Poluição

Here's a story about how young members of the Changemakers community are working to eliminate pollution around the world:

It’s not every day that a fifth grader reads and article in The Wall Street Journal and decides to take action. But Alex Lin was very surprised to learn about the environmental hazards of discarded computers and decided to do something about it, right in his own town.

Alex’s e-waste initiative in Westerly, RI puts a twist on the problem of e-waste. It is solving two problems at once, by collecting local residents’ discarded computers, refurbishing them, and giving them away to families unable to afford new electronic equipment.
Read more about this solution, or discuss this topic below.
 

Be natural

Criado em 09/15/2010 por sijojoseph

Encourage tourists to wear and follow the local customs. It will be fun to the tourists to feel like the locals.In other way it will help the locals to treat tourist like one of them.Make the tourists find their food with the help of locals so that minimum wildlife, coral reefs, and fisheries are consumed. It will be different experience for the tourists too. Ban plastics.Construct wooden, floating houses in way that even tsunami cant destroy them and which can be portable.

Sobre Você

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Seção 1: Sobre Você

Nome

Sijo

Sobrenome

Joseph

Website

Organização

Country

n/a

Seção 2: Sobre a Sua Organização

Nome da Organização

Página da organização na internet

Telefone da organização

Endereço da organização

Sua organização é

OSCIP/ONG

País da organização

n/a

Sua ideia

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Dê um nome ao seu projeto

Be natural

Country your work focuses on

Índia, KL

Descreva Sua Ideia

Encourage tourists to wear and follow the local customs. It will be fun to the tourists to feel like the locals.In other way it will help the locals to treat tourist like one of them.Make the tourists find their food with the help of locals so that minimum wildlife, coral reefs, and fisheries are consumed. It will be different experience for the tourists too. Ban plastics.Construct wooden, floating houses in way that even tsunami cant destroy them and which can be portable.

Website URL

Would you like to participate in the MIF Opportunity 2010?

Não

INOVAÇÃO

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What makes your idea unique and innovative?

This idea is unique only because it has not tried anywhere in the world.
Its innovative because its not conventional.

Do you have a patent for this idea?

Não

Impacto

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Temas relacionados à inscrição

What impact have you had on your clients and the tourism sector?

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Problema

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Actions

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Results

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What will it take for your project to be successful over the next three years? Please address each year separately, if possible.

Approximately 300 words left (2400 characters).

What would prevent your project from being a success?

Approximately 250 words left (2000 characters).

How many people will your project serve annually?

< 100

What is the average monthly household income in your target community, in US Dollars?

Less than $50

O seu projeto pretende ter um impacto na política pública ou introduzir modelos e ferramentas que beneficiam o setor de turismo em geral?

SUSTENTABILIDADE

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Em que estágio está seu projeto?

Fase de concepção

In what country?

Índia, KL

Is your initiative connected to an established organization?

Não

If yes, provide organization name.

How long has this organization been operating?

Menos de um ano

Does your organization have a Board of Directors or an Advisory Board?

Does your organization have any non-monetary partnerships with NGOs?

Does your organization have any non-monetary partnerships with businesses?

Does your organization have any non-monetary partnerships with government?

Please tell us more about how these partnerships are critical to the success of your innovation.

Approximately 150 words left (1200 characters).

What are the three most important actions needed to grow your initiative or organization?

Approximately 300 words left (2400 characters).

A História

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What was the defining moment that led you to this innovation?

400 words or fewer

Tell us about the social innovator behind this idea.

400 words or fewer

How did you first hear about Changemakers?

Web Search (e.g., Google or Yahoo)

If through another, please provide the name of the organization or company

50 words or fewer

Catalyzing Private Funding Sources through DFI

Criado em 09/5/2010 por BTSCEF

This is an investment thesis which paves the way for private funding sources such as HNIs and commercial investors to follow DFIs and other Limited partners in investing into Clean Energy in Emerging Markets. The thesis outlines various aspects of investing into Clean Energy in Emerging Markets and provides for critical success factors which need to be evaluated whilst conducting due diligence.

Sobre Você

Organização: BTS Investment Advisors mais ↓↑ ocultar↑ ocultar

Sobre Você

Nome

RAVI

Sobrenome

VARANASI

Website

Your Organization

Country

n/a

Sobre Sua Organização

Nome da Organização

BTS Investment Advisors

Página da organização na internet

Telefone da organização

+91 22 66978292

Endereço da organização

609-610, BALARAMA, Bandra Kurla Complex, Bandra (E), Mumbai 400051

País da organização

Índia, MM

Organization Type

Private Institution

As informações que você fornecer aqui serão usadas para preencher todas as partes do seu perfil deixadas em branco, como interesses, informação da organização e website. Nenhuma informação do contato será tornada pública. Por favor, desmarque aqui se você não deseja que isso aconteça..

Your solution

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Name Your solution

Catalyzing Private Funding Sources through DFI

Describe Your Solution

This is an investment thesis which paves the way for private funding sources such as HNIs and commercial investors to follow DFIs and other Limited partners in investing into Clean Energy in Emerging Markets. The thesis outlines various aspects of investing into Clean Energy in Emerging Markets and provides for critical success factors which need to be evaluated whilst conducting due diligence.

Country your work focuses on

Índia

If multiple countries, please list them here. If your solution targets an entire region, please select it below

Region(s) your solution focuses on:

Range of turnover in your target firms, in USD

$11-20 Million.

Average turnover in USD of your target firm

Number of employees in your target firms

25-49.

Average number of employees of your target firm

35

Specify the size, average and range of expected loans or investments in each target firm

TYPICAL SIZE PER INVESTEE COMPANY : $ 3 - $ 9 MM USD EQUITY PARTICIPATION.

What stage is your solution in?

Implementado há menos de um ano

INOVAÇÃO

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What makes your innovative solution unique?

BTS CLEAN ENERGY FUND has a unique investment strategy in that it balances the investments into small and distributed renewable energy generation projects, service providers in the energy efficiency industry and companies and manufacturers who participate across the value chain of renewable energy generation for eg. suppliers , EPCs, sub contractors etc. This not only provides the adequate risk reward ratio protection against the renewable energy generation projects in terms of construction risk associated with emerging markets but also provides an upside once the project is commissioned and the a portion of the sale of electricity in contracted in the short to medium term with third party consumers. Furthermore investments in renewable energy manufacturing asset class generate a typical PE type of a return which is akin to any other industrial manufacturing operation, hence making the entire proposition attractive to the HNIs/ private investors and development financial institutions (DFIs) alike.

How does your proposed innovation leverage public intervention in catalyzing private SME finance?

Over 270 PE funds are operating in the clean technologies sector today, as against 7 in 2003 ( Preqin 2009). Emerging countries host only 19% of the clean tech fund managers and attract less than 15 % of amounts invested in 2008 & 2009 (EMPEA, 2010). In addition, the funds raised in these countries is falling : only USD 300 Million in 2009 as against USD 1.9 Billion in 2007. Moreover in 2009 Asia moved up to second place in the clean energy sector with USD 41.1 billion invested ( Bloomberg 2010). Nevertheless, although emerging countries are generally attractive for clean energy investors, they are underrepresented in the landscape of private equity funds in this sector.

Our proposed innovation in terms of the investment philosophy of the BTS India Clean Energy Fund explains some of the other critical factors which investors should look at before making an equity investment in the Clean Energy Private Equity fund in emerging countries. Our investment philosophy helps the investors gain a greater understanding of certain specific risks beyond the traditional risks (country risk, recent nature of the sector, risk of sector concentration etc.)

What barriers does your proposed solution address?

Asymmetry of information, Lack of financial capacity, General barriers to SME development related to investment climate.

If you checked any of these barriers, describe how your solution addresses them

We have considered 4 criteria before we came up with our innovation of the investment thesis….which are

1. Critical Fund Size
2. Composition of the team & management
3. Balance of investment strategy
4. Exit Strategy

Critical Size of Fund largely depends upon what are the target companies…in the SME space the capital required is not at all highly capital intensive as the companies have just been established and are probable 1-3 years old. Anticipating the future funding requirements of these high growth companies is also a consideration in deciding fund size. We think funds which have a corpus of USD 50 Million to USD 150 Million would be an ideal size to catalyze growth in the SME space.
Team & Management Composition : Having a judicious mix of Renewable Energy Generation/ Energy Efficiency Domain & Private Equity(deal identification, deal structuring, value add) experience in the team is critical to understanding investment risks and operational risks associated with renewable energy generation deals.
Balance of Investment Strategy : The balance of clean energy funds investment strategy is particularly important as its sectoral targeting heightens the risk of concentration. A fund that is exclusively dedicated to renewable energy generation projects will be exposed to the same type of risks on its portfolio. These risks will be much greater in emerging countries.
Exit Strategies: Structuring exits is probably the single most important aspect in investing with SMEs. Since there is a lot of emotional value associated with the first generation entrepreneurs/ promoters, striking an agreement on structuring viable and attractive exit strategies is critical for both the investor and promoter at the stage of discussing term sheets

Impacto

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Provide empirical evidence of your proposed solution's success/impact at present. If your project is in the idea phase, please provide evidence that speaks to its potential impact

There is no empirical evidence present in the Clean Energy Space and that’s the reason why the solution is unique. However the SME funding model has a track record and BTS Investment Advisors is proud to be the torch bearer of such an effort in the past too. Besides generation attractive returns for our investors BTS has also helped with the grooming and growth of 25 SME’s into mid sized companies poised for higher growth. This has not only helped generate employment but has also had its share in earning foreign exchange for the country.

How many firms do you expect to reach?

We expect to reach 12 – 15 firms across the renewable energy generation, ESCOs and associated ancillary manufacturing units.

What is the volume of private SME finance you aim to catalyze?

We aim to catalyze approximately USD 120 Million from DFIs, Family Fund Offices and HNIs. Looking at our success we ae sure that there would be others to follow this model and this could soon come as a much needed respite for sourcing equity capital for the SME targeting RE in Emerging Markets

What time frame will be required to reach these targets?

We envisage raising these funds over the next 6-9 months

Does your solution seek to have an impact on public policy?

Sim

What would prevent your solution from being a success?

We see the threat to our innovative solution only if the Governments Policy towards Foreign Investment in the sector is treated with apathy / is taxed. ( need you to elaborate more here )

If the Government has an indifferent policy towards local manufacturing and encourages imports to meet medium term growth.
If the Government is apathetic to the inclusion of the SME sector in solving the country’s need for energy security and reducing the peak power deficit which is still in double digit numbers.

NGOs and other Human Rights organizations demanding scrapping of a Small Hydro Project due to R&R issues.

There is a perceived threat of off take if the T&D systems in the country are not upgraded to handle the infusion of Renewable Energy into the Grid.

There is a threat that the Renewable Purchase Obligations of the distribution utilities will not be penalized strictly for default.

Smooth functioning of the Power Exchanges in terms of trading Renewable Energy Certificates.

Price of CERs falling steeply in the traded markets

Temas relacionados à inscrição

Describe the social impact of your innovation. Please include both numbers and stories as evidence of this impact

The potential impact of our innovation is a triple bottom line

a. Attractive commercial returns for our investors
b. Employment generation & hence contribution to local GDP
c. Mitigating green house gas emissions whilst narrowing the energy demand supply situation.

SUSTENTABILIDADE

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List all the funding sources that are required for the sustainability of this solution

The funding sources required for the sustainability of such solutions are many. Funding can come in the form of a grant, aid, LP investment, long term loans and private capital. Besides returns on their investment which is what is primary objective behind these investments, these investments should be incentivized, which will enable the investors look beyond traditional returns and focus on triple bottom line performance of profit, people and planet. Private and Public term lending institutions should be comforted by enough Govt. support to enable participation in non recourse financing of Clean Energy Projects being developed by the Small and Mid Sized first generation entrepreuner. This will give the required confidence to the owners of large private capital to allocate funds for this size and class of industry.

Demonstrate how your proposed solution has the capacity to graduate from dependence on public finance. What is the time frame?

Clean Energy today is primarily driven by Govt. issued subsidies, the Govt. issued subsidies are there to mitigate concerns of the cost of the commodity( electricity ) produced which in turn is driven by higher capital costs to install a project to produce an alternate form of the same commodity. The capital cost of the project depends on the technology used and the source of equipment used in the project. IF there is a considerable amount of capital goods being imported for a said project then naturally the capital costs of the project goes up even if the Govt. might subsidize imports. The win – win situation for all in the enire value chain from concept to consumer is localization. Localization not only creates scale and value , it also generates local GDP growth. Localization of manufacturing of key components/ equipment and technologies reduce capital costs to a great extent and therefore reduce the cost of the commodity produced. The overall life cycle costs of the commodity become very attractive and the investors see a higher return on their investments. The proposed solution addresses precisely this strategy in lowering the costs of production of clean energy by not only picking the technologies which are commercially proven and bankable in the country but also by helping entrepreuners set up associated manufacturing and service companies which would ultimately help in bringing the cost of the project down and therefore enable a project to stand on its own despite the Govt. Subsidies.

Demonstrate how your proposed solution will survive a potential loss of its largest private funding source

We don’t anticipate any potential loss of the largest private funding source, since these our largest private funding sources are usually development financial institutions from across the world. The fund size at the same time is so chosen so as to mitigate this very risk. The fund has a judicious mix of funding sources ie. Internal( parent company ), existing anchors ( investors who have had previous experience with us ), DFI’s from across the world with a focus on renewable energy in emerging markets and HNIs. The risk of a loss of a single largest investor is therefore quite limited and there is enough sources out there in the market for us to access capital given our track record

Please tell us what kind of partnerships, if any, could be critical to the greater success and sustainability of your innovation

Partnerships between participants in the Value Chain in producing clean technology would be most useful for the long term success of such solutions. When such partnerships are formed the risks associated with project development are clearly allocated to those best positioned to handle the risk and there is that much more transparency in project costs and contingencies. Most of the standard terms and conditions are pre negotiated and Frame agreements can facilitate faster and more competitive transaction costs. This would make the entire industry more competitive, more expertise oriented and more profitable.

Are there non-financial issues that could threaten the sustainability of your proposed solution?

Already addressed above

Please tell us if your proposed solution aims to scale up through a high growth sector, expand immediately to multiple sectors, and/or scale up geographically

The proposed solution for the foreseeable future would serve India and its energy needs in terms of Generation Assets. The need to mitigate India’s energy security concerns is of paramount importance to a country wanting to grow atleast 8 % in terms of GDP for the next 25 years…. Hence any form of energy which reduces the burden on the energy import bill and also creates employument within the country at the same time would be welcome and no stone would be left unturned in supporting such self dependent initiatives.

In terms of associated manufacturing the potential to reach beyond geographies and scale up is tremendous as there is an evergreen need for clean energy technologies. India is fast becoming a manufacturing hub for most part of the continent and with competitive labour rates and cost of inputs the manufacturing sector should be able to ramp up with enough demand from the countries in a similar situation of energy demand.

Environmental Preservation Focused SME Investment Fund for local entrepreneurs and business incubation in Ethiopia; pilot progr

Criado em 09/4/2010 por Misgana

The fund will finance and provide business incubation to SMEs that provide solutions to environmental degradation and alternative energy in Ethiopia. Mentorship from the African Diaspora will be included. ThE pilot will be a model for SME innovation and Finance in Africa.

Sobre Você

Organização: Partners in Development Visitar websitemais ↓↑ ocultar↑ ocultar

Sobre Você

Nome

Misgana

Sobrenome

Amelga

Website

Your Organization

Partners in Development

Country

n/a

Sobre Sua Organização

Nome da Organização

Partners in Development

Página da organização na internet

Telefone da organização

571-282-5732

Endereço da organização

5500 Holmes Run Parkway- C-4

País da organização

Estados Unidos

Organization Type

Non-profit/NGO/Citizen-sector Organization

Your solution

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Name Your solution

Environmental Preservation Focused SME Investment Fund for local entrepreneurs and business incubation in Ethiopia; pilot progr

Describe Your Solution

The fund will finance and provide business incubation to SMEs that provide solutions to environmental degradation and alternative energy in Ethiopia. Mentorship from the African Diaspora will be included. ThE pilot will be a model for SME innovation and Finance in Africa.

Country your work focuses on

Etiópia, AA

If multiple countries, please list them here. If your solution targets an entire region, please select it below

Region(s) your solution focuses on:

Africa.

Range of turnover in your target firms, in USD

Less than $1 Million.

Average turnover in USD of your target firm

200,000

Number of employees in your target firms

5-24.

Average number of employees of your target firm

20

Specify the size, average and range of expected loans or investments in each target firm

$50,000 – $100,000

What stage is your solution in?

Fase de concepção

INOVAÇÃO

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What makes your innovative solution unique?

There is no such intervention around in Africa at this time which provides equity funding to SMEs to specificly address pressing issues such as environment degradation in their countries that also provides business incubation while also mobilizing the African Diaspora as mentors to the firms. The project will have the mission statement of funding innovation to address environmental and poverty related challenges and also seeks to encourage ICT driven projects.

We propose that the traditional donors become “investors” to the Social Investment Fund in order that a demonstration model can be launched that can attract other private sector investors outside of the targeted countries as well as within. It is anticipated that this innovation will be replicated in other regions of the countries targeted and in other African countries

How does your proposed innovation leverage public intervention in catalyzing private SME finance?

This innovation seeks to leverage the resources of the public sector in a way that allows them to be “investors” contributing resources to the capital fund and supporting SME growth in a sustainable manner as opposed to being limited to being donors with providing only grants.

It is expected that this innovation can allow the public sector be a part of a sustainable solution to a long standing issue of creating economic growth through entrepreneurship and strengthening the private sector through much needed support to the SME sector , not to mention addressing brain drain and the need to fund innovation in Africa.

The project seeks to extend finance and knowledge to the SME sector through their partnership with Diaspora entrepreneurs as one strategy to be replicated by international donors.

The SME sector known as the ‘missing middle, – small and medium sized enterprises (SMEs) has been recognized as the biggest potential engine for development. In Africa, this sector has little in the way of support in terms of financing or capacity building. My innovation will provide finance to Diaspora entrepreneurs who will partner with local entrepreneurs and start-ups to launch innovative businesses and also be effective mentors. The local incubator established will provide the appropriate support/orientation to the Diaspora entrepreneurs and provide business training to their local partner entrepreneurs.

This innovation will seek to provide a greater return than just profit. It intends to provide ‘triple bottom line’ investing that includes monetary, social and environmental returns on a given investment. This will be possible because all investments will be required to be on key issues of concern to Ethiopia, such as preservation (e.g. solar energy; clean energy; air pollution; water treatment; sanitation; etc.)

What barriers does your proposed solution address?

Lack of collateral, Lack of financial capacity, Lack of SME access to skills / knowledge / markets, Lack of financing to women entrepreneurs.

If you checked any of these barriers, describe how your solution addresses them

This solution will address issues faced by local entrepreneurs such as lack of financial capacity by providing equity financing. it will also address lack of SME access to skills/ knowledge/markets by establishing local business incubators.

It will address lack of financing to women entrepreneurs as 40- 50% of the SMEs selected will be women owned.

It will also address the issue of lack of lack of incentives for financial intermediaries to serve SMEs as the project provides a demonstration of the viability of equity financing, especially in the area of environmental preservation/alternative energy.

Impacto

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Provide empirical evidence of your proposed solution's success/impact at present. If your project is in the idea phase, please provide evidence that speaks to its potential impact

Social investment refers to a growing segment within the worldwide investment community that seeks to realize more than just monetary gain from leveraged activities. In some cases, the gains sought could be a measure of environmental conservation, social benefits such as the advancement of women’s causes, job creation or other such features. Tradeoffs of some financial return in exchange for increased non-monetary impact may sometimes be made within the context of assessing returns that use a more holistic measure than simple dollars and cents. While many such ventures are targeted at developing countries, it is by no means a new concept in developed ones either. However, developing countries are certainly fertile ground for such projects given that the ‘normal’ model of investing is usually a bit more challenging in such countries.

In the highly dynamic environments that African emerging economies present, the possibility of both significant profit (at higher return rates than investments in developed countries) and great social impact are clearly evident. Yet the tradeoffs that may need to be made can seem daunting at times. Nevertheless, there is no shortage of examples where such investments have been and are being made with great success.

There is evidence that venture capital for social business that worked in Asia and other developing regions. Below is a list of such organizations:

Social Investment Funds

(i) SPESA (Social Private Equity South Africa) - is a PE fund targeting investment opportunities with high social value add. It employs by using flexible financial instruments to provide funding access to entrepreneurs that may not be able to do the same via traditional models of financing. It further provides a range of non-financial assistance to investees including helping them create sustainable business models, refine service delivery models and so forth.

(ii) “Aavishkaar India Micro Venture Capital Fund” (“AIMVCF”) is a fund created to promote inclusive development in rural and semi-urban regions in India. The fund’s mission is based on the premise that promising micro, small to medium -sized enterprises (MSMEs) will help drive positive changes in the underserved regions of the country. Aavishkaar was incorporated in the form of a Trust in October 2001 and was registered with SEBI as a Venture Capital Fund in May 2002. Aavishkaar’s mission is to encourage the creation and spawning of socially relevant entrepreneurial solutions addressing local needs to help India achieve holistic sustainable economic development. To achieve this, Aavishkaar aims to support socially relevant, commercially viable and environmental friendly micro and small enterprises by providing them with early stage equity finance and management support.

(iii) Legatum Ventures is a double bottom line investor that incubates and invests in for –profit enterprises that deliver measurable social returns while generating financial returns that allow operations to be increased in both scale and scope. Its underlying philosophy is that business is development and this philosophy has led it to become a premier provider of patient capital to help entrepreneurs drive the creation and growth of sustainable businesses in developing countries.

How many firms do you expect to reach?

In terms of providing equity funds and access to business incubation, this project expects to reach 20 SMEs a year and 60 over a three year period.

What is the volume of private SME finance you aim to catalyze?

I expect to raise about 3-4 million in capital funds for the 60 entrepreneurs, who would be receiving approximately up to $50,000 -100,000 each. This initiative also seeks to raise grant funds for the business incubator which may cost approximately $600,000 for three years, after which it must be self-sustaining.

What time frame will be required to reach these targets?

I estimate approximately six months to a year.

Does your solution seek to have an impact on public policy?

Sim

What would prevent your solution from being a success?

Raising all the funds required in the anticipated time. In such a case, it may be that the project will start on a smaller scale or start with the incubator first.

Temas relacionados à inscrição

Describe the social impact of your innovation. Please include both numbers and stories as evidence of this impact

The greatest social impact will be the focused attention to the issues of environmental preservation by providing incentives of funding and incubation (rarely provided together) to the private sector and by facilitating (knowledge-sharing partnership) with the Ethiopian Diaspora.. At this time, the effects of climate change and industrial pollution are impacting the rural livelihood and overall quality of life in Ethiopia resulting in environmental degradation; and air and water pollution. This project provides an opportunity to inform and involve the private sector to start undertaking business activities that address these issues while providing economic returns and social returns in the form of cleaner air; water; and land. There is insufficient action in Ethiopia at this time in the face of severe environmental degradation.

--- Cllimate change is a major threat to sustainable growth and development in Africa, and the achievement of the Millennium Development Goals, hence urgent action is needed.Although Africa is the continent least responsible for climate change, it is particularly vulnerable to the effects, including reduced agricultural production, worsening food security, the increased incidence of both flooding and drought, spreading disease and an increased risk of conflict over scarce land and water resources.

Evidence from research indicates that:
- Agricultural and food security are at stake;
- Half of Africa will face water stress if the trend continues;
- Diseases will likely spread;
- Risk to coastal areas could force major population movements; and
- The direct and indirect effects of climate change could further undermine peace and stability in the continent.
Of the overall 60 entrepreneurs targeted, we anticipate a third addressing strategies to address climate change; another third to address air/water pollution and industrial pollution; another third will focus on alternative energy production such as the widespread use of solar, wind, and other clean energy endeavours. They will need to research this are and team up with local experts in the process. This initiative will provide an opportunity to open the “eyes” of the private sector to these issues and motivate them to address them

This project seeks to promote a “Green Revolution” that will spur interest in all types of “green businesses.”

SUSTENTABILIDADE

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List all the funding sources that are required for the sustainability of this solution

The initiative will require 3 -4 million in capital funds and another $600,000 to support the establishment of a business incubator over a three year period.Approximately 150 words left (800 characters).

Demonstrate how your proposed solution has the capacity to graduate from dependence on public finance. What is the time frame?

The solution is expected to graduate from public finance after a five year period. The first batch of entrepreneurs will have started to make initial profits after that time.

The business incubator is expected to become self-financing after three by providing consulting training services to the public and collecting rental fees from tenants.

Demonstrate how your proposed solution will survive a potential loss of its largest private funding source

In that case, we will look for private capital which may be more willing to finance the initiative as it is already underway and will require less investment.

Please tell us what kind of partnerships, if any, could be critical to the greater success and sustainability of your innovation

The key partnerships that are critical are those with organizations and individuals who have the skills necessary to support us in the area of: investment assessment (screening business plans); SME business training; and technical support in environmental science (experts locally and in the Diaspora who can also screen the business plans and support entrepreneurs as mentors in the area of environmental science.

We anticipate partnership with the following:

-Offshoring Technology 2.0 –an ICT consulting firm with expertise in business incubation
establishing the incubator,

-Additional incubation advisory service possibly from the management of BusyInternet in Ghana who have expressed willingness to provide guidance.

-A fund management firm that can manage the capital funds.

-There will also be partnership with local environmental preservation organizations such as “Greener Ethiopia” and experts in environmental science at Addis Ababa University in Ethiopia. In addition, there are online Ethiopian Diaspora associations who can be available as mentors.

Are there non-financial issues that could threaten the sustainability of your proposed solution?

The performance of the participating entrepreneurs, however, we plan to minimize that risk by screening the viability of their business plans and providing top level training and suppor while they are being incubated.

Please tell us if your proposed solution aims to scale up through a high growth sector, expand immediately to multiple sectors, and/or scale up geographically

Our strength will be on our focus on environmentally sustainable business, which we see as a high growth sector with promising sub-sectors. We do indeed hope to scale up within Ethiopia and elsewhere in Africa as the need for this intervention is great.

