dedication of existing staff because we believe this model is the future driver of our sustainability and social impact.
We feel we are in a good position to benefit from consulting now as we seek to grow these social businesses.
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.
Creation of Sales Strategy and Plan
2.
Establishment of Sales Tools and Processes
3.
50% increase in sales next quarter
What has been the impact of your solution to date?
Street Soccer USA has established a proven model and replicated in multiple markets across the country. To date over 90% of participants successfully attain the life and job skills in the SSUSA Curriculum and over 75% of them are able to move into housing, find employment, or pursue further education or training within one year of joining the program. To date that amounts to more than 1,100 individuals. SSUSA is on track to serve 2,000 in 2013 and believes its model can significantly scale in coming years. SSUSA is currently creating an econometrics model to establish in rigorous terms the relationship between participation in its program and reduces costs in terms of behavioral health, health care usage in general, crime prevention, and long term employment.
What is your project future impact after receiving professional support from American Express?
The American express support at this juncture can be leveraged for huge impact. It will help refine our customer acquisition strategy and process and increase our sales, but also completes our sport for social change model. We see this model- our leagues and tourneys in combination with our social program-as a key element to the package will seek to replicate and scale across the country. Thus the American Express support meets a timely need.
Already in San Francisco, one of our program graduates was hired by the company Solar City. They featured him in a PR piece about the excellent employees they hire. Solar City also has a team in our adult soccer league, so in effect the money they spent on recreation funds the program that trained and developed a new and high performing employee.
This Entry is about (Issues)
Created on 01/21/2013 by AltaGracia
Alta Gracia is a cause related, ethically responsible collegiate apparel brand whose mission is providing hope and a pathway out of poverty for people that manufacture collegiate apparel. Alta Gracia is changing lives one shirt at a time. Alta Gracia is the first and only apparel brand in the world where it is independently verified where the people making this clothing receive a living wage. Alta Gracia is a business model proving that Doing Good and Doing Good Business can go hand in hand.
もっと読む ↓↑ 隠す↑ 隠すTell us about yourself/your team.
It is estimated that the retail market for college logo products is approximately a $4 billion dollar industry. This industry includes some of the largest sports marketing companies in the world including, Nike and Adidas. Knights Apparel, Inc. started in 2000 and today is the largest supplier of college apparel in the United States.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
Joe Bozich was a pre-med student at Vanderbilt University with a degree in mathematics. While at Vanderbilt, Joe became involved in competitive weightlifting and bodybuilding and in 1985 he became the US National Collegiate Bodybuilding Champion. This led to jobs with Gold’s Gym and Mattel Corporation. After finishing competing Joe combined his educational studies and physical abilities to create opportunities that led him into the business world. In 1987 Joe went to work for one of his sponsors Gold’s Gym, and launched their consumer products division selling apparel into all major retail changes throughout the United States. Eventually, Joe built upon that base, and started his own successful enterprise, Knights Apparel. Knights Apparel, has achieved #1 market share in its industry and today is the largest supplier of college apparel in the United States. Personal physical and emotional challenges activated a social consciousness that motivated Joe to take a business risk on an innovative model to devise competitive apparel production without sweatshop conditions. Included in those physical challenges was Joe’s diagnosis of an incurable disease, Multiple Sclerosis. This changed his life and what he wanted to do with his life and business. Personal commitment and an ability to infuse others throughout the organization with the same sense of purpose have helped achieve Alta Gracia’s success.
In 2005, Joe was named an Ernst and Young Entrepreneur of The Year and in 2010 the Huffington Post chose Joe as one of the Top 100 game changers of the year along with the likes of Warren Buffet and Bill and Melinda Gates. After 3 million votes Joe was named the Ultimate Game Changer in the style category.
Company Country
United States, SC, Spartanburg, Spartanburg County
Primary country where this project is creating social impact
Dominican Republic, SC, Villa Altagracia
Additional countries or regions
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
拡大中（次のステップで、地域または世界規模でインパクトを拡大させる予定）
The Need: What social or environmental problem are you trying to solve?
People working in sweatshop conditions manufacturing apparel, and being stuck in a cycle of poverty. The apparel industry has been criticised for the “race to the bottom” trying to manufacture at the lowest possible costs. This race to the bottom has undermined labor rights compliance and has led to the existence of sweatshops where people receive poverty wages manufacturing apparel.
The Solution: What is your solution? Be specific!
Alta Gracia. Build the first apparel brand and factory anywhere in the world where the people making this apparel receive a “living wage” or a wage with dignity. Prove that “doing good” and good business can go hand in hand. Show that if given the choice consumers will make the choice to pick a brand that is ethically responsible and as a business you can be rewarded for being ethically responsible.
The Solution: Why is this solution innovative for your company and industry?
Because it has been talked about for over a decade, but until now it has never been made a reality.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
By paying a Living Wage. We asked and answered the question: “How much money would each person need to be able to meet all of life’s necessities not just for themselves as an individual but for their family. That means wages and benefits to cover a family’s needs for Food and water, Housing and Energy, Clothing Healthcare, Childcare, Transportation and Education. This means we are paying about 350% higher wages then required by law in the DR. Universities are doing their own independent studies and are writing reports on results.
Please see links to the following reports on the impact of Alta Gracia on the people and the community. http://www12.georgetown.edu/sfs/docs/Research_Progress_Report_11-29b_wit...
and http://www12.georgetown.edu/sfs/docs/Alta_Gracia_Web_Final.pdf
From the new Report, “Alta Gracia: Work with a Salario Digno,” is co- authored by Dr. John Kline of Georgetown University's Walsh School of Foreign Service and Dr. Edward Soule from Georgetown’s McDonough School of Business, following is just one quote from an employee at AG taken from Georgetown’s above reports. “ A living wage “salario digno” means being able to work towards our aspirations. It allows one to accomplish dreams. Ina previous factory the road was always dark. You don’t get to see the results of working. A salario digno allows you to be identified as a human being.”
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?
Our peers and competitors are the largest apparel brands in the world. Our peers also include student activist groups like united students against sweatshops USAS and United students for fair trade USFT as well as labor rights groups like the WRC, workers’ rights consortium. Here is what they said regarding what differentiates us:
“In the fifteen year history of codes of conduct and monitoring programs – despite hundreds of thousands of factory audits and a vast proliferation of ‘corporate social responsibility’ programs – the simple fact is that no major apparel brand has ever done what Knights Apparel is doing at the Alta Gracia factory." -Scott Nova, Executive Director of the Worker Rights Consortium (WRC)
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠す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 just have a real desire; no I have a real NEED to KNOW that what I’m doing for work every day is making a real difference in the lives of people that our business touches.
Because I realize just how ordinary and at the same time how fortunate I am as a person.
There are people smarter than me; just as motivated as me with the same work ethic that will never have the opportunities I’ve had just because of where they were born and the circumstances in which they were born.
I went through a series of tragedies that changed my life and changed my views of what I wanted to do with my life and these events made the idea of just working to make money and gain market share seem much less important. In less than 1 year: a family member passed at 37, another died at 25, one of my children became so ill they almost gave up on life, another was diagnosed with term cancer 6 months to live and I lost vision and have been diagnosed with an incurable disease Multiple Sclerosis.
But these events also made me realize how fortunate I am because I will always have HOPE. I could afford the best medical care and did not have pressures of worrying about my job or paying bills when I needed to take time off work to help myself and family members.
It MADE me think, what about the people just like me but with NO HOPE. Treatment available but not for me cause can’t afford it and what about additional pressure of paying bills, rent, putting food on table.
Made me ask: How can you use your business and what you do every day to provide HOPE for someone who might not have it today? What if what you do every day, making apparel, could make a life changing difference, in the lives of people that your business touches? This makes me feel like my life and work have REAL purpose.
What has been the impact of your solution to date?
Workers are able to repay predatory loans bearing weekly rates of interest of 10% or higher. Parents can afford to give their children regular meals. Housing: workers are able to save a portion of their wages to build up a down payment and qualify for their first-ever bank loan. Workers are able to return to school to complete their education often abandoned when they were children. Psychological benefits: Many workers suffered long periods where their choice was unemployment or working in distant cities. Regular absences and constant financial worries combined to lessen family bonds and deny children parental guidance and nurturing. Alta Gracia has resulted in freedom for daily worry and fear about “What can I feed my kids? How can we pay the rent? What happens if we get sick? More simply then higher pay Alta Gracia means respect for labor rights and being treated with dignity as a human partner. Workers believe that their individual and collective self-worth is recognized and valued at Alta Gracia.
What is your projected impact over the next 1 to 3 years?
There is a wide spread between paying a living wage and the current practice of paying the legal minimum or prevailing industry wage. Reducing that spread requires a compelling “business case” –something Alta Gracia stands to provide in the apparel sector. Over time, the benefits of Alta Gracia’s humane and intelligent approach to management should be evident and they should be adaptable to a range of business models and pay scales. The long term promise of Alta Gracia is the light it shines on these possibilities. 2 years ago Alta Gracia was just an idea with business and no customers and today it is in over 800 US college bookstore retailers in the United States and it is performing as well as the most recognized brands in the industry. Over the next 3 years we expect that Alta Gracia will expand into other retail channels of distribution which will ultimately lead to more jobs and more Alta Gracia factories. We believe Alta Gracia will turn into a well know and desired apparel brand based upon appealing to the large and growing demand by consumers for ethically responsible brands.
What barriers might hinder the success of your project? How do you plan to overcome them?
Our biggest challenge is awareness and being able to help consumers understand how their purchasing power and Alta Gracia have the ability to change lives. Our plan is to continue grass roots educational opportunities by bringing students, universities and labor rights groups to Alta Gracia so they can see and hear first-hand how their support of Alta Gracia is truly changing people’s lives. We also need to continue to create awareness through traditional media as well as thru social media.
もっと読む↓↑ 隠す↑ 隠すWhat is the benefit or value you're creating for your business?
We are building a brand that is based upon being ethically responsible and as a result we are opening up new channels of distribution and new channels of revenue for our business. We are also distinguishing ourselves with our university partners as the leader in corporate social responsibility which impacts their decisions on renewing or granting license rights to their valuable brands. We are also creating value for our company by showing current and future employees that we are a company that cares more about just the bottom line which is a benefit in terms of recruiting and retaining talent.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
Knights Apparel could never have made this initiative a reality without leveraging all of our company’s strengths and expertise in every area. This project has company wide support from every functional area, from sourcing and manufacturing to design and merchandising, sales CSR, and finance.
Expand on your answer, explaining the long-term funding and support plan.
We have support at a board level to finance and grow and support Alta Gracia. The first 2 years were obviously the biggest challenge for essentially what was a start-up as there was no proven market and no existing revenue. In our 3rd full year we are on track to being financially sustainable based upon now having built a retail network of over 800 college bookstores supporting Alta Gracia.
Tell us about your partnerships across your company and externally that are key to your project's success.
Not only do we have complete internal support, but we also have the external support from University Partners like Georgetown University, Harvard University and The University of Washington that have also engaged in studies on Alta Gracia; and also from Universities like Notre Dame that continue to use their university resources to help create awareness not only on their campus but throughout the collegiate industry. External partnership also exist with student groups like United Students for Fair Trade and Labor rights group such as the WRC, Workers’ Rights Consortium, as well as NGO’s such as the Maquiladora Health and Safety Network.
What internal support have you gotten for your project? What kind of push-back have you received?
We have no push back internally within our company. This is a company initiative that has widespread support because it is in line with our company vision and goal of being the leader in corporate social responsibility in the collegiate industry.
Our vision is to “Fulfill dreams and strengthen the individual through including and sustainable work life”. We are establishing a sewing factory in Livingstone, Zambia. This will operate as an extended job prospect for vulnerable women recruited through our partnering NGO organizations, and will be a possibility for them to engage in an ordinary work environment. Fashionable leather bags for the conscious consumer will be produced here, and exported internationally under the brand WayaWaya.
The Mardi Gras industry in the Greater New Orleans region is worth at least tens of millions of dollars, likely hundreds. This means there is a huge demand for what are locally known as "throws." Throws can be anything from cheap, plastic beads to hand-painted coconuts, and they are thrown out by the ton during the weeks of celebration culminating in Mardi Gras.
Adonya offers handcrafted artisan jewelry and accessories which embody a cultural commitment to social and environmental justice for the global community.
Created on 10/21/2012 by evan.d.shulman
Accelerating growth of a new, sustainable, just economy by serving the societal enterprises that will get us there. We provide high-touch technical and cultural consultative services, helping clients and ventures perform their best by leveraging our core assets and learned experiences.
もっと読む ↓↑ 隠す↑ 隠すTell us about yourself/your team.
I'm passionate about unlocking the potential within societies. Trained as a systems thinker, I have unique insight into how various societal pieces fit together, to create a holistic whole greater than the sum of its component parts. With this perspective, I constantly challenge myself to look for intervention points that maximize positive systemic change - making that potential a reality. Thinking across disciplines, I see key roles for crafting a better world through all sectors, and hope to better align them to do just that.
With past experience in governance and not-for-profit organizations, my current role in the private sector has given me new learning opportunities to expand my toolset for enacting positive change. I hope to readily apply these learnings through this competition
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
I'm a connector. I'm always up for meeting new people, hearing new ideas, and then automatically synthesizing those ideas with past ones I've come across. This helps me think across disciplines, never limiting myself to the status quo of how a system has been setup. I think big and see possibility.
While I love meeting people, I'm also an introvert. I thrive on intimate spaces, and connecting more deeply, which allows me to dive into issues in search of root problems. Then I can solve for problems at the source, instead of superficially.
I also have a humanistic approach to relationships and teams; I always seek to promote health and growth among my peers and help them reach their own individual potential. I love bringing people together in nurturing environments.
Company Country
United States, NY, New York, New York County
Primary country where this project is creating social impact
Additional countries or regions
Potentially all major cities in large countries where we have offices
Industry
Professional, Scientific, and Technical Services
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
アイデア（スタートする準備を整えている）
The Need: What social or environmental problem are you trying to solve?
We are at the cusp of a new economy; this economy is more sustainable, more just, and about more than just profit. It focuses on people as well as planet through its businesses. The current economy is broken; it's led to degradation of the environment, and while prosperous for some, has left many out of the equation. The problem lies in how to accelerate a transition from a broken system, to a new one that offers much in the way of a better society and environment. It's exacerbated by the fact that the status quo is rarely eager to change, and may even organize against the emergence of a nascent system. One sector of this new economy are Benefit Corporations: there are 643 of them presently, representing $4.2 Billion in revenues across 60 industries and 15 countries. How can we grow this?
The Solution: What is your solution? Be specific!
Technology has always accelerated change, progress, and development. My company's mastery of technology and innovation can be shared with these new economy businesses to help escalate their rise and replication. A "Societal Impact Services" division would organize company technology and resources as a service to businesses at the forefront of this new economy. We would replicate our current technical services and consumer operations divisions, taking their best practices of single-point-of-contacts to access our services and tools, scaled content for simple issues, and consultative support for complicated issues. These new economy businesses would become clients of this new services division, and get a key technological partner in growing their businesses and with it, the new economy. Our services team would be their one-stop-shop for technical, analytical, and creative solutions to their business challenges.
The Solution: Why is this solution innovative for your company and industry?
Most companies establish charitable trusts or corporate social responsibility programs. This changes the model for "doing good" by creating a new business unit dedicated to supporting companies in the societal sector. It also allows my company to create a new, cross-functional "interdisciplinary" team that can leverage best practices across our organization - from physical workplace services, to consultative efforts, to technical solutions - to help these burgeoning companies
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
== Very Broad for now ==
1) Client asks any question related to their business to their dedicated Account Manager or Technical Account Manager
2) Those Managers work with the Services team, accessing and networking with all parts of the rest of our company to develop and pitch solutions
3) We work with the client to implement the solution(s) and drive their business growth, which has multiple impacts in driving societal and environmental benefits, as well as our business growth.
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?
Our peers are orgs that are supporting the transition to a new economy. Included are The Hub, the Centre for Social Innovation, Ashoka, and Acumen Fund. These peers may even become our clients, helping to bolster their societal impact efforts, creating an exponential impact in the new sector as a whole. Competitors include other technology and consulting firms that leverage their core assets to help businesses - specifically businesses in the current, broken economy. This ranges from Deloitte, Microsoft, to IBM. Our approach would be different in that our company's culture has a very agile, experimental aspect to it, along with a desire to innovate what a better service organization could be like. However competition should help accelerate the transition, which is the ultimate goal.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠す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'd been thinking a lot about how such a progressive company could take it to the next level. Then I thought about the discussions around charity vs societal enterprise, and how a new sustainable economy is emerging. If we can align our core assets and business skills towards supporting this new economy, we can "do well while doing good." I wanted to create something systemic, that alters the relationships between actors at the root of those dynamics, and challenges the status quo.
This solution also scales out my current intrapreneurship activities. I've been making myself a contact at the company for outside social innovation groups, seeking to connect them to internal resources and experts, to help them develop their initiatives. By putting a formal structure in place, making these organizations paying clients or invested ventures, I'll be able to get a lot more organizational energy into leveraging our assets for societal and environmental well being through these organizations
What has been the impact of your solution to date?
== To be expanded upon ==
My individual initiatives have connected business and product experts in my company to:
- 3 social innovations from the Massachusetts Institute for Technology (MIT)
One social innovation, OpenIR, has benefitted from key geographical technology and insight into how to automate screening of infrared spectral data to further their mission of assisting crisis response teams through better geographic analysis of vulnerable zones due to natural disasters.
- 2 social innovation co-working spaces (Centre for Social Innovation and The Hub)
Recently, I hosted a start-up team looking to create a physical space in the city to also support the new sustainable economy. I put them in touch with an expert in space planning.
I'm also working on putting on a Societal Impact Event on 12/12/12 to bring members of the "new economy" to our office, hosting a panel on various aspects of this new societal impact economy, and facilitating networks between these parties.
What is your projected impact over the next 1 to 3 years?