E+Co Asia Clean Energy SME Fund

Criado em 09/3/2010 por muenchd

The ‘E+CO Asia Clean Energy SME Fund’ will invest $100m in SMEs, which provide clean and affordable energy to rural communities and local businesses in Asia.

The fund will institutionalize the experience and expertise of E+Co.

E+Co has successfully invested in clean energy SMEs for over 15 years, generating excellent financial as well as significant social and environmental returns.

Sobre Você

Organização: E+Co Visitar websitemais ↓↑ ocultar↑ ocultar

Sobre Você

Nome

Christine

Sobrenome

Eibs Singer

Website

Your Organization

E+Co

Country

Estados Unidos , NJ, Essex County

Sobre Sua Organização

Nome da Organização

E+Co

Página da organização na internet

Telefone da organização

+1 973.680.9100

Endereço da organização

383 Franklin Street, Bloomfield NJ 07003

País da organização

Estados Unidos , NJ, Essex County

Organization Type

Non-profit/NGO/Citizen-sector Organization

As informações que você fornecer aqui serão usadas para preencher todas as partes do seu perfil deixadas em branco, como interesses, informação da organização e website. Nenhuma informação do contato será tornada pública. Por favor, desmarque aqui se você não deseja que isso aconteça..

Your solution

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Name Your solution

E+Co Asia Clean Energy SME Fund

Describe Your Solution

The ‘E+CO Asia Clean Energy SME Fund’ will invest $100m in SMEs, which provide clean and affordable energy to rural communities and local businesses in Asia.

The fund will institutionalize the experience and expertise of E+Co.

E+Co has successfully invested in clean energy SMEs for over 15 years, generating excellent financial as well as significant social and environmental returns.

Country your work focuses on

n/a

If multiple countries, please list them here. If your solution targets an entire region, please select it below

Thailand, Cambodia, Vietnam, China, Philippines, Indonesia

Region(s) your solution focuses on:

East Asia and the Pacific, South Asia.

Range of turnover in your target firms, in USD

Less than $1 Million, $1-5 Million, $6-10 Million, $11-20 Million.

Average turnover in USD of your target firm

5,000,000

Number of employees in your target firms

Menos de 5, 5-24, 25-49, 50-74, 75-99, 100-150.

Average number of employees of your target firm

25

Specify the size, average and range of expected loans or investments in each target firm

• Average size: $2.5m USD,
• Range: 100k – 12m,
• Portfolio composition: 20% of AUM 100k–1.5m range, and 80% AUM in $2.5m–$12m range.
• Investment type: Equity, quasi-equity and debt

The fund strategy is to invest at low valuation in companies at an early stage in their development cycle and generate value through ‘technical assistance’ and ‘business development services’. The typical company will experience strong revenue and employee number growth during this period. The fund is providing patient capital, the typical investment period will be between 4 and 8 years.

What stage is your solution in?

Em execução entre 1 e 5 anos

INOVAÇÃO

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What makes your innovative solution unique?

1/ The fund will showcase that pursuing social and environmental returns is not detrimental to financial returns. The fund is reporting a triple bottom line and expects to produce commercially attractive returns – 15% net to investors – at low risk levels.

2/ The fund will be unique in its focus on clean energy SMEs - from Seed to Growth stage - in Asian emerging markets.

3/ The fund will be unique in providing a continuum of finance and business development services to entrepreneurs in SMEs.

4/ The fund expects to attract 25% of capital from commercial/private investors such as Insurance companies, Pension Funds, Asset Managers and Private Banks. This would constitute a innovation for the SME Impact Investment sector outside of micro finance. 75% of the investors are expected to be DFIs.

5/ The fund management team has a strong track record. The investment strategy has been developed over the course of 10 years, it is based on experience, has been tested and provided strong financial, social and environmental returns.

6/ The fund management team will be able to rely on a strong network of strategic partners throughout the region.

How does your proposed innovation leverage public intervention in catalyzing private SME finance?

The fund would leverage public intervention in 5 efficient and effective ways:

1/Leverage within the fund:
While 75% of the capital commitments to the fund are expected to come from Development Finance Institutions, 25% of the capital commitments to the fund are expected to come from private institutional investors.

2/External leverage of public funding:
$1 of public intervention (capital commitment to the fund) is expected to mobilize more than $5 of capital from private sources. Over the past 10 years, for each 1$ invested by E+Co in Asia, 4$ of additional capital have been mobilized from private sources such as regional banks, private individuals and regional corporations. E+Co expects this ratio to increase further as regional banks get increasingly involved in lending to SMEs, especially in the clean-energy sector. $75m of public capital commited to the fund (total size $100m), would therefore mobilize more than $425m of private capital for SMEs.

3/ Sustainable use of public funding:
Public intervention, in form of capital provided to the fund, would be multiplied and once returned to the funders, can be recycled in future interventions. The fund expects to return 15% net to investors. This means that a multiple of the provided public capital would be returned to the DFIs (15% over an expected investment period of 6.5 years is equivalent to a multiple of 2.5x).

4/ Indirect leverage of public funding:
The fund intends to showcase SMEs in emerging markets as a viable asset class to private and institutional investors. The success of the fund would serve as a catalyst for the launch of additional funds following a similar strategy focused on SME finance. These funds could be expected to attract increasing ratios of private capital.

5/ Leverage of public funding through sustainable enterprise:
The fund is expected to exit investments after 5-7 years. Exits are expected to be realized by selling the company to other shareholders, other companies, the public (IPO), banks (securitization of proven cash flows) or larger investment funds. In either case, the initial capital provided through the fund would be replaced by private capital. E+Co has exited 30% of its equity investments in clean energy SMEs over the past 5 years. All 7 exits were financed by private capital.

What barriers does your proposed solution address?

Asymmetry of information, Lack of collateral, Lack of financial capacity, Lack of SME access to skills / knowledge / markets, Unavailability of financial products tailored to SME needs, Lack of institutional capacity of financial intermediaries, High transaction costs for financial intermediaries to serve SMEs, Lack of competition / incentives for financial intermediaries to serve SMEs, Underdeveloped local capital markets (term local currency funding, exit options for SME equity), General barriers to SME development related to investment climate, Lack of financing to women entrepreneurs.

If you checked any of these barriers, describe how your solution addresses them

a) Asymmetry of information: There is an asymmetry of information between (i) the entrepreneur and the fund as well as between (ii) the fund and the investor in the fund. The information asymmetry is addressed in 3 ways:

1/ Through a detailed investment process including a thorough due diligence.
2/ Through E+Co’s business innovation unit and internal market data management, which serves both the fund and the entrepreneur. Investing in SMEs in Asia for over 10 years, E+Co has collected a significant amount of market intelligence and data. This data is used to validate the business plan pre-investment, and refine the business strategy post-investment.
3/ The investment approval process addresses the asymmetry between the fund and the investors in the fund. The fund is governed by an Advisory Board and an Investment committee.

c)Lack of collateral: The funds will make equity investments and/or quasi equity investments where feasible. The fund expects to allocate 20% of its capital to up to 40 small companies with limited or no collateral.

d)Lack of financial capacity: The E+Co funds will provide a continuum of capital and services to the entrepreneur. Financial planning and expertise is part of the services the fund can provide directly through its experienced investment team.

e)Lack of SME access to skills / knowledge / markets: The fund expects to provide the SME investees with this access. Business development services are an integral part of the investment strategy and are considered fundamental for value generation and risk mitigation.

f) Unavailability of financial products tailored to SME needs:
E+Co’s 10 year experience in Asia points towards the need of equity capital for SMEs. The fund will provide the equity during the pre-revenue, pre-profit and early growth period of SMEs. In addition, the fund management team will engage actively with financial institutions to provide local debt financing to its portfolio companies if required.

g) Lack of institutional capacity of financial intermediaries:
E+Co is actively engaging financial intermediaries as strategic partners in its markets.

h) High transaction costs for financial intermediaries to serve SMEs:
While investing in Asia for 10 years, E+Co has learned to provide SMEs with the capital and services at a low cost.

The fund will rely on a streamlined investment process which has been honed over the past decade by E+Co.

The fund strategy calls for a focus on the development of business models with a high replication potential. Follow-up and serial investments lower the transaction cost significantly.

i) Lack of competition: E+Co wants to showcase the value proposition of clean energy SMEs and thereby attract competition (other funds) and additional private capital to SMEs.

j) Underdeveloped local capital markets: The equity fund will have a term of 10 years – providing the patient capital needed. E+Co has very successfully exited 7 out of 25 equity transactions to date in Asia ( Weighted average multiple of 3.6x gross, 1.9x net).

l) Lack of financing to women entrepreneurs: While the fund will make decisions on a merit, business potential basis. E+Co actively seeks women entrepreneurs. It is one of the 34 social and environmental impact metrics that will be reported to investors.

Impacto

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Provide empirical evidence of your proposed solution's success/impact at present. If your project is in the idea phase, please provide evidence that speaks to its potential impact

The fund, investing $100m in clean-energy SME's, is projected to have the following impact:

• FINANCIAL: 15% net to investors; $400m in capital mobilized (4$ mobilized/1$ invested)

• ENVIRONMENTAL: $10m tons of CO2 avoided ($10/ton)

• SOCIAL: 10,000 jobs supported; 10m people with access to affordable and clean energy ($10/person)

These projections are based on E+Co's experience of investing and evaluating the impact of its investments over more than 15 years.

To calculate the return on investment, E+Co measures its enterprises across a menu of 34 social, environmental and financial indicators. The goal is to present a multi-level view of the impacts of alternative energy enterprises. E+Co collects data from each investee enterprise biannually and then compiles the results into an organizational summary - the Impacts Table. Capturing the impact of the clean energy investments is critical to demonstrating the effectiveness of our approach.

Since 1998 E+Co has invested more than $40m in clean-energy SMEs around the world. The SMEs financed by E+Co attracted more than $250m in capital, reduced 4.6m tons of CO2 and provide more than 6 million people with clean and affordable energy and supported 5,300 jobs. The return on invested capital was 8.7% after write off on average over the global portfolio.

Asia perspective 2000 - 2010:
E+Co has invested $9.4m in 37 transactions and 20 entrepreneurs in Asia. The companies supported by E+Co have attracted more than $40m in additional capital. The average return on invested capital is 11.2% after write offs.

How many firms do you expect to reach?

The fund will engage to various degrees with up to 2,500 companies and their entrepreneurs over the next 5 years.

The fund is likely to invest in up to 50 companies directly. However, E+Co’s experience shows that the fund will have to screen 50, analyze 10 and conduct due diligence with 2 SMEs for every SME in which the fund will ultimately invest.

What is the volume of private SME finance you aim to catalyze?

The fund has the potential to directly catalyze $425m in private SME finance.

The fund will invest $100m in up to 50 different entrepreneurs over the next 4 years. $25 million (25%) of the committed capital is expected to come from private investors. In addition, in the past, SMEs financed by E+Co were able to attract $4 dollar private capital for each $1 invested by E+Co.

What time frame will be required to reach these targets?

We expect to reach these targets within 3-4 years from now.

The fund expects to have its first closing for up to $100m in capital commitments in May 2011.

E+Co’s investment officers have already identified a strong pipeline of potential investments for the fund. $28 - $40m are imminent investment opportunities (1-2 years), $20 - $30m are potential transactions with a longer lead-time (1-4 years). Efforts to extend this pipeline are ongoing and a major priority for the existing team in Asia.The total pipeline comprises a near term investment opportunity of $48 – $70m. This makes us confident to achieve the targets described above within 3-4 years.

Does your solution seek to have an impact on public policy?

Sim

What would prevent your solution from being a success?

1/ World financial market seizures: A major bout of uncertainty in world financial markets would make it more difficult to secure capital commitments from investors.

2/ Ability to hire, retain and train the right people: E+Co has strong brand name and recognition in the Asian market. However, it will be difficult to grow the team of investment officers with staff offering the right mix of financial, technical and social skills. In case the fund will be successful in generating value for its investors, it can be expected that more funds will be launched. It may become increasingly difficult to retain staff in such an environment.

3/ Failure to convince investors of our capabilities: E+Co has an excellent investment track-record in Asia which compares very well to some of the best emerging market private equity funds. However, we anticipate initial concerns from investors as they associate higher risk/return ratios for funds investing in SMEs and/or emerging markets.

We need to convince investors of two points: 1/ The value proposition of our market niche: clean energy SMEs in emerging markets in Asia. 2/ The fund management team’s ability to identify the best value in our market segment and our ability to multiply this value through the right mix of enterprise development services and finance solutions.

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Describe the social impact of your innovation. Please include both numbers and stories as evidence of this impact

E+Co has created a detailed methodology to determine and evidence its impact. To calculate the return on investment, E+Co measures its enterprises across a menu of 34 social, environmental and financial indicators.

Below is an overview of E+Co’s cumulative global social impact through its investment activity between January 1998 and December 2009.

People in Households with Access to Modern Energy Services: 6.2 million
Micro Enterprises & Non-Households being served with Modern Energy: 309,000
Jobs Supported: +5,300
Women Ownership/Shareholding: 160
Improved Income: $7 million
Households being served: 1.2 million
Cumulative Clean Energy Generated/MWH: 2.3 million
Energy saved from Efficiency initiatives/MWH: 352,000
Investments in Clean Energy SMEs: 268
Customers Installing Efficiency Equipment: 70,000

One example for a typical investment, the entrepreneur behind it and its impact is SME RE in Cambodia. SME RE designs, constructs and sells biomass gasification systems to rural businesses in Cambodia. These rural businesses can save up to $50,000 per year, by replacing diesel fuel with gas produced from rice husks. This ensures the sustainability of the business and therefore employment of the local workforce. At the same time systems reduce carbon dioxide emissions by 200 tons per system and year.

Another example is Frederick E. LaCroix and his company Powersource Microgrid operations (PMO). PMO installs clean energy community energizer platforms (CEP)in isolated communities in the Philippines. E+Co has invested more than $1m in PMO to date. This invested has enabled PMO to provide reliable and affordable access to clean energy to its rural off-grid customers.

SUSTENTABILIDADE

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List all the funding sources that are required for the sustainability of this solution

The fund targets the following capital commitments from private and public funding sources:

75% Development Finance Institutions

20% Institutional private investors: Pension Funds, Asset Managers, Private Banks, Investment Banks (Emerging Market Principal Investment Groups / Social Sector Finance Groups).

5% High Net Worth Individuals

Demonstrate how your proposed solution has the capacity to graduate from dependence on public finance. What is the time frame?

The fund will likely require up to 75% of public funding in form of capital commitments from DFIs. However, we strongly believe in the value proposition of the underlying sector and our ability to create net returns of 15% or higher for the LPs in the fund.

The success of the fund would send a signal to institutional investors and attract other fund management teams and funds as well as increasing amounts of private capital to SME finance.

We expect a new openness towards emerging markets and impact investing. A recent survey by EMPEA - Emerging Market Private Equity Association - found that Institutional Investors intent to double their exposure to EM private equity funds over the next 2 years. This represents a huge inflow of private capital into emerging market private equity funds. We hope to capture a portion of this increasing demand, which was caused, in part at least, by the realization that some of the existing notions about risk and return in emerging markets had be revised. EM private equity market have, according to EMPEA, on average their developed world counterparts.

Demonstrate how your proposed solution will survive a potential loss of its largest private funding source

The fund model is economically viable even if we attract only 50% of our fund raising target of $100m. We plan to attract funding from multiple private funders. No single investor will have a stake higher than 25% the fund. The economic model of the funds is viable even if we raise only 50% of the fundraising target of $100m. As such we can withstand the loss of the largest (private) funding source.

The fund will leverage public capital even if there is no private capital committed to the fund itself. The leverage effect of public money does not only occur in the fund itself, but also by attracting additional - mostly private capital - to the portfolio companies. In the extreme scenario were the fund could not attract any private capital commitments, we could still achieve significant leverage of the public funds committed.

Please tell us what kind of partnerships, if any, could be critical to the greater success and sustainability of your innovation

The most important partnerships will be those with the fund's LPs and the investee companies and entrepreneurs. In additon to these obvious partners, the fund will actively seek the cooperation with:

1/ Local banks: We expect to attract debt capital from local finance institutions. This is important as it will ultimately lower the all in cost of capital for SMEs. The availability of debt will also be important to structure exits from the funds equity investments. E+Co has already established partnerships with local banks in the region.

2/ Carbon finance institutions: The fund will invest in businesses which promise attractive commercial returns without relying on the monetization of CO2 emissions. Nonetheless, we hope that opportunities emerge to monetize this additional value in the future.

Are there non-financial issues that could threaten the sustainability of your proposed solution?

The sustainability of our solution depends on the profitability and therefore the sustainability of the businesses we invest in. Any non-financial issue which impacts the profitability of our investees will impact the sustainability of our solution. War, climate change, climate variability, political instability, economic protectionism trade barriers which distort markets.

Regulatory frameworks are another critical element, especially for the clean-energy sector. Expensive, complicated and lengthy approval processes can reduce the viability of otherwise sound and profitable business models.

Please tell us if your proposed solution aims to scale up through a high growth sector, expand immediately to multiple sectors, and/or scale up geographically

The main goal is to increase the amount of capital and services available to SMEs in the clean-energy and energy efficiency sector in Asian Emerging Markets.

The target markets are: Thailand, Cambodia, Vietnam, Philippines, Indonesia, China and India.

The fund will remain focused on clean-energy and energy efficiency business models. This has been E+Co’s focus ever since its inception in 1994. The demand for capital and in this sector exceeds amount the fund will make available for the sector by several magnitudes.

The fund does not plan to expand into other sectors. However, the fund management team will actively explore investment opportunities at the intersection of sectors such as clean-energy and agriculture. We think especially this area offers significant value to investors.

The fund will increase the scale of E+Co’s investment activity in Asia over the last 10 years by a factor of 10x.

And finally, the fund will increase the scale of the businesses it invested in. The investment strategy is to generate value by 1/ investing at low valuation in SMEs during an early stage of their development and 2/ providing the financial capital and business development services to these SMEs to grow and expand.

INNOBIZ Loan: the credit loan to SMEs through the technology valuation rating

Criado em 08/30/2010 por Leebok

Our solution, INNOBIZ Loan, is an innovative company rating system and credit loan for SMEs. Even early stage technology based firms can receive a credit loan without any collateral, credit guarantee or financial history once their technology receives high rating from Korea Technology Finance Corporation(KOTEC)

Sobre Você

Organização: Kookmin Bank(KB) Visitar websitemais ↓↑ ocultar↑ ocultar

Sobre Você

Nome

Hyun Bok

Sobrenome

Lee

Website

Your Organization

Kookmin Bank(KB)

Country

Coréia do Sul

Sobre Sua Organização

Nome da Organização

Kookmin Bank(KB)

Página da organização na internet

Telefone da organização

82-2-2073-3124

Endereço da organização

9-1, 2-Ga, Namdaemun-Ro, Jung-Gu

País da organização

Coréia do Sul

Organization Type

Private Institution

As informações que você fornecer aqui serão usadas para preencher todas as partes do seu perfil deixadas em branco, como interesses, informação da organização e website. Nenhuma informação do contato será tornada pública. Por favor, desmarque aqui se você não deseja que isso aconteça..

Your solution

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Name Your solution

INNOBIZ Loan: the credit loan to SMEs through the technology valuation rating

Describe Your Solution

Our solution, INNOBIZ Loan, is an innovative company rating system and credit loan for SMEs. Even early stage technology based firms can receive a credit loan without any collateral, credit guarantee or financial history once their technology receives high rating from Korea Technology Finance Corporation(KOTEC)

Country your work focuses on

Coréia do Sul, XX

If multiple countries, please list them here. If your solution targets an entire region, please select it below

Region(s) your solution focuses on:

Africa, East Asia and the Pacific, Europe and Central Asia, Latin America and the Caribbean, Middle East and North Africa, South Asia, North America.

Range of turnover in your target firms, in USD

Less than $1 Million, $1-5 Million, $6-10 Million, $11-20 Million.

Average turnover in USD of your target firm

Less than $5Mil.

Number of employees in your target firms

Menos de 5, 5-24, 25-49, 50-74, 75-99.

Average number of employees of your target firm

Less than 50

Specify the size, average and range of expected loans or investments in each target firm

Any company that meets the definition of SMEs under Korean Law can qualify for the Innobiz Loan. The average size of the loan is USD 200,000/company. But the size and interest rate of the loan varies depending on the KOTEC's Technology Rating(KTRS)

What stage is your solution in?

Em execução entre 1 e 5 anos

INOVAÇÃO

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What makes your innovative solution unique?

This solution is unique largely from four perspectives.
First, INNOBIZ Loan employs an innovative corporate valuation/financing approach to technology based SMEs. KOTEC’s valuation system named KTRS is based on the technology potential of client companies, not on the conventional financial approach, making it possible even for technology based start-ups to gain access to financing sources. KTRS is composed of 45 qualitative and quantitative indices, most of which are the key success factors in technology. Although it has different criteria from conventional financial analyses, those indices are validated through statistical analysis which clarifies the relationship between the indices and the companies’ risk.
Second, it enables SMEs to qualify a loan without providing collateral to commercial banks. The conventional SME loan has required collateral of SMEs in order to secure the commercial banks’ loan. Additionally, commercial bankers spend much time and resources on evaluating SME’s credibility. Despite those requirements, it remains difficult for commercial banks to issue loans to startups, especially because they often lack the financial records to establish a track record of success.
Third, it promotes the technology development of SMEs in the developing or underdeveloped countries that want to transform their economic competitive edge from low labor costs(Labor-Intensive) to high-technology(Technology-Intensive). The technology rating system can be applied by the governments in such countries to screen promising companies that can be the beneficiaries of government project funds.
Fourth, it reduces the transaction cost of commercial banks as KOTEC evaluates the credibility and potential of client companies using a far more efficient approach than currently practiced.

How does your proposed innovation leverage public intervention in catalyzing private SME finance?

he public intervention is deployed to establish the credible company data and rating of the technology potential of SMEs. KOTEC, the government-funded institution, has designed a unique technology evaluation and screening system in which commercial banking institutions cannot invest. Once KOTEC does due diligence and technology valuation of our client company, it provides us with the technology and company information with KOTEC’s own rating, called Technology Appraisal Certificate (TAC). Using this certificate, Kookmin bank(KB) launched the INNOBIZ loan that rendered credit-based loans to early stage but promising SMEs.
Before the INNOBIZ Loan was introduced, collateral-based lending practices, primarily referring to past financial track record, have prevailed in the Korean banking sector because private banks lack the capability to accurately assess the future business potential of loan applicants and hesitate to establish those valuation systems due to the high transaction (operation) costs. Thus, small firms with commercially viable technologies and excellent ideas are often alienated from access to banking, leading to a loss in the national economy. Furthermore, venture capital firms typically finance only a few scalable business ventures.
In particular, early or R&D stage SMEs often fall short of funding either from private sector or public sector due to tech-sector specific uncertainty added to the risks from small company size. To solve this pain point, KOTEC developed its own unique company valuation system, called KTRS which provides a customized valuation service for technology-based SMEs in various industries.
So, those needs motivated KOTEC to develop the evaluation system (KTRS) that provides banks with enough useful information for them to issue credit-based loans to SMEs. What makes KTRS different from other credit rating systems is that this system focuses on the technology potential and key success factors of entrepreneurs rather than on analysis of the SME’s financial history
KTRS produces a grade out of a matrix combination of Tech Level and Risk Level. Tech Level is measured based on variables from AHP analysis relevant to technological capacity, business competency, and commercialization potential. Risk Level, on the other hand, assesses the default risks associated with the technology business variables which are established and tested through regression analysis.
Through KTRS and its distinguished infrastructure, including 116 PhDs in engineering and science, KOTEC reduces uncertainty associated with technology-based SMEs and enhances SME access to credit by evaluating future potential rather than past financial track records.
It would be difficult or too expensive for a single bank to set up and utilize such an infrastructure for decision making on low margin (around 2% of loan amount), high risk SME loans.
*AHP Analysis: The Analytic Hierarchy Process (AHP) is a structured technique for dealing with complex decisions. Rather than prescribing a "correct" decision, the AHP helps the decision makers find the one that best suits their needs and their understanding of the problem.

What barriers does your proposed solution address?

Asymmetry of information, Informality, Lack of collateral, Lack of financial capacity, Lack of SME access to skills / knowledge / markets, Unavailability of financial products tailored to SME needs, Lack of institutional capacity of financial intermediaries, High transaction costs for financial intermediaries to serve SMEs, Lack of competition / incentives for financial intermediaries to serve SMEs, Underdeveloped local capital markets (term local currency funding, exit options for SME equity), General barriers to SME development related to investment climate, Lack of financing to women entrepreneurs, Specific barriers to fragile and weak states.

If you checked any of these barriers, describe how your solution addresses them

a)Asymmetry of information:
It provides the commercial banks with full information on the companies’ potential that cannot be described in the financial information.

b)Informality :
The valuation system of KOTEC is composed of 45 indices that define the key success factors of client companies. Also, most of the indices are represented by quantitative valuation. There is slim chance for the evaluator to make his/her decision at own discretion.

c)Lack of collateral :
The system promotes credit-based lending, not collateral-based.

d)Lack of financial capacity :
Even high risk but technology based firms can access financing sources without any collateral or credit guarantee

e)Lack of SME access to skills / knowledge / markets :
SMEs that achieve a high KOTEC’s technology score can promote their technologies with a certificate, facilitating market credibility for their technologies. Moreover, the certificate could be used in the technology licensing/transfer process. This rating system motivates other SMEs to develop their technology to get a high technology score from KOTEC in order to facilitate their funding sources.

f)Unavailability of financial products tailored to SME needs:
The certificate is also applicable to the key information of venture capital firms when screening companies for investment potential. Also, it can be used in the selection procedure that finds the beneficiaries of government project funds.

g)Lack of institutional capacity of financial intermediaries:
Financial intermediaries can streamline the investigating procedure when KOTEC is involved in the valuation procedure. With this edge, they can more focus on other more profitable business.

h)High transaction costs for financial intermediaries to serve SMEs:
KOTEC can reduce the cost incurred in the valuation procedure.

i)Lack of competition / incentives for financial intermediaries to serve SMEs:
Currently, more than 10 commercial banks are involved in the KOTEC’s technology certificate system.

j)Underdeveloped local capital markets (term local currency funding, exit options for SME equity):
The certificate can be used as an indicator when formulating various investment programs and exit strategies for SMEs.

k)General barriers to SME development related to investment climate:
For those start-ups in which financial intermediaries are unwilling to invest, KOTEC can improve access to funding sources.

l)Lack of financing to women entrepreneurs:
The KTRS rating system \adds points to companies which are run by women. While this system represents the public spirit of KOTEC, it is also based on economic validation. The risk of default is negatively correlated with the presence of women entrepreneurs in management, according regression analysis.

m)Specific barriers to fragile and weak states:
It can be applied to any underdeveloped or developing countries which striving to transform their industry from low-wage based to technology based.

Impacto

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Provide empirical evidence of your proposed solution's success/impact at present. If your project is in the idea phase, please provide evidence that speaks to its potential impact

Since its inception in 2006, the INNOBIZ Loan has enjoyed exponential growth, increasing from one company with a loan of USD 340 thousands to 95 companies with loans of USD 14,556 thousands. As the end of June 2010, USD 11,374 thousands were provided to 58 companies. This growth validates the credibility of KTRS and the efficiency of TAC program. It is also notable that most of the companies are early-stage and technology-based firms that would not otherwise have been likely to find funding sources.
(NOTE: The calculation of USD is based on the exchange rate of Aug 18 2010, USD1:KW1,176)

How many firms do you expect to reach?

In 2010 we expect to provide INNOBIZ Loan to 116 companies, totaling USD 22,748 thousands.

What is the volume of private SME finance you aim to catalyze?

KB hopes that this technology based rating system could replace the conventional credit rating system based on financial analysis. Considering the volatility of SMEs’ business, we could not fully trust in the financial track records of SMEs. In that sense, the future based valuation model would be the best alternative to the credit rating system

What time frame will be required to reach these targets?

KB are on the way to set up a specific time frame as this program is consistant with SMEs needs.

Does your solution seek to have an impact on public policy?

Sim

What would prevent your solution from being a success?

*Government Perspective
The first hurdle is the rapid changing of government policies. TAC was initiated as the one of the economic policy that fosters the technology level of SMEs. However, there have been a few cases that many policies have been changed due to the change of government power, or the emphasis on the short-term performance.

Another obstacle is the cushion against the default loss of this TAC program. Even if KOTEC provides rigorous information on the companies, it is inevitable that some companies that receive a high TAC rate could face default.

*Commercial Banks Perspective
As the commercial banks are not accustomed to credit based loan the SMEs, which especially do not have the historical financial records, most bankers don’t have monitoring system how to keep track of client companies’ performance during their development. A monitoring system based on technology trends is needed. In addition, there are emotional and systemic pressures that deter the bankers from issuing a credit loan to the SMEs. Training for bankers on this new technology valuation is necessary to relieve those pressures.

*KOTEC's (TAC Provider) Perspective
Considering the technology cycle is getting shorter, KOTEC should provide updated technology information to banking institutions. Furthermore, KOTEC needs to enhance its consulting service to SMEs so that client companies should adopt preemptive business strategies in case that their technologies loose the competitiveness in the market

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Describe the social impact of your innovation. Please include both numbers and stories as evidence of this impact

INNOBIZ Loan through TAC contributed the credit based loan practice to SMEs that have been dependant on collateralized loans.

Although XYZ company(the reference company mentioned as a SME benefited from this solution below) had a great potential in their patented technologies, it had difficulty accessing financing sources due to the short and weak financial performances. So, KB introduced the company to KOTEC in order to find out the objective technology & business potential of this company. Through the rigorous technology valuation process from KOTEC, we could extend the credit-based loan a KRW 300 million(or USD 255,000). With that support, XYZ company could launch its new products in 2010 and increase sales by around 50%(KRW 14 billion by the June of 2010 from KRW 19billion in 2009)

SUSTENTABILIDADE

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List all the funding sources that are required for the sustainability of this solution

To succeed in this innovation, we need some of government financial support for this program, the subsidy to interest will be of help to lower interest rates. Generally, the credit based loan has a higher interest rate than the collateral based loan, adding pressure to the SMEs. Therefore, it is necessary that Government provides subsidy or risk sharing program that minimize the financial burden of SMEs and commercial banks.

Demonstrate how your proposed solution has the capacity to graduate from dependence on public finance. What is the time frame?

When it comes to the financing dependency from Government, KB doesn’t get any financial assistance directly from public finance or government subsidy. KOTEC is playing as a funneling channel of Government assistance into the commercial financing program.

The one of the cost needed to pay to KOTEC is the valuation charge, which is USD130 (exchange rate KWD 1,176 per USD1). Currently, about 75% of this charge is subsidized by the Government.
There is a common consensus in the market that this is effective public spending, considering the effect of this subsidy.

To fully graduate from dependence on public finance, there are a few conditions for credit based loans for SMEs to settle down.

*A thriving Technology Appraisal Certificate(TAC) Market: The market growth of TAC will advance the profitability of KOTEC, whose costs had beend dependant on Government budget.

*Enhanced information of TAC: Currently Technology Appraisal Certificate comprised of the company’s brief overview of business, technology marketability, etc. It is KB’s own opinion that TAC could be more useful if it carries more in-depth information on the financial forecast and strategic opinion..

*Enhanced human resources in banking institutions: the job training for bankers are needed to further understand how to operate the non-collateralized loan and the trend of technologies in each industry.

Demonstrate how your proposed solution will survive a potential loss of its largest private funding source

It is necessary to establish the rigorous technology valuation system of KOTEC, to setup the credit ceiling in proportion to the technology rating on TAC, and to set up the follow-up management system to help the troubled companies to turn around.

KTRS is the proved valuation model to screen out the companies that have higher default possibility, protecting banks from the potential loss of non profitable loan. KTRS produces grade out of matrix combination of Technology Level and Risk Level. Tech Level is measured based on variables from AHP analysis relevant to technological capacity, business competency, and commercialization potential. Risk Level, assesses the default risks associated with the technology business variables of which are established and tested through regression analysis.

However, as the technology is rapidly changing, it is indispensible to keep KTRS updated to represent the up-to-date technology trends and industry information. Furthermore, KOTEC should provide us with the full management information beyond technology so that we could fully understand the client company’s credibility.

The credit ceiling according to the technology rating will not only relieve bankers’ burden to make a decision to how much they should issue a loan to clients.

The follow-up management which monitors the debtors’ performances is another key to protect potential loss. Unlike collateralized loans, this credit based loans has little chance to secure the loans the debts once the debtors go bankrupt. So, the preemptive measure such as monitoring, risk management, the debt restructuring is the key for this program to survive.

Please tell us what kind of partnerships, if any, could be critical to the greater success and sustainability of your innovation

The partnership with Korea Technology Finance Corporation (KOTEC) is an integral part of this business to further success in that KOTEC provides the key information of the prospective client SMEs. Therefore, the interactive information and feedback between KOTEC and KB will further develop the credibility of INNOBIZ Loan.

We are also dependant on the partnerships with the government. Government plays a key role in providing Government Project Funding with lower interests rates than other commercial loan programs, relieving the financial burden of SMEs.

The technology transfer firm or venture capital will be promising partners that provide exit opportunity to the client SMEs. It is also an important partnership as most SMEs need the different financing sources across every stage of their development milestone.

Are there non-financial issues that could threaten the sustainability of your proposed solution?

The non-financial threats could be described from the three points of view.

*Lack of Human Resources
: To execute rigorous technology valuation of SMES, KOTEC further needs to enhance its human resource who will investigate the client companies. Although KOTEC has the largest technology valuation institutions that has more than 120 PHDs in the engineering or business area, it still fall behind of the market demand considering the variety technology sectors and the number of SMEs in Korea. The lack of human resource might sacrifice the quality of the TAC.

*Lack of Technology Market
: The technology market is necessary to protect the possible default of technology-based companies. We can define that technology market is the market for technology transfer, licensing, or M&A. As the most client companies are in an early stage, they have little chance to get listed on the public Stock Market(i.e: Kosdaq, Kospi). That means we need to another chance for the troubled companies to safely exit.

*Lack of Stability(of Technology)
: The ever changing technology environment is the last but not least threat to our proposition. Under this 21 century, it is common that the new technology were in the spotlight of consumers yesterday but thrown out to the trash can today. So AAA grade certificate of a company one year ago does not guarantee the profitability for the next 10 years.

Please tell us if your proposed solution aims to scale up through a high growth sector, expand immediately to multiple sectors, and/or scale up geographically

INNOBIZ Loan through TAC can be applied to any sector and any country that seeks for the technology development. The goal of this program is to boost the technology-based industries that will be the next growth engine in Korean economy, such as information technology, biological technology, and also culture technology. It also supports “Green Technology” which lessens the emissions of cardio, contribute to the sustainability of the Earth. The technology development and sustainability became global issues beyond South Korea.

Especially this program is highly recommended to any emerging countries which want transform their economy from the low-labor cost based one to the technology based. It is natural that countries under developing stages face the stand still as their price competitiveness are dampening. Furthermore, the price competitiveness is not desirable in that most of them are dependent on the lower wage. The development of technology-based SMEs is integral not only for the further growth of countries, but also for the life quality of laborers.

Production of Carbon nanotubes and nanofibers from the exhaust emissions of industries and vehicles

Criado em 08/24/2010 por vsnjuly

Production of Carbon nanotubes(CNTs)and Carbon nanofibers from the flue gases emitted by the industries and vehicles is the my main innovation.We have successfully converted the flue gas from Maruti Modern rice mill near Trichi,Tamilnadu and Neyveli Lignite corporation(Thermal Power station-1)- A central Government Undertaking to CNTs and CNFs.With our technology we were able to convert CO2 to CNT

Sobre Você

Organização: TEAM CONFIDENT mais ↓↑ ocultar↑ ocultar

Seção 1: Você

Nome

vivek

Sobrenome

nair

Website URL

Organização

Student

Country

n/a

Seção 2: Sua Organização

Nome da Organização

TEAM CONFIDENT

Página da organização na internet

Telefone da organização

09944854868

Endereço da organização

AS-22,Mega Hostel,SASTRA UNIVERSITY,Thanjavur,Tamilnadu

Sua organização é

OSCIP/ONG

País da organização

Índia, TN

Sua ideia

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Dê um nome ao seu projeto

Production of Carbon nanotubes and nanofibers from the exhaust emissions of industries and vehicles

Country and state your work focuses on

Índia, TN

Descreva Sua Ideia

Production of Carbon nanotubes(CNTs)and Carbon nanofibers from the flue gases emitted by the industries and vehicles is the my main innovation.We have successfully converted the flue gas from Maruti Modern rice mill near Trichi,Tamilnadu and Neyveli Lignite corporation(Thermal Power station-1)- A central Government Undertaking to CNTs and CNFs.With our technology we were able to convert CO2 to CNT

Website URL

INOVAÇÃO

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What makes your idea unique?

This idea of converting Carbon dioxide to Carbon nano particles is a unique phenomena.The catalyst that i have used is the main innovative.It helps us in convert Carbon dioxide to CNTs even at low temperature.I have tried this idea in areal time situation and the results are very good.I along with my team has presented this model in a National level Engineering project competition called TECHTOP 2010.Our team was awarded the first prize which included a citation and a cash award for Rs. 1 Lakh.
The award ceremony was attended by Prof. V.K. Damodaran, UNIDO International Energy Consultant; Amarnath Raja, CEO, InApp; Somnath Ghosh, CMD, NRDC; Dr K. Keshavaswamy,Global Head, Corporate Learning Centre, TCS; Dr. C.T.S. Nair, Executive Vice-President,Kerala State Council for Science, Technology and Environment; N.T. Nair, Chief Editor,Executive Knowledge Lines; Moosa C. Kandy, GM, Degree C & Co-ordinator, TechTop; and Rajesh M. Nair, Founder & CTO, Degree Control.
Our project is also going to be forwarded to the Prime Minister's head office for 'Clean Carbon technologies' by the Vice chancellor of my college(www.sastra.edu).
If this technology is applied throughout the world we can reduce the Global warming to a remarkable extent as Carbon dioxide, the cause of 82% of global warming will be converted to CNTs and CNFs.
This technology will increase the sustenance of all living matter on this beautiful Mother Earth and also provide a subsidiary source of income, whcih will lead to development of developing countries.
We are in the process of patenting our technology.
It will not only reduce global warming, but will also increase the sustenance of living population in the planet.
It will also provide with subsidiary income to the industries that apply this technology and it will ultimately lead to the development of under-developed countries.
We are in the process of patenting our technology.
All the above mentioned features makes my technology and idea unique

Do you have a patent for this idea?

Impacto

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Temas relacionados à inscrição

What impact have you had?

My technology will reduce carbon dioxide and carbon monoxide emission, which are a major source of global warming to a large extent and also produce CNTs, which is a very useful commodity.The major sources of pollution are industries and automobiles, but now my technology can tap this waste flue gas and the immense energy released by them as heat to produce a highly commercial product.Thus, this technology can revolutionize the whole world, thus making the world a better place to live in.

Problema

The major problem, my project is facing is support and communication to industries. Industries should come forward and support us in helping to establish this technology.As we are very naive in this field, we need publicity and support to raise our technology to global level.

Actions

We have done a real time study in a small scale industry as well as a large scale industry, which itself proves the workability of our technology.We are now in a process in developing an industry friendly methodology to apply it an large scale.Successful experiments were also conducted on vehicles.
We are now in search of funds to carry out this project on large scale.All industry which releases flue gas can apply this technology and reduce the carbon dioxide emission also producing CNTs and CNFs from it.

Results

 This technology is of high social and economic relevance as a very useful and costly commodity is generated from a waste that too at a very low cost due to high process efficiency.
 The flue gas like CO2, CO, CH4 etc. which are causing global warming & other harmful effects are converted to CNTs , which is a very useful material.
subsidiary income for industries in developing countries.

What will it take for your project to be successful over the next three years? Please address each year separately, if possible.

Support from Government and Industrialists.
Adequate facility to set up a lab.
Wide spread of our technology(publicity).
In next three years we are going to apply this technology in a small scale and then publicize our results to capture more market, at national and international level.

What would prevent your project from being a success?

Poor response from industries considering us naive.Lack of adequate lab facility.
Non-promotion of this technology.
As we are from a remote location, availability of resources and funds are insufficient.
But, still we have proved ourself by winning a National level competition.
I attribute all my success to my Team,My parents and all those helped me to reach till this point.

How many people will your project serve annually?

> 10.000

What is the average monthly household income in your target community, in US Dollars?

$50 - 100

Does your project seek to have an impact on public policy?

Sim

SUSTENTABILIDADE

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Em que estágio está seu projeto?

Implementado há menos de um ano

In what country?

Índia, TN

Is your initiative connected to an established organization?

If yes, provide organization name.

How long has this organization been operating?

Menos de um ano

Does your organization have a Board of Directors or an Advisory Board?

Does your organization have any non-monetary partnerships with NGOs?

Não

Does your organization have any non-monetary partnerships with businesses?

Não

Does your organization have any non-monetary partnerships with government?

Não

Please tell us more about how these partnerships are critical to the success of your innovation.

Approximately 150 words left (1200 characters).

What are the three most important actions needed to grow your initiative or organization?

Approximately 300 words left (2400 characters).

A História

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What was the defining moment that led you to this innovation?

It all began with an idea to produce carbon nano particles from the exhaust emissions from industries.We ultimately ended with CNTs, which was conformed with repeated trials.In the process, large amount of carbon dioxide was being converted to CNTs and CNFs.
This technology applied in large scale, will not only generate income via CNTs, but reduce global warming, making Earth a better place to live in.

Tell us about the social innovator behind this idea.

I, Nair Vivek Sahadevan am the social innovator behind this idea. I had the courage to try out the idea, which received a lot of critics at its initial phase but now encouraged by many.Our success TECHTOP 2010 proves it, along with the results that we got after we tried out technology in areal time industry.

How did you first hear about Changemakers?

Web Search (e.g., Google or Yahoo)

If through another, please provide the name of the organization or company

50 words or fewer

Dual Land Reclamation Initiative

Criado: 08/21/10 por Musa Murna

Localização

Kaduna
Nigéria
10° 31' 0.0012" N, 7° 25' 59.9988" E

Dual Land Reclamation Initiative is a fantastic project aimed at economic development in both rural and urban areas of sub-Sahara Africa. It materialize through provision of land for the landless and purifying the environment. It achieve a dual goal, as the name of the project implies, through making waste dumping sites cleared, cleansed and available for the landless while utilizing the same waste to fill up deep pits in mining sites thereby making two plots of land available for the landless simultaneously.

Data de criação: 16/8/2010
DESAFIO GEOTURISMO 2010 - DESTINO DAS ÁGUAS: ENVOLVER COMUNIDADES E PROTEGER MARES, LAGOS E RIOS.
Status do Desafio:  Fechado Marcos [Milestones] do DesafioCrianças & Jovens Show:  [...]
SAIBA MAIS
249
Inscrições
50
Indicações
263
Discussões

From Atlanta congestion to Atlanta Streets Alive!

Criado em 08/11/2010 por atlantabike

Imagine a street full of people of all ages and backgrounds, walking, biking, creating and laughing, together. A street temporarily closed to cars, but open to people. Imagine people safely enjoying their city, socializing with neighbors, and engaging in healthy activities. Imagine if all of this were free! Atlanta Streets Alive takes a contested public space – our city’s streets – and opens it up for people to play, walk, bike, breathe, and make their own.

Sobre Você

Organização: Atlanta Bicycle Coalition mais ↓↑ ocultar↑ ocultar

Sobre Você

Nome

Rebecca

Sobrenome

Serna

Website

Organização

Atlanta Bicycle Coalition

Country

n/a

Sobre Sua Organização

Nome da Organização

Atlanta Bicycle Coalition

Página da organização na internet

Telefone da organização

404-881-1112

Endereço da organização

213 Mitchell Street Atlanta, GA 30303

País da organização

Estados Unidos , GA, Fulton County

As informações que você fornecer aqui serão usadas para preencher todas as partes do seu perfil deixadas em branco, como interesses, informação da organização e website. Nenhuma informação do contato será tornada pública. Por favor, desmarque aqui se você não deseja que isso aconteça..

Sua ideia

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Dê um nome ao seu projeto

From Atlanta congestion to Atlanta Streets Alive!

Country your work focuses on

Estados Unidos , GA

Descreva Sua Ideia

Imagine a street full of people of all ages and backgrounds, walking, biking, creating and laughing, together. A street temporarily closed to cars, but open to people. Imagine people safely enjoying their city, socializing with neighbors, and engaging in healthy activities. Imagine if all of this were free! Atlanta Streets Alive takes a contested public space – our city’s streets – and opens it up for people to play, walk, bike, breathe, and make their own.

Website URL

INOVAÇÃO

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What makes your idea unique?

Atlanta is better known for its traffic, highways, and congestion than for its active lifestyles. Our streets and sidewalks are in dangerous disrepair, we lack a bike network of lanes, rates of bicycling and walking remain low for a metro population our size, and obesity levels continue to rise.

The most often-cited barrier to cycling among Atlantans is the perception that it is unsafe - bicycling on city streets is unfortunately still viewed as the action of a brave minority.

Atlanta Streets Alive seeks to shift that dynamic. This project makes bicycling accessible for that bike-friendly but not currently cycling majority by limiting interaction with cars – the thing new bike riders fear the most! Overcoming this barrier will help expand the biking community and grow into a recurring monthly program.

By taking public space and shifting it to purely nonmotorized modes of transportation for five hours on a Sunday afternoon, we will shift the public perception of our streets from funnels for cars to move through as quickly as possible to publicly held, democratic spaces for citizens to use self-powered transportation modes, while engaging with their communities, interacting with neighbors and friends, learning new things and even participating in public art projects.

Georgia is also struggling with a severe obesity epidemic and a lack of physical activity among many populations, partly due to our very limited greenspace. ASA will provide opportunities to get active and develop a culture around active transportation that is currently lacking.

While ciclovias are gaining popularity in the U.S., there are few examples of successful ongoing ciclovias in the Southeast. Our project aims to become the largest and most inclusive ciclovia in the region and to leverage the project to break down barriers to active transportation while generating support for policy changes and greater public investments in bicycle and pedestrian facilities.

Do you have a patent for this idea?

Impacto

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What impact have you had?

Our pilot Atlanta Streets Alive attracted 6,000 participants, exceeding our goal of 3,000 by two times! In partnership with the CDC and a local university's public health school, we collected surveys and participant counts, and found nearly unanimous agreement that the day resulted in increased social capital and levels of physical activity, and was an inclusive, welcoming environment. 10% of participants were kids, and 45% of those on the streets were riding bicycles - a drastic change from everyday life in Atlanta, Ga.

Problema

Atlanta Streets Alive addresses a pervasive lack of opportunities for physical activity due to low per capita greenspace and parks. Atlanta also lacks a thriving active living culture, perhaps due to our car-dependence and high levels of time lost due to traffic congestion. As a result, more and more of our population is overweight or obese.

In addition, the perception that it is unsafe to ride a bicycle in Atlanta persists and is a huge obstacle to many people who would like to ride a bike doing so. Our project creates a safe and welcoming environment for people of all abilities and confidence levels to bike in the street.

Actions

In order to create a successful "ciclovia" project, we researched and networked with organizers of similar projects nationally and internationally and learned from their efforts.

We are seeking partners in other nonprofits, and universities to provide a wide variety of activity stations and opportunities to create and engage with art and music along the street closure routes.

We are seeking sponsorships from area businesses to make this a more regular event.

We are encouraging elected officials to attend and consider helping grow the route to touch their districts and neighborhoods.

We are evaluating our results using surveys and participant counts to measure progress in achieving objectives and to make each event better than the last.

Results

We expect to program an exciting array of activities along the street closure route to supplement the biking, walking, and jogging that will take place naturally on closed streets.

We hope to make Atlanta Streets Alive a quarterly event next year with business support for costs, keeping the event as grassroots and cost-effective as possible.

We believe other city council members will decide to invest in the idea by funding police costs for street closures to allow us to open more streets to physical activity each time.

Our evaluation efforts are helping us understand the needs and perspectives of attendees and better program future events to meet those needs.

What will it take for your project to be successful over the next three years? Please address each year separately, if possible.

Atlanta's response to this idea has been tremendous - the public support is there, we simply must continue to generate funds sufficient to pay for the cost of police hours to staff street closures, OR convince the city to make Atlanta Streets Alive a city-sponsored event.

2011: funding for police to cover street closures.
2012: initiate conversation with city about bringing Atlanta Streets Alive inside the fold of city-sponsored events, making it eligible for reserve police hours (free).
2013: Greater support from the city in order to close more streets and increase

What would prevent your project from being a success?

While we can continue the project on a small scale through sponsorships, donations, and fundraisers, we would not be able to grow the ciclovia enough to meet the entire city's physical activity needs without city buy-in.

Cities with successful ciclovias have at least some degree of city support as the police costs can become burdensome and prevent growth.

How many people will your project serve annually?

> 10.000

What is the average monthly household income in your target community, in US Dollars?

Selecione todas as opções válidas

Does your project seek to have an impact on public policy?

Sim

SUSTENTABILIDADE

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Em que estágio está seu projeto?

Implementado há menos de um ano

Sua organização é

OSCIP/ONG

Is your initiative connected to an established organization?

Sim

If yes, provide organization name.

Atlanta Bicycle Coalition

How long has this organization been operating?

Mais de 5 anos

Does your organization have a Board of Directors or an Advisory Board?

Sim

A sua organização tem parcerias não-monetárias com ONGs?

Sim

A sua organização tem parcerias não financeiras com empresas?

Sim

A sua organização tem parcerias não financeiras com o governo?

Sim

Please tell us more about how these partnerships are critical to the success of your innovation.

Other NGOs are vital to creating exciting activities taking place during Atlanta Streets Alive that engage people with physical activity, their missions, and each other. Nonprofits working with youth are instrumental in providing programming for kids and spreading the word to their clients.

As this project revolves around street closures, potentially impacting customers' access to local businesses, business support has been crucial to our success. By engaging local businesses along the route with our project, we have helped them understand the potential for tremendous positive financial impact on their businesses, and they have become among the project's most vocal supporters.

Finally, this project gained an early and strong proponent in a local city councilmember. Without his support for our permit application and efforts, this project would have stayed on the shelf for much longer before getting implemented.

What are the three most important actions needed to grow your initiative or organization?

Increased funding in order to organize more frequent Atlanta Streets Alives.
Increased participation in order to demonstrate the demand for this project.
City support for the police costs associated with street closures.

A História

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What was the defining moment that you led to this innovation?

Atlanta Bicycle Coalition's executive director lived in Bogota, Colombia for a year and experienced the joy of city streets converted into temporary parkland, right outside my front door. She loved how it was the only activity that united a very fragmented city. Back in Atlanta, Serna mentioned the idea of bringing a ciclovia to our city many times over the course of a few years. But it took the Congress for New Urbanism coming to Atlanta to make it happen.

Not that the Congress took the lead in organizing or even contributed financial support - what really spurred efforts was learning that people from other cities around the US were already starting to focus on what was wrong with Atlanta. The galvanizing event was simply wanting help locals and visitors alike experience the city in a fresh, and positive way.

Tell us about the social innovator behind this idea.

The volunteer planning committee has so many wonderful people - from grad students still idealistic enough to think one project can make a difference, to mothers motivated to make our streets safe places for children to ride bikes to visit their friends, to planning and public health professionals dedicated to shifting the environment in our city - that no one person can take credit for making this happen.

But nonprofit executive director Rebecca Serna, CDC intern Andrea Torres, and City Councilmember Kwanza Hall were key.

Serna was a Fulbright scholar in Colombia during 2006, interned with the Georgia Department of Transportation's Bike/Ped division, received an MS from Georgia State's Policy School, and is a bike commuter and mother who recently went car-free with her family.

Torres is a native of Colombia who brought expertise in ciclovias' impact on public health and personal knowledge and understanding of what makes them work to the table.