Having as clients, or investing in for equity over 400 organizations in the societal sector. Through these new business relationships, we will have been able to multiply their impact through our technical and consultative services, offering solutions through our technology, employees, and business best practices.
Helping grow the impact of 10% of Benefit Corporations, as measured by each one's own unique "more than profit" metrics.
What barriers might hinder the success of your project? How do you plan to overcome them?
- Not having a clear vision for the new Services team
- Not truly aligning with our own business interests
もっと読む↓↑ 隠す↑ 隠すWhat is the benefit or value you're creating for your business?
- A brand new business unit for our company
- Increased morale and desired positions for current employees
- A place to showcase how our technology, services, and people can help move the world forward by implementing it in these new economy organizations
- A chance to have our culture permeate into other companies
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
- Networking with existing teams in the company to form cross-discipline partnerships to support unique needs of each social innovation I've worked with so far.
- Making use of existing programs that encourage employee time and core skills to be applied to outside organizations.
- Securing modest funding through internal partnerships to put on events that support members of the new economy.
Expand on your answer, explaining the long-term funding and support plan.
I want to create new business unit entirely. By proving our impact with non-paying, and non-stakeholding outside clients, and moving towards partnership models with paying outside organizations, I hope to demonstrate proof-of-concept for a larger pilot team of Societal Impact Services.
Tell us about your partnerships across your company and externally that are key to your project's success.
== Internally ==
- Community Affairs
- Corporate Social Responsibility
- Entrepreneurial Affairs
- All Product Teams
== External ==
- 3rd-party verification organizations to validate the members of the "new economy" that we'll select to work with
What internal support have you gotten for your project? What kind of push-back have you received?
I've yet to launch this larger idea, but through my own individual efforts along this track so far:
== Support ==
I've been able to find at least one expert or team to connect each social innovation organizations to
Community Affairs jumped on the idea and opportunity to host an event in support of the larger social innovation community
== Push back ==
TBA
We want to provide portable green power and renewable energy education to events, concerts and festivals of all sizes.
Our work at Community Micro Lending is to implement the very old-fashioned principle of neighbours helping neighbours. We do this through our local peer-to-peer micro lending and mentorship program where local people lend money to other local people for the start-up of small local businesses. We see it like this: Small local businesses are the backbone of a new economy. Local is about sharing a place. It’s in everyone’s best interests for their place to be strong.
Victory Gardens is worker co-operative that helps people grow food! We are a team of urban farmers for hire whose solution transforms urban space and provide education for food production.
My Garment is an online educational and behavior change tool used to educate consumers about the life-cycle impacts of a typical garment in a simple, interactive and engaging way. Based on selected information on the users garment (where it was made, and what it is made of) consumers learn about the steps and impacts along the global fashion supply chain: from harvesting the raw fiber materials used to make the garment, the manufacturing process, global transportation, retail & brand marketing, to the use and disposal of the garment.
Created on 09/12/2012 by Neil Salmond
Pekish offers a healthy, high quality and convenient alternative to vending machine chocolates and chips.
もっと読む ↓↑ 隠す↑ 隠すCountry where this solution is creating social impact
Region in BC where your solution creates social impact
Vancouver.
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
アイデア（スタートする準備を整えている）
運営期間を選択してください。
アイデア段階だが間もなく始動する予定
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
Pekish addresses four pressing social issues confronting our society today: Obesity and nutritional problems related to the convenience diet in BC and North America in general, a lack of good quality jobs for rehabilitated and untrained workers (specifically in Vancouver’s downtown eastside (DTES)), a broken food distribution system in BC and North America where eating local is the exception rather than the norm, and the need to teach more sustainable farming methods to people in the developing world to encourage more sustainable food production systems.
The Solution: What is your solution? Be specific!
Pekish offers a healthy, high quality and convenient alternative to the chocolates and chips many eat from the vending machine, or the cookies and doughnuts they buy from the corner store. We match the convenience of these two distribution channels, sending our food by post, with a significant improvement on the health and nutritional value of the product. In 2008 a speaker from Vancouver Coastal Health described food from vending machines, and chips in particular, as the "cigarettes of the 21st century", placing a huge burden on our social health system. Pekish helps get people off these “cigarettes”, eat local, and promote healthy lifestyles and sustainable farming methods here and in an African location to be decided.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
The typical customer will eat Pekish’s healthy and nutritionally balanced food products as a convenient alternative to the over-processed vending machine and convenience store foods they reach for at the moment. The communications channel will be through the Pekish website. When a user logs on they will be asked to complete a short five-point questionnaire, ranking their taste preferences on a five-point scale. These tastes will then correspond to a wide range of nutritionally balanced and healthy recipes on offer. The user then selects the delivery frequency of their Pekish box, defaulted to Monday and Thursday every week, and receives their surprise snack box via Canada Post, complete with different, personalized snacks in four different containers based on the preferences selected on-line. The user is then encouraged to update their profile, stating what they did or did not like. These preferences are then reflected in their next Pekish delivery. The communications experience with Pekish is engaging, fun and informal, which will allow for the effective use of our influence to see the lifestyle changes we wish to see in our community. All snacks are locally sourced, nutritionally balanced, healthy, tasty, and packaged in environmentally friendly containers by rehabilitated workers from Vancouver’s DTES.
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.
Pekish’s competitors are the makers of the over-processed foods that dominate such a large portion of the average North American diet, as well as the vending machine and multi-national convenience store brands who promote their products. Our peers are other local BC organisations promoting healthy alternatives. Similar others include Saul Good Gifts, which uses a similar subscription commerce model to ship healthy and nutritious goods to customers. Saul Good focuses on larger, high end products rather than snacks. Health conscious retailers like Whole Foods offer similar products, but without the convenience afforded by Pekish’s easy to use website, custom recipes, and straight-to-your door postal service.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠す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.
During the UBC MBA program in 2008 a speaker from Vancouver Coastal Health described the food in vending machines, and chips in particular, as the "cigarettes of the 21st century", placing a huge burden on our social health system. When one of the founders was working in London, UK he became aware of a company using a similar approach to what Pekish is proposing. A few years later after completing his MBA at UBC and working in the sustainability space, he realised that the drive in the industry is to identify a social cause and then work hard to build a business case for it. Why not do the reverse - take a successful business model and align its purpose to maximising a specific social objective?
Please describe the goal of your initiative; outline what you are trying to achieve
Our goal is to raise awareness for poor diet choices by offering healthy and nutritious alternatives to our customers. As Peckish gains more customers and we build the brand, we will use our influence to educate people about our three core themes of eating healthy, eating locally, and practicing sustainable agriculture. The Peckish business model has a donations component built into it, similar to the opportunity that Whole Foods provides to their customers to donate the money they didn’t have to pay for a bag to a charity of their choice. Our choices will relate to sustainable agriculture initiatives in Africa.
What has been the impact of your solution to date?
The founding team has been working on this idea for a little over a month now. Many of the fundamental aspects of the business have become clear, however, the company is not yet operational.
What is your projected impact over the next five years?
After proving the concept in Vancouver, Pekish intends to expand to Toronto and the US where processing and shipping costs are lower and there are more large urban centres of sufficient density to achieve the economies required by the model. This is a critical time for the US in particular - 67% of adults over the age of 20 are considered overweight, and half of those are considered obese. 25.8 million children and adults in the United States - 8.3% of the population - have diabetes. Peckish hopes to play even a small role in improving these figures.
What barriers might hinder the success of your project? How do you plan to overcome them?
Vancouver is a difficult test bed for this business model. Shipping is considerably more expensive in Canada than the US and it’s more difficult to achieve economies of scale for processing and distribution. That being said, if Peckish can overcome the adversity inherent in this market and successfully prove that the model works then this puts the company in a very strong position for expansion to larger urban centres in the US and perhaps Toronto. Operations and supplier costs during the first phase will have to be carefully managed to ensure our social mandate is met while achieving profitability.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
After six months we intend to have reached our breakeven volume in Vancouver of 500 subscribers.
タスク 1:
At six months Peckish will have a processing facility in the DTES and employ five full time staff.
タスク 2:
We will have fully developed our campaign materials for nutritious eating, eating local to support sustainable agriculture in BC
タスク 3:
and have developed appropriate metrics for recording each of these
Now think bigger! Identify your 12-month impact milestone
After 12 months we intend to have expanded into one other major metropolitan area, and achieved 2000 subscribers
タスク 1:
efficient and cost effective network of local suppliers, healthy relationship with Can.Post and USPS local processing facilities
タスク 2:
a fully functional website complete with marketing front-end and data storage and recipe algorithm back-end
タスク 3:
The first cheque - from customers' donations - to our chosen African agricultural college
もっと読む↓↑ 隠す↑ 隠すあなたのパートナーシップについて教えてください:
Three of the partners have known each other since they met in the UBC MBA in 2008, and I worked with two of the partners at ISIS in 2010. All of the partners have trust in and respect for one another’s professional abilities and beyond that, have many similar interests and thoroughly enjoy each others company on a personal level. The partners own the company in four equal shares.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
After proving the concept in the Vancouver market and setting up the structure for the company, Pekish intends to expand to the US where supplier, processing and shipping costs are lower and there are more large urban centres of sufficient density to achieve the economies required for success. The expansion plan is to enter the US market because that’s where the health impact of Peckish will be greatest.
What type of operating environment and internal organizational factors make your innovation successful?
Pekish will come to life in an environment where professional and personal matters are openly shared and supported by like-minded colleagues. Creativity and new ideas are encouraged at Pekish, as is enjoyment in the day’s work and a willing to take risks. At the core of Pekish is the belief that the company is about more than the revenue coming through the door. Although this is important to keeping the door open, we’re doing this because this is a service we want to see exist. Be the change you wish to see in society!
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 debthorneycroft@ymail.com
Sustainable Choices will increase community resiliency across Canada and empower youth at risk.
もっと読む ↓↑ 隠す↑ 隠すCountry where this solution is creating social impact
Canada, BC, Osoyoos, Oliver, Penticton, Summerland, Peachland, Kelowna
Region in BC where your solution creates social impact
Thompson Okanagan.
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もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
Established (past the previous stages and has demonstrated success)
Which of the following best describes the barrier(s) your solution addresses? Choose up to two
Access, Transparency.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
Global challenges are forcing us to find better ways of doing things and making our communities work. We are changing our attitudes toward and relationship with energy, climate, food, economics, health, waste, and the environment. We are establishing new norms for how we communicate, work, live our lives, and ensure that the goods and services we need are sustainably produced and available locally.
The Solution: What is your solution? Be specific!
Our Freshsheet newsletter is a free weekly information source reporting and interpreting the events and trends of our region, covering the story of our region's response to the extraordinary challenges and opportunities that we face, and the story of the emergence of a new culture of local resilience.
Our emphasis is first to provide information and perspective on the primary challenges of our region, and the second is to spotlight inspiring and visionary signs of people rising to the occasion whether as individuals, neighborhoods, communities, institutions, companies or organizations.
Each edition includes a Directory listing spotlighting local businesses, and a listing of the Social and Environmental events taking place throughout the Okanagan Valley.Freshsheets are available at coffee shops, restaurants and retail outlets throughout the Valley and online at www.freshsheet.ca.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
Free, weekly Freshsheet newsletters connect residents with locally produced organic food, locally owned businesses, organisations working on sustainability, and new ideas emerging throughout the world on conscious consumerism and fair commerce. Freshsheets bring together those working to create a resilient society with locally produced goods and services. Regional editions introduce and highlight their area's local farmers and businesses, and encourages people to shop locally which strengthens each community. Environmental and social organisations and events are advertised freely in each region: North, Central and South. People are able to locate the goods and services they require as close to home as possible, eliminating the need to travel long distances thus reducing their carbon footprint. Locally owned businesses enjoy increased sales and recognition, and people feel more connected to their environment and communities. Consumers can also use the online edition to locate a product, service or event close to where they live.
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.
Currently there is no other Okanagan publication that gives ample coverage to issues of relocalization, food quality and security, healthy and sustainable business practices, and social responsibility and social justice, or efforts to deal locally with the challenges and opportunities of change, developing food, energy and economic alternatives, and building community.
Local newspapers address these issues sporadically.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠す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.
By employing youth at risk, this project gives young people the opportunity to gain valuable skills and develop stronger connections. Youth (ages 15-30) will be involved in all aspects of the publication: recruiting advertisers, writing articles, graphic design, page layout,maintaining the web site, photographing events and distributing the newsletters. Unemployment rates for youth are higher than for adults and many are forced to leave the area to secure meaningful employment. As our youth will be left to deal with the greatest changes and challenges of our time, they will require new skills and the knowledge of how to address the complex issues they will face. By empowering them with respectable employment related responsibilities, they will benefit by a stronger community attachment and an increased sense of pride that they are building a more resilient society and future. Freshsheet newsletters could be published in every community across Canada, much like the Coffee News is now.
Please describe the goal of your initiative; outline what you are trying to achieve
We are working to create more resilient communities by empowering our youth and encouraging people to find more sustainable ways of doing things and making our communities work. If our species is to survive, we need to change our attitudes toward and relationship with energy, climate, food, economics, health, waste, and the environment. And we need to establish new norms for how we communicate, work, live our lives, and ensure that the goods and services we need are sustainably produced and available from reliable local sources where possible. Our youth today will face the greatest challenge in the history of mankind. We are obligated to assist them in whatever way we can so that they will be able to live in the world our technology and use of fossil fuels has created.
What has been the impact of your solution to date?
We printed and distributed 1000 Freshsheet newsletters weekly in the South Okanagan from September 2011 to March 2012, and 2000 weekly in the Central from December 2011 to March 2012. Since then, we have continued to publish online in a smaller version. While we were distributing them in print over 85% of them were picked up. We received great support and feedback and plan to secure funding so that we can continue. We also were involved in producing a book called South Okanagan Sustainabilty. 7 youth at risk were employed to interview local businesses and residents and record what they were doing to be green. 500 books were printed and distributed to libraries and waiting rooms throughout the South Okanagan. All seven youth found employment within three months of the program ending. This was a five month project funded by Service Canada through their Skills Link initiative.
What is your projected impact over the next five years?
We plan to have free Freshsheets available in every community across Canada that has a population of 10,000 or more. Young people will develop new skills, gain meaningful employment while contributing to the increased resiliency of their community. Communities will be strengthened by having an increased awareness of and access to locally produced goods and services. Local businesses will benefit from increased recognition and appreciation in their communities.
What barriers might hinder the success of your project? How do you plan to overcome them?
Funding start up costs in each community will be the major barrier, but by implementing a strategy where one community helps the next get started, the project could spread faster.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Freshsheets produced by 22 employed youth at risk and available free in every community throughout the Okanagan Valley.
タスク 1:
Employ 6 youth at risk throughout the South Okanagan and distribute 2000 Freshsheets weekly between Osoyoos and Summerland.
タスク 2:
Employ 10 youth at risk throughout the Central Okanagan and distribute 4000 Freshsheets weekly between Peachland and Winfield.
タスク 3:
Employ 6 youth at risk throughout the North Okanagan and distribute 2000 Freshsheets weekly between Vernon and Salmon Arm.
Now think bigger! Identify your 12-month impact milestone
Freshsheets produced by employed youth at risk and available free in major communities in the Lower Mainland.
タスク 1:
Employ youth at risk in Vancouver and distribute 10,000 Freshsheets weekly
タスク 2:
Employ youth at risk in Langley and distribute 5,000 Freshsheets weekly
タスク 3:
Employ youth at risk in Chilliwack and distribute 5,000 Freshsheets weekly.
もっと読む↓↑ 隠す↑ 隠すあなたのパートナーシップについて教えてください:
We are affiliated with the Okanagan Institute and the Okanagan Network for the Environment.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
What type of operating environment and internal organizational factors make your innovation successful?
We are not so concerned with profit as we are in evoking change. Our goal is to employ and empower youth and create more resilient communities.
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 dev@missionassetfund.org
Mission Asset Fund helps financially excluded communities become visible, active, and successful participants in the U.S. financial mainstream.
もっと読む ↓↑ 隠す↑ 隠す団体の所在国
United States, CA, San Francisco, San Francisco County
この団体が社会的なインパクトをもたらす国
United States, CA, San Francisco, San Francisco County
Has the organization received awards or honors? Please tell us about them
Appointed Chair of Consumer Advisory Committee for Consumer Financial Protection Bureau (2012), Aspen Institute (2012), Latino Leaders Maestro Award (2012), Ashoka Fellowship (2012), Bank of the West Innovation Award (2008)
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
成長（試験運営を続けながら拡大を開始している）
Which of the following best describes the barrier(s) your innovation addresses? Choose up to two
Access, Equity.
The Need: What problem are you trying to solve?
Poor families face extraordinary barriers that prevent them from fully participating in the financial mainstream. Families are pushed into the fringe, where high-cost and predatory financial services erode assets, perpetuating a cycle of poverty. Nationally, 17 million adults are unbanked. Without checking accounts, they are forced to use high-cost check cashers to perform the most basic financial transactions. An even greater number of people in the U.S. – 25 million – have no credit score, rendering them unable to access low-cost loans for homes, small businesses, automobiles, etc. One in five households in the U.S. has zero or negative assets.
The Solution: What is your solution? Be specific!
Such barriers relegate millions of hard working families to the financial sidelines, where predatory lenders charge exorbitant fees that strip assets and lead to insurmountable debt. MAF breaks this cycle by ensuring fair access to affordable credit. Through Lending Circles, MAF recognizes social lending as a bona fide financial activity, at 0% interest and $0 fees. A social loan is the practice of lending and borrowing money among peers. A common yet informal practice throughout the world, it is known by many different names: tandas, cundias and susus. MAF formalizes activity with promissory notes, records and reports social loans to credit agencies. Participants are then able to create or improve credit histories and credit scores – opening a locked door to financial mainstream.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
MAF’s radical approach to move financially excluded communities into the financial mainstream is working. In large part, this stems from a rejection of a conventional financial education frame that assumes poor families are illiterate about finance and need to accumulate knowledge. Our model is different because we employ popular education methods that allow Lending Circle participants to share and learn about financial management from one another, within a formalized social lending framework. We actively engage low-income communities in creating collective solutions for overcoming financial exclusion by formalizing social loans between small cohorts of low-income individuals. Rather than providing conventional financial literacy programs that may undermine sense of worth, we recognize the power of social capital between participants. Recording and reporting payment activity to credit bureaus enables participants to build or improve their credit score. In this way, we combine popular education and harnessed social capital to forge a path into the financial mainstream.