Hall is a visionary councilmember who considers his downtown district to be a lab for innovation, so this project was perfect for him. As the representative of a district with limited parkspace, it made sense to take advantage of the largest public space available - our streets - to encourage more physical activity. And he personally traveled to Guadalajara, Mexico, to attend a ciclovia workshop and better understand how to make Atlanta's ciclovia a success. Hall returned to Atlanta and promptly got his own bike, and now proudly bikes to many destinations, even participating in a site visit for the streetcar project by bike.

How did you first hear about Changemakers?

Through another organization or company

If through another, please provide the name of the organization or company

Georgia Center for Nonprofits

Changeshop

You can create a Changeshop from this competition entry in order to gain access to new partnership and funding opportunities!
Create my Changeshop.

White Roof Project

Criado em 08/11/2010 por

New York City is considered an Urban Heat Island. That means it has an enormous amount of dark surfaces that trap heat, like rooftops, and make it up to 27°F hotter than suburbs. This causes a number of problems: for one, cooling down the buildings wastes a massive amount of energy. There is a simple solution: Painting roofs with energy saving white reflective paint.

The initiative will identify rooftops, fundraise money for paint, and organize volunteers to paint them.

Sobre Você

Organização: White Roof Project Visitar websitemais ↓↑ ocultar↑ ocultar

Sobre Você

Nome

Juan Carlos

Sobrenome

Pineiro Escoriaza

Website

Organização

White Roof Project

Country

Estados Unidos , NY, New York County

Sobre Sua Organização

Nome da Organização

White Roof Project

Página da organização na internet

Telefone da organização

917 557 5331

Endereço da organização

País da organização

Estados Unidos , NY, New York County

As informações que você fornecer aqui serão usadas para preencher todas as partes do seu perfil deixadas em branco, como interesses, informação da organização e website. Nenhuma informação do contato será tornada pública. Por favor, desmarque aqui se você não deseja que isso aconteça..

Sua ideia

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Dê um nome ao seu projeto

White Roof Project

Country your work focuses on

Estados Unidos , NY, New York County

Descreva Sua Ideia

New York City is considered an Urban Heat Island. That means it has an enormous amount of dark surfaces that trap heat, like rooftops, and make it up to 27°F hotter than suburbs. This causes a number of problems: for one, cooling down the buildings wastes a massive amount of energy. There is a simple solution: Painting roofs with energy saving white reflective paint.

The initiative will identify rooftops, fundraise money for paint, and organize volunteers to paint them.

Website URL

INOVAÇÃO

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What makes your idea unique?

What makes the White Roof Project unique is its simple approach to curbing climate change. A roof painted with special white paint reflects up to 90% of sunlight as opposed to traditional black roofs which only reflect 20%.

On a 90°F day a black rooftop can be up to 180°F. That's nearly double the air temperature, and has a tremendous effect on the interior of the building that can be anywhere between 115-125°F. A white roof on the other hand only becomes 100°F on its surface, and inside the building it is cooler than the outside air (around 80°F).

One of the benefits is energy savings of up to 40% on electricity, and that means Con Ed bills won't be so high. There are other major benefits too like cutting down on smog in cities. Heat keeps smog in, and cooling down rooftops will allow for that smog to escape. It will improve air quality, and could help prevent respiratory issues like asthma from developing.

The number 1 killer in America since 1970 has been heat. From then until 2004 about 16,000 people died from natural disasters. Half of those deaths were heat related, and those most at risk were elderly folk like grandma and grandpa.

55% of cities are man-made surfaces. In New York City alone 12% are rooftops. The benefits of changing the "roofscape" in 11 metropolitan cities would be 7 gigawatts in total energy savings. That is the equivalent of turning off 14 power plants, and a cost savings of $750 million per year.

If we were to paint 5% of rooftops white every year until 2030 we would be done. The really great thing is we'd save 24 billion metric tons in CO2, and in 2010 that's exactly the same amount we will have emitted. So, in essence, it's like turning the world off for 1 year.

In one sense the idea of painting roofs white is incredibly simple, and at once it's a unique way of approaching a major problem in our cities today.

Do you have a patent for this idea?

Impacto

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Temas relacionados à inscrição

What impact have you had?

Our initiative is brand new, and we've already started making a huge impact in advocacy and in action. It's only our first month in operation, and our website has reached out to thousands of people. The graphic we created to build awareness is just beginning its journey through magazines, blogs, and social media outlets (bit.ly/whiteroofproject). Our fundraising efforts have been incredibly successful, and we're currently on board to paint the Bowery Mission's 10,000 square feet of rooftop white on September 16-19.

This is the first of a major effort to identify buildings with black rooftops in New York City through the winter, retain contact information for their building owners, work with the city government to allocate funds and discounts for these buildings, and organize a small volunteer army for Summer 2011 to paint over 100 hundred rooftops.

Problema

Energy costs both financially and environmentally are through the roof. What makes the White Roof Project unique is its simple approach to curbing climate change. A roof painted with special white paint reflects up to 90% of sunlight as opposed to traditional black roofs which only reflect 20%.

Actions

Our initiative is brand new, and we've already started making a huge impact in advocacy and in action. It's only our first month in operation, and our website has reached out to thousands of people. The graphic we created to build awareness is just beginning its journey through magazines, blogs, and social media outlets (bit.ly/whiteroofproject). Our fundraising efforts have been incredibly successful, and we're currently on board to paint the Bowery Mission's 10,000 square feet of rooftop white on September 16-19.

Results

In the last two months we've integrated our services with other non-profits and government organizations. We're partnered with the Sierra Club, NYC Coolroofs, Whitetops NYC, EANY, and a handful of others in our mission to paint all rooftops white in the United States. We're working with congressmen and congresswomen from various NY districts, and are actively developing an action plan for the city to support PlaNYC 2030.

What will it take for your project to be successful over the next three years? Please address each year separately, if possible.

Each year we want to paint 5% of rooftops white in the United States. To implement that sort of enormous change we need to advocate for it and implement major painting projects through the summer.

2011: We want to achieve a goal of identifying 100 buildings, fund raising for half of them, volunteering 1000 people to paint roofs, and painting 100,000 square feet.

2012: In our second year we want to roll out our plan for NYC that will meet with PlaNYC 2030's original vision. Our organization will achieve a goal of identifying 500 buildings, fund raising for half of them, volunteering 2000 people to paint roofs, and painting 250,000 square feet.

2013: In the third year we will evaluate the amount of change we've evoked, and analyze the total energy savings we're responsible for in the US. Our organization will achieve a goal of identifying 1000 buildings, fund raising for half of them, volunteering 3000 people to paint roofs, and painting 350,000 square feet.

What would prevent your project from being a success?

I think we're already a success. We've done an incredible job in a short time of evoking real change. The only thing that could prevent us from more success would be a limited amount of fundraising since our initiative needs to buy a special type of white paint that is costly even at a discounted rate. We have building owners who would like to have their roofs painted, and we have a large group of volunteers already from online submissions.

How many people will your project serve annually?

101‐1.000

What is the average monthly household income in your target community, in US Dollars?

$1000 - 4000

Does your project seek to have an impact on public policy?

Sim

SUSTENTABILIDADE

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Em que estágio está seu projeto?

Implementado há menos de um ano

Sua organização é

OSCIP/ONG

Is your initiative connected to an established organization?

Sim

If yes, provide organization name.

Manhattan Young Democrats

How long has this organization been operating?

Mais de 5 anos

Does your organization have a Board of Directors or an Advisory Board?

A sua organização tem parcerias não-monetárias com ONGs?

A sua organização tem parcerias não financeiras com empresas?

Sim

A sua organização tem parcerias não financeiras com o governo?

Sim

Please tell us more about how these partnerships are critical to the success of your innovation.

The partnerships we've created in a short time are absolutely integral to our success. We are part of a patchwork of environmentally conscious organizations who are assessing the problem, developing cooperative efforts, and creating focused reasonable results.

In the last two months we've integrated our services with various non-profits and government organizations. Our first partnership was with the Sierra Club. Specifically with Miner and Kolp who are leading the charge in advocacy for this white roof mission. Since then we've partnered with NYC Coolroofs to help the identify rooftops that need to be painted, and raise funds for their painting efforts. Whitetops NYC is a research and advocacy group who we're helping fill out a roof map they have built. It will allow us to track all the change we're creating in NYC, the United States, and eventually the world. We're also working with handful of others organizations in various capacities.

We're also meeting with congressmen and congresswomen from various NY districts, and are actively developing an action plan for the city to support PlaNYC 2030.

What are the three most important actions needed to grow your initiative or organization?

1. Find Roofs - Over the winter we need to gain support for identifying buildings in the city. We have an online form that is simple to use, and we need to work towards getting people to use that tool to help us build a network of buildings that are interested in painting their rooftops white.

2. Adopt-a-Roof - We need to fundraise at least $1000 per rooftop (depending on the size and type of the building) to buy all the paint and supplies we need.

3. Paint It - We need to get volunteers together who will take time out of their day to paint these rooftops to energy saving white.

A História

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What was the defining moment that you led to this innovation?

I was at an event by the environmental committee about sustainability, and one of the speakers was Dan Miner from the Sierra Club. He was an incredibly, and I was immediately drawn to his ideas.

He discussed various opportunities in the way to green our city, and I was drawn specifically to the simplicity of white rooftops. Dan showed various slides that described the problem and solution. I was hooked on the concept. It was a real no-brainer. Of course we should have white rooftops, and what an amazing difference it would make.

He explained that what was missing was a way to identify buildings in the area, and get those building owners to allow people to paint their roofs. Eureka! We could be that organization, and drive the change in NYC, the US, and maybe even the world.

Bizarrely it sort of reminds me of how I started playing saxophone when I was a kid. There was this teacher named Mr. Yeale, and he played Louis Louis for the whole auditorium of us kids. There were 400 or so of us there, and the next day I went out, had my Mom buy me a saxophone, and 8 busy years later I was 1st chair in the Jazz Ensemble, and we won Grand Champions that year in a national tournament for our high school.

I'm not saying expect the same results. What I am saying though is the passion sort of came like a lightning bolt, and I couldn't stop once my interest was sparked.

Tell us about the social innovator behind this idea.

In my mind there are many innovators behind the concept of white roofs. First, it's a really old idea that is implemented in most warm climates in Europe and South America. People's concrete houses are painted white on top to do exactly what we're trying to re-do in the United States.

The people who are driving the charge are many, and come from all lots of life. The two who inspired me are Miner and Kolp. They have engaged audiences everywhere to advocate and spread the word about this mission, and I've seen it take off in people's minds (my own included).

It's really something special when the idea itself has wings, and that's truly what I see happening here.

How did you first hear about Changemakers?

Friend or family member

If through another, please provide the name of the organization or company

Mahila Kids

Criado em 08/10/2010 por melodielgriffin

Inspired by Payson and Wynne and led by 9-year-old Hillary, Mahila Kids was started to raise money to benefit children and animals affected by disasters. Mahila Kids is collaborating with Gulf Coast organizations dealing with the effects of the oil spill by raising money and holding supply drives. By empowering our children, we can bring about leadership, inspiring ideas and
positive social change.

Sobre Você

Organização: Mahila Partnership Visitar websitemais ↓↑ ocultar↑ ocultar

Sobre Você

Nome

Melodie

Sobrenome

Griffin

Website

Organização

Mahila Partnership

Country

Estados Unidos , FL

Sobre Sua Organização

Nome da Organização

Mahila Partnership

Página da organização na internet

Telefone da organização

407-493-9703

Endereço da organização

Boston, MA and Tampa, FL

País da organização

Estados Unidos , FL, Hillsborough County

As informações que você fornecer aqui serão usadas para preencher todas as partes do seu perfil deixadas em branco, como interesses, informação da organização e website. Nenhuma informação do contato será tornada pública. Por favor, desmarque aqui se você não deseja que isso aconteça..

Sua ideia

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Dê um nome ao seu projeto

Mahila Kids

Country your work focuses on

Estados Unidos , FL, Hillsborough County

Descreva Sua Ideia

Inspired by Payson and Wynne and led by 9-year-old Hillary, Mahila Kids was started to raise money to benefit children and animals affected by disasters. Mahila Kids is collaborating with Gulf Coast organizations dealing with the effects of the oil spill by raising money and holding supply drives. By empowering our children, we can bring about leadership, inspiring ideas and
positive social change.

Website URL

INOVAÇÃO

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What makes your idea unique?

Mahila Kids is inspired by and led by kids. Through their desire to help animals and other kids affected by disasters, a partnership was developed between Mahila Kids, Lowry Park Zoo and BJs Wholesale Club to hold supply drives for animals affected by the oil spill. In addition, Mahila Kids provides the resources necessary to educate and empower kids so they can directly help animals and other kids affected by disasters.

Do you have a patent for this idea?

Impacto

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Temas relacionados à inscrição

What impact have you had?

We have raised money and held a supply drive for animals affected by the Deep Horizon Oil Spill. We are continuing to provide resources and education on citizenship for kids, and empowering them to help animals and other kids affected by disasters.

Problema

Following recent disasters, several children were interested in volunteering or contributing in some way but came up against barriers typically due to the fact that organizations had age minimums for volunteers. During this time, Payson in Iowa and Wynne in Illinois contacted Mahila Partnership to see if they could get involved somehow. Also, Hillary, the 9 year old daughter of Mahila's founder was facing similar challenges when offering to volunteer so she decided she wanted to start her own project for kids and animals in disasters. As a result of their efforts, Mahila Kids was formed allowing kids to raise money, hold supply drives and select the efforts that would benefit from their efforts.

Actions

The project focuses on two areas:

1. Supply and donation drives for our partner organizations with whom we work following disasters

2. Providing educational materials and support to kids on how to raise money and supplies to help animals and other kids affected by disasters

Results

Kids will be able to hold their own supply drives and obtain donations for animals and kids affected by disasters. They will be able to do this through lemonade stands, garage sales, bake sales, car washes, etc.

Kids will develop leadership skills and learn about citizenship from having a direct impact on resources provided to other kids and animals affected by disasters. "Thanks for helping us help Wynne realize the value in helping others!" says her Mom after Wynne conducted her second fundraiser, "She is so proud."

We believe that kids and parents alike will appreciate the opportunity this provides for kids to give back to the community, help those in need, to be a role model for others, build confidence and self-esteem as well as make new friends.

Additionally it will strengthen the ability of other Mahila efforts working with grassroots organizations improving Mahila's ability to provide more resources directly to those that need it.

What will it take for your project to be successful over the next three years? Please address each year separately, if possible.

Year 1: We need help marketing our resources, a professional graphic design service to make our resources kid friendly, and support for our supply drives particularly with respect to logistics and transportation of supplies donated from other parts of the country.

Year 2 and 3: As the number of kids get involved we will need additional support for the provision of resources and mentors to ensure child volunteers receive the coaching and support they need to be successful as the take on leading their own events, fundraisers and supply drives.

What would prevent your project from being a success?

Due to the level of interest, our most significant challenge is providing the resources needed to all the kids who wish to participate. The program in its current state is well supported through partners and our private sector sponsor Wakefield Brunswick. This allows 100% of donations raised to go directly to the cause. However, ensuring we can maintain and grow the operational support provided to us will be be key to growth and long term success.

How many people will your project serve annually?

1.001‐10.000

What is the average monthly household income in your target community, in US Dollars?

Selecione todas as opções válidas

Does your project seek to have an impact on public policy?

SUSTENTABILIDADE

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Em que estágio está seu projeto?

Implementado há menos de um ano

Sua organização é

OSCIP/ONG

Is your initiative connected to an established organization?

Sim

If yes, provide organization name.

Mahila Partnership

How long has this organization been operating?

Entre 1 e 5 anos

Does your organization have a Board of Directors or an Advisory Board?

Sim

A sua organização tem parcerias não-monetárias com ONGs?

Sim

A sua organização tem parcerias não financeiras com empresas?

Sim

A sua organização tem parcerias não financeiras com o governo?

Sim

Please tell us more about how these partnerships are critical to the success of your innovation.

Mahila Kids partners with local organizations like the Tampa Bay Lowry Park Zoo and BJs Wholesale Club in order to keep event costs down and generate maximum awareness of the needs of animals and kids affected by disasters. For our most recent event, these three organizations partnered to host a supply drive for animals affected by the Deep Horizon Oil Spill. BJs provided the space, including information throughout their store on items which could be purchased for the animals, while Lowry Park Zoo brought animal ambassadors so attendees had the opportunity to experience an up-close animal encounter. This encouraged participants to receive information about how to get involved with Mahila Kids and important facts about protecting wildlife.

Additionally, Mahila Partnership as an organization is partnered with several grassroots organizations which allows us to directly support to those that need it most and empowering them to implement sustainable solutions at the local level in partnership with NGOs and local governments.

What are the three most important actions needed to grow your initiative or organization?

Increase operational support by private sector sponsors to minimize operating costs
Secure further funds to support project growth
Further develop educational and informational resources for kid-led fundraisers and supply drives

A História

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What was the defining moment that you led to this innovation?

Hillary, the nine year-old leader of Mahila Kids, has always wanted to help the animals affected by disasters. Most recently while attempting to raise money for those affected by the earthquake in Haiti and then the Deep Horizon Oil Spill organizations she approached with ideas were denied. Inspired by Wynne and Payson's efforts to raise money for Mahila Partnership she decided to start Mahila Kids. To prevent other kids from facing similar challenges, Mahila Kids now provides the resources and education to empower kids to help animals and other kids affected by disasters.

Tell us about the social innovator behind this idea.

Hillary Devlen is 9 years old and lives in Tampa, Florida. Her dream is to grow up to be a wildlife researcher and to rescue animals affected by disasters. She has volunteered at a horse rescue, was hosted by the Lowry Park Zoo for a behind the scenes tour of the zoo and manatee hospital and most recently participated as a guest performer with the seals at the New England Aquarium in Boston.

How did you first hear about Changemakers?

Email from Changemakers

If through another, please provide the name of the organization or company

OSM/VISTA Watershed Teams

Criado em 07/29/2010 por ACCWT

The OSM/VISTA Watershed Teams are comprised of the Appalachian Coal Country Watershed Team (ACCWT) and Western Hardrock Watershed Team (WHWT). Through an innovative partnership between the Office of Surface Mining and AmeriCorps VISTA, the ACCWT and WHWT provide rural communities impoverished by environmental degradation and its consequences the help they need to make their watersheds healthier places to live and work.

Sobre Você

Organização: Appalachian Coal Country Watershed Team Visitar websitemais ↓↑ ocultar↑ ocultar

Sobre Você

Nome

April

Sobrenome

Trent

Website

Organização

Appalachian Coal Country Watershed Team

Country

Estados Unidos , WV, Raleigh County

Sobre Sua Organização

Nome da Organização

Appalachian Coal Country Watershed Team

Página da organização na internet

Telefone da organização

304-252-4848

Endereço da organização

2795 Robert C. Byrd Drive, Beckley, WV 25801

País da organização

Estados Unidos , WV, Raleigh County

As informações que você fornecer aqui serão usadas para preencher todas as partes do seu perfil deixadas em branco, como interesses, informação da organização e website. Nenhuma informação do contato será tornada pública. Por favor, desmarque aqui se você não deseja que isso aconteça..

Sua ideia

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Dê um nome ao seu projeto

OSM/VISTA Watershed Teams

Country your work focuses on

Estados Unidos

Descreva Sua Ideia

The OSM/VISTA Watershed Teams are comprised of the Appalachian Coal Country Watershed Team (ACCWT) and Western Hardrock Watershed Team (WHWT). Through an innovative partnership between the Office of Surface Mining and AmeriCorps VISTA, the ACCWT and WHWT provide rural communities impoverished by environmental degradation and its consequences the help they need to make their watersheds healthier places to live and work.

Website URL

INOVAÇÃO

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What makes your idea unique?

The OSM/VISTA Teams believe that restoring local environments is an opportunity for long-term solutions to severe poverty in mining regions, and the foundation for community mobilization and economic redevelopment in our communities. In order for us to sustainably alleviate poverty, there must be locally-based strategies for abandoned mine land reclamation, renewable energy development, sustainable infrastructure design, education, and economic development projects that celebrate heritage. OSM/VISTAs do not only provide direct services, such as clean-ups and environmental education lessons, they build the capacity of the community and host organization to tackle environmental, social, and economic issues into the future by securing funding, creating and distributing environmental education curricula, and engaging citizens in contacting elected officials.

Patrick Corvington, CEO of Corporation for National and Community Service, said of the OSM/VISTA Teams, "The notion that we would take a program at Department of the Interior, Office of Surface Mining, and connect that to VISTA and have VISTA Volunteers on the ground doing what they do best...this is, I think, an extraordinary demonstration of how service can be a solution. That service can play a critical role in being the lever, the button that we can push to make a difference, is extraordinary."

This unique model of change originated with the ACCWT and has been successfully replicated in the impoverished mining communities of the Rocky Mountain region with the creation of the WHWT in 2006. OSM/VISTAs are currently serving in 9 states, with planned expansion into Alabama, Montana, Arizona, Utah, Iowa, Illinois, and more.

Do you have a patent for this idea?

Não

Impacto

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Temas relacionados à inscrição

What impact have you had?

Our strategy of connecting grassroots efforts has leveraged significant resources. In 9 years, more than 220 OSM/VISTAs have served on the Teams, putting in over 260 years of full-time service and raising $6 million in grants and more than $8 million in in-kind. Last year, our Teams raised $1,358,580 in grants and $1,703,000 in in-kind services, and brought nearly 40,000 volunteer hours to watershed groups.

More importantly, local volunteers that comprise the OSM/VISTA Teams-affiliated watershed groups have high opinions of the impacts being made. In a recent survey, 93% of ACCWT and 96% of WHWT volunteers agree that their watershed group helps to improve the local environment. 82% of WHWT and 71% of ACCWT volunteers agree that their group is producing on-the-ground results.

The cumulative positive impact of our program has been communities with the means to advocate for their environmental health and economic future. Ultimately, these communities have the tools to make the changes they wish to see – remediating the environment and building civic engagement in a community that lead to major social and economic improvements over time.

At the end of his two-year OSM/VISTA term serving a community-run nonprofit in southwest Virginia, Peter Mattson wrote, “I am of the firm belief that the dedicated volunteers in St. Paul and the members of the Clinch Valley Soil and Water Conservation District no longer need the services of a VISTA. I believe that they are in good hands – their own – and are well on their way to success.”

Problema

Due to a legacy of isolation, economic decline and policy neglect, pollution runs rampant in many parts of the Appalachian coal and Western hardrock mining regions. In the northern Appalachian coalfields, acidic, metals-laden water coats streambeds with orange sediment, destroys aquatic habitat and renders waterways useless as economic and community resources. In southern Appalachia, hastily built sewage infrastructure sends sewage straight into creeks, contaminating water supplies and posing a significant threat to human health. In the hardrock mining West, contaminants are in the form of toxic chemicals such as arsenic, mercury, and cyanide in local streams.

The 3 million citizens that live within a mile of an abandoned mine site are not only facing these environmental threats, but also overwhelming economic challenges. In the areas served by the OSM/VISTA Teams, the average median household income is $29,660, compared with a $52,029 national average, with 30% living below the poverty line.

Actions

The Teams partner with community groups to create three-year development projects. The Teams train and place OSM/VISTAs to live and work for a year in host communities. OSM/VISTAs acquire funding to hire staff, recruit volunteers, develop water quality improvement projects such as AMD treatment systems, implement education programs in schools and communities, and create economic development projects such as farmer’s markets. The OSM/VISTA Teams serve in 7 Appalachian states, 2 Western states and have active requests to place OSM/VISTAs in at least 3 more states.

Unfortunately, while many communities desperately want the help of an OSM/VISTA, the cost serves as a serious stumbling block. AmeriCorps VISTA’s price for a VISTA Volunteer is currently $11,000 each year. If this cost could be reduced, OSM/VISTAs could be sent to more rural mining communities to cultivate local organizations. We also seek to better serve communities hosting an OSM/VISTA by providing training and resources.

Results

Our approach fosters sustainable communities by allowing citizens to meet the needs of their community. Our organization believes we can help by placing OSM/VISTAs in distressed communities to help empowered leaders grow their organizations, clean streams and rivers, and foster economic growth. These OSM/VISTAs help local conservation groups, governments, and other interested parties to grow by finding new volunteers, resources, technical experts, and partners.

At the completion of a three-year project, community improvement groups continue achieving their missions, meaning that one day mining communities can again be fishable, swimmable, and capable of sustaining healthy and diverse ecosystems. Clean streams raise property values, giving local governments more funds to improve infrastructure and local schools. New infrastructure makes it cheaper for businesses to locate here, and new schools make their employees more willing to move here. Clean streams also attract new residents who wish to live in a beautiful, healthy setting.

What will it take for your project to be successful over the next three years? Please address each year separately, if possible.

To improve and expand our current programs, we plan to develop partnerships to help fund more OSM/VISTA positions. Additional funding will help the Teams reach more communities, especially those lacking the funding to support an OSM/VISTA. The ACCWT is currently expanding into the Midwest (Iowa, Oklahoma, Indiana, Illinois, and Missouri) and the WHWT to Montana, Arizona, and Utah. The goal is to create regional teams throughout the country in all mining areas. Additionally, each Team is seeking to expand in regions it already serves.

We currently provide training to all OSM/VISTAs and their supervisors. These trainings are available for anyone to attend, but attendees must pay if they are not an OSM/VISTA or supervisor. We hope to develop a scholarship program to allow more community members to attend training.

Additionally, we are developing and streamlining resources that are available to our partners. We are conducting a research project to study volunteerism in rural communities. The project is driven by a self-help ethic for watershed groups that teaches how to network with groups that have successful volunteer management strategies and implement those strategies for on-the-ground impact. This study incorporates a survey of rural volunteers and evaluation of 25 different volunteer management approaches for replicability. Once this research is complete, we will be able to provide this information to our partner organizations as a crucial volunteerism resource.

We also encourage our local watershed team organizations to expand their local community partners through a Basic Engagement Plan. Watershed organizations identify key stakeholders, such as local community organizations, public administrators, and elected officials, to meet with to discuss community issues pertinent to their overlapping aims. The purpose of this initiative is to get other local organizations talking with potential partners in their community to help further the critical work that they do.

What would prevent your project from being a success?

Unfortunately, while many communities desperately want to breathe life back into mining regions with the help of an OSM/VISTA Volunteer through the OSM/VISTA Teams, the cost serves as a serious stumbling block. AmeriCorps*VISTA’s price for a VISTA Volunteer is currently $11,000 each year. Thanks to support from the Office of Surface Mining, the ACCWT is able to offset this cost by $5,000 per OSM/VISTA, causing the host site to pay $6,000 a year to receive the assistance of an OSM/VISTA. If this cost could be reduced, OSM/VISTAs could be sent to more rural mining communities to cultivate local organizations.

Our regional grassroots networks of support and resources set us aside from many other umbrella organizations – we provide access to innovative projects, funds, and other resources throughout Appalachia, the Rocky Mountain West, and the Midwestern coal region. These organizations and communities are our partners in change, and we support them to the best of our abilities. OSM/VISTAs, their training, and their tools, such as the rural volunteerism research project and Basic Engagement Plan, are the services we provide to groups to help them grow. Our training of both OSM/VISTAs and the organizations develops skills in fundraising, environmental education, media/public outreach, water monitoring, pollution cleanup, recruiting volunteers, and empowering the community for economic growth. Without the support of our existing and potential partners, our VISTA program and offered services and resources would fall apart and groups would either shrink or rely more heavily on other federal offices in their region.

How many people will your project serve annually?

> 10.000

What is the average monthly household income in your target community, in US Dollars?

$1000 - 4000

Does your project seek to have an impact on public policy?

Sim

SUSTENTABILIDADE

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Em que estágio está seu projeto?

Em execução por mais de 5 anos

Sua organização é

OSCIP/ONG

Is your initiative connected to an established organization?

Sim

If yes, provide organization name.

Citizen's Conservation Corps of West Virginia, Southwest Conservation Corps

How long has this organization been operating?

Mais de 5 anos

Does your organization have a Board of Directors or an Advisory Board?

Sim

A sua organização tem parcerias não-monetárias com ONGs?

Sim

A sua organização tem parcerias não financeiras com empresas?

Sim

A sua organização tem parcerias não financeiras com o governo?

Sim

Please tell us more about how these partnerships are critical to the success of your innovation.

Our partnerships with OSM, AmeriCorps VISTA, Appalachian Regional Commission, Environmental Protection Agency, Kettering Foundation, Citizens Conservation Corps of West Virginia, Southwest Conservation Corps, and Colorado Division of Reclamation, Mining & Safety, who partially funds OSM/VISTA positions with the WHWT, are critical to the mere existence and continued success of the OSM/VISTA Teams.

VISTA positions from AmeriCorps VISTA, funding for their training through OSM and WV Corporation for National and Community Service, and development of resources (such as rural volunteerism research funded by the EPA; Basic Engagement Plan through Kettering Foundation; and support offices conducting grant research, training, and mediation) are the services we provide to groups to help them grow. Without the support of the organizations above, our VISTA program and offered tools and services would fall apart, causing groups to either shrink or rely more heavily on other federal offices in their region (State EPA, DNR, etc.).

What are the three most important actions needed to grow your initiative or organization?

1. Cost-share assistance
The Teams are seeking to launch a program designed to help the most impoverished communities in Appalachia, Rocky Mountain West, and Midwest pay the matching per year cost of hosting an OSM/VISTA. Through this program, communities that would otherwise not receive an OSM/VISTA would be required to pay a small portion of the matching cost during their first year in the program. In their second year, groups will have expanded their capacity and would be responsible for larger portion. By their third and final year, groups will be expected to pay the full cost. This demonstrates the capacity building ability of an OSM/VISTA and community organizations.

In addition to support from OSM, the Teams are developing partnerships with state agencies to fund positions long-term. Funding from foundations would allow the Teams to reach out to the most in-need communities while permanent funding partnerships are developed.

2. Expansion
In 2007, the ACCWT’s acclaimed model for partnerships was brought to rural mining communities of the West through the WHWT. The model is now being expanded to the Midwest in states such as Iowa, Oklahoma, Indiana, Illinois, and Missouri, and the WHWT to Montana, Arizona, and Utah. The goal is to create regional teams throughout the country in all mining areas. Additionally, each Team is seeking to expand in regions it already serves.

3. Resource development
Our regional grassroots networks of support provide access to innovative projects, funds, and other resources throughout Appalachia, Rocky Mountain West, and Midwestern region. These organizations and communities are our partners in change, and we seek to support them to the best of our abilities. OSM/VISTAs, their training, and their tools, such as the rural volunteerism research project and Basic Engagement Plan, are services we hope to continue to provide to groups to help them grow.

A História

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What was the defining moment that you led to this innovation?

Dr. T Allan Comp brings a multidisciplinary approach to the problems wrought by pre-regulatory coal mining in Appalachia and in the Rocky Mountain West. In 1994, Comp founded a non-profit called AMD&ART. Acid mine drainage (AMD) – the metals-laden water, that coats stream beds with orange sediment, too acidic for the water to sustain life – is a painful reminder of the poverty and economic abandonment that still exists in coal country. Comp’s organization, AMD&ART, brought together artists, scientists, historians and community members to transform land degraded by coal mining and AMD into a 35-acre arts-centered public park that included AMD treatment and new wetlands – artfully transforming an environmental liability into a community asset. Upon project completion, Comp joined the U.S. Department of the Interior Office of Surface Mining (OSM) to turn his attention to transforming more of the Appalachian coal country.

Dr. Comp recognized the need for full-time, capable staff support in coal country watershed groups he worked with through the OSM Clean Streams Program. OSM funds for acid mine drainage remediation often went unspent because communities lacked the capacity to apply for those funds, so Dr. Comp built an innovative partnership between OSM, a federal organization concerned with reclamation and the environment; AmeriCorps VISTA, a national service organization designed to fight poverty; and Appalachian community organizations in seven states throughout Appalachia.

Working with the West Virginia VISTA Director Judith Russell, the two assembled a trial effort that put 8 new and needed positions in watershed groups in two states. Those 8 positions expanded over the years into the Appalachian Coal Country Watershed Team (ACCWT). In 2007, the ACCWT’s acclaimed model for partnerships was brought to rural mining communities of the West and formed the Western Hardrock Watershed Team (WHWT). The ACCWT is fiscally sponsored by the Citizen’s Conservation Corps of West Virginia (CCCWV) and the WHWT is fiscally sponsored by the Southwest Conservation Corps (SCC). The model is now being expanded to the Midwest in states such as Indiana, Iowa, Illinois, and Oklahoma. The ACCWT, WHWT, and recent expansion into the Midwest are part of what is known as the OSM/VISTA Teams. By supporting the kind of grassroots data collection and capacity-building needed to access available reclamation resources, Dr. Comp and the OSM/VISTA Teams are bridging the gap between environmental and economic recovery.

Tell us about the social innovator behind this idea.

In regions devastated by the environmental legacy of pre-regulatory coal mining and suffering from economic decline, the OSM/VISTA Teams, under the creative and visionary leadership of Dr. T Allan Comp, help to bring hope to rural communities by building local organizational capacity and partnerships from the ground up. Named a National River Hero and awarded the Service to America Medal in the Environment category in 2009, Dr. Comp manages the Teams’ expansion and progress from the Office of Surface Mining in Washington, DC. His expertise lies in program development, mining communities, historic preservation, and resource management. He has been instrumental in developing partnerships with OSM, the Appalachian Regional Commission, the Environmental Protection Agency, Kettering Foundation, and the Colorado Division of Reclamation, Mining & Safety who partially funds OSM/VISTA positions with the Western Hardrock Watershed Team.

The most dispirited and impoverished communities in America, as well the most degraded environments, are found in the regions of Appalachian coal country and Rocky Mountain Hardrock mining communities. These are the regions Dr. Comp serves. For Dr. Comp, any attempt to address the needs of this vast region must be both holistic and realistic: they must fix both the environment and those that live in it. Dr. Comp has provided a voice for and assistance to the more than 3 million people adversely affected by a century of pre-regulatory coal industry exploitation and neglect. Their requests led directly to development of the OSM/VISTA Teams. This “small army” of remarkable college graduates that Dr. Comp has been able to bring into his vision has produced collaborative success through a series of year-long learning opportunities and service.

For the thousands of miles of contaminated streams and the millions of Americans living near those waters, the ACCWT and the WHWT is inspiring a region to rise above poverty and environmental degradation and build new partnerships in community revitalization. The work of Dr. Comp and the Watershed Teams is arming citizen groups with the knowledge, skills, and tools necessary to make them effective environmental stewards, community leaders, and accelerators of change – propelling a new initiative based on reclaimed mine-scarred lands and streams, a new conservation and development-based economy of hope.

How did you first hear about Changemakers?

Email from Changemakers

If through another, please provide the name of the organization or company

Farz Methodology

Criado em 07/29/2010 por FARHAT SHAH

Farz Methodology is a social performance based, Sharia Compliant poverty alleviation system with an integrated approach of providing Health & environment awareness, business education, and Market linkages to the SMEs to sustain their businesses for long term profitability of the SME sector at international level.It provides rapid economic growth through scalable and sustainable mechanism.

Sobre Você

Organização: Farz Foundation Visitar websitemais ↓↑ ocultar↑ ocultar

Sobre Você

Nome

FARHAT

Sobrenome

SHAH

Website

Your Organization

Farz Foundation

Country

Paquistão, P

Sobre Sua Organização

Nome da Organização

Farz Foundation

Página da organização na internet

Telefone da organização

+9237556194-5

Endereço da organização

office No. 327/3rd Floor Eden Center Jail Road Lahore

País da organização

n/a

Organization Type

Non-profit/NGO/Citizen-sector Organization

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Your solution

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Name Your solution

Farz Methodology

Describe Your Solution

Farz Methodology is a social performance based, Sharia Compliant poverty alleviation system with an integrated approach of providing Health & environment awareness, business education, and Market linkages to the SMEs to sustain their businesses for long term profitability of the SME sector at international level.It provides rapid economic growth through scalable and sustainable mechanism.

Country your work focuses on

Paquistão, P

If multiple countries, please list them here. If your solution targets an entire region, please select it below

The world at large and in particular the Muslim countries.

Region(s) your solution focuses on:

Africa, Middle East and North Africa, South Asia.

Range of turnover in your target firms, in USD

More than 50 Million.

Average turnover in USD of your target firm

10.2

Number of employees in your target firms

More than 150.

Average number of employees of your target firm

90

Specify the size, average and range of expected loans or investments in each target firm

We will do our business through microfinance organizations, which will target skilled households as an individual client. The average size of the loan will be 1000 USD, one branch will cater 800 clients. One organization will open 20 branches within five years,as par four branches yearly.
According to the Farz SME village at least 500 skilled house holds will be targeted with the loan size of 2500 USD per client. one organization will cater 5 Farz SME villages average within five years.

What stage is your solution in?

Implementado há menos de um ano

INOVAÇÃO

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What makes your innovative solution unique?

It is unique in so far as it links the clients directly to the markets by skipping the middle men usually responsible for the failure of whole exercise. Provision of assets instead of cash, further minimizes the misuse of the facility extend. An other exclusive feature is introduction of committee mechanism (similar to Rasca) which binds the clients with the provider, that mitigates the risk of default to almost 0%.Apart from building assets for the clients. It also develops an other source of income for the clients to ensure long term sustainability of SMEs, business education and health& environment awareness and market linkages services are offered to the clients prior to the extension of Sharia Compliant micro enterprise facility. Another innovative component of our solution is to develop SME villages throughout the world, in potential urban semi urban and rural areas, under the umbrella of Farz Foundation and partner organizations. The concept of Farz SME Village is a scalable, sustainable and profitable project. SME villages will produce, pack and export the different products like dairy, vegetable, leather, embroidery, fruit, poultry, garments, jewelry etc. to the local, national and international markets. This model SME village would consisted of a minimum 500 skilled and productive households. These villages can be established through out the world in hundreds. It will be a SME community, productive, independent and cultured, equipped with latest business technology and alternative energy resources and will connect at least 10 sectors as agree, live stock, housing, dairy ,embroidery, handicraft, banking, import export,energy, and microfinance. It will be an ultimate productive, scalable and sustainable model of the history af mankind.

How does your proposed innovation leverage public intervention in catalyzing private SME finance?

Farz SME Village Project has the productive capability to pull out the world from the recession by leveraging public intervention in catalyzing private SME finance. Set backs in the previous experience of microfinance and SME sector clearly demonstrates that the poor of the region under discussion were handed over certain amounts of money and were left alone(similar as sub prime loans ) to develop their businesses to pay back the part of their dividend as interest. What we the sector ignored were the peculiar state of their need/ poverty that rendered them un able to make a productive use of the extended loans. The clients, in their sheer desperation used them in making their both ends meet and for fulfilling their immediate needs. This instead of retrieving their situation further threw them in a bottom less pit of poverty. And now their began a desperate effort on the part of providers to recover the lost amounts. For public intervention to catalyze SMEs we need to enable the clients through education for making productive the facility extended. Having realize this, we (Farz Foundation) took pains to empower the clients, although it incurred more expenses. But the out come demonstrated it was the money well spent. During the times when conventional microfinance’s plummeted to a dangerous low, we managed about 100% recoveries, that too during the deepest recession of our history. Supposedly negative impact of the public intervention owes it self to the failures at clients level. Now all that we need is ensuring the success at clients level which would ultimately be transformed into the positive impact of public intervention. In other words the success story would only travel from bottom to the top. Unfortunately the success stories were confined to the middle tiers failing the top providers and the client at the receiving end. Instead of public (Pakistan Perspective) financial services provider, the capacity building institutions are far productive in this regard. The capacity building and the skill developming role of the public sector can also be appreciated by connecting and streamlining it with the human resource of SME sector. It will not only leverage the public sector facilities but also catalyze private SME finance. Public sector can be positively engaged by influencing the market intelligently.The public SME financing institutions could get the partnership with private institution and could also expand their scope in spite of their limited resources to cate the SME potential market.

What barriers does your proposed solution address?

Asymmetry of information, Informality, Lack of collateral, Lack of financial capacity, Lack of SME access to skills / knowledge / markets, Unavailability of financial products tailored to SME needs, Lack of institutional capacity of financial intermediaries, High transaction costs for financial intermediaries to serve SMEs, Lack of competition / incentives for financial intermediaries to serve SMEs, Underdeveloped local capital markets (term local currency funding, exit options for SME equity), General barriers to SME development related to investment climate, Lack of financing to women entrepreneurs, Specific barriers to fragile and weak states.

If you checked any of these barriers, describe how your solution addresses them

Asymmetry of information and informality stem from ignorance. The prior education how to conduct business and market intelligence can effectively deal with these obstacles. We only approach our clients because of the lack of their collateral and financial capability. We provide market driven and need based assets according to their businesses. On going capacity building of the staff is part of our vision. Farz Methodology focuses on the capacity building of the staff and the clients. This concept has been elaborated in Farz Methodology manual. High cost only make itself felt where loses are incurred at the clients level. By insuring profits at clients level the transaction cost can successfully be met. The profit margin in Farz Methodology ranges from 24 to 27%, which enough to cross the barrier. General barriers to SMEs are first of all in their being unbanked in the areas plagued with poverty. Only way to counter this to formalise their businesses through training and transparent practices on the part of providers. This can also be addressed through directly linking the clients to markets by eliminating middle men who incidentally are the main beneficiaries. Our 80% clients are female entrepreneurs who demonstrated a great sense of responsibility. Our strategy aims at giving strength to the state from bellow through empowering the poor. Ironically the weakness of the states is due to a rampant poverty.

Impacto

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Provide empirical evidence of your proposed solution's success/impact at present. If your project is in the idea phase, please provide evidence that speaks to its potential impact

Given below is the success story of a woman who had been pushed to the edge owing to lack of finances. The Farz Foundation empowered and change her life

My name is Rubina wife of Ejaz Ahmed and I live in Chungee Amar Sidhu Lahore. My husband is earning only Rs 2, 000 as a driver in a factory.

I used to work at a beauty parlor as an assistant. I was making some money, but could not meet my expenses. We have three children and could not afford their education. I was taking loans without knowing how I would repay them. I had no idea how I could get rid of this vicious circle. One day my friend who was working at some other Parlor, told me about the Farz Foundation, which lends assets and gives business training to women so that they could be self-sufficient. I visited where there was a training session being held by the Farz Foundation. There I met Nomana sister, a trainer at Farz Foundation. I had a five-day course of business development. There we were taught that to be self-sustained and we need to start our own business. And we also need a business education to be successful.
They taught us book keeping, preparation of feasibility and estimation of income and expenses. After the training they offered certain productive assets to us to start our business. I wanted to establish my own beauty parlor. They bought me assets worth Rs 10,000 . I started a little parlor from my own home.

In accordance with the education given by the Farz Foundation, I introduced my beauty parlor in the neighboring area. Within one month I shifted my beauty parlor to an independent place. Now I look forward to further development of my business. I now earn about Rs 15,000 to 20,000 a month and can easily meet my expenses, including school fee for my children, apart from paying my installments to the Farz Foundation. Thank you Farz foundation.

How many firms do you expect to reach?

We primarily aim at reaching out to Islamic Microfinance organizations at international level, who can replicate the methodology successfully owing to its inherent potential. It would be minimum 10 organizations.

What is the volume of private SME finance you aim to catalyze?

It depends upon the procurement of funds as their lies a huge untapped market in the regions specified earlier. If we go for Farz SME village then we required. minimum 30 Billion USD.
And if we go for individual HBME clients, then we need 20 billion USD to catalyze.

What time frame will be required to reach these targets?

one year for planing, Research, staff hiring and training, one year for pilot project and then five years for first phase.Second Phase will be consisted of 20 years.

Does your solution seek to have an impact on public policy?

Sim

What would prevent your solution from being a success?

The success of free market economy lies in making a positive use of capitalism inherent capacity to embrace positive change, which ensured its survival in the face of apparently insurmountable challenges. The new and innovative products should be whole heartedly encouraged to meet the millennium goal of eradicating poverty. However, the rigidity on the part of local providers(existing intermediaries) is and has been the sole factor that could prevent intelligent and honest efforts. Un successful players of conventional financing consciously or un consciously tend to replicate their failures through thwarting such efforts by their non cooperation. But, thankfully, the international players seem alive to their responsibilities. Sociopolitical instability and wars could also damage the efforts.

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Describe the social impact of your innovation. Please include both numbers and stories as evidence of this impact

The Farz foundation, using Farz methodology, approached a limited number of people owing to financial restraints, but the outcome was so encouraging as in the areas declared red zones by conventional players showed a tremendous turn around with the 100% recovery. The outcome empirically demonstrated the huge potential of this methodology. This experience, even in its embryonic form, lays bare its potential. The social change is always an outcome of economic empowerment as it creates faith and hope in the future. Our existing members keep introducing us to potential clients who anxiously await help.
The concept of SME village carries a potential with it which can grow rapidly by involving a considerably large number of people. It can socially and economically knit together at least 500 households in related economic activity. That is the method through which we can rapidly grow in the most backward areas where people desperately seek help from the microfinance sector.
As far its social impact is concerned, we can lift hundreds of people out of poverty and ignorance by giving them hope and economic uplift simultaneously. The Farz foundation also intends to provide them health and environment awareness through its nonfinancial programs. Our focus on women empowerment further makes this exercise useful.One SME village will engage at least 500 households directly and almost create employment for at least 7000 individuals indirectly.

SUSTENTABILIDADE

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List all the funding sources that are required for the sustainability of this solution

All Islamic mode of funding,Equity,Social investment, grants, and development, funds etc.

Demonstrate how your proposed solution has the capacity to graduate from dependence on public finance. What is the time frame?

To begin with, the public institutions in Pakistan at least have complex procedures. With a low literacy rate SMEs are invariably intimidated by them. Secondly, these institutions do not have enough resources to facilitate SMEs at required level. On the top of it, the rampant corruption also defeats the very purpose of the whole exercise. The state of the sector bears enough testimony to the submission made here.
The idea of the Farz Methodology took its birth in the wake of these failures. To graduate them, we would first asses their financial needs, evaluate their repayment capacity, judge their skills and intent, and then would give them business education and training, along with providing financial services to them like Murabaha, Musharka Mudarabah and Takaful as well. We also graduate our successful clients every year on performance basis, as we have the performance indicators and measurement tools as well. At a lager scale, it is also viable by getting large market share and by becoming a market leader through innovative, need based and market driven products, which is lacking at this time. Particularly, in Muslim countries the Ribah(interest) free financial services for SME sector are the need of the day and when we incorporate non financial services as Farz Methodology implements, it increases the comfort as well as the effort level of the clients towards success and profitability. All this progression leads the clients towards graduation and independence.

Demonstrate how your proposed solution will survive a potential loss of its largest private funding source

Farz Methodology, instead, is closer to the community because of being interest free. It also shuns complications that are created by cold and distant business relation. What brings them further close to the provider are the non-financial services which are free of charge. For, instance, healthcare, environmental awareness and Social performance (customer code of protection and incentive system) makes the bond even stronger. It even inculcates a sense of loyalty to the provider. The more subtle point to be noted here is that Farz Methodology comes without any political or religious sensitivity. It is purely a microfinance method in line with cultural traditions. It will even drag SMEs away from hazardous political and religious ideologies through giving them income generating and asset building facilities at their door step. Moreover, it will further build their other sources of income through Farz Committee (Rasca). Takful (Islamic )is also a preventive measure through which the project makes secure itself from the loss.

Please tell us what kind of partnerships, if any, could be critical to the greater success and sustainability of your innovation

We need partnership of Social Performance Task Force, Social Performance Management Network, Technical assistance in developing a customized IS, CGAP, Development sector, Donors and socially responsible investors etc.

Are there non-financial issues that could threaten the sustainability of your proposed solution?

Farz Methodology, instead, is closer to the community because of being interest free.It avoid from the sensitivity of Interest in the Muslim societies. It also shuns complications that are created by cold and distant business relation. What brings them further close to the provider are the non-financial services which are free of charge. For, instance, healthcare, environmental awareness and Social performance (customer code of protection and incentive system) makes the bond even stronger. It even inculcates a sense of loyalty to the provider. The more subtle point to be noted here is that Farz Methodology comes without any political or religious sensitivity. It is purely a microfinance method in line with cultural traditions. It will even drag SMEs away from hazardous political and religious ideologies through giving them income generating and asset building facilities at their door step. Moreover, it will further build their other sources of income through Farz Committee (Rasca).

Please tell us if your proposed solution aims to scale up through a high growth sector, expand immediately to multiple sectors, and/or scale up geographically

A huge untapped market in the Muslim world desperately awaits such a solution in the first instance. As far rapid growth is concerned, we have already done two pilot projects with amazing rate of success with 24 percent profit rate. We have already developed our Sharia-based systems and procedures. We can even initiate immediate trainings of individuals as well as institutions regarding implementation of Farz Methodology at international level. Particularly, the concept of Farz SME Village has the potential to grow at a large scale. There are millions of the poor households are waiting for any opportunity, which could drive them towards a productive, secure and sustained life. Because the economic insecurity is threatening the whole world. Farz aims to turn this insecurity into a strong motivation along with skillful productive efforts and outcomes as well. Farz believes that the idea of SME village would transform the world into a SME Global Village in productive and sustainable manners.It expands straightway to multiple sectors like Home based Micro entrepreneur, Agriculture, Garment, leather and handicraft, food, live stock, Poultry, microfinance , Banking, Employment, along with the private and Public sectors. It also addresses the SME and social value in a way that will ensure that the
SME sector makes an ongoing contribution to the important matter of socio-economic progress and progress out of poverty. More over it bridges the SME sector and development sector to create a strong impact on growth.

Active Transportation

Criado em 07/28/2010 por susaneitel@aol.com

KidCommute increases active transportation to schools. KidCommute promotes walking and bike riding to school by combining an incentive programs (prizes and recognition) with a unique measurement system which tracks individual trips to school and makes the data available on a website. KidCommute combats childhood obesity; we also want to reduce traffic congestion around schools, promote a cleaner environment, and combat climate change through fewer carbon emissions

Sobre Você

Organização: KidCommute (formerly called Freiker) Visitar websitemais ↓↑ ocultar↑ ocultar

Sobre Você

Nome

Susan

Sobrenome

Cabell

Website

Organização

KidCommute

Country

n/a

Sobre Sua Organização

Nome da Organização

KidCommute (formerly called Freiker)

Página da organização na internet

Telefone da organização

303-317-3717

Endereço da organização

2701 Iris Avenue, Suite S, Boulder, CO 80304

País da organização

n/a

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Sua ideia

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Dê um nome ao seu projeto

Active Transportation

Country your work focuses on

Estados Unidos , CO, Boulder County

Descreva Sua Ideia

KidCommute increases active transportation to schools. KidCommute promotes walking and bike riding to school by combining an incentive programs (prizes and recognition) with a unique measurement system which tracks individual trips to school and makes the data available on a website. KidCommute combats childhood obesity; we also want to reduce traffic congestion around schools, promote a cleaner environment, and combat climate change through fewer carbon emissions

Website URL

INOVAÇÃO

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What makes your idea unique?

KidCommute increases the number of kids regularly biking/walking to school through the use of technology and incentives. By getting more kids biking/walking more often, we can help fight the increase in childhood inactivity and obesity and reduce traffic congestion around schools, promote a cleaner environment, and combat climate change through fewer carbon emissions.

KidCommute uses technology to yield accurate measurements and accessible data. Schools install a solar powered Zap (a radio frequency ID reader) on a post near the bike racks. All kids have a KidCommute sticker (RFID - radio frequency ID tag) placed on their helmet/backpack. Every morning when they ride/walk to school, they ride/walk under the Zap and get scanned. The Zap counts the number of days the child has ridden and uploads wirelessly to our website. Kids log onto our website to see the number of trips they have accumulated. Kids are rewarded by cashing in trips for prizes.

The primary target audience is elementary school kids. Our secondary audience is parents and schools. Our goal is to change the habits of kids. But kids do not make their transportation decisions - their parents do. So we need to consider how we can use the desires of kids to change their parents’ habits and impact family behavior (much like the spread of recycling).