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?
Although there are many invaluable non-profit microfinance organizations, our approach is distinctive and complements existing financial capability services. One of our allies, Opportunity Fund, is based in San Jose and is a great example of a lending organization that provides loans to low income families and immigrants. But many such organizations have strict underwriting standards that require credit scores, resulting in loan denials for promising immigrant entrepreneurs. In addition, there are also many community based organizations in this field that maintain a focus on conventional financial education and have a tough time demonstrating the impact of their programs.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
The inspiration for our programs comes from two innovative thinkers - Hernando de Soto and Alejandro Portes. De Soto proposed a new development strategy of providing poor families with titles to property as a means to engage them in the formal economic systems. He explained, in essence, that property outside the legal and economic structures (informal sector) are not valued assets. Portes added to this idea by explaining that the difference between economic activities in the informal and formal sectors is regulation; economic activity in the formal sector is valued and protected whereas activity in the informal sector is not. We applied this framework to the financial activity in social loans; by formalizing lending circles we value, protect, and report payment activity to credit bureaus.
Please describe the goal of your initiative; outline what you are trying to achieve
Mission Asset Fund helps financially excluded communities become visible, active, and successful participants in the U.S. financial mainstream through social loans.
Which barrier(s) to financial inclusion does your solution seek to address? (select all applicable)
The lack of affordable financial products tailored to the needs of underserved and excluded communities,.
If you selected 'other' above, please specify which other barriers to financial inclusion you solution seeks to address:
For which underserved or excluded communities will your solution create access to valuable, affordable, secure and comprehensive financial services?
The key ingredient that makes this program successful is social capital –people living in poverty have the power to help one-another by forging supportive relationships which abound in all communities. Finding the right social context and infrastructure where these relationships can transform social borrowing and lending into a safe, rewarding proposition builds financial access and capability.
Could your solution work in other geographies or regions? If so, where?
Yes. We are in the middle of expanding the program in different communities across California (San Francisco Bay Area, Los Angeles) and in other states (Nevada, Minnesota, Massachusetts, Oregon and Washington). MAF is now working with Asian immigrants in San Francisco’s Chinatown neighborhood, the Afghan community in Fremont, Filipino immigrants in Los Angeles, and even the LGBT community in San Francisco’s Castro district. By replicating Lending Circles in geographically and culturally diverse communities, we are demonstrating that this strategy is not only effective but relevant to a broad range of communities facing financial exclusion. We have surpassed the $1.35 million dollar social loan volume mark, with nearly 1,200 social lenders. As of September 2012, our community partners are generating half of our lending circle transactions.
If your solution is dramatically successful, how will things be different in 10 years?
Financially excluded communities – particularly low income and immigrant families – face extraordinary barriers in gaining access to low-cost credit and responsible financial services. Locked out, families turn to high-cost predatory payday lenders to meet their credit needs. In ten years, our program aims to remove the need for low income families to turn to payday lenders by building their financial visibility and capability. Our work aims to turn “credit deserts” into lush financial environments where there is fair access to affordable financial services that build instead of diminish the assets of low income, working poor families.
What will have had to have changed to make this happen?
To realize our vision of integrating low-income families into the financial mainstream, we must help financial institutions and policy makers recognize that everyone has something of worth, something of value, and that it’s our responsibility to recognize and build on that value. By demonstrating that our methods produce positive results (and they do – average credit score increase of 30-40 points, 100% repayment rates, 0% defaults), we can that we bring real value not only to our clients but to the financial system as a whole. We need to demonstrate that the financial system is stronger when everyone is included.
What has been the impact of your solution to date?
Since launching Lending Circles four years ago, we have serviced social loans for 1,200 participants for a total of $1.35 million. We report payment activities to credit bureaus and track their progress. We have found that on average, participants increase their credit scores by 30-40 points; they are accessing mainstream credit, increasing the average tradelines by 4; and pay down debt by an average of $1,200 per person. The impact is most dramatic for participants without a credit score or a credit history – their average score jumps from 0 to 672 after just 6-9 months in the program.
What is your projected impact over the next five years?
We hope to elevate our success with Lending Circles to the national policy level to influence larger discussions integrating low-income families into the financial mainstream. Our successes are an exceptional opportunity to not only replicate in other communities but to shift broader thinking about approaches to poverty alleviation. We also plan to continue testing other financial products focused on other populations - foster youth (with a credit building rent deposit program), Lending Circles for Citizenship (to remove financial barriers to naturalizing), and Lending Circles for DREAMers (to assist youth in applying for Deferred Action).
What barriers might hinder the success of your project? How do you plan to overcome them?
The more loans we service, the more bank transaction fees we pay, increasing our overhead. We plan to continue investigating ways to reduce transactional fees, including deepening relationships with banks and other payment processors. Our success is also hinged upon the ability to fundraise for our operations. Although the loan capital comes from individuals themselves, we need to continue to be successful at maintaining a diverse mix of funding to subsidize this program.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
To surpass $2 million volume mark in social loans
タスク 1:
strengthen our community partners’ ability to double the number of lending circles
タスク 2:
create a new financial product focused on foster youth that transform rent deposits into savings and credit building program
タスク 3:
engage financial institutions to provide mission-related investments to increase social loan volume
Now think bigger! Identify your 12-month impact milestone
To surpass $4 million volume mark in social loans
タスク 1:
Increase the number of community partners that provide lending circles in their respective communities.
タスク 2:
Introduce new and timely financial products
タスク 3:
Develop new technologies and processes to lower the servicing costs of social loans
もっと読む↓↑ 隠す↑ 隠すあなたのパートナーシップについて教えてください:
In 2010, MAF began replicating Lending Circles in geographically and culturally diverse communities facing financial exclusion. Now in 5 states, MAF services loans for Asian immigrants in San Francisco’s Chinatown, the Afghan community in Fremont, Pilipino immigrants in Los Angeles, the LGBT community in San Francisco, and foster youth in Oakland. To scale this model, MAF works in partnership with non-profits–providing the tools, training and loan servicing functions to support social loans in any community.
Are you currently targeting other specific populations, locations, or markets for your innovation? If so, where and why?
In addition to providing and testing Lending Circles in culturally and geographically diverse communities, we also plan to continue testing other financial products focused on other populations - foster youth (with a credit building rent deposit program), Lending Circles for Citizenship (to remove financial barriers to naturalizing), and Lending Circles for DREAMers (to assist youth in applying for Deferred Action).
What type of operating environment and internal organizational factors make your innovation successful?
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Created on 09/12/2012 by gwendolyn floyd
Sasa is a peer-to-peer e-commerce platform that connects offline artisans in the developing world to online consumers using a simple mobile phone.
もっと読む ↓↑ 隠す↑ 隠す団体の所在国
United States, MA, Cambridge
Has the organization received awards or honors? Please tell us about them
-Best Buy Innovators award, $50,000 and professional marketing consultation.
-Technology Prize for Global Social Entrepreneurship at UW GSEC sponsored by Microsoft of $10,000; in addition, $60,000 annual support in server space and operational software
-Social Impact Venture Award of $10,000 from Sheafor–Lindsay,
-the Rice Alliance Business Plan Competition award of $10,000 sponsored by Miller, Egan, Molter & Nelson LLP
-Business Development Support for the value of $15,000 from FLS Associates
-National Collegiate Inventors and Innovators Alliance (NCIIA),
-Cambridge's Women's Travel Scholarships, Center for Women and Entrepreneurship in Boston.
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
成長（試験運営を続けながら拡大を開始している）
Which of the following best describes the barrier(s) your innovation addresses? Choose up to two
Access, Cost, Transparency, Equity.
The Need: What problem are you trying to solve?
Women in Africa produce 60-80% of the continent’s goods. They earn only 10% of incomes. Women face economic discrimination that leads to disproportionate representation in the informal economy, leaving them unable to access financial services such as banks, loans, or credit, and vulnerable to the dangers and limitations of the cash economy. Millions of women across Africa attempt to earn a living by supplementing meager incomes by making and selling crafts - a skill that roots them deeply in culture and community. However, due to a costly export supply chain, their crafts are limited to the local economy with inconsistent demand.
The Solution: What is your solution? Be specific!
Sasa empowers craftswomen to participate in the global marketplace. Sasa is an e-commerce platform that connects offline artisans in the developing world to online consumers using a simple mobile phone. With our patented SMS-based business tools and financial services, vendors create personal online storefronts using our mobile phone business tools. Global consumers can then buy directly from the vendors on Sasa ’s e-commerce website, revolutionizing the supply chain into a P2P exchange. Sasa’s innovative financial services facilitate direct international payment and transaction, bringing artisans to the web economy. Sasa transforms the ubiquitous mobile phone into a tool that expands access to economic opportunity for women, giving them a greater share of the profits of the global craft industry.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
Our innovation leverages existing communications technology and infrastructure to pioneer a completely new marketplace. This new marketplace revolutionizes the way money and goods are exchanged during international trade, creating economic opportunity and increased profits for vendors, savings for consumers, and profit for Sasa.
Using Sasa artisans are able to independently create sustainable micro-enterprises using mobile phones, mobile money transfers, and reliable delivery services. Sasa’s innovative technology consists of patent-pending, SMS-driven mobile phone business tools for vendors to automatically upload vendor profiles and products to a P2P e-commerce website for online consumers. Sasa connects artisans to global e-commerce, even if they do not have access to the Internet, a computer, or a bank account. Sasa's patented technology offers three main innovations:
1. Using Sasa, vendors, with no need for Internet or a bank account, can create and manage their online vendor profiles via their personal mobile phones.
2. Sasa facilitates payment, transferring international credit card payments into mobile money.
3. Innovative tracking tools ensure efficient and secure delivery within the P2P order fulfillment process.
These innovations enable, for the first time ever, direct trade between economies and geographies that have never been connected through commerce before.
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?
Design-manufacture collaboratives, fair trade importers and Ebay World of Goods/Etsy, all provide access to US consumers to quality imported handmade goods. Sasa ’s scalable technology provides first-ever direct access to an enormous and entirely new market of micro manufacturers. Sasa will maintain our competitive advantage with retention strategies and evolving and innovating our services and technology. Our proprietary technology developed by our team at MIT positions us as 1) the only organization to provide an accessible international sales and financial services to artisans and as 2) a service provider to the organizations that would traditionally be viewed as competition.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠す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.
Sasa was born after years working in slums around the world, witnessing the disconnection between the incredible cultural value of developing world artisans work and the limited monetary value they could earn from it. In the existing costly and complex export supply chain, vendors receive just a fraction of the potential profit that could be earned if the tools and opportunity existed for women to competitively enter the global marketplace as independent entrepreneurs. They have the desire and skills to participate in the global marketplace, but lack the business and financial tools. What they do have access to are mobile phones and mobile literacy skills. We have developed tools for trade that leverage ubiquitous communication technology so that anyone with a simple mobile phone can participate in international trade.
Please describe the goal of your initiative; outline what you are trying to achieve
Sasa creates technology tools that empower artisans in the developing world to create and grow micro-enterprises, helping them transition from the informal cash economy to the formal sector. Sasa has created the link to achieve full financial inclusion by providing access to affordable, secure, and comprehensive business tools and financial services that provide financial records, micro-finance, savings, and transaction and e-commerce tools. Sasa cuts out the middleman, ensuring that the majority of the profits stay with the vendor and within her community. Sasa vendors will be able to save money securely, borrow money affordably, and make payments knowledgeably.
Which barrier(s) to financial inclusion does your solution seek to address? (select all applicable)
Physical and other accessibility obstacles that prevent communities from reaching financial services, The lack of affordable financial products tailored to the needs of underserved and excluded communities,, Powerful incentives for financial service providers to move up-market, Other (Please describe below).
If you selected 'other' above, please specify which other barriers to financial inclusion you solution seeks to address:
Tools that enable anyone, anywhere to conduct international sales and transactions.
For which underserved or excluded communities will your solution create access to valuable, affordable, secure and comprehensive financial services?
Eighty-four percent of women in Sub-Saharan Africa work in the informal economy, excluding them from financial rights and representation. Most of these women end up in self-employment, earning subsistence incomes with little or no growth opportunity. Many turn to craft production which provides an entry-point into the economy for under-resourced groups. Simple tools that would multiply their income with little to no upfront investment would be immediately welcomed. Moreover, our tools empower women to grow their businesses as formal entrepreneurs, gaining access to financial tools and literacy through the use of the platform. Vendors can leverage traceable income earned on the Sasa platform to access loans, open a bank account, and formally register as an independent entity.
Could your solution work in other geographies or regions? If so, where?
Sasa can be successfully implemented anywhere that has pervasive mobile phone penetration, mobile money, and reliable shipping infrastructure. In Africa alone, this accounts for more than 15 countries, with mobile money rapidly coming online in further African and developing countries worldwide.
Our telecommunications partner, Bharti Airtel, and their mobile money service, Airtel Money are excited to promote us as a value added service in the 17 countries in Africa in which they currently operate as well as India. We are also actively developing relationships with further telecommunications companies to enable our services to be accessible to emerging economy artisans worldwide.
We will pilot in Mexico Jan 2013, launch across East Africa Summer 2013, and plan to expand to countries in Asia, the Caribbean, Latin America.
If your solution is dramatically successful, how will things be different in 10 years?
Sasa will revolutionize the global market place, connecting offline economies to the web economy through mobile technology, bringing millions of people access to the formal market place and proliferating access to secure and effective financial services. In addition, we will have facilitated the education of millions of women in financial literacy and business skills. In ten years, Sasa hopes to transform the face of international trade to one that is more inclusive, equitable, and women-driven. Currently, the majority of wealth in developing countries is concentrated in very few hands. We hope, through access to tools to earn and manage income, to massively decentralize and distribute this wealth, enriching countries at the community level and empowering women to have influence in their communites and countries.
What will have had to have changed to make this happen?
In order for Sasa to successfully create and implement, at a global scale, an inclusive and profitable international direct trade platform, certain assumptions must be true:
● women want to be economically empowered
● craftswomen will adopt the Sasa platform into their market practices
● international consumers will be compelled to buy their products
● vendors will successfully earn and manage sustainable income
● both vendors and international consumers will trust the Sasa technology
● existing infrastructures will be consistent and expand with demand
From applied research and our pilot, these assumptions are sound. However, to truly scale, we need the collaboration of governments, financial institutions, and international trade standards, which is why we are building government and institutional awareness and partnership from the get-go.
What has been the impact of your solution to date?
Accessible tools for female entrepreneurs to support, grow, and formalize the MSME’s of Sub-Saharan Africa is necessary to disrupt the pattern of poverty amongst women. Our mission is to increase access to economic opportunity for women in the developing world to improve their livelihoods. If these women are provided the tools to build micro-enterprises and access global consumers, they will be economically empowered. Growing financial stability enables them to exit the informal marketplace, establish the location, security, and terms of their trade, and contributes to sustainable community development. We are dedicated to educating, training and empowering women through our business and financial services. We have registered and trained over 250 women and girls to use mobile technology to access international markets and build micro-enterprises.
What is your projected impact over the next five years?
When a vendor uses Sasa, every transaction is recorded for easy accounting and management solutions and her income is traceable. We deduct income tax for the government directly from sales and provide an opt-in option for insurance deduction, helping her move towards becoming a recorded entrepreneur with the ability to prove income for accessing financial rights and representation. Over the next 5 years, our projected impact is to support the creation of 47,800 registered microenterprises, earning $8,357,029 of traceable incomes.
Using Sasa, women vendors in developing countries will learn better communication skills, technology mastery, and business practices while reducing their exposure to health risks associated with outdoor vending by 37% over the next five years.
What barriers might hinder the success of your project? How do you plan to overcome them?
One of our challenges is establishing a growth model that allows for measured, sustainable growth. We have developed an innovative social logistics and growth strategy that will help support an incremental & socially-driven growth model, encourages a supportive network of vendors along the way.
Our vendor growth strategy is twofold:
-Our agent model incentivizes experienced vendors to recruit high potential vendors to mentor and introduce to the platform until they are qualified and comfortable as independent vendors.
-E-commerce education program is used by existing community groups and women’s collectives to introduce the Sasa platform, financial and business best practices.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Over the next six months Sasa will see the launch, optimization, and innovation of our platform, serving over 1500 artisans
タスク 1:
September, 2012 beta launch with Aitrel and GSMA’s mwomen in Nairobi, Kenya.
タスク 2:
October, 2012 public worldwide web launch with DEMO Africa representing artisans across Kenya.
タスク 3:
December, 2012 launch next generation communication, financial, and income tracking tools.
Now think bigger! Identify your 12-month impact milestone
Sasa will expand its geographic and operational partnerships to move into new countries, support a massively expanded user group
タスク 1:
Launch Sasa with further telecommunications service providers to support maximum access to all mobile phone subscribers.
タスク 2:
January 2012, pilot research in Mexico. February 2013, expand East African operations to Uganda and Tanzania.
タスク 3:
July 2013, start West African operations in Ghana
もっと読む↓↑ 隠す↑ 隠すあなたのパートナーシップについて教えてください:
We have forged strong partnerships with banks, telecommunication companies, and community groups that will make Sasa a sustainable success. Safaricom, Airtel, and the Central Bank of Kenya are just some of the institutional partners committed to seeing Sasa succeed. In addition, we are building partnership with two international NGOs, International Center for Research on Women and MADRE, to measure social impact, grow vendor and consumer networks and leverage Sasa’s impact. In Mexico, we are partnering the Lab for Social transformation to research technology, consumer, and vendor opportunties
Are you currently targeting other specific populations, locations, or markets for your innovation? If so, where and why?