KidCommute was founded on the principles of bringing about shifts in the status quo. KidCommute seeks to change the habits of children by introducing them to the advantages, including the health benefits, of cycling/walking at an early age and by offering incentives earned through a significant commitment by the kids. As a result, KidCommute hopes that kids will continue to see cycling/walking as a viable and practical mode of transportation, as well as a source of leisure, as they grow older. KidCommute has a significant environmental effect; more kids riding/walking to schools mean fewer cars on the road and fewer cars idling in front of schools.

Do you have a patent for this idea?

Sim

Impacto

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Temas relacionados à inscrição

What impact have you had?

Since 2004, KidCommute has installed 33 systems in schools in Colorado, California, Oregon, Minnesota, Washington, Texas, Nebraska, Nevada, and Wisconsin. Including all schools participating in the program, Including all schools participating in the program, KidCommute has counted over 150,000 trips by kids to school that have covered over 258,000 miles (10 times around the world) and burned over 9 million calories. Additionally the kids have saved the nation nearly 24,000 gallons of gas and prevented emission of over 480,000 tons of CO2. All of this by kids simply walking and biking to school. KidCommute supports kids walking and biking to school by providing incentives and recognition; the more you walk/ride, the greater the reward.

Problema

Active transportation by elementary school age kids has dropped off significantly, as measured by the two landmark studies undertaken by the US Department of Transportation in 1969 and 2001. Factors such as school citing (increasing the average distance to school) explain only about half of this decline. This research clearly shows that where we once walked/biked to school, we now drive our kids in the family car - even for short distances.

Along the way, our country has become dangerously dependent of foreign fuel, childhood obesity has more than tripled, and we have pumped massive amounts of pollutants and greenhouse gasses into the atmosphere resulting in unprecedented environmental challenges.

We believe that KidCommute can help solve these problems by increasing active transportation at our target schools from roughly 4.8 million students to over 9.2 million students, an increase of 4.4 million kids. This represents a return to 1969 activity levels; we are hopeful we can improve on this level.

Our target is approximately 40,000 public elementary schools-about 55% of the total. This represents schools where significant percentage of kids live close enough to walk/bike.

Actions

KidCommute has developed technology that allows us to track the daily trips to school by kids. We continue to get more requests from schools to participate in the program. We currenlty have over 30 schools in the pipeline for the 2010/2011 school year. We continue to seek funds to support this program.

We seek to find sponsors who want to work with us to promote active transportation to school.

Results

Since 2004, KidCommute has installed 33 systems in schools in Colorado, California, Oregon, Minnesota, Washington, Texas, Nebraska, Nevada, and Wisconsin. Including all schools participating in the program, Including all schools participating in the program, KidCommute has counted over 150,000 trips by kids to school that have covered over 258,000 miles (10 times around the world) and burned over 9 million calories. Additionally the kids have saved the nation nearly 24,000 gallons of gas and prevented emission of over 480,000 tons of CO2. All of this by kids simply walking and biking to school. KidCommute supports kids walking and biking to school by providing incentives and recognition; the more you walk/ride, the greater the reward.

In the next few years, we hope to add 50 schools yer year to KidCommute.

What will it take for your project to be successful over the next three years? Please address each year separately, if possible.

We have developed a three phase plan designed to take KidCommute to a scale that can have meaningful national impact. Phase 1 (2011) is to complete our development effort and realize our vision of complete, scalable, fully integrated product. Phase 2 (2012) will be a beta test in which we will deploy our solution to 100 schools across the country. The beta test will enable us to stress test our infrastructure and evaluate the effectiveness of our incentive and educational programs in a wider variety of demographics. Phase 3 (2013) will be a national scale rollout.

We hope to finance Phase 1 and 2 through grants and investments from foundations and corporate sponsors. We believe that this investment will “prime the pump” and position us for a large scale rollout that can be financed primarily through the federal Safe Routes to School (SRTS) program. Schools would apply for these SRTS grants and then use the funds to purchase a five year program package (approx. cost $15,000). We estimate the cost to complete Phase 1 and 2 to be $2.7-3.0M over 18-24 months. The return on this investment would ultimately be programs serving over nine million kids at over 40,000 schools.

What would prevent your project from being a success?

Financial resources are the limiting factor. We continue to seek fundingfrom various entities. We would like to see funding allocated from the Department of Transportation so that more schools and communities can participate in KidCommute.

How many people will your project serve annually?

> 10.000

What is the average monthly household income in your target community, in US Dollars?

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Does your project seek to have an impact on public policy?

Sim

SUSTENTABILIDADE

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Em que estágio está seu projeto?

Em execução entre 1 e 5 anos

Sua organização é

OSCIP/ONG

Is your initiative connected to an established organization?

Sim

If yes, provide organization name.

KidCommute

How long has this organization been operating?

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Does your organization have a Board of Directors or an Advisory Board?

Sim

A sua organização tem parcerias não-monetárias com ONGs?

Sim

A sua organização tem parcerias não financeiras com empresas?

Sim

A sua organização tem parcerias não financeiras com o governo?

Please tell us more about how these partnerships are critical to the success of your innovation.

We are suported by local businesses with in-kind donations. Other non-profit agencies such as Bike Colorado has provided training in the schools about bicycle safety. Many businesses have donations prizes for incentives. These partnerships support various aspects of the program and show the community that this is an important initiative.

What are the three most important actions needed to grow your initiative or organization?

Funding is the most important issue right now.

When schools learn about our program, they absolutely love it. One parent was broght to tears when she saw all these kids biking/walking to school. We need to get policy makers to embrace this program.

We would like to find a university to do a study on the program to look at outcomes and changes in the target population.

A História

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What was the defining moment that you led to this innovation?

If you walked or biked to school as a kid, you were probably not alone. In 1969, 88% of students who lived within a mile of their grade schools got there by bike or on foot. Today, less than 16% do. That a statistice that the founder of KidCommute (originally called Freiker) is changing.....one school at a time. The reasons fothe decline of something so common are complex, ranging from perceived "stranger danger" to an increased dependence on driving (accompanied by a decrease in overall physical activity). For the founder, the dramatic shift became personal in 2005 when his two children were attending Crest View Elementary School, less than a mile from their home. To help get them moving and to keep them motiviated, the founder offered small prozes for biking/waking to school. It worked and inspired him to start a program at their school. With the help of a fellow dad, they distributed small prizes with modest but enthusiastic results. Yet, the initial tracking methods were laborious. They first involved handing out and collecting punch cards at the bike racks every morning. Later, they tried a bar-code scanner. To streamline the process, they built a solar-powered scanning device and mounted it atop a 7-foot high post near the bike racks. The Zap scans the radio frequency ID tags attached to the kids helmet/backpackets.

For those students who rode their bikes/walked 90%v of the time, the kids received a significant reward. The number of students biking daily increased from 10 when the program began to 50 by the end of 2005. The program has grown to include 33 systems in schools in Colorado, California, Oregon, Minnesota, Washington, Texas, Nebraska, Nevada, and Wisconsin. Including all schools participating in the program, KidCommute has counted over 150,000 trips by kids to school that have covered over 258,000 miles (10 times around the world) and burned over 9 million calories. Additionally the kids have saved the nation nearly 24,000 gallons of gas and prevented emission of over 480,000 tons of CO2. All of this by kids simply walking and biking to school. KidCommute supports kids walking and biking to school by providing incentives and recognition; the more you walk/ride, the greater the reward.

Tell us about the social innovator behind this idea.

KidCommute supports healthy, sustainable behaviors that are good for children and good for the environment. With a single, simple decision – to ride their bikes to school – Freiker gives kids a chance to make a positive impact on their health and the health of their planet.

Health
o The prevalence of overweight children and adolescents has doubled over the past 20 years.
o The U.S. Dept. of Health and Human Services recommends that children engage in at least 60 minutes of moderate intensity physical activity most days of the week, preferably daily to promote health and psychological well-being.
• Independence: Children gain confidence when they don’t have to rely on their parents or a bus to get them to and from school.
• Focus: studies show that regular physical activity results in more alert individuals and even promotes brain activity.
• Neighborhood: On a bike, the trip from home to school becomes a full sensory experience – children talk and wave to their neighbors, feel and smell the changes in the seasons, and see their neighborhood in a whole different light.

• Environment: More kids on bikes means fewer cars on the road, and fewer cars idling in front of the
school in the mornings and afternoons.
• Promotes sense of community: Many parents ride to school with their children, and schools benefit
from the impromptu social gatherings that occur around the bike racks.
• Safety. Since the RFID tags are on the helmets, children who ride without helmets aren’t counted by
The Zap.

How did you first hear about Changemakers?

Newsletter from Changemakers

If through another, please provide the name of the organization or company

Ideas On Wings

Criado em 06/27/2010 por ideasonwings

Environmental Change...being an instrumental part in earth embracing ideas, that better communities, humanity and the planet.

What is in store for future?

Criado em 06/7/2010 por sundararajnaidu

Housing is an international issue. The governments are constantly making efforts to provide housing, especially for the weaker sections of the societies, at a reasonable cost. The revolution in housing sector that is expected to happen in future would make this dream possible.

Sobre Você

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Seção 1: Sobre Você

Nome

sundararaj

Sobrenome

pottanna

Website

Country

n/a

Seção 2: Sobre a Sua Organização

Is your initiative connected to an established organization?

Nome da Organização

Página da organização na internet

Telefone da organização

Endereço da organização

País da organização

n/a

Sua organização é

OSCIP/ONG

How long has this organization been operating?

Menos de um ano

Sua ideia

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Dê um nome ao seu projeto

What is in store for future?

Descreva seu Negócio Social

Housing is an international issue. The governments are constantly making efforts to provide housing, especially for the weaker sections of the societies, at a reasonable cost. The revolution in housing sector that is expected to happen in future would make this dream possible.

Country your work focuses on

n/a

INOVAÇÃO

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O que faz a sua inovação única?

What would be the next revolution in the series after Transportation, and now communication in the history of mankind with worldwide participation?

'Readymade Housing’ scores well with all the elements required for a grand revolution in the history of mankind. The foundations for the future revolution, Transportation and Communication would pave way for revolution in this sector.

The government can encourage ‘Readymade Housing Sector’ for the following reasons which are beneficial to the society at large, apart from affordable housing for all, especially the economically weaker sections of the society.

1. Reduce congestion on roads and traffic in congestion zones.
2. Aid pollution control.
3. Reduce parking problems for vehicles in the cities.
4. Reduce pressure on infrastructure in the cities.
5. Control rampant urbanization.
6. Aid decentralization in corporate companies.

Do you have a patent for this idea?

Impacto

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Temas relacionados à inscrição

Conte-nos sobre o impacto social de sua inovação. Por favor, inclua números e histórias como evidência deste impacto.

Houses for all budgets:

The cost of housing will come down to a considerable extent, and the economically weaker sections and middle class of the society would be greatly benefited in the process.

When the houses are readymade the models could be standardized to meet the requirements of the various customers. Buying houses would be like off the shelf purchase from a supermarket or showrooms as in the case of cars. Tailor made housing to suit the tastes and fashions of the high end customers will come into existence in due course of time. Construction of houses would be like mass production of products, and this concept could spread throughout the world and to the interior parts of the country. With advanced construction technology and the transportation technology, conventional housing construction by the public could become a thing of past.

The pollution and congestion factors in the cities would come under control.

Problema: Descreva o(s) problema(s) principal (s) que sua inovação aborda

The readymade housing will propel the economic growth of the nations. It is a solution to the rampant urbanization. Air pollution can be effectively controlled, if the government encourages readymade housing though tax incentives. It results in fuel savings and efficient usage and management of roads. There will be balanced growth in the country, and the pressure on infrastructural facilities in the cities would be greatly reduced.

Ações: Descreva os passos que você está tomando para fazer da sua inovação um sucesso. Inclua a descrição do modelo de negócio. O que pode impedir esse sucesso?

The important features of the ‘Readymade Housing’ could be:

1. Unique address – for example pin number or numerical label like IP address for the house.
2. House is linked to mobile phone, vehicle, computer, gas and electricity supply.
3. Ready Made – The customer can go and visit his house in a show room (place), decide the space requirement, number of bedrooms, kitchen, attachments required, specifications of the materials, etc. and place the order.
4. Delivery of House – The house will be delivered at the place as specified by the customer. For this purpose, all the materials will be transported to the place and the house assembled within the time specified or agreed between the supplier and the buyer.
5. Online orders – When the size of the houses and facilities are standardized over a period of time the customer would be in a position to place the order online.
6. The supplier will make arrangements for electricity connection, gas connection for the kitchen, security arrangements, water connection, etc. either directly or through agencies.

The success is not expected to be prevented by any social or economic factors, because, like revolution in mobile phone technology, the developments would have its own momentum. However, the governments should regulate the developments to ensure orderly progress.

Resultados: Descreva os resultados esperados destas ações nos próximos três anos. Por favor, aborde cada ano separadamente, se possível.

The following beneficial results are expected, apart from affordable housing for all, especially the economically weaker sections of the society.

1. Reduce congestion on roads and traffic in congestion zones.
2. Aid pollution control.
3. Reduce parking problems for vehicles in the cities.
4. Reduce pressure on infrastructure in the cities.
5. Control rampant urbanization.
6. Aid decentralization in corporate companies.

How many people will your project serve annually?

> 10.000

What is the average monthly household income in your target community, in US Dollars?

$1000 - 4000

A sua inovação busca ter um impacto em políticas públicas?

Sim

Se sua inovação busca impactar políticas públicas, de que forma?

When the houses are readymade the models could be standardized to meet the requirements of the various customers. Buying houses would be like off the shelf purchase from a supermarket or showrooms as in the case of cars. Tailor made housing to suit the tastes and fashions of the high end customers will come into existence in due course of time. Construction of houses would be like mass production of products, and this concept could spread throughout the world and to the interior parts of the country. With advanced construction technology and the transportation technology, conventional housing construction by the public could become a thing of past.

SUSTENTABILIDADE

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What stage is your Social Enterprise in?

Fase de concepção

Sua organização possui um conselho de diretores ou um conselho consultivo?

Does your organization have a non monetary partnerships with NGOs?

Sua organização possui parcerias não financeiras com empresas?

Sua organização possui parcerias não financeiras com o governo?

Por favor, conte-nos mais sobre como parcerias podem ser fundamentais para o sucesso do seu Negócio Social

Approximately 250 words left (1200 characters).

We would like to learn more about how your initiative is financially supported. Please explain your business plan/revenue model

Approximately 250 words left (2000 characters).

A História

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What was the defining moment that led you to this innovation?

What would be the next revolution in the series after Transportation, and now communication in the history of mankind with worldwide participation? I was wondering while watching an ad of mobile phone in TV, and decided to work on the subject.

Affordable housing to middle class families and economically weaker sections is the major social, economical and political issues in many countries of the world to-day.

Pollution and congestion due to rampant urbanization is the greatest cause for concern in the world to-day.

Readymade housing is a solution to these twin problems.

Tell us about the person—the social innovator—behind this idea.

Approximately 250 words left (2000 characters).

How did you first hear about Changemakers?

Web Search (e.g., Google or Yahoo)

Se através de outra fonte, por favor forneça as informações

Project 78 for 78,000 filters in 2012

Criado em 06/7/2010 por joachimezeji

We are a social enterprise because our organization is already assisting thousands of households in 28 communities to maximize the quality of their drinking water supply as well as improving their sanitation, therefore freeing them from the burdens of ill-health and poverty. In doing our work we also trains independent artisans who also make filters and build latrines. http://www.techawards.org/20

Sobre Você

Organização: Rural Africa Water Development Project (RAWDP) mais ↓↑ ocultar↑ ocultar

Seção 1: Sobre Você

Nome

Joachim

Sobrenome

Ezeji

Website

Country

Nigéria

Seção 2: Sobre a Sua Organização

Is your initiative connected to an established organization?

Sim

Nome da Organização

Rural Africa Water Development Project (RAWDP)

Página da organização na internet

Telefone da organização

+234 8305266

Endereço da organização

58 MCC/Uratta Road, P.O. Box 6116, Aladimma, Owerri, Imo State, Nigeria

País da organização

Nigéria

Sua organização é

OSCIP/ONG

How long has this organization been operating?

Entre 1 e 5 anos

Sua ideia

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Dê um nome ao seu projeto

Project 78 for 78,000 filters in 2012

Descreva seu Negócio Social

We are a social enterprise because our organization is already assisting thousands of households in 28 communities to maximize the quality of their drinking water supply as well as improving their sanitation, therefore freeing them from the burdens of ill-health and poverty. In doing our work we also trains independent artisans who also make filters and build latrines. http://www.techawards.org/20

Country your work focuses on

Nigéria

INOVAÇÃO

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O que faz a sua inovação única?

Our strategy of spreading the project deep inside the nook and crannies of the communities in the coastal Niger delta region is innovative because we are equipping a bunch of 78 youths with the tools and materials required to produce our filters and work as ‘clean water entrepreneurs’ in their remote rural communities. Each of them receives a filter steel mold, tool box and relevant literatures in addition to two years (2009-2011) direct supervision from us. By making them part of our extended team/network in this herculean task of reaching the unserved at the bottom of the pyramid we are rapidly extirpating a medium for faeco-oral bacteria and the resultant ill health and poverty hence contributing directly to achieving the critical targets of the Millennium Development Goals (MDGs). Already we have signed a memorandum of understanding with 7 micro-finance institutions in each of the 7 states of the Niger Delta region where we work. It became imperative to get a micro-credit scheme in place with an interest rate affordable to the youths in order to safeguard this investment, make it meaningful and revolve its reach to future trainees. By doing this we aim to protect the money as well as aiding the filter manufacturing business to flourish and achieve its objective. By enabling these trained youths access to ‘proofed’ finance, the impact of the project would easily be felt while the local economy would be tremendously energized through job creation.

Do you have a patent for this idea?

Impacto

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Temas relacionados à inscrição

Conte-nos sobre o impacto social de sua inovação. Por favor, inclua números e histórias como evidência deste impacto.

So far we have achieved the following key activities:
• The introduction of the filter in 28 communities in the region,
• The training of 78 youths in the making of the filter,
• Staging of participatory Water and Sanitation (WASH) classes for 39,522 men and 54,678 women in these communities
• The manufacturing and installation of a total of 21,023 filters for 21,023 Households etc.
• An average of 750 households in each of the 28 communities now has access to improved clean drinking water using the filter.

This project promotes very important improvements for the whole community:
• The impact has been enormous as the potential for creating job for youths and keeping them busy in a region were youth restiveness is rife, is a great benefit.
• Most of those trained improved their behaviors via the construction and use of clean latrines, Hand washing practices, filtering of water at point- of- use, water source protection and maintaining a generally clean environment.
• Enhancement of personal dignity amongst men and women particularly those who bought filters and those who built new latrines etc.
• Sense of Community participation in projects built.
• Healthier households, Improvement in school attendance. Absenteeism of children from schools on health grounds reduced.
• Reduction (not total reduction) in reported cases of Diarrhea, Filariasis, Hipatitis-A, Malaria, Roundworm/Hookworm and Tapeworm etc.

However, in effectively scaling up the project and achieving sustainability we have taken cognizance of social, economic and political constraints in Nigeria. One other major environmental benefit of our project has been the potential it has given to the cultivation of Moringa oleifera trees in communities to meet the dual needs of raw materials for the project and agro-forestry for economic benefits and climate change mitigation.

Problema: Descreva o(s) problema(s) principal (s) que sua inovação aborda

Public health concerns associated with impacts of industrial pollution, high population density and poorly managed on-site sanitation systems etc on drinking water supplies is still a major problem in many oil producing communities of the Niger Delta region of Nigeria. This is further being compounded with extreme weather and climate change events which compromises water sources with diffuse pollution, and in some cases retarding the pollution dilution capacities of local streams from which thousands of local households still source their drinking water. Being a low lying delta area with poorly developed on-site sanitation systems, incidents of flooding has become a major problem to water quality. People’s dependence and reliance on groundwater has not even offered any elixir as traces of e-coli as well as salt water intrusion from the adjacent sea coast in combination with heavy metals and variable pH has all combined to make clean drinking water a luxury that is getting out of the reach of the average poor household. The immediate result has generally been a situation of threatened water supply sources. This causes serious ailments to the people and worsens their impaired productivity and environment. About 5 million households found in the oil-bearing Niger delta are vulnerable to these concerns. The persistent restiveness and recent hostage-taking in the region underscores the uncomfortable dimension the situation has continued to assume.

Ações: Descreva os passos que você está tomando para fazer da sua inovação um sucesso. Inclua a descrição do modelo de negócio. O que pode impedir esse sucesso?

We have a trust fund model that leverages our spread within the area we operate in Nigeria. This has been underpinned by micro-finance as a catalyst to respond to the immediate needs. The project is being driven to meet these challenges by a coterie of our core staff. This has been so designed because we recognize that the vastness of the Niger Delta —about 30 million people dispersed in 13,329 communities, with only 98 being urban centres and environments that are devastated. Therefore one major constraint has been high cost of transportation and other logistics involved in coordinating the dispersed communities in the region. To overcome this challenge, we decentralized operations, creating positions for dispersed trained entrepreneurs. To effectively consolidate on the gains already made, we plan to further scale up the project into unreached critical areas and achieve sustainability. With the promotional slogan:“Project 78 for 78,000 filters in 2012”; we are already committed in setting up 78 local filter factories, in 78 different and well dispersed rural communities, each being headed by each of the trained 78 entrepreneurs . Each of these factories is to manufacture at least 1000 filters by the end of the set milestone end date. We look ahead towards producing a minimum of 78,000 filters for 78,000 households in 78 dispersed communities. Already 28 of the filter factories are operational now. The business is already optimizing relevant tools and approaches in community participation to engage the communities, promote household hygiene and achieve sustainability in filter use and efficiency. By doing this, we are not only achieving a sustainable cost structure but courageously capturing and managing the huge clean water needs of thousands of locals. Key operational activities being developed for region-wide impact includes; the establishment of 78 local filter factories in 78 rural communities; the appointment of filter distributors in parts of the urban areas; capacity building initiatives; community participation strategies and the engagement of new partners and volunteers.

Resultados: Descreva os resultados esperados destas ações nos próximos três anos. Por favor, aborde cada ano separadamente, se possível.

Please also note that our mission statement is to make safe drinking water and sanitation available to marginalized households in environmentally ravaged communities in Africa. And that our project drives Equilibrium change by widening the distribution and accessibility of the filter within record time through the training and engagement of filter entrepreneurs; all of us working together to assist households in oil producing communities in Nigeria to maximize the quality of their drinking water supplies and freeing them from the burdens of ill-health caused by human and industrial pollution. Households give meaning to this through the purchase and sustained use of the filters. In three years time, the impact would be enormous as it would help thousands of households to access clean drinking water at minimal costs, and reducing cases of water borne pathogens. These would expand the objectives of the project as well as tremendously energizing the local economy through job creation. Under this arrangement, the 78 trained personnel would run the filter factories and conveniently produce the filters in the remote rural communities.

How many people will your project serve annually?

1.001‐10.000

What is the average monthly household income in your target community, in US Dollars?

$50 - 100

A sua inovação busca ter um impacto em políticas públicas?

Não

Se sua inovação busca impactar políticas públicas, de que forma?

Approximately 150 words left (1200 characters).

SUSTENTABILIDADE

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What stage is your Social Enterprise in?

Em execução entre 1 e 5 anos

Sua organização possui um conselho de diretores ou um conselho consultivo?

Sim

Does your organization have a non monetary partnerships with NGOs?

Sim

Sua organização possui parcerias não financeiras com empresas?

Sim

Sua organização possui parcerias não financeiras com o governo?

Sim

Por favor, conte-nos mais sobre como parcerias podem ser fundamentais para o sucesso do seu Negócio Social

RAWDP enjoys cordial relationships with credible international groups that are part of the global effort to improve the living environment. Some of these international groups are the Water, Engineering and Development Centre (WEDC) at Loughborough University, UK; International Water Association, the Water Supply and Sanitation Collaborative Council, the Centre for Affordable Water and Sanitation Technology, the International Network to Promote Household Water Treatment and Safe Storage, and the World Water Council etc. Most of these organizations are assisting the organization to build its human capacity, training and other resources etc. Major stakeholders in the organizations business both currently and in the past are; The World Bank, who recently funded the water filter project; its local primary partners Nuel Mark & Partners, government agencies e.g. the health agencies, water utilities of the 7 states, the oil producing communities, the Niger Delta Development Commission of Nigeria (NDDC), the local government councils, oil companies and the Poverty Alleviation Agencies. Also involved are community groups, especially the women who are engaged in the promotion and distribution of the filters etc. There was also the Engineers for a Sustainable World, University of Buffalo chapter, New York USA who at a time served as secondary partners though on voluntary basis. They assisted as volunteers, researching appropriate design and promotion strategies for the filter and other projects. RAWDP’s primary partner, Nuel Mark & Partners is a private sector estate value firm specializing in best practices that improve the living environment. These partnerships are assisting the project in market penetration and growth.

We would like to learn more about how your initiative is financially supported. Please explain your business plan/revenue model

Our business plan or revenue model aims to reduce dependence on external funding by 2012. As shown in the box above, targets include reduction in dependence on donor agencies and oil companies from 85% to 30% by 2012. Clean water entrepreneurs are expected to earn about 30% of the entire revenue. A rise from 0% in 2008, same applies to other sectors identified in the box.

A História

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What was the defining moment that led you to this innovation?

I was appointed a pupil hydro- geologist while working for an oil servicing company based in Port Harcourt, Nigeria when I graduated from the university in 1997 and had the privilege of visiting many communities where Shell Petroleum Development Company was doing many water schemes. But I was not satisfied with the persisting approaches to community development which never solved or provided a lasting community owned solution to the clean water needs of the locals. It was my complete dissatisfaction with the way oil companies respond to the difficulties households in oil producing communities pass through in accessing clean drinking water especially the persistence of exotic contaminants, heavy industrial and sanitary pollution etc. Despite entreaties by parents, brothers, colleagues and friends I quite even though they thought I was insane to quit my well paid job for the murky waters of social entrepreneurship with unreliable income. Undeterred, I quit and set up RAWDP which is today supporting thousands of these rural folks to access clean drinking water at minimal cost. However, one crucial turning point occurred when I visited a household where everyone had cholera; the father, mother, children and even house helps. It was strange. Ironically, this household also had no latrines. Further investigation also revealed that only 1 in 10 had any form of improved latrine as most of the people had grown up accepting open defecation as a norm. This community also had no sustainable water supplies. They were all getting their water from a walking distance of over 1km from an open stream. It was too pathetic! To get around their problem, the need for improving their water supplies necessitated the evolution and introduction of our water filters. Hitherto I have a strategy that is driven more by the fear of failure than the act of failure itself. In view of the dynamic environment in which my projects operate, such as demand responsiveness and outcome based funding etc. T

Tell us about the person—the social innovator—behind this idea.

Joachim has a background of community volunteerism in rural Nigeria where he lives. He is a committed and enthusiastic social entrepreneur, who enjoys being part of, as well as working on successful projects. He is ever quick to grasp new ideas and concepts; and to develop creative solutions to problems. He works well on his own initiative and can demonstrate the high levels of motivation required to meet the tightest of targets, as well as retaining desired abilities to perform effectively even when under significant pressure. Joachim trained as a geologist in Nigeria; and later earned MSc. in Water and Environmental Management from the Water, Engineering and Development Centre, Loughborough University, UK. Joachim founded Rural Africa Water Development Project (RAWDP) after quitting his paid employment as a hydro-geologist for a company working for Shell Petroleum Development Company in the Nigerian Southeastern City of Port Harcourt in 2000. His dissatisfaction with the way oil companies respond to the difficulties households in oil producing communities pass through in accessing clean drinking water because of heavy industrial and sanitary pollution made his quitting a fait accompli despite entreaties by parents, brothers, colleagues and friends. According to Joachim …“They thought I was insane to quit my well paid job for the murky waters of social entrepreneurship with unreliable income”. Undeterred, Joachim quit and set up RAWDP which is today supporting thousands of these rural folks to access clean drinking water at minimal cost.

How did you first hear about Changemakers?

Newsletter from Changemakers

Se através de outra fonte, por favor forneça as informações

GREEN TECHNOLOGY: REMOVAL OF HEAVY METALS FROM INDUSTRIAL EFFLUENTS BY EFFICIENT BIOLOGICAL WASTE- "BANANA PEEL"

Criado em 06/7/2010 por shubu7488

Tannery industries of India are creating major pollutions to our water bodies & underground water source. Its heavy metal contamination leads to many diseases for both humans and animals.
My project “Banana Peel based Heavy Metal industrial effluent treatment” provides cheap & efficient solution to it.

Sobre Você

Organização: GLOBAL INNOVATION VILLAGE (GIVE 10), Center for sustainable rural development and research(CSRDRS) Visitar websitemais ↓↑ ocultar↑ ocultar

Seção 1: Sobre Você

Nome

Shuvra Kanta

Sobrenome

Behera

Website

Country

Índia, TN

Seção 2: Sobre a Sua Organização

Is your initiative connected to an established organization?

Sim

Nome da Organização

GLOBAL INNOVATION VILLAGE (GIVE 10), Center for sustainable rural development and research(CSRDRS)

Página da organização na internet

Telefone da organização

+91-9442104210

Endereço da organização

GIVE 10, CSRDRS, VIT University, vellore, Tamil Nadu, Pin- 632014

País da organização

Índia

Sua organização é

OSCIP/ONG

How long has this organization been operating?

Mais de 5 anos

Sua ideia

leia mais↓↑ ocultar↑ ocultar

Dê um nome ao seu projeto

GREEN TECHNOLOGY: REMOVAL OF HEAVY METALS FROM INDUSTRIAL EFFLUENTS BY EFFICIENT BIOLOGICAL WASTE- "BANANA PEEL"

Descreva seu Negócio Social

Tannery industries of India are creating major pollutions to our water bodies & underground water source. Its heavy metal contamination leads to many diseases for both humans and animals.
My project “Banana Peel based Heavy Metal industrial effluent treatment” provides cheap & efficient solution to it.

Country your work focuses on

Índia, TN

INOVAÇÃO

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O que faz a sua inovação única?

Industrial effluents cause main threat to the rural areas and the living habitat of that ecosystem. Biological waste has the potential to be reused in productive output. This study describes the use of banana peel, a commonly produced fruit waste, for the removal of heavy metals like Cd, Cr, Co, etc from industrial wastewater.
Rice straw, raw seaweed (Sargassum sp.), tea factory waste, maize corn cob, sugarcane bagasse, almond and sawdust are generally used as biosorbents. But these have other uses as well when compared to banana peel which has no further use, commonly produced fruit waste. Banana peel is suitable as biosorbent due to its easy availability and high sorption capacity of heavy metals. Currently only inefficient and expensive chemical based tannery effluent treatment method is there, showing 42% efficiency. While my bio based tannery effluent treatment by Banana Peel is an unique, efficient and cheap technology, showing 70%-80% efficiency.
Thus the above described technique is an efficient and immediate mode of wastewater treatment; having a long term impact and not using the conventional treatment which include the high cost of safely disposing the sludge and expensive chemicals for treating industrial wastewater. Based on the sustainability and economy this technique has the potential for commercialization.

Do you have a patent for this idea?

Sim

Impacto

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Temas relacionados à inscrição

Conte-nos sobre o impacto social de sua inovação. Por favor, inclua números e histórias como evidência deste impacto.

Easy availability and low cost
India is the largest Banana producing nation; 16.8 million metric tons/year
High Cr removal and recovery
Recyclability (upto 10 cycles)
High sorption capacity
High specificity
Less chemicals used
Efficient and immediate mode of effluent treatment
Easy and safe disposal of sludge
Has the potential for commercialization
Rural India will be having pollution free ecosystem

Problema: Descreva o(s) problema(s) principal (s) que sua inovação aborda

This study describes the use of banana peel, a commonly produced fruit waste, for the removal of heavy metals like Cd, Cr, Co, etc from industrial wastewater. The high concentration of heavy metal ions causes concern because of their carcinogenic properties, non-biodegradability and bio-accumulation. Cadmium causes metabolic disorders such as itai-itai disease, testicular atrophy, emphysema and renal damage. While Cr(VI) causes acute tubular & glomerular damage, ulceration & perforation of the nasal septum, asthma and cancer of the respiratory tract.

Ações: Descreva os passos que você está tomando para fazer da sua inovação um sucesso. Inclua a descrição do modelo de negócio. O que pode impedir esse sucesso?

By setting up a project for the treatment of heavy metal effluents coming out of tannery industry.
Why should one trust you?:
Every business is successful if the consumer is happy to use the product and trust on you. Trust can be achieved by showing the results and efficiency of our product in removal of heavy metals form industrial effluents. Second factor is showing the merits and profit of using our product. At last to have any start up there should be faith.
How is it different or better than any existing solution?
• Major shortcomings of conventional chrome effluent treatment include the high cost of safely disposing the sludge, expensive chemicals necessary for Cr(VI) reduction, incomplete reduction of Cr(VI) and the efficiency of Cr(VI) removal is only 42% giving the treatment cost of Rs.0.423/- per litre.
• While our product from banana peel, which is a biological product having no adverse effects to our environment, cheap, recyclability upto 10 cycles and percentage Cr(VI) removal is 62% giving the treatment cost of Rs.0.065/- per litre. This shows 6.5 folds profit from using the banana peel treatment method than present conventional Cr effluent treatment. It supports the biological mode of effluent treatment, an efficient and economy based solution to present contest.
Why would consumers choose this over others?
As it has already been mentioned in above question “How is it different or better than any existing solution”, this will pull the consumers (industrialist) to use our product rather other. This product can be used any time and can be transported to any part of globe as such easily. And no such other cheap and efficient technology is there till now for heavy metal effluents treatment.
Who are or will be your customers?:
Our customers are the industrialist having industries which produces toxic heavy metal effluents i.e tannery industry, chrome plating, metal finishing, textile, oil refinery, electroplating, nickel-cadmium batteries, fertilizers, pesticides, pigment and dyes producing industries.
How do you propose to respond to adverse scenario in these critical areas?
We can respond to the adverse scenario in these critical areas by:
• Collecting the waste banana peel from hostels mess of various educational institutes.
• Collecting from the banana chips producing industries.
• Contacting the Rag pickers to collect waste banana peel from various places.
• Introducing the plan to the municipal persons to collect banana peel separately from houses and various places, as a biodegradable waste.

Resultados: Descreva os resultados esperados destas ações nos próximos três anos. Por favor, aborde cada ano separadamente, se possível.

we will having polluted free water bodies along with a healthy atmosphere for the living being by implementing this technology over a period of 3 years and many more...

How many people will your project serve annually?

> 10.000

What is the average monthly household income in your target community, in US Dollars?

$50 - 100

A sua inovação busca ter um impacto em políticas públicas?

Sim

Se sua inovação busca impactar políticas públicas, de que forma?

my innovation requires the attestation and approval of state government for the smooth run of technology in wide scale.

SUSTENTABILIDADE

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What stage is your Social Enterprise in?

Fase de concepção

Sua organização possui um conselho de diretores ou um conselho consultivo?

Não

Does your organization have a non monetary partnerships with NGOs?

Não

Sua organização possui parcerias não financeiras com empresas?

Não

Sua organização possui parcerias não financeiras com o governo?

Não

Por favor, conte-nos mais sobre como parcerias podem ser fundamentais para o sucesso do seu Negócio Social

the partnership could help me in the growth of my technology to turn it up in a commercial model.

We would like to learn more about how your initiative is financially supported. Please explain your business plan/revenue model

Per day Profit= Rs.16,500/-
Monthly profit = Rs.16,500/- * 30days = Rs.4,95,000
Net profit(monthly profit – monthly expense)=Rs.4,95,000/- - Rs.1,88,200/- = Rs.3,06,800/-
Net Monthly profit=Rs. 3,06,800/-
Turnover (per year): Rs. 3,06,800/- * 12months = Rs.36,81,600/- (yearly profit)
Tax payable (12.5%): Rs. 4,60,200/-
Net profit (per year): Rs. 32,21,400/-
Thus, the plant over head cost can be pay back by 4 – 5 months.

As per the response of the market, the workforce and production will be increased. Incentives will be given to the workforce based on profit.
CARBO-S

A História

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What was the defining moment that led you to this innovation?

Industrial effluents cause main threat to the rural areas and the living habitat of that ecosystem. Biological waste has the potential to be reused in productive output. This study describes the use of banana peel, a commonly produced fruit waste, for the removal of heavy metals like Cd, Cr, Co, etc from industrial wastewater. The high concentration of heavy metal ions causes concern because of their carcinogenic properties, non-biodegradability and bio-accumulation.

Tell us about the person—the social innovator—behind this idea.

Dr. V.Thankamani, ass. Director, vit university, vellore, tamil nadu, INDIA,
She helped me a lot in all aspects for the for the development of my technology. She is like my role model of my life. The feelings can't be expressed.

How did you first hear about Changemakers?

College or university

Se através de outra fonte, por favor forneça as informações

Elise

Criado em 06/3/2010 por bmeura

To develop recycling of papers of offices, it was necessary to create the organization to transport papers from offices to recycling.
The aim of ELISE (Entreprise Locale d'Initiatives au Service de l'Environnement) is to create jobs for desabled people in the activities linked to recycling of papers of offices.
98 jobs created : 30% from insertion and 60% desabled persons

Sobre Você

Organização: ELISE (Entreprise Locale d'Initiatives au Service de l'Environnement) Visitar websitemais ↓↑ ocultar↑ ocultar

Seção 1: Sobre Você

Nome

bruno

Sobrenome

meura

Website

Country

França

Seção 2: Sobre a Sua Organização

Is your initiative connected to an established organization?

Nome da Organização

ELISE (Entreprise Locale d'Initiatives au Service de l'Environnement)

Página da organização na internet

Telefone da organização

Endereço da organização

País da organização

n/a

Sua organização é

OSCIP/ONG

How long has this organization been operating?

Mais de 5 anos

Sua ideia

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Dê um nome ao seu projeto

Elise

Descreva seu Negócio Social

To develop recycling of papers of offices, it was necessary to create the organization to transport papers from offices to recycling.
The aim of ELISE (Entreprise Locale d'Initiatives au Service de l'Environnement) is to create jobs for desabled people in the activities linked to recycling of papers of offices.
98 jobs created : 30% from insertion and 60% desabled persons

Country your work focuses on

França

INOVAÇÃO

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O que faz a sua inovação única?

ELISE was the inventor of recyling of office paper, but on top the major innovation is in the sort of old papers in 7 to 10 qualities : it's better for environnement = less water, energy, CO2 used to produce new paper, but it created additionnal jobs.

Do you have a patent for this idea?

Impacto

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Temas relacionados à inscrição

Conte-nos sobre o impacto social de sua inovação. Por favor, inclua números e histórias como evidência deste impacto.

98 jobs created : 30% from insertion and 60% desabled persons
Video: http://www.publicsenat.fr/cms/video-a-la-demande/vod.html?idE=60176

Problema: Descreva o(s) problema(s) principal (s) que sua inovação aborda

Protection of environnement and unemployment of desabled persons

Ações: Descreva os passos que você está tomando para fazer da sua inovação um sucesso. Inclua a descrição do modelo de negócio. O que pode impedir esse sucesso?

The next step of ELISE project is to transfer its know-how to local organizations able to manage it
everywhere there is a potential of recycling and a need of jobs for desabled people. Tis project would be handled through a contract for the concession of the Know-how, with fee for this know-how, tools and assistance.

Resultados: Descreva os resultados esperados destas ações nos próximos três anos. Por favor, aborde cada ano separadamente, se possível.

Objectives are to create 10 more ELISE units in major towns in France, with +/- 200 new jobs :
2 towns and 15 jobs, 1st year
6 towns and 80 jobs, 2nd year
10 towns and 200 jobs, 3rd year

How many people will your project serve annually?

< 100

What is the average monthly household income in your target community, in US Dollars?

Less than $50

A sua inovação busca ter um impacto em políticas públicas?

Sim

Se sua inovação busca impactar políticas públicas, de que forma?

To incitate politics to promote recycling of office papers

SUSTENTABILIDADE

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What stage is your Social Enterprise in?

Em execução por mais de 5 anos

Sua organização possui um conselho de diretores ou um conselho consultivo?

Sim

Does your organization have a non monetary partnerships with NGOs?

Não

Sua organização possui parcerias não financeiras com empresas?

Não

Sua organização possui parcerias não financeiras com o governo?

Não

Por favor, conte-nos mais sobre como parcerias podem ser fundamentais para o sucesso do seu Negócio Social

Approximately 250 words left (1200 characters).

We would like to learn more about how your initiative is financially supported. Please explain your business plan/revenue model

Income necessary to equilibrate business and make profit for development is based on
 50% services invoiced to clients companies
 35% income from sale of sorted papers to recyclers
 15% aids for desabled persons

A História

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What was the defining moment that led you to this innovation?

It was as an evidence in 1997, that for develop recycling of office papers, it was necessary to create a specific organization totransport papers from companies to recyclers. That job seemed to be tailored for people with no qualification, so people in difficulty of professionnel insertion.

Tell us about the person—the social innovator—behind this idea.

Bruno Meura, owner of a Direct Marketing Agency, had implemented recycling of old papers in its company in 1990. But there was no orgnizartion at that date to transport papers to recyclers, so people of the agency should bring papers by themselves.
In 1996, Bruno Meura sold (well) its company, and worked then on the problem for developping recycling of offices papers.
In 1997, with the support of town of Lille, and North of France Region, and Bruno Meura started an ONG, with the name of 1 of his daughters : Elise = ELISE.
Alexis PELLUAULT, general Manager today was the 1st salaried employee.

How did you first hear about Changemakers?

Through another organization or company

Se através de outra fonte, por favor forneça as informações

Entrepreneurs d'Avenir

Business Training for Rural Solar Entrepreneurs

Criado em 05/31/2010 por Sam Dargan

Great Lakes Energy (GLE) distributes low-cost solar energy products, through local entrepreneurs branded as Akira Urumuri (Receive the Light). These products are designed and priced for rural homes which are currently burdened with the high operating cost and dangerous health-hazard of kerosene lamps.

Sobre Você

Organização: Great Lakes Energy Visitar websitemais ↓↑ ocultar↑ ocultar

Seção 1: Sobre Você

Nome

Samuel

Sobrenome

Dargan

Website

Country

Ruanda, KV

Seção 2: Sobre a Sua Organização

Is your initiative connected to an established organization?

Sim

Nome da Organização

Great Lakes Energy

Página da organização na internet

Telefone da organização

+250728656025

Endereço da organização

BP 1373 Kigali

País da organização

Ruanda, KV

Sua organização é

Privada

How long has this organization been operating?

Entre 1 e 5 anos

Sua ideia

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Dê um nome ao seu projeto

Business Training for Rural Solar Entrepreneurs

Descreva seu Negócio Social

Great Lakes Energy (GLE) distributes low-cost solar energy products, through local entrepreneurs branded as Akira Urumuri (Receive the Light). These products are designed and priced for rural homes which are currently burdened with the high operating cost and dangerous health-hazard of kerosene lamps.

Country your work focuses on

Ruanda, XX

INOVAÇÃO

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O que faz a sua inovação única?

Our innovation is our distribution model. We have put an Akira Urumuri solar entrepreneur in almost every major village in Rwanda. They are selling products that are designed specifically for this market and priced accordingly, ensuring that clean energy is available for 8.5 million people living without electric lighting. This scale of distribution for renewable energy products has not been attempted or reached anywhere in Africa.

Our structure allows for a small management team to maintain a network of 148 independent dealers who actively market solar products and provide basic after-sales support. Our unique model allows for rapid scaling and growth while maintaining low overheads.

We provide these local entrepreneurs with 100% credit so that they can grow their business without capital restrictions. The credit facility also allows us to focus our selection criteria on behavioral and attitudinal traits and not on financial capability.

We recognize that our dealers are our foundation and our key to success, so we channel as many resources to their training and development as we can. We invest on them in the form of credit, training, logistical support and we provide them with branding and marketing materials. No one has approached the energy challenge in Africa with the scale of investment in rural entrepreneurs as we have.

The direct connection to our dealers provides us with rapid knowledge of market trends, mitigates against the potential for surprise changes in the market, and allows us to respond quickly to potential market changes

Do you have a patent for this idea?

Impacto

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Temas relacionados à inscrição

Conte-nos sobre o impacto social de sua inovação. Por favor, inclua números e histórias como evidência deste impacto.

We have 148 dealers selling solar products in all Rwanda. From June 2009 until May 2010, 1.584 products have been sold. Each product sold impacts 6-8 people (household size).

Through our distribution model we manage to reach an important part of the people living in rural areas with no access to any other source of lighting but kerosene, candles or wood. Clean and affordable solar energy brings many benefits to this population.

Economic impact

- Our dealers. We contribute to job creation and business development in the emerging solar sector. In addition, by distributing our products, they dramatically increase their earnings potential.
- Local Businesses: We contribute to the local economic development encouraging entrepreneurial cottage industry expansion by extending the functional length of the workable day. We stimulate further economic activity in rural areas.
- Households: Traditional light sources such as kerosene lamps are expensive and inefficient. Using solar lamps means potential savings for families and therefore, poverty alleviation.

Education

Using solar products results in an improvement of studying conditions for low income households since light provided by kerosene lamps is not sufficient for studying. Enhancing educational performance increases students’ possibilities to contribute to economic development for themselves and their families.

Health

Clean solar energy improves child/family health by replacing unhealthy energy sources and improves the quality of health care delivery by providing solar power for rural community health care facilities.

Environment

Our products contribute to protecting the environment through greatly reducing the CO2 emissions, by replacing fossil consumption with clean solar energy utilization, and by reducing tree cutting thus preventing soil erosion and saving essential wildlife habitat.

Our first dealer, Teresa, was distributing airtime in a borrowed space in a shop. When she started working with us she was able to rent a small shop for herself and sell various products. Nowadays she has 2 locations selling our products. Due to the increased earnings she has made, she has been able to send her 3 kids to school.

Problema: Descreva o(s) problema(s) principal (s) que sua inovação aborda

The main problem we are addressing is the lack of access to clean and affordable sources of lighting that millions of people are facing.
By making solar products available to almost everyone in the country we address the problems stemming from the use of the only available sources of lighting for population living in off-grid, remote areas, such as kerosene lamps, candles and wood.
- Rural families spend up to 30% of their annual income in these expensive and inefficient sources of lighting.
- Kerosene lamps, candles and wood do not provide enough lighting for studying.
- Use of kerosene increases risk of respiratory diseases, especially for women and children, the most exposed to kerosene vapors, as they are the ones who spend most time inside the house. In addition, the use of kerosene lamps inside houses involves high risks of fire accidents.
- Use of wood and kerosene contributes to deforestation, soil erosion and CO2 emissions.
- Women in rural areas spend, not only an important part of the household annual income for kerosene or wood, but also time and effort that could be used for other activities.

Ações: Descreva os passos que você está tomando para fazer da sua inovação um sucesso. Inclua a descrição do modelo de negócio. O que pode impedir esse sucesso?

- Dealers training. We are aware that our foundation is our dealers and the stronger we make them the stronger we will be. We invest heavily in training.

We need each dealer to sell 10 products per month for our enterprise to be a success. The key factor in achieving this target is the business skill of the entrepreneur. Our coaching becomes the most important aspect of our management.

- Right product, right price. There is enormous demand for home and small business lighting. All products undergo thorough quality and marketing testing. We make products available and affordable to almost everyone.

We have translated our solid understanding of the market into a business model that allows us to reach out to consumers with methods appropriate to local conditions and preferences.

- Low overheads. We have efficient methodologies for managing our distribution network with very low overheads.

Each of our four Territory Managers is responsible for managing 30-50 independent rural dealers. GLE's fixed costs in this structure are limited to the core company. This financial efficiency is a major factor for the sustainability of the business. The model is extremely scalable in Rwanda and other markets. We can add more dealers/products with no/minimal increase in overheads.

Our most significant risk is that the product is not accepted or that potential customers will still struggle to afford the entry level cost.

To mitigate this risk, we have done extensive market research to ensure that our product is designed to meet the market demand and expectations. It is imperative for the long term sustainability and profitability of our project that our products are accepted in the market; hence we have incentive to continually conduct thorough market research.

We have also developed tools to address consumer´s financial problems or uncertainty related to the quality of the products. Under certain circumstances, we have a sale mechanism that allows 3 payments that make our products affordable to almost everyone. In addition, our dealers let clients use the product for one week before they have to pay for it. Both systems are working well so far.

Resultados: Descreva os resultados esperados destas ações nos próximos três anos. Por favor, aborde cada ano separadamente, se possível.

Products sold/lives impacted
From June to December 2009 we have sold 562 products. From January to May 2010 we have sold 1,022 products. If we continue to increase at the same rate, by December we will have sold 6,500 products in 2010. About 39,000 people lives will be impacted and GLE business will become sustainable. To be able to achieve this objective we need to continue investing in our dealers training.
Considering a 0% monthly growth on sales from December onward, projected sales for 2011 will be 12.000 products sold. It is more likely that sales continue to increase at the rate of 30%. In this case projected sales for 2011 will be 17.000 products sold.
Greatest contribution would be GLE proving this a profitable market. Each company that can do this (none has done it yet) will attract many other investors to this market, making it more competitive, more innovative, more consumers will have access to a greater variety of clean energy products. More products for this market will be developed.

Dealers created / profits realized by entrepreneurs
Once the majority of our dealers are sustainable, we will add 30 more dealers in Rwanda. We expect to do this in February 2011. Sales rate and availability of products in Rwanda will be increased.

A dealer that sells 10 products per month makes a significant amount of profit for a rural entrepreneur and this stimulates localized economic development. Some of our dealers already sell 20 - 30 products per month. As a village develops economically our business in that village will also increase. This economic development is a foundation of our strategy.

GLE business is sustainable and is scaled to other areas.
When the Rwandan operation is cash-flow positive, GLE will expand into other countries in Africa with this same distribution model and same product line.

How many people will your project serve annually?

> 10.000

What is the average monthly household income in your target community, in US Dollars?

Less than $50

A sua inovação busca ter um impacto em políticas públicas?

Sim

Se sua inovação busca impactar políticas públicas, de que forma?

The major policy barrier to the adaption of solar products in Rwanda is that they are not exempted from VAT. If we can prove the viability of the market and show the Rwandan Revenue Authority that more money can be collected through income tax than through VAT, they will agree to exempt solar products from VAT, which will allow solar companies in Rwanda to lower their prices by about 20%.

SUSTENTABILIDADE

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What stage is your Social Enterprise in?

Em execução entre 1 e 5 anos

Sua organização possui um conselho de diretores ou um conselho consultivo?

Sim

Does your organization have a non monetary partnerships with NGOs?

Sim

Sua organização possui parcerias não financeiras com empresas?

Não

Sua organização possui parcerias não financeiras com o governo?

Sim

Por favor, conte-nos mais sobre como parcerias podem ser fundamentais para o sucesso do seu Negócio Social

We work with co-operatives, banks, international NGO’s, and other businesses. The World Bank- IFC- Lighting Africa Program is an important supporting network for us

In addition, our suppliers are crucial partners: G24 Innovations (UK), Barefoot Power (Australia), Base Technologies (UG) and African Energy (USA). They ensure we have exclusivity for Rwanda and they support us in any way they can.

These partnerships and supporting network help us achieve our objectives.

New sources of external funding are needed in order to allow us to focus on training our local entrepreneurs.

Our biggest partnership need is for an investor. We are in discussion with several potential investors currently.

We would like to learn more about how your initiative is financially supported. Please explain your business plan/revenue model

We have reached the point where, in the short term, the initiative still needs external financial support to fund stocking needs. This required financial support will come in the form of a credit line from our main supplier which is currently being negotiated.

Availability of additional financial resources that allow us to complete our dealers education is major factor for the business to hit its targets and achieve sustainability.

Each dealer only needs to sell 10 products per month for us to start making profit. Once we hit the point of all dealers selling this amount of products per month, the initiative will be sustainable and it will be financed solely by revenues. Some dealers are already selling 20-30 products per month.

We will continue growing through increasing the number of products sold by each dealer and we will add 30 more dealers in Rwanda in early 2011.

A História

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What was the defining moment that led you to this innovation?