We are currently targeting Uganda, Tanzania and Ghana for near term scale-up in Africa. Through our partnership with Bharti Airtel, we will expand to 17 countries in Africa. We are researching the conditions in Mexico and plan to pilot in January, 2013. We will partake in the Unreasonable Institute’s Unreasonable at Sea, which will take Sasa around the world, Spring 2013, over a period of three months to build local resources and partnerships necessary to scale internationally.
What type of operating environment and internal organizational factors make your innovation successful?
Our company culture is built around our social mission of economically empowering women. Even though we are a for profit enterprise, expected to break even before the end of 2012, our operational, strategic, and technical decisions are made with a deliberate commitment to both our social and financial bottom lines.
This commitment is understood by all of our stakeholders, leading to trusting and collaborative relationships with vendor communities as well as transparent, productive agreements with our partners, funders, and service providers that prioritize our social impact on par with our profit generation.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
I have learned vital lessons of success and failure from my previous companies and initiatives and am always excited to share these with other innovators. I believe collaboration and support amongst a strong community of changemakers is vital for the success and sustainability of an idea.
Created on 09/11/2012 by jasper.lan
The Fook: a customized eating utensil in the form of a spoon and fork set, to combat a fundamental issue of difficulty in weight management: eating too rapidly.
もっと読む ↓↑ 隠す↑ 隠す団体名
Stencil Technologies Inc.
Country where this solution is creating social impact
Region in BC where your solution creates social impact
Vancouver.
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
アイデア（スタートする準備を整えている）
運営期間を選択してください。
アイデア段階だが間もなく始動する予定
Which of the following best describes the barrier(s) your solution addresses? Choose up to two
Cost, Equity.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
A survey taken in 2004 shows that at least every 1 in 4 children aged 2-17 in British Columbia are overweight or obese. (Legislative Assembly, 2006)
Although obesity rates have been increasing, the desire to become healthier and look “better” is being emphasized even more heavily in pop culture, in respect to the slim and lean physique projected in media. This influence is reflected in the records of sales of weight loss products across Canada - 6 billion dollars annually. (Shield, 2008)
The Solution: What is your solution? Be specific!
The Fook is equipped with electronic components including an infrared signal emitter and detector to precisely calculate the rate at which its user is consuming food. If this rate exceeds a preset mean, the Fook sends haptic feedback to the user to remind them to slow down. By stalling a user’s rate of consumption, the Fook allows the hypothalamus to properly recognize postprandial increases in peptide YY (PYY) and glucagon-like peptide (GLP-1) and reduction in levels of ghrelin. Accordingly, the Fook operates by encouraging slower rates of consumption to allow the brain to recognize fullness so that a user can cease consumption at an appropriate time, rather than chronically overeating.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
Many people continue eating even after their stomach is technically full. Studies show that in terms of portion sizes given in restaurants, “cooked pastas [and] steaks exceed USDA standards by 480% and 224% respectively” (Young, 2002). The stomach works to accommodate any amount of food that is put inside, which is what causes it to expand. Over a number of years, regular overeating would cause the stomach to permanently expand, and the amount required to fully fill it up to gradually increase. Essentially, our product will work to alert the user of possible over-satiation during the time that the body may not yet recognize it is full, and as a result, lead to an overall reduced food consumption.
If the user's speed of food intake exceeds the recommended mean of 3 B.P.M (Bites Per Minute), the Fook will alert the user he or she is eating too fast by vibrating. This irritable sensation will cause the user to put down the utensil before taking their next bite. By slowing down the rate of eating, the stomach has more time to send the Peptide YY signal of being full to the brain so that the user can stop eating before too much food has been consumed.
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.
Canadians spend $6 billion annually on pills, diets, and programs promising weight loss (Transparency Market Research, 2011). It should be noted though, that the vast variety of the products in this industry include weight loss supplements and exercise equipment. The niche for cutlery and tableware is essentially unpenetrated in the sense that no product in the cutlery industry has yet made a significant impact on the weight control market. Since the Fook brings a unique approach to the idea of weight management by portion control, our product faces little direct competition. Our main competitor, Bite Technologies, has produced Bite Counter, which records the wrist movement of its user to count bites per meal and costs approximately $800 per unit; the Fook is to be sold for $20.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠す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.
"Can this machine do the job at a faster pace than the old model? If not, it is not an innovation."
This passage was spoken by a professor at one of the lectures at Lakehead University, when the founders of the Fook were attending the Shad Valley program. When the topic of "preventing obesity in North American youth" was released as the prompt for our own innovations, a member recalled this speaker's words. However, we actually felt that society's inclination towards speed was a detrimental process - that youth were simply unaware of their eating speed or that they choose to ignore that speed due to a lack of tangible support to eat more slowly.
We envisioned the solution to be a slow, but safe, adaptation towards a healthier and long-term sustainable lifestyle. Hence, the Fook: a product that aids slower eating and helps develop a sense of restraint and control in the individual over their eating habits - an act of psychological reinforcement towards biological change.
Please describe the goal of your initiative; outline what you are trying to achieve
Our product provides an active, effective manner for youth to be reminded to take pauses when eating. Stencil Technologies looks to become a leader in the weight control market, promoting healthy living in a subtle, holistic way while maintaining and growing a loyal consumer base. The primary target will be obese and overweight youth, and the eventual goal of Stencil Technologies is to instil healthy habits and improve the quality of life of any consumer.
What has been the impact of your solution to date?
Because the product is still in its developmental stages, there has not yet been a measurable impact upon our targeted community.
What is your projected impact over the next five years?
New products are constantly being introduced to the weight control market and this industry is predicted to continue growing for at least the next five years (IBISWorld 2012). Stencil Technologies can expect to claim a small portion of the market share upon entry; our competitive advantage lies in our pricing - the niche of a “higher performance, moderate price" product.
The long-term goal is to subconsciously make the consumer aware of their self-control in regards to the food they intake. This process will first be researched and tested in British Columbia, where Stencil Technologies hopes to establish itself as a sustainable producer in healthy weight control. Our five-year plan includes expansion to the rest of Canada, the U.S., and opening an online store.
What barriers might hinder the success of your project? How do you plan to overcome them?
It is relatively easy to substitute one weight control product for another with the exception of weight control programs that require long term subscriptions. Due to the affordability of our product, it is economically feasible for the majority of our users to buy our product as well as other weight control products if they wish. However, there are not any visible monopolies by any company in terms of weight control dominance that we as a business would have to face in direct competition. In addition, there are few companies that truly focus on a pragmatic and natural lifestyle change for obese youth. We have recognized this lack of interest as an opportunity to establish and differentiate our innovative line of utensils.
Hence, the barriers of entry to the Canadian market are minimal.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Advertisements at the end of the calendar year to target health-conscious individuals who wish to reduce holiday-related weight.
タスク 1:
Search engine optimization, social media (youtube) and television advertisements to be released.
タスク 2:
Advertisement in the establishment of billboards and health & fashion magazines.
タスク 3:
Word-of-mouth advertising, which leads to increase in awareness.
Now think bigger! Identify your 12-month impact milestone
Stencil Technologies plans to disseminate our products through various lines of distributions.
タスク 1:
Negotiations with moderate-risk, top-selling retail department stores such as “Wal-Mart”, “Target” and “Costco”.
タスク 2:
Employing the use of a website to allow sales to both Canada and the USA.
タスク 3:
Attending trade shows and medical exhibitions to network with health professionals who may later recommend our product(s).
もっと読む↓↑ 隠す↑ 隠すあなたのパートナーシップについて教えてください:
Because our executive board is composed entirely of Shad Valley participants, this distinction allows us to connect with previous program alumni in obtaining funding or promotion.
In addition, Dr. Malik, the chief internist in the School of Medicine at Lakehead University, expressed a keen interest in aiding our group in research to support cutlery mechanisms in promoting weight-control. There has also been interest from professors at Point Grey Secondary and the UBC psychology departments for experimentation.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
We plan to conservatively operate in the first year of operation through careful expansion.
The 1st quarter will be used for research to develop the product. In the 2nd quarter, the Fook will be introduced to Vancouver to see if there is a market. If sale quotas are successfully met, the Fook will be released to Calgary and Toronto in the 3rd quarter. These 3 cities were chosen because of their representation as the largest cities in Canada - we believe that if sales are successful here, they will be successful elsewhere. The 4th quarter includes release to all of Canada and a city in the US.
What type of operating environment and internal organizational factors make your innovation successful?
The purpose of our product is to improve the quality of life in youth. As youth, the Board of Directors can better sympathize and connect with our audience than our adult counterparts. The Board has members in at least 5 provinces in Canada, which allows for a representative youth voice in determining whether or not our innovation has the potential to be successful. This research allows us to predict if sales will be successful, and what modifications can be made to improve the product.
Salaries will be allocated in a fair way based on hours worked and projected difficulty of position. Promotion of salary allocated towards all positions will be looked at and considered after the initial three years, and will be based off work effort and success of the company.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
In the first year of operations, Stencil Technologies will require a warehouse with 1500 feet squared that will accommodate at least 1000 units of product from the supplier as it is manufactured in thousands at a time. In addition, there are other fixed costs which includes advertising, legal fees, insurance, shipping, and telephone expenses.
Columbia Community Dollars puts the power of money in the hands of community, gives solutions to the debt crisis, re-localizes business, and fosters local food security.
Our goal is to provide a fair, respectful and sustainable social-educative development to our beneficiaries, associates and volunteers. Combining technology, innovation and determination, our projects include education, sports and cultural activities.
Made in Montreal is an advocacy planning firm working to promote local manufacturing and consumption in Montreal. Our objective is to strengthen Montreal’s local economy by supporting the manufacturing sector. Local manufacturers are an important part of Montreal’s rich creative fabric, employing a significant number of people and contributing to the world-famous identity of this city.
Created on 09/4/2012 by kaw2k
Approximately 50 words left (400 characters).
もっと読む ↓↑ 隠す↑ 隠すプロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
アイデア（スタートする準備を整えている）
運営期間を選択してください。
アイデア段階だが間もなく始動する予定
The Need: What problem are you trying to solve?
When traveling, planing a visit can be over whelming. A traveler wants to experience their destination in its fullest potential in the intimate way a local would. Researching and planing this tour is time consuming and often overlooks key local aspects of a town.
The Solution: What is your solution? Be specific!
Empower locals to create guides based on their expertise. Develop a market place where a locals can post what to do and where to go to suport and experience the local community.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
Some one visiting Charlottesville VA enjoys hiking, biking, and wine. They would log into the market place we create where locals of Charlottesville post on their expertise. One such guide is a hiking enthusiast. The guide writer tells the tourist about a local shop "Ragged Mountain Running" to visit before specifying what the best trails are around town.
The tourist then browses wine tour guides for Charlottesville. They notice guides that tell them which vineyard to go on which day, and in what order.
Lastly, the tourist finds a guide for biking around town. They find out that there are local bike stores that rent bikes and have bike tours around the historic Down Town Mall.
The tourist purchases, rents, or views these guides, directly supporting the local who wrote them, as well as the local economy via the actions prescribed in the guides.
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 many sites such as Yelp, Lonely Planet, Trip Advisor, etc that already post professional guides for major cities. Each site lacks certain aspects that our marketplace fills. Yelp is a local review service, but it fails to take the burden of planing out of the tourists hands. Lonely Planet (etc) writes guides, but often from an in house perspective and does not have as intimate a view as a local may have.
Our marketplace covers as wide a range as there are people who care about their village, town, city, state. It will put the traveler in directly contact with the local citizens. It will be like visiting the town your best friend lives in, and having them recommend what you do every day as they know what you enjoy.
もっと読む↓↑ 隠す↑ 隠すThis Entry is about (Issues)
What solution(s) does your initiative address to help emerging entrepreneurs and small businesses grow and thrive in underserved communities? (select all applicable)
Access to economic opportunity.
What has been the impact of your solution to date?
Our solution would help people in small towns anywhere around the world (Guatemala, Philippines, etc) post guides that take tourism off the beaten track. It will help stimulate local economies where getting recognition was difficult due to the cost of advertising.
What is your projected impact over the next 1-3 years?
Bringing the economic benefits of tourism to lesser known areas of popular and not so popular destinations.
What barriers might hinder the success of your project? How do you plan to overcome them?
Becoming first in the mind of the people is the largest barrier to entry. People generally want to help others, and are eager to demonstrate their knowledge. Geting our product to be the first place a local goes to demonstrate their knowledge is the largest problem.
Starting with a seed town and expanding it via word of mouth and advertisements is the best approach. Focusing our efforts to become first in mind for one area, and then expand it to many areas.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
In six months, we plan on having the over 80% of people in various niche local groups in one town publishing to the site.
タスク 1:
Identify and contact niche movements that represent the town (Charlottesville).
タスク 2:
Work with locals in these movements to populate the marketplace with high quality guides.
タスク 3:
Raise awareness, to locals first, to the marketplace and expand our customers to tourists.
Now think bigger! Identify your 12-month impact milestone
タスク 1:
Promote our local niche movement to grow our network to a handfull of other towns.
タスク 2:
Contact neighboring Colleges and demonstrate how providing guides to their towns will help grow student populations.
タスク 3:
Expand beyond niche and student populations in existing towns.
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 visiting Princeton and wanted to experience the town as a local. I saw Starbucks, I saw Chipotle, I saw major bands coming to town, I didn't want any of it. I spent a significant amount of time searching for what locals with my interests do and ended up wasting my time. Frustrated, I wished there was a tour guide online that would just tell things to do, like I had a friend guiding me.
もっと読む↓↑ 隠す↑ 隠すあなたのパートナーシップについて教えてください:
We have tremendous potential for advertising local businesses and services.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Once we have a marketplace, we can offer advertisements for local businesses that need help.
The power to change is in your pocket. How a small change in your spending habits can have a big impact your health, wealth and the environment.
This project also has a Project where you can read more about its latest progress.
Go to Project: Change in your pocket!.
Created on 09/4/2012 by Kirsten_S
The power to change is in your pocket. How a small change in your spending habits can have a big impact your health, wealth and the environment.
もっと読む ↓↑ 隠す↑ 隠すFacebook の URL
https://www.facebook.com/#!/CaribooChilcotinPartnersforLiteracy
団体名
Cariboo Chilcotin Partners For Literacy
団体の所在国
Canada, BC, Williams Lake
Country where this solution is creating social impact
Canada, BC, Williams Lake
Region in BC where your solution creates social impact
Cariboo Chilcotin Coast.
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
アイデア（スタートする準備を整えている）
運営期間を選択してください。
アイデア段階だが間もなく始動する予定
Which of the following best describes the barrier(s) your solution addresses? Choose up to two
Access, Transparency.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
Approximatley 70% of Canadian adults are living 'cheque to cheque' and over half are stressed about money. Debt levels are too high and savings are too low. The target market is 70% of everyone!
In my own community I see and hear about these problems all the time and many people like to blame a lack of jobs and the economy, when in truth bad spending habits and wasteful behaviour have more of an effect on personal wealth, the local economy, our health and the environment. The challenge is to help people identify with these bad habits or wastes, find ways to take care of their needs and learn to control their wants. People need practical solutions that are easy to adopt in everyday life. These solutions must be accesible to everyone regardless of literacy level or language barrier.
The Solution: What is your solution? Be specific!
Change in your pocket!
A poster campaign designed to raise awareness and advocate positive change for a strong, healthy and sustainable community through the following means:
*To identify and advocate the practical application of financial literacy skills to create positive change to our wealth, health and environment.
*To enagage with local artists to help produce a series of comic strip style posters for each practical soultion.
*Any text used can be displayed in the artists first lanuguage e.g. Carrier, Chinese, English, Farsi, French, German, Shuswap etc.
*Individuals with low literacy skills can access the information and language barries are overcome with the pictoral content.
*To help people understand that they can have wealth without waste; that their spending habits have a direct impact on their health, wealth and the environment.
The posters will be printed and distributed via an existing network and a media campaign will be used to promote the launch of the posters.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
All posters in the campaign will have the header 'CHANGE IN YOUR POCKET!'
A number of topics will be identified for the poster content and local artists will be asked to produce a comic strip format that:
a) Sets the scene
b) Offers an alternative choice
c) Show the benefits of that choice
Examples of a poster topics:
Using the ‘drive through’ for your morning coffee.
a) Depicts average Joe heading to the drive through line up for coffee
b) Joe starts to think about how much extra his coffee costs by sitting the in line [Imagine $$ floating out the exhaust pipe]
c) Joe changes his mind and decides to park. He saves money on gas (increased wealth), burns a few calories walking in and out (better for his health) and puts fewer emissions into the environment.
Thats a lot of benefit for one small change!
Other ideas for topics include:
Recycling - Someone points out you could be recycling a lot of your garbage and decide to finally try it. Your burn a few calories sorting your stuff out (better health), you get money back when you return your empties (increased wealth), you put less in the landfill (better for the environment.
Idling - You decide to give up idling while wating with the kids for the school bus. It's a bit cold, but instead of running the car, you run around the driveway with the kids to keep warm. It better for your health, you saved money and it's better for the environment. It's also illegal as BC is idle free!
Many more ideas for poster content are in development and will be added to.
The Marketplace: Who are your peers and competitors? Identify others working to address the same needs as you and indicate what sets you apart from them.
In our region CCPL advocates and addresses community literacy needs and it achieves this in part through strong community collaborations. This project would seek to work with our peers and distribute information using our existing and effective network. Our only competitor is the current socio-economic model that cannot change unless individuals undertstand their impact upon it.
This concept has been developed following the huge success of CCPL’s recent financial literacy project that has since been added as one of the core services offered by the organization.
The initial program will be delivered regionally, but the concept could later be adopted and implemented provincially or nationally.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠す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.
Working as a financial literacy professional, I hear stories of people struggling with money on a daily basis. On the positive side I also get feedback from them and sometimes a small change can reap huge benefits.
For example one student in a workshop was horrified to work out that instead of buying overpriced sugary drinks every day for the last 3 years, they could have bought the car they really want. If you can work out a way to save $5 a day, in one year you would have saved $1825. In 3 years that's enough for a car and in 5 it could be enough for a deposit on your house!
If you are in debt, it could be the answer to moving forward.
Please describe the goal of your initiative; outline what you are trying to achieve
To make individuals aware that how they spend their money has a direct impact on their health, wealth and environment. To encourage positive spending habits that take care of our daily needs, provide future security, support a strong sustainable economy and reduce our impact on the environment.
What has been the impact of your solution to date?
None. This solution is still at the concept stage, but just discussing it with others leads to so many more ideas that could be included.
What is your projected impact over the next five years?
It is extremely difficult to quantify the impact of an awareness campaign, but their popularity in all media streams indicates their inherent level of success.
What barriers might hinder the success of your project? How do you plan to overcome them?
None identified, but perhaps the willingness of individuals to make change.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Development of topics for poster campaign.
タスク 1:
Work with local groups identifying the topics that should be the focus for our community.
タスク 2:
Identify local artists wanting to participate in the project
タスク 3:
Determine publication process and costs
Now think bigger! Identify your 12-month impact milestone
Launch the poster campign.
タスク 1:
Work wih local artists to ensure posters are ready.
タスク 2:
Print posters and distribute via existing network to key community locations.
タスク 3:
Increase awareness about the campaign through the strong support always provided by our local media groups.
もっと読む↓↑ 隠す↑ 隠すあなたのパートナーシップについて教えてください:
Cariboo Chilcotin Partners For Literacy works with a range of service providers and groups, including our first nation and remote rural communities. Please refer to the CCPL annual report, available on our website for insight into the many groups we collaborate with.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
No, this applies to everyone. Even people with good financial literacy skills, may still have wasteful habits.
What type of operating environment and internal organizational factors make your innovation successful?
Working in the community, engaging with individuals supported by a range of programs and services. If other barriers are identified before a change can be made, the right kind of support can be found to help get an individual to the next step. This process can take a long time, espcially for individuals dealing with literacy or language barriers, so having a well established organization that can provide long term support is crucial.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Vancouver Canada
49° 15' 40.4136" N, 123° 6' 50.1372" W
CPLSCorp aims to make it easier to engage citizens and communities by connecting those who need to communicate clear information with those who can teach them how.
We will train those who work in community groups and public service agencies to write clear information for the public. These people who serve as intermediaries between the public and business and governments need this help. They face the difficult task of translating government legalese and bureaucratese and business jargon into clear information for the public.
Created on 08/30/2012 by Bárbara Wolff Dick
Mineo is a system for co-creation of sustainable products based on low-impact materials, shared value for the community and collective intelligence.
もっと読む ↓↑ 隠す↑ 隠すGender of Innovator
Female
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もっと読む↓↑ 隠す↑ 隠すName Your Entry
Mineo - Design for a sustainable world
あなたのソリューションに最もあてはまる段階を選択してください:
立ち上げ（試験的な運営を開始している）
運営期間を選択してください。
アイデア段階だが間もなく始動する予定
The Need: What problem are you trying to solve?
Since I have started working with design, I have noticed some failures in the methodologies for creating new products. Most industrial designers don't listen to what people want, and sometimes it is not their fault, the industry requires this type of behavior. Also, being tied up with industrial and markets requirements, people who design products for a living don't have the opportunity to try new organic or low impact materials. And when people are attached to industrial creations, they usually don't know from where their raw material comes, and the communities which produce this material does not get much benefit for doing this.
The Solution: What is your solution? Be specific!
I realized that if we built a platform that could give these creators a place to create new products with a constant feedback of the consumer and the guarantee of sales, and if they had access to a library of low impact material, we could start a process of industrial design with purpose.
Also, I realized that we could make a more fair price, and divide the revenue with everyone involved in this process: from the community that provided the raw material until the person who contributed in some part of the creation process.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
I am building a software on the web, together with a team of 15 people, that will be a platform for this process. Anyone who has an idea for a product can go to the platform and open an ideia page. She or he will first fill a form similar to a common market briefing proposal, explaining what is this idea, which and how problems will be solved, and why the regular market solutions are not good yet. After this is done, the person can publish the ideia, and it will be available for 45 days for people to contribute, passing through three stages of a specific methodology, which includes: Conceptual phase, Viability phase and Refining phase. Our main differential will be on conceptual phase, which will be totally crowdsourced, and on viability phase, in which our design team will project the product as sustainable as possible, using only low-impact manufactured materials produced by local communities. After this three stages are done, the product will enter a pre-sales stage at Catarse.me, and will only be produced if the minimum goal for producing with low impact is achieved. When the product is sold, the revenue of the product will be divided among everyone who was involved in any part of the process, accordingly to the importance of this persons involvement.
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 is one platform simliar in the USA called Quirky. They have three years of market, and huge revenue sales, but they dont have a conscious industrial process. Their products are made in China, mainly with no environmental care at all. They could become our competitors if they decided to come to Brazil, or we decided to go global. I also know that there is one similar platform being launched in Brazil, but they work with Industrial waste and they are not focused so much on the process of co-creation. They are our competitors since the market share in Brazil for this kind of product is still small.
もっと読む↓↑ 隠す↑ 隠すThis Entry is about (Issues)
What solution(s) does your initiative address to help emerging entrepreneurs and small businesses grow and thrive in underserved communities? (select all applicable)
Access to talent, Access to supply chains, Access to technology, Access to economic opportunity.
What has been the impact of your solution to date?
I have put together a team of 15 people, from software developers to industrial engineers to start this project. Everyone is contributing the way they can. Mostly with their time in building methodologies and software.
We, the Mineo team, already have access to the low-impact materials in an online library called materiabrasil.com.br. These materials come from local suppliers, usually from rural zones, and are made from organic materials.
In the team, we have a group of designers that had already worked with co-creation of sustainable products, with 4 succssefull launched projects.
What is your projected impact over the next 1-3 years?
The project will be a benchmark for sustainability, since it possess direct partnership with Materia Brasil, using only renewable materials. Projects undertaken through crowdsourcing processes removes the need to travel, reducing carbon footprints. It will also act as an agent educator - shown that new solutions can be thought rather using only sustainable materials.
What barriers might hinder the success of your project? How do you plan to overcome them?
We have two mainly issues that might be bad for us:
1. People not collaborating: For this, the project has a strategy to create community around our issues, and for engaging people. It is in our intention to promote media campaigns online and offline.
2. Impossibility of achieving a large scalability for production: Making partnerships with industries that are willing to change their production methods. Also, partnerships with Universities so we can access more intellectual capital.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Produce and sell at least four different products coming from different raw materials
タスク 1:
a working online platform with the minimal features that allow co-creation
タスク 2:
increase of low-impact materials library
タスク 3:
an engaged community of 1.500 people
Now think bigger! Identify your 12-month impact milestone
Produce and sell at leads eigth different products of different raw materials
タスク 1:
a fully working online platform with all features for co-creation
タスク 2:
an engaged community of 4.000 people
タスク 3:
at least 5 major industries engaged in producing our projects
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 a few years working with Design for Social Innovation, I've started to see the possibility of this system becoming a reality when I met many other designers and producers who share the same views like individual autonomy and shared profit. I spoke with some of them and invited to come aboard this project I had in mind. I have been working on this for a year now, and is finally starting to show great results!
もっと読む↓↑ 隠す↑ 隠す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 08/28/2012 by SlowFashionFwd
My Garment is an interactive behaviour change tool used to educate fashion consumers about the impacts of clothing in a simple, fun and engaging way.
もっと読む ↓↑ 隠す↑ 隠すCountry where this solution is creating social impact
Region in BC where your solution creates social impact
Vancouver.
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
アイデア（スタートする準備を整えている）
Which of the following best describes the barrier(s) your solution addresses? Choose up to two
Access, Transparency.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
The time has come to slow down our wardrobe. Thanks to the ‘fast fashion’ phenomenon, consumers are encouraged to buy more and more trendy garments. Our clothing has become cheaper, the quality reduced and clothes are typically worn for a short time before disposal. This over consumption contributes to textile waste in British Columbia and is impacting ecological and social systems worldwide. With fashion consumers disconnected from the garment-making process, they are unaware of how their choices have either a positive or negative impact.
This tool aims to change that by 1) triggering behavior change in 200,000 fashion consumers aged 16-40 across Vancouver 2) scaling the tool and behavior campaign to reach fashion consumers across Vancouver and major cities worldwide.
The Solution: What is your solution? Be specific!
My Garment is an online educational and behavior change tool used to educate consumers about the life-cycle impacts of a typical garment in a simple, interactive and engaging way. Based on available information on the users garment (where it was made, what material it is made of) consumers learn about the steps and impacts along the clothing supply chain: from harvesting raw fiber materials used to make the garment, the manufacturing process, global transportation, retail & brand marketing, to the use and disposal of the garment. To trigger behavior change, the consumer learns about what the slow fashion movement is and how to adopt a sustainable fashion lifestyle through simple tips and local options in Vancouver.
This online tool will empower consumers to make conscious choices and it will showcase these sustainable fashion choices. It aims to create a greater demand for sustainable fashion in Vancouver, and in turn strengthen the local economy and community-based solutions.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
A young female expresses her personal identity and creativity through fashion. But she is also influenced by marketing and the media and feels compelled to stay on top of the latest trends to fit in. She shops at low cost, chain retailers weekly and buys more than she needs. She finds herself replacing worn out or out-of-style garments often, and the clothing piles up.
After a trusted friend shares ‘My Garment’ on Facebook she is intrigued. An incentive entices her to use the tool and share it with friends. After learning about the pair of jeans she is wearing, such as how much water is used to grow the cotton, the pesticides that were used on the cotton crops, the low wages of the garment workers, and how far they travelled before she purchased them, she is aware of the bigger picture.
She now makes the connection between how her individual consumer choices impact ecological and social systems globally. She then learns that it can be easy and fun to make a difference and help support sustainable fashion. She decides to buy less, learns to look for versatile & quality garments, repairs & restyles existing pieces and supports local fashion designers. She now washes her clothing in cold water, hangs them to dry, and donates any used pieces to charity. She uses the Smartphone app to direct her to local secondhand and vintage stores, boutiques carrying sustainable fashion, community clothing swaps, tailors and sewing workshops. Through this fun lifestyle switch she has also inspired her family and friends to follow suit, and together they are making a difference!
The Marketplace: Who are your peers and competitors? Identify others working to address the same needs as you and indicate what sets you apart from them.
In Vancouver Eco Fashion Week is a runway show that showcases sustainable fashion designers. This event tends to draw industry professionals and media, while the average consumer does not attend. More than 20,000 conscious consumers attend the EPIC Sustainable Living Expo annually where fashion shows and trade booths display sustainable clothing. Consumes can also access information on where to purchase sustainable clothing through websites such as Eco Fashion World, Fashioning Change and others. This tool is more comprehensive than any of these. It educates consumers about the clothing lifecycle and provides a number of solutions beyond just purchasing sustainable fashion. This tool is interactive, engaging, and reward incentives will be provided for sustainable lifestyle choices.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠す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.
Knowledge is power! Together, we wrote a collaborative thesis on the Slow Fashion movement during our Master’s in Strategic Leadership towards Sustainability in Sweden. After months of learning about the global fashion industry, and how it negatively impacts the people working in it and the planet, we were empowered and wanted to make real, positive change. We each had our own “Aha!” moments during the Master’s program, and knew that we needed to shift our fashion consumer behavior and lifestyles if we wanted to inspire others to do the same.
With backgrounds in sustainability planning, communications, art and design, we started to develop this robust, creative and engaging behavior change tool and campaign.
Its potential is endless. The more consumers that become educated and inspired though this platform the better! It will also bring together designers, retailers and many others working towards sustainable fashion solutions in every community and city that it is exposed to.
Please describe the goal of your initiative; outline what you are trying to achieve
Our goal is to invigorate a paradigm shift from our current fast fashion culture to slow, sustainable fashion. By demonstrating to consumers that each of their positive actions do matter, we hope to help create a conscious consumer culture within the realm of fashion. We have seen the movement towards local and organic food through awareness, education and individual actions. We would like to see a similar shift in consumer behavior when it comes to our clothing. Ultimately, this tool will educate consumers and create a greater demand for an environmentally and socially sustainable fashion system. Instead of continuous clothing consumption, this tool will help create a culture that emphasizes personal garment-making skills, satisfying human needs, reuse, swapping, and supporting local.
What has been the impact of your solution to date?
This solution is currently in the R&D phase. We have used our knowledge of strategic sustainability planning, and The Natural Step framework specifically, to undergo research into the environmental and social impacts of garments- taking a life-cycle thinking approach. We are in the process of seeking industry endorsement and sponsorship funding to continue the research, develop the online tool & Smartphone app, and to successfully market it as a behavior change campaign.
What is your projected impact over the next five years?
The projected social and environmental impacts of shifting the behavior of consumers towards a slow fashion lifestyle, will be:
-market demand for sustainable textiles (organic cotton, hemp, linen, tencel and others) and fashion
-more transparency from fashion brands on the sustainability benefits & impacts of clothing
-decrease in energy use during washing and drying of clothing
-reduced landfill waste from consumers buying less and buying higher quality, classic and versatile pieces
-reduction in GHG emissions from transport due to more localized supply chains
-more resources being invested in local economies from consumers supporting local fashion designers, pattern makers, tailors, retailers and others
-community building from more skill sharing workshops and clothing swaps
What barriers might hinder the success of your project? How do you plan to overcome them?
It may be difficult to measure the social and ecological impact linked directly to the behavior change tool. We will need to put in place specific indicators that can help measure the impact of consumer behavior change. For example, we will be able to quantify how many people have used the tool, where they are geographically, and what the age demographic is. We can also quantify how many people have committed to changing their behavior. But, it is difficult to measure specifically how each individual behavior change has an impact on the specific environmental, social and economic goals listed above. We intend to undergo more research on these ecological and social indicators and how they can be measured with respect to the behavior change.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
タスク 1:
Gain endorsement for the tool from trusted non-profit organizations such as the Textile Exchange, Center for Sustainable Fashion
タスク 2:
Secure funding from fashion industry sponsors, grants and crowd funding campaigns (such as Kickstarter)
タスク 3:
Complete research of social and ecological life cycle impacts of clothing (materials, manufacturing and processes)
Now think bigger! Identify your 12-month impact milestone
タスク 1:
Develop the online tool and Smartphone app
タスク 2:
Develop a communications and marketing strategy for the tool an behavior change campaign
タスク 3:
Carry out the marketing campaign and create buzz for the online tool/ app though community launch events, media and incentives
もっと読む↓↑ 隠す↑ 隠すあなたのパートナーシップについて教えてください:
We have strong relationships within the sustainable fashion industry with designers and non-profit organizations. We are building partnerships with Textile Exchange, a non-profit organization dedicated to accelerating sustainable practices in the textile value chain. We also have a relationship with the Sustainable Apparel Coalition and NICE Fashion. We will be offering these organizations an opportunity to endorse or sponsor this tool. We will be reaching out to local Vancouver businesses and organizations to become partners on this endeavor, so that we can in turn promote them to the users.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
The initial target market is 200,000 fashion consumers in the City of Vancouver and Vancouver businesses that offer sustainable fashion.The Slow Fashion Forward team is based in Vancouver, Ottawa, Chicago, Portland, and Barcelona. Once this tool is successful in Vancouver, we will be targeting fashion consumers and businesses in these cities in the second phase of the project. The end goal is for as many fashion consumers as possible to use this behavior change tool to adopt a sustainable fashion lifestyle and support their communities and local businesses.
What type of operating environment and internal organizational factors make your innovation successful?
-Slow Fashion Forward has a flat organizational structure that is highly collaborative and encourages innovation
-The project team is multidisciplinary and consists of sustainability strategists and creative communicators
-Our core team has proven sustainability experience and success delivering projects together
-We are skilled at building alliances, strategic partnerships and communities of action
-We all have a solid understanding of social and environmental sustainability and we are trained in The Natural Step sustainability planning framework
-We have hands-on experience working in the fashion, design & retail industry
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 seeking investment from BC ideas to help launch this initiative. We will also be seeking sponsorship from other investors and organizations in the community. We will need help identifying these, and being put in contact with the appropriate people and organizations that are interested in financing or supporting this project in other ways.
Created on 08/24/2012 by MichaelSheely
C$ puts the power of money in the hands of community, gives solutions to the debt crisis, re-localizes business, and fosters local food security.
もっと読む ↓↑ 隠す↑ 隠す団体名
Columbia Community Dollars Foundation
Country where this solution is creating social impact
Canada, BC, Nelson and Columbia Basin
Region in BC where your solution creates social impact
Columbia Basin.
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
立ち上げ（試験的な運営を開始している）
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 Columbia Basin was once a net food exporter, with a vibrant farming community. After hydroelectric damns flooded the Basin, it became a food importer. It is estimated that only 5% of our food is now produced locally. Our aim is to re-localize the goods and services our community requires to be healthy and resilient by creating a complementary currency serving the Columbia Basin.
Our initial focus is on Nelson, with a population of 10,000 inside city limits serving an economic population of 60,000. The currency is regional and will eventually serve the entire Columbia Basin whose population is 150,000.
Nelson has an innovative, creative, progressive culture with strong local social and environmental support ideally suited to launch a local currency.
The Solution: What is your solution? Be specific!
Our solution is a interest-free, local currency that encourages re-localization of goods and services, particularly food production.
The currency is backed by the support of local businesses who accept it. It is introduced into the local economy through non-profit groups who benefit the community. Because the currency is local, the newly created funds stay local. Keeping money local provides capacity to increase local production.
Local currency must be spent at local businesses and therefore promotes the development of local capacity for production and services provision. The ‘multiplier effect’ shows that, on average, 45% of money spent at locally owned businesses is redistributed locally, compared with 14% of the money spent at businesses whose ownership is outside the community.
Re-localization results in a healthier local economy that is more resilient to national and global economic fluctuations such as the recent global financial crisis, rising oil costs, and more.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
Community Dollars are given to local non-profit groups. Businesses who accept the currency decide which groups receive the currency (at no cost to either group).
The community groups use the local currency to: buy supplies or services from local businesses; pay volunteers or staff; and, primarily, assist in their fundraising efforts. They operate as exchange outlets for the currency exchanging Canadian Dollars for Community Dollars with community members. The result is that community groups have federal currency to run their programs, and community members have local currency that they can spend at local businesses.
Businesses who accept the currency can: use it to buy supplies or services from local businesses; give it out as change to customers; or offer it to their staff as partial pay or bonuses.
For example: A community member goes to the Women's Centre and exchanges $100 Canadian for $100 Community Dollars. He then goes to the book store and buys a book using the local currency. The book store hires a local painter to paint their building and pays with local currency. The painter takes that money to the grocery store to buy food. The grocery store uses the money to buy produce from a local farmer. The farmer takes the money to the farmers supply store to buy farm supplies. The farm supply store staff accept partial pay in community dollars which they spend locally to buy groceries, hire a carpenter, get a massage, and have a coffee.
The system creates a closed loop where money goes around the community rather than in and out.
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.
Thousands of complementary currencies exist around the world. In BC there are at least six complementary currencies in use or development including Salt Spring Island, Comox Valley, Vancouver, Victoria, Powell River, and Nelson/Columbia Basin.
Each currency operates in the local community and functions according to its unique needs.
Other well known complementary currencies include Canadian Tire Money and Air Miles, although these currencies exist to create customer loyalty for specific corporations rather than benefit the community as a whole.
Other organizations exist for the promotion of re-localization (ie. getlocalbc.org, buylocalthinkglobal.com), however their primary mechanism is education and promotion rather than financial mechanisms that ensure local spending.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠す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.
Columbia Community Dollars was seeded at a Transition Nelson event 2 years ago. Complementary currencies are a popular Transition Town strategy to address climate change and peak oil through the process of re-localization, fundamentally recognizing the interest-based model of infinite growth is not realistic when resources are finite. Numerous European cities have initiated currency schemes that have proven to be successful for supporting local economic development initiatives and addressing environment concerns.
A committee formed to explore the possibility of a local currency. They consulted a local financial planner and Chief Financial Officer of the Nelson and District Credit Union. A Columbia Basin Trust grant offered the possibility for research and public outreach.
Partnership with local organizations including Nelson City Council, Nelson & Area Economic Development Partnership, Nelson Chamber of Commerce, helped to successfully engage the local business community.
Please describe the goal of your initiative; outline what you are trying to achieve
The goal of Columbia Community Dollars is to establish a local currency that can function alongside the national currency and offer resiliency for the local economy against fluctuations in the national and global economy. Our current focus is on establishing broad acceptance in the Nelson area, and eventually growing to include the entire Columbia Basin.
Once it is well established, the currency will enable re-localized growth by giving interest free business loans, and provide liquidity for the community in times of recession when banks are reducing their lending.
Once the model has been refined and becomes self-sustaining, we will offer it to other communities and regions in BC and Canada to help create a nation that is able to thrive despite global economic challenges.
What has been the impact of your solution to date?
There are currently fifty-five businesses in Nelson who accept Columbia Community Dollars, and this number is steadily growing. As a result of this business support, approximately C$100,000 has been made available for local community groups, who will receive this money over the next year or two.
Efforts to date have resulted in a great deal of public outreach and education around the impacts of re-localization and supporting the local currency. Community members have supported local community groups by exchanging currencies with them, and businesses are receiving the currency in their tills.
The currency has also catalyzed connection between various social and economic development groups. Through the process of these groups meeting to explore ways to support each other's fundraising, an opportunity has emerged to explore the interdependence of the various players in an overall healthy community.
We will also be engaging with youth, providing education, and funding.
What is your projected impact over the next five years?
Community Dollars will be recognized by the entire Nelson business community as well as the individual community members. We will have created an additional one million dollars in wealth that will remain within the local economy.
We will also have given out an additional million dollars in interest-free business loans to businesses providing essential services, especially food production.
We will have increased our local food production from 5% up to 30%.
We will have spread our impact to other communities in the Columbia Basin, particularly Creston to Grand Forks, infusing those communities with local currency and re-localized production.
We will have created a successful model for complementary currencies that can be replicated by other communities in BC and Canada.
What barriers might hinder the success of your project? How do you plan to overcome them?
Success might be hindered by the slow acceptance of the currency by businesses, waiting for the other guy to do it first.
Small and medium-sized business owners have indicated that their thin profit margins are used to pay mortgages and buy food for their families. The participation of local grocery stores will, therefore, be crucial for securing the participation of businesses.
We have been told that our 2 locally owned grocery stores will be accepting the currency by the fall of 2012. In addition we are focusing, with the help of the Nelson and Area Economic Development Partnership, the Nelson Chamber of Commerce, and the City of Nelson, on getting concurrent acceptance by the 'Big 5': two local grocery stores, two local building supply stores, and the local farm supply store.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Our six month milestone will be to ensure the participation of our two locally owned grocery stores.
タスク 1:
Identify and solicit local suppliers of the grocery stores to participate in the Community Dollars initiative.
タスク 2:
Create a presentation for the staff of grocery stores promoting the benefits of receiving C$ for a portion of their wages.
タスク 3:
Appeal to the membership and staff of the Kootenay Coop Grocery store on the grounds of the local benefits of Community Dollars.
Now think bigger! Identify your 12-month impact milestone
Our 12 month milestone is to have the participation of the two locally owned building supply stores and the farm supply store.
タスク 1:
Identify and solicit local suppliers of the building and farm supply stores to participate in the Community Dollars initiative.
タスク 2:
A presentation for the staff of building and farm supply stores promoting the benefits of receiving C$ as a portion of wages.
タスク 3:
Fundraise to cover the administrative expenses of the foundation while the process of self-sustainability is being achieved.
もっと読む↓↑ 隠す↑ 隠すあなたのパートナーシップについて教えてください:
Nelson City Council passed Resolution:2012/170 agreeing in principal with the local currency and discussions are underway to have the currency accepted for payment of property taxes and hydro bills.
Partnerships are in place with the Nelson & Area Economic Development Partnership, and the Nelson Chamber of Commerce, for the purpose of further engaging the business community.
Funding partnerships with Columbia Basin Trust, and a local private lender have been formed.
A committee of community groups exists who will work together to promote the currency locally to their memberships.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
Fernie and Kimberley were used as roll-out town to beta-test the currency.
Subsequent analysis indicates that more pertinent expansion towns represent the food supply corridor for Nelson. The area between Creston to Grand Forks,(then Kelowna to Cranbrook) with Nelson at the centre, will serve as the population base to grow the currency, focusing on the food market as the driving factor in expansion.
The community of Fernie will continue to use and grow its supply of currency circulating in its economy. Kimberley currently lacks the volunteer base needed to support the project.
What type of operating environment and internal organizational factors make your innovation successful?
Our organization is versatile, progressive, adaptable, innovative, and creative. Our current global financial systems are new and untested in the long run. (Most recent changes regulating the issuance of money in Canada only go back as far as the 1980s.) Complementary currencies that operate alongside this system need to be able to adapt and evolve. Our organizational structure and mission facilitate adaptability and the emergence of creative solutions for rapidly changing economic conditions.
We have various mechanisms built in to receive feedback from participants in the system and adjust as needs are identified. This includes feedback from businesses, community groups, partnership committees, and development groups.
We prioritize transparency in order to earn community trust.
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 will make a 'how to' guide for creating a self-sustaining complementary currency that will be available for other communities to launch their own.
Created on 08/24/2012 by Carbonvoyage
We exist to reduce the cost, congestion, pollution and carbon output associated with transport usage. We are an online marketplace that rewards efficiency by giving users competitive quotes from trusted providers, providing additional savings through sharing and the ability to advertise spare capacity.
もっと読む ↓↑ 隠す↑ 隠すプロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すName Your Entry
Collaborative transportation for SMEs
あなたのソリューションに最もあてはまる段階を選択してください:
成長（試験運営を続けながら拡大を開始している）
The Need: What problem are you trying to solve?
The Solution: What is your solution? Be specific!
Carbon Voyage has developed a scalable online exchange that connects those who require transportation with transport providers who have unused capacity. The platform, similar to other disruptive online marketplaces like Go Compare or Moneysupermarket, also leverages aspects of the sharing economy to generate financial and environmental savings.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
Carbon Voyage provides its customers (transport users):
• the opportunity to reduce transport costs through sharing, utilising empty return journeys and choosing providers through an online auction process that incorporates user ratings
• help in reducing pollution and carbon impact of transportation through collaboration
• capacity sharing through the use of social networks where trust exists between users
• association to green/ ethical transport
• ability to consolidate financial and carbon reports from their journeys
Carbon Voyage provides its suppliers (transport companies):
• additional revenue generation from otherwise empty journeys or unused capacity
• spare capacity advertising tools
• ability to subcontract otherwise unprofitable jobs via Carbon Voyage platform
• increased fleet utilisation (which has greatest impact on companies with small fleets)
Carbon Voyage benefits society and hubs by:
• reducing congestion in urban areas
• reducing pollution (CO2 and gas-engine particulates)
• increasing operational efficiency at transport hubs, venues, and other areas
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?
Although there are several relatively large players in the car sharing sector the penetration of the service is still relatively low: the penetration of car club usage does not exceed 2.5% of the total population in the UK.
Return taxi journeys (not collaborative by definition, but similar) are only getting traction in the market. Two innovative services were launched recently – Uber and Hailo, but the primary purpose of these services is not collaborating (sharing), but increasing the booking numbers by offering better availability of service.
Large logistics operators, such as Wincanton are increasingly looking at providing collaborative transportation solutions to their large corporate customers, but offer only cargo operations and for large customers only. Examples of such projects
もっと読む↓↑ 隠す↑ 隠すThis 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 supply chains, Access to economic opportunity.
What has been the impact of your solution to date?
Carbon Voyage has built and implemented a first in industry sustainable transport scheme for Earls Court Olympia to reduce the impact of more than 2.5 million visitors and 40,000 exhibitors per year.
Together with Tech City/ RDC Carbon Voyage is taking part in a high profile initiative to help SMEs recycle, and recover asset value from their IT hardware (our software will consolidate small cargo utilising our green transport network).
What is your projected impact over the next 1-3 years?
Significant reduction of congestion in the hubs we operate, significant increase in average load per vehicle for transportation companies that are in our network, significant savings (both money and carbon terms) for SMEs and individuals on transportation when they use return journeys we offer through our platform or share rides with other SMEs or individuals
What barriers might hinder the success of your project? How do you plan to overcome them?
We are currently working on uncovering the potential of partnerships we currently have and are pursuing new ones in order to build the network of hubs and channels to a broad base of SMEs and environmentally conscious professionals.
The major barrier to growth for us is currently lack of initial financial resources to upgrade the IT system we have to the standard users require. We also see an obstacle of getting traction on the market, but we are sure this will be resolved sooner, rather than later. The more companies and transport providers there are in our network the more savings we deliver, both in cost and carbon.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
We need to have more than 1000 requests for rides in the system per month and 3-5 transport companies bidding for every request
タスク 1:
Build a mobile application
タスク 2:
Sign up 100+ transportation providers into the system (currently 20)
タスク 3:
Attract 200 active users into the system (currently 10)
Now think bigger! Identify your 12-month impact milestone
Expand into the US (partnership is with large on-line "green" social network with more than 4 mln users), revenue 2 mln GBP
タスク 1:
Raise funding round of not less than GBP 500K
タスク 2:
Establish presence in the US and start operations
タスク 3:
Reach 5000 requests per ride in a month
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
The founder is a Former Australian Army officer and serial entrepreneur. Currently serves in the UK Territorial Army (reserves). Served in intelligence and leadership roles in Iraq, East Timor, Malaysia and Afghanistan. Founded three businesses in Australia in the gaming, trading, and telecom industries, and later became CEO of European Young Professionals. When he moved to the UK he started looking for opportunities, and became engaged with green community, did some consulting work on sustainability for large corporates, including TESCO. He understood that there are significant inefficiencies in transportation sector and actively searched for ways to help bring more sustainability into the industry. This is how Carbon Voyage started
もっと読む↓↑ 隠す↑ 隠すあなたのパートナーシップについて教えてください:
Earls Court and Olympia Venues. CV has built and implemented a first in industry sustainable transport scheme to reduce the impact of more than 2.5 million visitors and 40,000 exhibitors per year. Web-page http://eco.carbonvoyage.com/
Tech City/ RDC IT hardware recycling initiative: CV is taking part in a high profile initiative to help SMEs recycle, and recover asset value from their IT hardware (our software will consolidate small cargo utilising our green transport network). We have completed 2 pilots. Initiative is launching in September
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 08/21/2012 by Mairin Cooley
Utilizing an empty building space to create community employment opportunities that support artist initiatives and slow food values.
もっと読む ↓↑ 隠す↑ 隠す団体名
The NINES : slow bean and culture club c/o DOVA Society
Country where this solution is creating social impact
Region in BC where your solution creates social impact
Vancouver.
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
立ち上げ（試験的な運営を開始している）
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 NINES at 99 West Pender is a cultural hub offering access in affordable organic meals at lunch and supper, information and education about food sustainability projects in Vancouver as well as supporting the local arts through direct action on site via artists exhibition and performance in defiance to the onslaught of gentrification throughout the neighbourhood.
The Solution: What is your solution? Be specific!
The NINES slow bean philosophy stems from the idea that a happy community comes from the very basics like the food we eat. By providing fresh, organic, and local fare, we will boost the health of our customers, as well as the health of our local economy and ecosystems. The NINES can also support entrepreneurs who can benefit from our community kitchen such as hosting classes / food workshops or cooking to fill an order in the cafe.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
The NINES will be purchasing produce from a SOLE FOOD Farm - grown locally and organically by residents in the program. We prepare a single hot dish served along side a fresh salad each day. By keeping our menu simple, we avoid costly and unnecessary food waste , as well, we can focus on serving the highest quality at a modest price to produce and sell to our customers.
Auxiliary activities will included sharing kitchen space with other startups, or individuals who stand to benefit from accessing the highly flexible kitchen space.
The Marketplace: Who are your peers and competitors? Identify others working to address the same needs as you and indicate what sets you apart from them.
In the Hastings crossing neighbourhood there are peers who share a value of locally sourced, organic food options. Additionally, there is a huge amount of support to create a stable situations for artists and community organizers to generate local culture, interactions and exchanges. Either aspect of this business model stands to benefit from the other because their interdependency results in a truly authentic experience for our guests at The NINES. Diners can enjoy the works displayed and free public performances made possible by The NINES commitment to local artists.
Our competitors are franchises who cannot compete with this level of authenticity, 'the personal touch' put into every aspect of the business model.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠す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.
As a community member walking on my street, I noticed a small parcel of land beside a parkling lot badly in need of a gardening intervention. Begining in summer 2011, I transformed the abandoned section of land into a public space, a park with native plants, stones, and the possibilities of radome garden art. The building formally know as a Budget Rental car lot has sat empty for years next to the site, I simply looked at it realizing that I could probably rent the building on behalf of the art community. If it has been in such low demand all these years, then the rent would be reasonable for a pop-up or experimental business. The rest of the story follows 10 months of emails and visits to city hall and the new owners before I finally wrote the checks and picked up a copy of the keys on May 26, 2012
Please describe the goal of your initiative; outline what you are trying to achieve
Objective: To quickly transform a car rental office (Budget) into a viable cafe business that sources organically grown local/seasonal food for local community in need of a dinner-time alternative. While inviting artists and community organizers to benefit from the availability of The NINES for cultural activities like concerts, cookouts, presentations, exhibitions and workshops.
What has been the impact of your solution to date?
To initiate The NINES into the neighborhood, our society posted a manifesto of our intent to open a social enterprise in the neighbourhood. The response has been hugely positive. Pedestrians walking by often stop to read the business outline and word is getting out to the community that The NINES slow bean and culture club is an open ended response to demand for authentic cultural venues in the area. In short, we are already scheduling groups into the space even before the kitchen is open for business... for example, a book launch/reading that includes live musical elements, submissions of artworks from the community are being scheduled at The Night Gallery (our automated exhibition space that turns on at after dark).
What is your projected impact over the next five years?
As a cafe, The NINES can potentially offer stable employment to dozens of individuals, as well as offering occasional contracts to specialty cooks by demand. The NINES is already becoming a venue for cultural exchange, therefore in the next few years we will continue putting down roots with other artistic movements such as The Heart Of The city Festival and bc arts council founded media arts events coordinated by our parent organization DOVA Society. Passerby will be stimulated by the scope of artistic expression and will come to know The NINES as a site of cultural production.
What barriers might hinder the success of your project? How do you plan to overcome them?
Mainly, fees involved and wait times involved with establishing the business at city hall restrict our ability to benefit from the property. However, our society has pooled are ability to respond to these challenges through good organization, communication with our allies in the trades and internal fund raising.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
To establish a grant to commission artworks in the community/ Investing in 2013 crop via csa program (crop share investment)
タスク 1:
The NINES slow bean and culture club : open 4 days a week , sustaining a 4 person payroll
タスク 2:
supporting 4 community events p/mo.
タスク 3:
To have purchased a convection oven via a project funding for our kitchen-share program
Now think bigger! Identify your 12-month impact milestone
タスク 1:
Open 6 days a week - lunch/dinnner/weekend brunch
タスク 2:
weekly community events / seasonal festival events
タスク 3:
To renew our lease following the 18month trial
もっと読む↓↑ 隠す↑ 隠すあなたのパートナーシップについて教えてください:
BIA of Hastings crossing, SFU cultural unit: these groups are invested because they are already invested in maintaining the vitality in the neighbourhood. SOLE FOOD urban FARMS, NOW bc farm coop; these companies will offer us competitive rates on wholesale organic food
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
We are not marketing other then at the location itself, The NINES reputation as a pop-up social enterprise and the word-of-mouth it generates through social marketing. Ideally, The NINES will speak for itself in terms of its presences on the corner of Abbott and Pender West (across from Tinseltown) of a local of roots culture.
What type of operating environment and internal organizational factors make your innovation successful?
DOVA Society has a history of effectively staging cultural events, pop-ups and interventions around the neighbourhood. That history has instilled a high level of flexibility and tolerance that is part of our tradition while organizing underused properties in the DTES. Our innovation comes from adaptability given the changing conditions of the neighbourhood.
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 discussion about these things
I would like to invite all your friends to participate in the survival of animals that are often forgotten. they want to live just like us humans. because each animal has the same rights to live in this world.
Animals not for food!
Animals not for clothes!
Animals not for entertainment!
Animals not for experiment!
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.
もっと読む ↓↑ 隠す↑ 隠すCountry where this solution is creating social impact
Region in BC where your solution creates social impact
Vancouver.
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
アイデア（スタートする準備を整えている）
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)
もっと読む↓↑ 隠す↑ 隠す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.
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
タスク 1:
Source funding for capital costs: school bus (purchase, transport & insurance), equipment for aquaponics & expert services.
タスク 2:
Develop marketing and educational materials: bus art work, programming, take-away for visitors, website, brochures & video.
タスク 3:
Align suitable sponsors and partners.
Now think bigger! Identify your 12-month impact milestone
タスク 1:
Create a fundraising video to raise initial awareness and gain additional funds through crowd funding and sourcing.
タスク 2:
Determine schedule of events, location of parking spots and roll out an interactive calendar on the SeaBus website.
タスク 3:
Ensure all aspects of the day-to-day operating model are ready to go, such as hiring of like-minded staff.
もっと読む↓↑ 隠す↑ 隠すあなたのパートナーシップについて教えてください:
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 08/4/2012 by dmilliga2
Website that allows consumers from various backgrounds and levels of knowledge to provide feedback on research studies (e.g., reports and articles), organizations, and individual researchers.
もっと読む ↓↑ 隠す↑ 隠すGender of Innovator
Female
Has the organization received awards or honors? Please tell us about them
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
アイデア（スタートする準備を整えている）
運営期間を選択してください。
アイデア段階だが間もなく始動する予定
Which of the following best describes the barrier(s) your innovation addresses? Choose up to two
Access, Transparency, Quality, Equity.
The Need: What problem are you trying to solve?
Billions of public and private dollars are spent on researching various public policy issues each year. However, given poor data quality and research accountability, the integrity of research is often in question. For instance, many research studies lack gender sensitivity and cultural competency. This is sometimes due to the fact that researchers are often out of touch with the people they research and don’t always have a firm understanding about their unique characteristics and needs. Due to the clout that researchers hold many citizens believe and trust in research studies, however, many citizens are not able to fully analyze research to the extent that they can be critical and informed consumers.
The Solution: What is your solution? Be specific!
I would like to create a website that allows consumers from various backgrounds and levels of knowledge to provide feedback on research studies (e.g., reports and articles), organizations, and individual researchers. The goals of the website is to increase accountability of research and allow citizens to be informed consumers of research by allowing them access to feedback on research and information on the quality of research studies and to provide researchers with constructive feedback on their research and opinions from their colleagues and others that consume their research. The website will also provide resources and tools to assist consumers on how to better understand and use research. Various criteria will be used to rate the quality of research, as appropriate (i.e., gender sensitive and cultural competence).
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
People will have a space to provide feedback and suggestions on how to improve research studies. The website will encourage innovation by having competitions to see who can suggest the best solution for addressing the weaknesses in a particular research study.
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 only known current method for providing feedback on research is through the peer review process that professional journals have. Peer review journals have several issues because peer review is not always blind and since researchers tend to travel in silos reviewers may be more lenient on their peers. There is no known website that exist for consumers to provide and have access to structured feedback on research studies.
もっと読む↓↑ 隠す↑ 隠すThis Entry is about (Issues)
What solution(s) does your initiative address to better the lives of girls and women by leveraging technology? (select all applicable)
Policy change/advocacy.
What has been the impact of your solution to date?
The website will allow woman and girls to provide critical feedback about research studies that are about them. Often research is done by males and therefore often lacks a female voice/perspective. The website will give females the opportunity to suggest how research studies about females can be improved and also discuss/blog about how the research can be translated in a meaningful way for them.
What is your projected impact over the next 1-3 years?
Projected to greatly improve the quality of research and how it impacts women and minorities by providing them with a space to provide critical feedback to the people that are researching them. Ideally this will ensure the tax payer dollars used to fund research studies are used more appropriately and with citizen participation.
What barriers might hinder the success of your project? How do you plan to overcome them?
Cost to build and maintain the website and visibility. Applying for financial assistance and partnering with other organizations on this effort.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
タスク 1:
Acquire the funds neccessary to build and maintain the website.
タスク 2:
Acquire one or two individuals or organizations to partner with on this effort.
タスク 3:
Build the first iteration of the website and launch it.
Now think bigger! Identify your 12-month impact milestone
タスク 1:
Continue to improve the content and functionality of the website to include learning tools for citizens.
タスク 2:
Host competitions on the website for citizens to suggest innovative ideas to improve research studies.
タスク 3:
Host live online chats/webcasts for people to discuss research findings and implications and invite respective researchers.
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
Over the years I have noticed the lack of quality and integrity with some research studies and that studies often don't consider the implications of findings on certain groups (e.g., women and minorities). Thus, there is a need for more research accountability and a mechanism for people to provide feedback on research studies and for citizens to gain a better understanding about how to use research and how to interpret it correctly. A memorable example is a federal conference I attended a couple years ago where a woman presented on sex offender recidivism. Throughout her presentation she repeatedly said young Black men are more likely to reoffend but she never provided context (i.e., they have less access to adequate defense, are more likely to be arrested). I found the presentation to be culturally incompetent and unethical. Given the clout that researchers have, they have a responsibility to make sure they paint a complete and accurate picture when sharing their research findings.
もっと読む↓↑ 隠す↑ 隠すあなたのパートナーシップについて教えてください:
I hope to partner with other organizations that promote research integrity and that have a strong web prescence and share a similar philosophy about the importance of citizenship participation in 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
Would like to partner with other organizations on this effort.
Created on 07/20/2012 by Alayna Buckner
Groundswell organizes organizations and residents to purchase clean energy at deep discounts, creating new economic opportunities in local communities by growing consumer demand and driving business to local contractors. We also alleviate energy costs for low and moderate income residents in underserved communities and promote social welfare by reinvesting savings into community programs.
もっと読む ↓↑ 隠す↑ 隠す団体の所在国
United States, DC, Washington, Washington
この団体が社会的なインパクトをもたらす国
United States, DC, Washington, Washington
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もっと読む↓↑ 隠す↑ 隠すName Your Entry
Growing Demand for Local Clean Energy Products in Underserved Communities
あなたのソリューションに最もあてはまる段階を選択してください:
成長（試験運営を続けながら拡大を開始している）
The Need: What problem are you trying to solve?
Robust local energy efficiency and clean energy economies hold incredible promise in combating the interrelated economic and environmental challenges we face today.
However, these sectors have not grown at the rate needed to achieve scale. This stalled growth is due in large part to the limited consumer demand for these services at the local level. Informational, cost, and social barriers prevent everyday consumers from taking advantage of new cost-saving clean energy solutions.
These barriers are especially difficult for underserved communities, as lower income residents require more outreach and support when adopting new clean energy products and services. This means that the people who can most benefit from reduced energy bills are being left out of the new clean economy.
The Solution: What is your solution? Be specific!
The mission of Groundswell is to unlock communities' shared economic power to grow sustainability and expand prosperity on the local level. Our strategy is to organize families and community organizations into collective purchasing groups and provide them with the information, tools, and support they need to leverage their shared purchasing power and secure significant savings on energy costs throughout the year. Our model works to create new economic opportunities in local communities by driving business to local contractors and growing demand for new clean energy solutions.
Our solution is to provide the missing link in local clean energy economies: the knowledge and support organizations and families need to become aware of their collective economic power, and then leverage that power toward energy savings and local social benefit. Ultimately, our model fuels greater demand for clean energy, grows the market itself, and changes consumer's perceptions about what is possible.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
Groundswell organizes community organizations and residents to purchase clean energy at deep discounts, with the goal of alleviating costs for low and moderate income residents and promoting social welfare by reinvesting savings into community programs. Our work also aims to facilitate sustainable practices by local residents and organizations, thereby reducing impact on the environment, and grow the local green economy by working with local businesses and service providers.
The Community Power Project: Groundswell partners with non-profit organizations to leverage their collective buying power to purchase clean electricity together at a reduced rate (roughly 15-20% less). These organizations then reinvest the savings into their work, and support a weatherization fund for low-income residents. Over the past two years, Groundswell has mobilized 109 organizations in D.C. and Maryland to purchase nearly $5 million in clean electricity: for example, SEED Charter School will save $38,000 on energy bills in one year.
Strong Homes Program: Groundswell guides homeowners through the entire upgrade process, ensuring that homeowners’ interests are represented and that they receive high quality work at a competitive price. Homeowners in turn select local contractors with good hiring practices. In 2011, Groundswell partnered with the D.C. Sustainable Energy Utility to complete energy efficiency upgrades in middle and low-income households across the city. Groundswell successfully recruited 255 homeowners for retrofit work in targeted underserved neighborhoods across D.C.
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?
Three complementary organizations are:
• Evergreen Cooperatives, a for-profit co-operative of businesses that brings green jobs and community wealth to Cleveland. It focuses on wealth building at the local scale.
• Green for All, based in Oakland, CA, a national nonprofit committed to building a national green economy that supports vulnerable populations. It is focused on policy change and movement- building rather than market intervention or implementation.
• Institute for Sustainable Communities, which helps communities address environmental, economic, and social challenges through training and mentoring. It provides technical expertise and leadership training with strategic investments in local organizations, but its primary focus is on issues broadly and globally.
もっと読む↓↑ 隠す↑ 隠すThis 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 supply chains, Access to technology, Access to economic opportunity, Policy change/advocacy.
What has been the impact of your solution to date?
In the past two years, Groundswell has:
• Mobilized over $6 million in clean energy investment, abating 5,000 tons of carbon
• Moved over 300 residents to complete home energy efficiency upgrades across D.C. and Maryland, helping each household reduce its energy bill by 15-20 percent.
• Helped 670 households access reduced energy prices while also transitioning from conventional energy sources to clean energy.
• Organized 109 nonprofit institutions through its Community Power Project, saving each participant up to 20 percent on energy bills, which they can reinvest in their social missions.
• Influenced the D.C. government’s decision to include job equity standards in its $21 million Sustainable Energy Utility (SEU), a program that delivers energy efficiency products and services for D.C. residents
• Secured 6 partnerships with clean energy businesses, fueling job opportunities for D.C. residents
What is your projected impact over the next 1-3 years?
Groundswell is currently finalizing its national growth plan, which will lay out the organization's plans to expand its model to new cities around the country.
In our Community Power Program, Groundswell will work with at least 6 additional organized constituencies in 3 cities in 2012. It will triple the size of its 2011 purchasing group and participating institutions will contribute at least 15% of their savings to programs that support disadvantaged communities.
Our Strong Homes Program will replicate its model outside the DC region to one additional city in 2012. It will complete 9 group purchases of efficiency upgrades, with over 150 homeowners supporting at least 11 local businesses. Social standards and community benefits will be integrated into the purchase agreements.
What barriers might hinder the success of your project? How do you plan to overcome them?
As we replicate our model into new cities and markets, one challenge is ensuring we maintain control and fidelity to the core elements of our business model while also being sensitive to the differing needs and perspectives of new communities. If we lose touch with achieving outcomes most needed by communities in need, we feel we will have come up short. Strong partnership with longtime organizations serving communities we are bringing new impacts to will be imperative.
Another challenge is assessment of new market dynamics: are there different regulatory regimes, what is strength of clean energy business sector, are there enabling policies and political will? These factors vary widely across city and state markets and have deep bearing on our success in achieving our social outcomes.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
タスク 1:
Complete national growth planning process
タスク 2:
Triple the size of the Community Power Project's Community Energy Purchase group
タスク 3:
Ensure institutions commit to contributing 15% of their savings to programs that support underserved communities
Now think bigger! Identify your 12-month impact milestone
タスク 1:
Expand our partnerships and geographic scope by working with at least 6 additional organized constituencies in 3 metro regions
タスク 2:
Replicate a Strong Homes Program model outside of DC metropolitan area
タスク 3:
Support at least 11 local energy efficicency businesses in D.C. while integrating social standards into the service agreements
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.
Groundswell's Founder, Will Byrne began developing his idea in 2009, when he and friends developed a program, built on the community organizing tactics of the 2008 Obama for America campaign, to mobilize homeowners in the District of Columbia to weatherize their homes together and create new equitable jobs for D.C. residents. They were inspired by their initial experiences working on helping weatherization job training programs to serve D.C.’s homeless populations. They found that, while there existed many high-quality job training programs for residential weatherization work, the majority of graduates from these programs couldn’t find jobs because local businesses didn’t have enough demand for their work to take on new employees. Will and his friends hypothesized that they could use community organizing tactics to create new demand for weatherization services; that people are more likely to take action to weatherize if the messages come from their friends, neighbors, and peers.
もっと読む↓↑ 隠す↑ 隠すあなたのパートナーシップについて教えてください:
Groundswell enjoys strong relationships with community residents, program participants, institutions, and membership networks. A Steering Committee of these members work with Groundswell staff to design and implement each project. We also work with D.C. Sustainability Energy Utility, Maryland’s Dept. of Housing and Community Development, Metro Industrial Areas Foundation, Greater Washington Interfaith Power and Light, CLAIM, and the Montgomery County Sierra Club. In 2012, Groundswell is prioritizing targeted outreach to affordable housing partners and low-income public charter schools.
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 be happy to discuss potential collaboration with other organizations working to organize the collective power of consumers for social good.
Potter's Gallery is a social enterprise that promotes the use of online communities to show case the creativity of persons with disabilities and build bridges among stakeholders to ensure that legislative,administrative,and social institutions affirm and promote the rights of persons with disabilities across Nigeria.
Created on 07/3/2012 by caila
Our solution is community way dollars - a community currency that is backed by local businesses, supports community organisations and raises quality of life.
もっと読む ↓↑ 隠す↑ 隠すCountry where this solution is creating social impact
Region in BC where your solution creates social impact
Vancouver, Coast and Mountains, Vancouver Island.
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もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
成長（試験運営を続けながら拡大を開始している）
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
Normal money, the stuff we use every day, is created in limited supply by central authorities so it maintains value and is accepted anywhere in the world. It is both a commodity and a means of exchange, which means some have way too much and most don't have nearly enough. It flows intermittently and haphazardly through our economies like rain in a leaky barrel and our monetarily driven behaviour has had disastrous effects on our society and the global environment.
Our solution changes the way money operates and can be adapted for almost any community. However, communities that have struggling sectors, high income disparity, an under funded volunteer sector, value things normal money doesn't, has many young professionals, and welcomes innovation are historically easier to engage.
The Solution: What is your solution? Be specific!
Our solution is community way dollars (cw$) - a community currency system that consists of three main players: Businesses, Community Service Organisations and The Public.
- Businesses donate cw$ to Community Service Organizations in their community and agree to accept them at a certain percentage. They are also asked to pay a registration fee (in community way dollars) to go towards costs.
- The Community Service Organizations can then exchange their cw$ 1:1 with The Public for Canadian $, giving them funds to operate.
- The Public receives cw$10 for $10 CDN, so it is not a fund drain.
- The cw$ can be used to purchase goods and services at participating businesses within the community (a restaurant may take 50% for food).
- A business earning cw$ can spend them with other participating business, donate them back to another Community Service Organisation, or top up wages.
Good for community, good for business, good for people - it’s a win-win-win.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
Joe Mola has just moved to town and doesn't know many people. He is a young man launching a business mowing lawns. His business joins community way and donates $500 community way dollars to the Food Security Society and $500 to Girl Scouts. The Girl Scouts exchange $500 community way for Canadian while selling chocolates and use it to buy new uniforms. The Food Security Society exchanges $300 of the community way dollars for Canadian and has the capital to buy equipment for making a garden. They use $100 to pay Joe to mow the lawn in the garden once a month for the summer and $100 to pay people for contributing plants. Both Community Service Organisations thank Joe by an article in the paper and by telling people who bought the cw$ that he among other participating businesses would accept it. Lucy, a mother of one of the Girl Scouts, needs her lawn mowed so she hires Joe. She has enough cw$ to pay Joe half in community way. Joe uses the community way dollars he has earned to take his girlfriend out to a local restaurant.
In summary: Business (Joe) – gets a lot of good publicity, two mowing jobs which could turn into regular clients and dinner at a restaurant. Community Service Organisations – have cash to reach their goals. The Public (Lucy) – gets to support her daughters club, have her lawn mowed and support a new local business.
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 other alternative valuation systems functioning within communities e.g. Salt Spring Island Dollars, the Calgary Buck, Time Banks, Bartering etc... What sets us apart from other systems that use money as the medium of exchange is that community way dollars are equal in value to federal dollars and do not require merchants to “sell” them back to a bank.Rather than proposing a replacement for conventional money, community way is designed to integrate with all aspects of economic and financial life.
Commercial “barter” organizations are common for business to business networks, but typically charge prohibitive commissions, and do not support individuals users.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
The initial spark for community way came from the LETSystem, designed by Michael Linton during an economic downturn in the Comox Valley. While the LETSystem was popular something that was more intertwined with and supportive of the boarder community was in order. Thus community way was born as a system that develops and maintains itself without detracting from the good it does to all levels of community.
All over the world communities suffer from a shortage of money and people work in ways that damage their health, environment and community well-being in order to get it. Community way helps to free us from this cycle; it encourages co-operation & local spending, enables us to generate wealth and protects us from poverty. As the idea of community way grew so did the ramifications of its potential and by the late 80’s Michael Linton was thinking - if it could work in the Comox Valley, then why not in larger communities? And imagine the scale of good it could do in such communities!
Please describe the goal of your initiative; outline what you are trying to achieve
We are trying to achieve a higher level of success in our town as well as develop and hone a solid working model for extrapolation to other communities. Community way opens up many possibilities - partnerships, micro lending, entrepreneurial models and so on. As we implement and refine these possibilities we invigorate the community way package. Instances of community way are starting up in Powell River & Vancouver. These places would be the first to directly benefit from the lessons learned in the Comox Valley.
Our specific goals for the Comox Valley are: to increase knowledge and functionality of the system in all sectors, double the number of businesses participating in the system, ensure that all cso’s are actively using the money and facilitate the exchange of cw$50,000 for cso’s
What has been the impact of your solution to date?
Presently cw$143,794 are in our system and cw$61,913 exist as cash in circulation. There are 64 participating businesses and 40 beneficiary organisations. Community way has helped at least three new business become established, these businesses capitalized on the marketing and other opportunities community way offers. Three community organisations have taken the lead in raising money through exchange and using cw$ to offset the spending of Canadian dollars. The most notable of these is Project Watershed. Project Watershed has converted over cw$2,500 to Canadian and spent over cw$12,000 on goods and services. Many Comox Valley residents who may not have supported an organisation financially are now able to without losing any spending power.
Community way is spreading to other communities. Vancouver and Powell River are close to launching a local community way. People in Victoria and London are also interested in applying the model.
What is your projected impact over the next five years?
We see community way dollars becoming a significant portion of the local economy in the Comox Valley. Adding about half a million to currency in circulation will help bolster employment, raise minimum wage, and assist business start up. The art community and service industries will flourish. The non-profit/volunteer sector will have funding to hire human resources, make necessary purchases and do good works in the community. There will be an increase in the quality of life especially for the middle and lower income classes and the disenfranchised.
The Powell River system will be operating in a similar manner gaining from lessons learned in the Comox Valley. There will be many systems flourishing in Vancouver. Community way will be spreading to other Island communities.
What barriers might hinder the success of your project? How do you plan to overcome them?
Community way dollars (cw$) should not be saved - they are better spent, lent, exchanged, or donated - so low or non participation is the main barrier to their success. This requires people to change their behaviour and makes startup labour intensive (once a critical mass is reached little maintenance is needed). Time, energy and thus money are required to get through the startup period.
We are addressing non-participation by getting more businesses, service organisations & schools involved, making face-to-face appeals, marketing, providing collaboration opportunities, holding events, and attaching cw$ to established events. To support this work we have a new fund-generating model where businesses and service organisations can hire us in cw$ to help them get the most out of cw$.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Daily transactions in community way double.
タスク 1:
Contact and pitch to all community service organisations. Outcome: Hired to run community way on some of their behalfs.
タスク 2:
Contact and revisit community way with all participating businesses. Outcome: Business start capitalizing on cw$ opportunities
タスク 3:
Plan and initiate awareness campaign. Outcome Public is becoming more aware of community ways existence.
Now think bigger! Identify your 12-month impact milestone
There is cw$250,000 in the system and $100,000 in circulation.
タスク 1:
Establish and run exchange centres. Outcome: The purchase of community way dollars is easily accessible.
タスク 2:
Double the number of participating businesses.Outcome: More donations of community way and venues to spend it.
タスク 3:
Run awareness campaign including newspaper and online marketing, television spots, and events. Outcome: More people using cw$.
もっと読む↓↑ 隠す↑ 隠すあなたのパートナーシップについて教えてください:
Collaboration is at the core of community way. Everyone using community way is connected to everyone else using community way. We are in contact with all the businesses and community service organisations that join the system and will form specific partnerships with those interested in utilizing our services. We are involved with local media on a variety of projects and have a working relationship with television, radio, newspaper and online community news sources. We have also been working at a partnership with the Comox Valley Chamber of Commerce and local government.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
At the moment we are not specifically targeting other populations as we only have time and energy to focus on the Comox Valley and need to refine our model and methods before taking them to other communities. However, other communities are already interested in community way. A dedicated local group is necessary to establish community way in a community, until that group is ready we can do little more than provide information. Powell River and Vancouver have such a group of people and we have made ourselves available to them for information sessions, collaboration, and hands-on work.
What type of operating environment and internal organizational factors make your innovation successful?
The present global economy and state of society has many people looking for alternatives. Transition Towns, and the Occupy movement are indicative of this and set the stage for community currencies.
Our organisation is comprised of young, driven, outgoing people who are committed to improving their community and communities around the world. Continual Palingenesis means ongoing rebirth - we are adaptive and value collaboration, traits that are necessary for the success of a new idea.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
We need assistance in raising awareness and effecting behavioural change. Since this is a labour intensive process financial resources free up our time to apply ourselves to this. Other resources that can help us achieve these goals are welcomed.
We as social media professionals can assist other projects and as community way experts can help establish systems in other communities.
Created on 07/2/2012 by jillmerriman
Made in Montreal is an advocacy planning firm working to promote local manufacturing and consumption in Montreal. Our objective is to strengthen Montreal’s local economy by supporting the manufacturing sector. Local manufacturers are an important part of Montreal’s rich creative fabric, employing a significant number of people and contributing to the world-famous identity of this city.
もっと読む ↓↑ 隠す↑ 隠す団体名
Made in Montreal (Fait à Montréal)
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もっと読む↓↑ 隠す↑ 隠すName Your Entry
Made in Montreal (Fait à Montréal)
あなたのソリューションに最もあてはまる段階を選択してください:
成長（試験運営を続けながら拡大を開始している）
The Need: What problem are you trying to solve?
The manufacturing sector is declining in Canadian cities, as more and more products are developed in developing marketings and transported to Canadian consumers. However, many people are still making things in Montreal. These small producers face difficult challenges, including rising rents, fierce competition from imports, complex local zoning regulations, and pressures from competing land uses.In this time of economic instability, supporting local, small-scale manufacturing is critical to sustaining vibrant, healthy, and economically resilient urban communities.
The Solution: What is your solution? Be specific!
Made in Montreal's business objectives are to lower costs, increase revenues and create opportunities for interconnection for our client-membership, and, in this way, help to create quality jobs and sustainable economic growth for Montreal. To achieve our objectives, our main role will be to provide local manufacturers with services in urban planning related matters.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
We will offer a tailored suite of urban planning-related consulting, connection and publicity services that address particular needs within the manufacturing community, identified through our market research. We will complement these activities with a parallel social marketing and research campaign on the “buy local movement” and the manufacturing sector as a whole. The main services we will provide can be grouped into the following categories: Local Economic Development Planning Services, Networking Services, and Social Marketing and Promotion. This enterprise will push the envelope of traditional planning, and become a trustworthy leader in Montreal’s local economic development sector, helping a community of active business people bring about a resurgence in locally made goods and strengthen the growing ‘buy local’ movement in this city. There are a number of organizations upon which Made in Montreal is modeled. Made in NYC (madeinnyc.org) is affiliated with the Pratt institute and plays steward to the local manufacturing community in New York city. SFmade (sfmade.org) is the counterpart in San Fransisco, and has been functioning as a private sector non profit community economic development body in that city. Their activity has truly been inspirational to us.
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?
In Montreal, the manufacturing sector is promoted by organizations that are primarily concerned with specific industries (ex. fashion, pharmaceuticals, food, etc). Those that do address manufacturing in some way are not solely dedicated to the sector(servepro.ca, CCMM, etc). The CDECs, the traditional champions of Montreal's manufacturing sector, have more diluted mandates now that many of the larger industries have fled the city center. No other organization is devoted to the many small businesses on the island whose owners are passionate about their trade. These businesses are beginning to fall through the cracks when it comes to support from the public & private sector. Made in Montreal is truly cutting edge in the world of local economic development, particularly in Canada.
もっと読む↓↑ 隠す↑ 隠すThis Entry is about (Issues)
What solution(s) does your initiative address to help emerging entrepreneurs and small businesses grow and thrive in underserved communities? (select all applicable)
Access to talent, Access to economic opportunity, Policy change/advocacy.
What has been the impact of your solution to date?
Made in Montreal has begun to play an important role in the growing "buy local" movement. We are actively increasing the web presence of more than 100 local Montreal firms, through the Made in Montreal website, as well as various social media channels. We are currently advertising our service in the Puce pop directory an increasingly important institution for local producers. The groundwork for this enterprise has been in development since 2010 and has been showcased at a number of academic events and conferences. Locally it is backed by a network of manufacturers, a devoted community partner (local retailer Fait Ici), a set of close colleagues, and a number of supporting industry professionals.
What is your projected impact over the next 1-3 years?
With our projected expansion we are anticipating an increasingly tangible assistance program for small and medium sized firms with urban planning-related business challenges. The essential goal of Made in Montreal is the strengthening of the local economy by helping manufacturing firms improve their bottom line. We hope to attain recognition through independent testimonials and eventually enter into a partnership with the city. Through our research projects we are also hoping to play a more active role in influencing local policy in one of Canada's largest and most vibrant cities.
What barriers might hinder the success of your project? How do you plan to overcome them?
The most palpable barrier is the nonexistence of this type of enterprise in Montreal. There is very little familiarity with the idea of a private sector planning firm devoted to local economic development. While other jurisdictions have embraced the idea of supporting locally manufactured goods, Montreal seems behind the curve, continuing to devote most of its attention to developing the high-tech, service, and real estate sectors. While this is true, we experience universal enthusiasm from those who hear about our project and there is a growing interest within the local community of businesses and policy makers. We will focus on these allies and continue to build a buzz, working to strengthen relationships among those who value this sector.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
To increase the number of businesses on the directory and we hope to be offering basic services (referrals, networking, etc.)
タスク 1:
Actively recruit 300 new businesses creating meaningful interconnections and groupings among them
タスク 2:
Advertise basic services to businesses securing independent service contracts. We also plan to secure a major research contract
タスク 3:
Use our growing community to integrate with existing large scale networking events (Puce Pop, Salon des metiers d'arts, etc)
Now think bigger! Identify your 12-month impact milestone
To have at least 500 companies registered and be providing a variety of services to the local community
タスク 1:
Strengthen relationship with Carrefour de francisation (Government entity that provides assistance to small businesses)
タスク 2:
Strengthen relationships with Montreal's economic development community, including CDECs
タスク 3:
Continue to interact with existing businesses in order to best respond to the needs of the local manufacutring community
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
In the summer of 2010, the founding members of Made in Montreal were trying to find a summer placement in the urban planning field that would have a positive impact on the local economy,and be a great learning experience in the City of Montreal. One afternoon of collective brainstorming surrounding potential research work, lead Alex to share a great idea with the other founding members. Alex had been working at his family's Montreal paper mill and took on a side project to make a small brochure showcasing the neighbouring producers. We took that idea and made in bigger, instead of brochure we decided to create an online database. The initial plan for the project has since expanded, and the directory remains a key feature of our organization. We spent the first summer of operation developing a business plan, creating the website and researching Montreal’s manufacturing community. This project ultimately supplied the foundation for our respective Master's theses.
もっと読む↓↑ 隠す↑ 隠すあなたのパートナーシップについて教えてください:
Made in Montreal is comprised of a team of three founding partners, Alex Carruthers, Stephen Charters, and Jill Merriman. All three are graduates of the McGill University Master of Urban Planning program. The three founding members bring a diverse set of skills and experience in fields such as local economic development, research, policy development, engineering, and various non-profit sectors.
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 growing buy local movement offers a range of opportunities for innovation and local economic development. This area is not confined to the world of manufacturing, but spins out in many different directions. Aside from our collective research strengths and growing data capital, we are eager to bounce ideas off others on best practices to support small businesses in urban areas.
Created on 06/21/2012 by genevaguerin
Mass social inculcation via a catchy slogan and even catchier logo to encourage people to take personal and collective action on reducing their GHG emissions.
もっと読む ↓↑ 隠す↑ 隠す団体名
Sustainability Solutions Group
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.
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立ち上げ（試験的な運営を開始している）
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 have the tools developed (through an extensive Canada-wide co-creation design process); we just need to get the message out there. Our project is a slogan: Count Cut Compel. Our goal is to make it for climate change, what Reduce Reuse Recycle is for waste reduction. We also have a lovely logo, developed by Ion Design and Branding after we won their One Good Idea contest in 2007. Please see: http://onegoodidea.ca/?page_id=141
Please see the website for the visuals and idea: www.countcutcompel.com
We are a very committed group of social and environmental activists. We have created, SSG, a sustainability consultancy as a workers's cooperative, see: www.sustainabilitysolutions.ca
We deem in important to work as social advocates in addition to offering our professional services.
The Solution: What is your solution? Be specific!
Count Cut Compel.
Just as Reduce Reuse Recycle gives the order of priority in dealing with waste reduction, Count Cut Compel gives the order of priority in addressing GHG emissions, both personal and on larger scales.
Count: Be aware of where your emissions are coming from and which acitivities produce the larges carbon footprints.
Cut: Reduce your emissions now that you know where they are coming from
Compel: Get others around you to do the same.
The logo is great - it was developed over four rounds of an extensive design process including co-creation teams across Canada. We've got the tools.
As very implicated members of the environmental and social justice sectors as well as the cooperative sector in BC and across Canada, we have access to networks. But we need more access to the right people, which requires resources to put toward the time to get it out there.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
Education is the key to behaviour change. The easiest way to explain how we believe our idea will work, is to point to the success of the 3 R's. As a group of thrity-somethings, we all grew up submerged in the Reduce Reuse Recycle culture. There was not an official grop that went around to all the schools and cities to teach about it; the slogan and logo were catchy and straightforward enough to have been taken up by all kinds of people and many levels of society, from parents through to city officials.
Cliamte change is not going away. While some governments are interested in making progress toward addressing the issue from a policy level, nothing replaces the need for good education and awareness in democratic societies.
Our goal is not to deliver the education and awareness, but to simply make the tools - already available on the CountCutCompel.com website, available for widespread use.
Everything we've developed to date is designated to the creative commons and open source - that is, anyone can use and appropriate it!
WORK TO BE DONE:
1. More study would need to be done to evaluate the most effective means for getting the message out there: social media? primary school systems? environmental NGOs? municipal authorities?
2. Once the best avenues for seed spreading have been identified, the grunt work of outreach and obtaining buy-in begins.
3. Finding a champion (some famous person) to develop a series of video ads and publicity would help usher the change potential along.
From here.... it should be self-sustaining!
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 not trying to sell anything - this is not a proprietary venture.
We just want to get an idea out.
Potential collaborators include anyone in the environmental education sector.
At SSG we are deeply committed, ridiculously clever, and super hard workers. Equal parts intelligences, creativity, connections and a good dose of diligent hard work is our formula for success.
Potential threats include the media machine linked to governments that seek to trick the public that taking action on climate change is not necessary.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
When we got together at an annual retreat in 2007 and gave open space to open brainstorming... no end goal defined. The conversation naturally brought us toward big challenges we will face throughout our professional careers, which brought us to climate change, which brought to an assessment of the slow moving changes toward dealing with climate change, which lead us to considering what has worked to spark mass behaviour change in the past, which brought us to Reduce Ruse Recycle.... which ulitmately led us to Count Cut Compel.
Please describe the goal of your initiative; outline what you are trying to achieve
Encoraging individuals to assume personal responsibility throughout all their choices in life to reduce their carbon footprints in order to take action on climate change. This includes at home, but in other larger spheres, such as at the community level and in the professional domain.
What has been the impact of your solution to date?
We have been able to galvanise a lot of enthusiasm from those involved in the design process to develop the slogan and logo. People are psyched! Now we just need to get the machine up and running to get the message out.
What is your projected impact over the next five years?
To have the slogan begin appearing more readily within primary schools and throughout municipal authority sectors.
What barriers might hinder the success of your project? How do you plan to overcome them?
There are a lot of ideas out there. Getting people to pick them up requires the right cocktail of timing, tools, originality and star power.
If we have time to devote to further planning the outreach of the tools already developed (with some financial assistance to create a project budget), we are certain that we can mobilise our networks to get the most strategic pieces in place in order for the idea to take off.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
タスク 1:
identifying and obtaining buy-in for a champion (or a few)
タスク 2:
Identifying the most strategic groups to get on board for the first push and obtaining buy-in for their participation
タスク 3:
A meeting with all the initial proponents (select ENGOs, muni authority reps, primary education sector reps) to discuss strategy
Now think bigger! Identify your 12-month impact milestone
タスク 1:
A video spot on-line with the champion/s accompanied by a stellar social media strategy to go viral (relatively speaking...)
タスク 2:
Intial groups have begun integrating the logo and slogan in their own climate change related work
タスク 3:
A strategy is in place for intial groups engaged to outreach to other groups in their respective networks (Al Gore model)
もっと読む↓↑ 隠す↑ 隠すあなたのパートナーシップについて教えてください:
For the moment there is nothing solid. But this is where our strengths lie. We are a group of people that have extensive experience in NGOs, ENGOs, social justice activism, government (muni, provincial, federal), and Education sectors.
We plan on using this second phase to forget those potential partnerships in order to get the project off the ground.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
Young people through the primarily school system in BC and across Canada.
Municipal authorities working in planning, waste management, and sustainability planning in BC and across Canada.
ENGOs working on climate change in BC and across Canada.
What type of operating environment and internal organizational factors make your innovation successful?
Catchy marketing.
a great video, bursting with artistry and creativity.
Luckily we are and are surrounded by some of Canada's most incredible artists.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