I spent my first 3 years in Africa living in a remote off-grid village in Northern Rwanda, working as the infrastructural engineer for a hospital. During this time I gained a strong understanding of the energy needs of rural institutions, in particular health facilities, and much experience with solar power in rural Africa through the installation and maintenance of solar power for the hospital for which I worked, and surrounding health centers.
In 2005 I started Great Lakes Energy in an effort to solve the energy burdens of rural homes and institutions with solar power. It was clear from the start that the only way to achieve significant impact was through a sustainable business model. Thus Great Lakes Energy was born.
At first we struggled to get rural clients and thus we grew the business from sales to institutions and large NGO’s. I continuously studied and experimented with methods for reaching the rural home market. The business model described above is the result of these years of study and trial and error.
GLE created the brand Akira Urumuri for the purpose of distributing and marketing solar products to rural homes.

Tell us about the person—the social innovator—behind this idea.

I came to Rwanda when I was 20 years old .In the hospital, my role was diverse and involved managing engineering projects, road maintenance, construction, ambulance driver, operating/surgery assistant, maintenance of medical equipment, logistics, and ensuring energy supply for the hospital.
I recognized the pressing need for a clean energy alternative to kerosene soon after my arrival in Rwanda. The obvious solution for both the hospital energy demand and the millions of rural homes was solar energy and I began an intense 3 year self-study in renewable energy engineering.
I founded a technical school in the village where I lived. The purpose of the technical school was to train students on a range of technical skills, including solar energy. The activities were constantly limited due to shortage of funds, and fundraising in the US proved to be an inefficient and frustrating activity. This, amongst other experiences, led me to believe that the only sure way to achieve progress in development was through sustainable business models.
In 2005, I decided I would stay in Rwanda and wanted to contribute towards the development of the country that I now called home.
I have learned much since starting GLE. It is now a functional operation, with 9 staff, an upstanding reputation in the African solar industry, and the most ambitious distribution model for low-cost solar products in Africa.

How did you first hear about Changemakers?

Web Search (e.g., Google or Yahoo)

Se através de outra fonte, por favor forneça as informações

RECICL-ARTE puede cambiar tu vida

Criado em 05/30/2010 por josecfergo

Reciclando residuos y añadiendo diseño mas utilidad,se pueden obtener recursos financieros, crear conciencia ambiental y cambiar a la comunidad. En la Peninsula de Yucatán es prioridad por el suelo cárstico,único en el mundo, al ser altamente permeable y contaminable por los residuos, una de sus causas principales; y la cultura actual de no apreciar los residuos reusables.

Sobre Você

Organização: Centro Ukana I Akumal, A.C. Visitar websitemais ↓↑ ocultar↑ ocultar

Seção 1: Sobre Você

Nome

Carlos

Sobrenome

Gómez

Website

Country

México, ROO

Seção 2: Sobre a Sua Organização

Is your initiative connected to an established organization?

Sim

Nome da Organização

Centro Ukana I Akumal, A.C.

Página da organização na internet

Telefone da organização

529848759095

Endereço da organização

Km 104 Carretera Puerto Juárez-Tulum Akumal, Quintana, Roo

País da organização

México, ROO

Sua organização é

OSCIP/ONG

How long has this organization been operating?

Mais de 5 anos

Sua ideia

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Dê um nome ao seu projeto

RECICL-ARTE puede cambiar tu vida

Descreva seu Negócio Social

Reciclando residuos y añadiendo diseño mas utilidad,se pueden obtener recursos financieros, crear conciencia ambiental y cambiar a la comunidad. En la Peninsula de Yucatán es prioridad por el suelo cárstico,único en el mundo, al ser altamente permeable y contaminable por los residuos, una de sus causas principales; y la cultura actual de no apreciar los residuos reusables.

Country your work focuses on

México, ROO

INOVAÇÃO

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O que faz a sua inovação única?

En la educación formal en Quintana Roo no se incluye la educación ambiental. La ONG para la que trabajo, el Centro Ukana I Akumal, A.C., conocido como el Centro Ecologico Akumal (CEA), tiene como visión y misión, ser un modelo de desarrollo sustentable sin dañar el medio ambiente, y opera desde hace mas de quince años programas en educación ambiental, acopio de residuos sólidos, gestión para mejorar la calidad del agua, protección a las tortugas marinas que anidan en sus playas ancestralmente (Akumal en Maya significa lugar de tortugas)y protección de parte del arrecife mesoamericano frente a las bahías de Akumal. El proyecto se sumaría a esos esfuerzos; se requiere equipar un taller con herramientas e insumos para enseñar a los chicos de secundaria cómo elaborar artículos útiles, de calidad y con diseño, contribuyendo a desarrollar sus habilidades manuales, emprendedoras y sentido de comunidad, además a comercializar los productos resultantes, en la tienda física y virtual que el CEA también ya opera, compartiendo las utilidades por el trabajo de los chicos, en beneficio de su escuela y de su comunidad. Se tiene registrada la marca RECICL-ARTE y el diseño(ver fotos anexas de algunos artículos y de la marca. Se puede crear un mercado alterno de artesanías para el turismo en la zona y despertar ideas de inovación entre los participantes jovenes de la comunidad.

Do you have a patent for this idea?

Impacto

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Temas relacionados à inscrição

Conte-nos sobre o impacto social de sua inovação. Por favor, inclua números e histórias como evidência deste impacto.

Como estamos en la etapa inicial del proyecto, sólo puedo relatar el entusiasmo de los chicos de la escuela secundaria al realizar algunos de los artículos. Calculo el impacto social dado el tamaño de la comunidad de Akumal-pueblo,la cual tiene una población de aproximadamente 3000 habitantes como determinante, si logramos una "pequeña industria" del reuso y al difunfir su éxito, e integrarse a la misión y visión del Centro Ecológico Akumal: Ser un modelo de sustentabilidad en el Caribe mexicano; un modelo replicable en toda la región.

Problema: Descreva o(s) problema(s) principal (s) que sua inovação aborda

El proyecto ayudará a resolver el mal manejo que se hace de los residuos sólidos reciclables o reusables en la región. Por las características únicas del suelo cárstico en todo el estado y en la península, esto es, un suelo altamente fracturado y permeable y por lo tanto contaminable, requiere crear conciencia entre los jóvenes estudiantes, los profesores, y la población en general sobre la importancia de no arrojar estos residuos en cualquier parte. Al agregar diseño y calidad en la elaboración de artículos con materiales reutilizables, que sean útiles y comercializables, se logrará atraer la atención por acopiarlos, reutilizarlos y generar recursos financieros para mejorar las condiciones de la propia escuela y eventualmente de la comunidad.
La importancia de la educación ambiental es proritaria, ya que no se tiene incluída en la educación formal, agravado por la alta rotación de trabajadores y pobladores en la región, provenientes de otros estados del país; por lo peculiar del suelo cárstico en la región peninsular.

Ações: Descreva os passos que você está tomando para fazer da sua inovação um sucesso. Inclua a descrição do modelo de negócio. O que pode impedir esse sucesso?

Los pasos a seguir para el éxito de esta idea, son:
Diseño de un catálogo y muestras de artículos elaborados con materiales reutilizables, con alto contenido de diseño, utilidad, y replicables.
Equipamiento de un taller en las instalaciones de la escuela para la capacitación a los jóvenes, sobre cómo elaborar los artículos.
Exhibición y venta inicialmente sobre pedido o reposición del muestrario de los mismos en la tienda ubicado en el Centro Ecologico Akumal (CEA; en la zona turística de la playa de Akumal), como parte de su programa de educacion ambiental, y en la tienda virtual en su sitio WEB.
Reinversión de las utilidades obtenidas, en el primer año, en materiales e insumos para incrementar los volúmenes de producción y hacerlo en mayor escala.
Participar en las exposiciones y ferias locales y estatales, para difundir los productos (GreenExpo, Festival de Tortugas, EcoPlaya, entre otros).
El CEA es ampliamente conocido en la zona y cuenta con la infraestructura para apoyar esta iniciativa, al integrarla a su programa de educacion ambiental.

Resultados: Descreva os resultados esperados destas ações nos próximos três anos. Por favor, aborde cada ano separadamente, se possível.

Resultados esperados, en el proyecto:

AÑO 1 (cifras en us dls.)
Concepto Can
tidad Costo unit. Importe Egresos Ingresos Saldo
Etapa pre-operativa
Elaboracion de productos muestra 50 20 1,000 1,000 -1,000
Fotografias digitales p/catalogo
virtual 60 10 600 600 -1,600
Publicacion en sitio Web s/c 0 0 -1,600
Equipamiento de taller escolar:
Cortador p/ envases de vidrio 2 300 600 600 -2,200
Soldadora electrica 2 350 700 700 -2,900
Herramientas de corte manuales/ varias, para plastico / pet / otros 10 50 500 500 -3,400
Diversos insumos p/ elaboracion de productos 100 10 1000 1000 -4,400
Participacion en Expo ferias 2 200 400 400 -4,800

Etapa operativa
Ventas estimadas trimestre 1 50 30 1,500 1,500 1,500 -3,300
Ventas estimadas trimestre 2 50 30 1,500 1,500 1,500 -1,800
Reposicion de inventarios 100 11 1,100 1,100 -2,900
Ventas estimadas trimestre 3 30 30 900 900 -2,000
Ventas estimadas trimestre 4 30 35 1,050 1,050 - 950

AÑO 2 (cifras en us dls.)
Concepto Can
tidad Costo unit. Importe Egresos Ingresos Saldo
Año 1 saldo final - 950
Reposicion de inventarios 100 11 1,100 1,100 -2,050
Fotografias digitales p/catalogo
Virtual Actualización 50 10 500 500 -2,550
Publicacion en sitio Web s/c 0 0 -2,550
Reposición de herramientas de corte manuales/ varias, para plastico / pet / otros 5 50 250 250 -2,800
Diversos insumos p/ elaboracion de productos 50 10 500 500 -3,300
Participacion en Expo ferias 2 200 400 400 -3,700
Ventas estimadas trimestre 1 50 33 1,650 1,650 -2,050
Ventas estimadas trimestre 2 50 30 1,500 1,500 - 550
Reposicion de insumos 100 11 1,100 1,100 -1,650
Ventas estimadas trimestre 3 30 35 1,050 1,050 - 600
Ventas estimadas trimestre 4 30 35 1,050 1,050 450

AÑO 3 (cifras en us dls.)
Concepto Can
tidad Costo unit. Importe Egresos Ingresos Saldo
Año 2 saldo final 450
Reposicion de inventarios 100 11 1,100 1,100 - 650
Reposición de herramientas de corte manuales/ varias, para plastico / pet / otros 5 50 250 250 - 900
Diversos insumos p/ elaboracion de productos 50 10 500 500 -1,400
Participacion en Expo ferias 1 200 200 200 -1,600
Ventas estimadas trimestre 1 50 33 1,650 1,650 50
Ventas estimadas trimestre 2 50 30 1,500 1,500 1,550
Reposicion de insumos 100 11 1,100 1,100 450
Ventas estimadas trimestre 3 60 35 2,100 2,100 2,550
Ventas estimadas trimestre 4 30 35 1,050 1,050 3,600

Mas un producto no cuantificable, pero sí medible, de lograr un interés en la comunidad y eventualmente en la zona; por la reutilización de la " basura "

How many people will your project serve annually?

101‐1.000

What is the average monthly household income in your target community, in US Dollars?

$100 ‐ 1000

A sua inovação busca ter um impacto em políticas públicas?

Sim

Se sua inovação busca impactar políticas públicas, de que forma?

Al demostrar la utilidad e importancia de un buen manejo de los residuos sólidos, se busca motivar a las autoridades municipales y estatales, en mejorar la educacion ambiental en los programas escolares; en crear empresas cercanas que procesen los residuos, al demostrar su utilidad. Hasta ahora, en todo el estado es muy difícil de manejar el acopio de residuos y su re-proceso, ya que no hay empresas locales que lo realicen y el transporte a otros estados impide que sea una actividad auto sustentable. A pesar de que recibe mas de 3 millones de turistas y visitantes que generan una gran cantidad de residuos que serían comercializables, si hubiera empresas para su proceso localmente.

SUSTENTABILIDADE

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What stage is your Social Enterprise in?

Fase de concepção

Sua organização possui um conselho de diretores ou um conselho consultivo?

Sim

Does your organization have a non monetary partnerships with NGOs?

Sim

Sua organização possui parcerias não financeiras com empresas?

Sim

Sua organização possui parcerias não financeiras com o governo?

Sim

Por favor, conte-nos mais sobre como parcerias podem ser fundamentais para o sucesso do seu Negócio Social

poder de convocatoria
potencial de replica
contactos en la industria hotelera
influir en los proyectos municipales del gobierno en temas de reciclaje y manejo de residuos
potencial de incluir con la sec de ed del estado curso de
excelente contacto continuo con turistas, clientes potenciales (promocion)
Approximately 250 words left (1200 characters).

We would like to learn more about how your initiative is financially supported. Please explain your business plan/revenue model

Donaciones de las asociaciones de negocios locales (Consejo de Akumal)
Donaciones directos de algunos hoteles en Akumal.
Apoyo en logistica por hoteles locales (uso de salones para cursos, etc.)

A História

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What was the defining moment that led you to this innovation?

La idea básica la obtuve de leer artículos y revistas sobre las posibilidades que tiene el reciclaje y reutilización de lo que llamamos "basura", y al conectarlo con lo que diariamente veo en mi país en muchas latitudes: la indiferencia de la gente al pasar junto a los envases de todo tipo, que han inundado nuestro entorno. El ver que la mayoría de la gente no recapacita en que si todos tiramos basura donde sea, nos afecta: Al obstruir drenajes, asfixiar a criaturas en el mar, en los ríos, nuestras playas, etc.
Me hizo pensar en que si hacemos crecer la industria del reciclaje y reutilización, hay un potencial enorme. Me llevó a imaginarme algún día a nuestro Caribe mexicano una zona turística donde se puedan adquirir artículos de tal calidad que sean atractivos para el turista; tanto por su funcionalidad, por su calidad artística como por su contribución a preservar el medio ambiente de nuestras playas y zona maya.

Tell us about the person—the social innovator—behind this idea.

Soy el administrador del CEA, originario de la ciudad de Mexico y al integrarme a esta comunidad desde hace 2 años, he observado las grandes carencias de oportunidades para los jovenes en Akumal-pueblo. Ante ello, he participado en forma voluntaria primero: dándoles lectura de libros en voz alta, ante su buena respuesta, estamos montando una obra de teatro rescatando una de las muchas leyendas mayas que hay en la región y ahora esta iniciativa me entusiasma enormemente. Quisiera ser un agente de cambio en el poblado, al ser ahora parte de ellos !

How did you first hear about Changemakers?

Web Search (e.g., Google or Yahoo)

Se através de outra fonte, por favor forneça as informações

comentarios de mi jefe en la ONG, el director ejecutivo Paul Martin Sanchez Navarro; ambientalista totalmente comprometido

Recycled Stationary

Criado em 05/24/2010 por NJEntre

To recycle past pieces of paper homework by students and create new stationary for students from these recycled homework.

Sobre Você

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Seção 1: Sobre Você

Nome

NJC

Sobrenome

InE

Website

Country

Singapura

Seção 2: Sobre a Sua Organização

Is your initiative connected to an established organization?

Nome da Organização

Página da organização na internet

Telefone da organização

Endereço da organização

País da organização

Singapura

Sua organização é

OSCIP/ONG

How long has this organization been operating?

Menos de um ano

Sua ideia

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Dê um nome ao seu projeto

Recycled Stationary

Descreva seu Negócio Social

To recycle past pieces of paper homework by students and create new stationary for students from these recycled homework.

Country your work focuses on

Singapura

INOVAÇÃO

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O que faz a sua inovação única?

Every year, thousands of tonnes of paper is used to print homework and notes for students. These homework and notes are simply chucked or thrown away one the assignment is over or when a student's studying life ends. We plan to make use of this untapped resource to in turn create paper stationary that can also be of use the students.

Do you have a patent for this idea?

Impacto

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Temas relacionados à inscrição

Conte-nos sobre o impacto social de sua inovação. Por favor, inclua números e histórias como evidência deste impacto.

By recycling old homework from students, tens of thousands of tonnes of paper can be recycled and put to better use instead of ending up as excess pollution and wastage. Stationary can also be of use to students. This will also reduce the amount of material needed to make non-biodegradable plastic stationary. The paper stationary are in turn biodegrable and will not pollute the earth once they have ended their pragmatic use.

Problema: Descreva o(s) problema(s) principal (s) que sua inovação aborda

Excess pollution, active recycling.

Ações: Descreva os passos que você está tomando para fazer da sua inovação um sucesso. Inclua a descrição do modelo de negócio. O que pode impedir esse sucesso?

Enlisting the help of chosen school's Greenlink Clubs to promote and spread the message of recycling and the existence of this recycling homework to stationary project.
Put recycling bins in conspicuous places in the canteen.
Make prototype stationary as attractive as possible and display them beside the recycling bins in the canteen. This will attract students to purchase the stationary once they have been produced. And will also encourage students to recycle more of their old homework to enable more production of paper stationary.

Resultados: Descreva os resultados esperados destas ações nos próximos três anos. Por favor, aborde cada ano separadamente, se possível.

Year 1: Generate and increase interest of students in donating more of their old homework and actively purchase the paper stationary.
Year 2: Extend project to all pre-U schools in Singapore.
Year 3: Expand business into an active recycling company catering to the less-reached residents living in private condominiums, where normal recycling companies do not access to. Also, begin providing paper stationary to less-fortunate children for free instead of selling them.

How many people will your project serve annually?

101‐1.000

What is the average monthly household income in your target community, in US Dollars?

$1000 - 4000

A sua inovação busca ter um impacto em políticas públicas?

Não

Se sua inovação busca impactar políticas públicas, de que forma?

Approximately 150 words left (1200 characters).

SUSTENTABILIDADE

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What stage is your Social Enterprise in?

Fase de concepção

Sua organização possui um conselho de diretores ou um conselho consultivo?

Não

Does your organization have a non monetary partnerships with NGOs?

Não

Sua organização possui parcerias não financeiras com empresas?

Não

Sua organização possui parcerias não financeiras com o governo?

Não

Por favor, conte-nos mais sobre como parcerias podem ser fundamentais para o sucesso do seu Negócio Social

We are an independent group of students who plan to spread the message amongst students, therefore the only organization and partnership vital to the success of this course would be the school's support in giving us space and avenues to spread our message.

We would like to learn more about how your initiative is financially supported. Please explain your business plan/revenue model

This venture is not one that requires a high start-up cost as recycling is free.

A História

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What was the defining moment that led you to this innovation?

Approximately 250 words left (2000 characters).

Tell us about the person—the social innovator—behind this idea.

Us, students, who noticed the mounting rubbish on the streets and the derelict conditions the school's normal recycling bins were in.

How did you first hear about Changemakers?

Web Search (e.g., Google or Yahoo)

Se através de outra fonte, por favor forneça as informações

Thunk in India: Innovations for a cleaner and sustainable earth.

Criado em 05/24/2010 por surenvikhash

1) Innovating with waste materials that generally find their way into landfills, and transforming them into useful, durable and well-designed day-to-day-use products and

2) Designing and producing desirable Organic Alternatives at affordable prices.

People from various underprivileged communities (Slum workers, Rag pickers), Craftsmen (Weavers) and Organic farmers are empowered by this venture

Sobre Você

Organização: Thunk in India Visitar websitemais ↓↑ ocultar↑ ocultar

Seção 1: Sobre Você

Nome

Suren

Sobrenome

Vikhash

Website

Country

Índia, TN

Seção 2: Sobre a Sua Organização

Is your initiative connected to an established organization?

Sim

Nome da Organização

Thunk in India

Página da organização na internet

Telefone da organização

+91 96777 57517

Endereço da organização

60/125, Periyaswami road (west), R.S. Puram, Coimbatore – 641002

País da organização

Índia, TN

Sua organização é

Privada

How long has this organization been operating?

Entre 1 e 5 anos

Sua ideia

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Dê um nome ao seu projeto

Thunk in India: Innovations for a cleaner and sustainable earth.

Descreva seu Negócio Social

1) Innovating with waste materials that generally find their way into landfills, and transforming them into useful, durable and well-designed day-to-day-use products and

2) Designing and producing desirable Organic Alternatives at affordable prices.

People from various underprivileged communities (Slum workers, Rag pickers), Craftsmen (Weavers) and Organic farmers are empowered by this venture

Country your work focuses on

Índia, TN

INOVAÇÃO

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O que faz a sua inovação única?

Thunk in India is passionate and dedicated towards innovating with waste materials that generally find their way into landfills, and transforming them into useful, durable and well designed day-to-day-use products. Thunk is establishing itself as a Brand, and our products have the assurance of great design and quality. Through the process of conversion of waste into useful products, the lives of various Underprivileged Communities (slum men and women) and Craft Communities (weavers, tailors etc.) are benefited.

By looking at different ways to manage waste at source and by understanding how the existing system works, we understood how intervention at various points with small changes would result in big differences. We decided to make the so-called 'useless' waste ‘useful’, providing value for these otherwise discarded materials.

Our vision is to innovate with everyday waste materials, whether the materials are from household waste or industrial waste or natural waste. A lot of these waste materials have a long life span, but only a small percentage of its life span is utilized before it is discarded and reaches the dump yards. We use this so called waste, as new rich raw materials to innovate with (processing innovations, weave exploration and product innovation – please see below for more detailed information). This not only utilizes the waste materials and increase their life span but also reduces new natural resources from being used up. We re-use and thereby “up-cycle”, following a cradle to cradle design approach (i.e. waste from one process is used as “food” for another; waste = food).

We help companies go green, manage their waste and transform some of it into products, reduce their ecological footprint, and work towards converting the company into a zero waste organization.

We also do a waste- eco-carbon audit to see how any company can truly make a difference in going green and we offer various green product solutions and services

Do you have a patent for this idea?

Impacto

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Temas relacionados à inscrição

Conte-nos sobre o impacto social de sua inovação. Por favor, inclua números e histórias como evidência deste impacto.

Social and environmental effects: 1) By up-cycling waste materials, we reduce the quantities of waste reaching the landfills and dump yards. Dumping waste in dump yards poisons the land, the water bodies connected to it, and the environment around. Thus, through our venture, lesser land is polluted by garbage. So far around 100 tonnes of non-biodegradable waste have been converted into useful products. 2) Utilization of waste materials 3) We indirectly reduce the amount of new resources being used from the earth. When a customer buys our product (made from waste materials), they reduce the amount of new resources being used and eaten from the earth. 4) People from various underprivileged communities are empowered. Currently, 10 weavers and 40 Slum men and women get benefited by our project. Livelihoods are empowered by a) Income generation: Currently each of the slum workers engaged with us earns INR120 a day / 3000INR per month on average (This income is earned by waste management: waste collection, segregation and processing). We also help our workers by linking them with government schemes such as appropriate saving schemes, health insurance schemes, in addition to providing them basic facilities and infrastructure for good health and hygiene at work spaces. b) Teaching professional skills such as waste management, waste processing, tailoring and weaving to our workers. Once they have acquired these skills, they are equipped with assets which they can use to earn a living for the rest of their lives even if they want to work independently. c) Identifying and Implementing appropriate saving schemes: We are in the process of adopting the Bhima Saving Scheme ( a micro-personal saving scheme ) where one can open an account with as little as INR1.00, and also save as little as INR1.00 per day. d) Improved Living Conditions: We are linking up slums we work at, with the relevant authorities and NGOs to ensure that they have access to these amenities. e) Identifying and creating awareness of the need for health insurance: The importance of health, and the consequence of having health insurance is being promoted and linkages to the relevant insurance companies are being secured currently. f) Providing education for their children: we plan to set up schools that will provide basic education and vocational training.

Problema: Descreva o(s) problema(s) principal (s) que sua inovação aborda

1) Problem of Waste
2) Underprivileged communities around us.

By looking at different ways to manage waste at source and by understanding how the existing system works, we understood how intervention at various points with small changes would result in big differences. We decided to make useful products from waste by providing value to otherwise discarded materials. We use these waste as new rich raw materials to innovate with (processing innovations, weave exploration and product innovation. This not only utilizes the waste materials and increase their life span but also reduces new natural resources from being used up.

Thunk is a start-up company, established in 2009. It came forth from a design project carried out by Suren in the field of waste in 2007- 2008. The project consisted of designing compositors that converted organic waste into manure. That project lasted a year, and during that period Suren familiarized himself with the current waste management system in Bangalore, and understood the various stakeholders’ roles in the entire system. This led him to start exploring other options with the waste materials. One such identified interventions was Up-cycling waste materials. He designed various products using waste materials like tetrapak cartons and polythene covers. At the end of 2008, Suren realised that a lot of people were interested and supported (by purchasing) the concept and the products. Moreover, many companies and stores were increasingly interested in selling these high end products made from waste materials. After completing a successful pilot stage, he realized that there was demand for such products and that it was worthwhile to start an organization, which constantly innovated with waste. Rag pickers play a crucial role in the waste management system who initiate the process of waste management by primary waste collection. Through this project, we empower the livelihoods of these people.

Ações: Descreva os passos que você está tomando para fazer da sua inovação um sucesso. Inclua a descrição do modelo de negócio. O que pode impedir esse sucesso?

Actions:
Identifying new outlets to supply our products
Identifying individual clients
Identifying exhibition and sales to participate in
Identifying new processing techniques
Identifying new ways of cleaning waste more effectively
Designing new range of products
Intensive market research
Identifying export clients
Scaling up Production capacity
Expanding the weaving setup
Identifying different kinds of waste materials
Trend analysis
Upgrading and Updating website
To ensure the smooth running of the Weaving unit
To ensure the smooth running of the Tailoring unit
To ensure the smooth running of the Furniture
To ensure the smooth running of the Design exploration set up
Innovating new fabric from waste materials
Analysis and Observations of the sale of our products in the various outlets
Quality check on our woven fabric
Product quality check
Identify new ways of increasing the product life
Developing different techniques to reduce the companies carbon foot print
Participating in Conferences and exposure programmes
Ensuring hygiene at the waste processing centers
Servicing, repairing and maintaining the infrastructure (tools, machinery) in the design exploration set up
Identifying new tools, machionaries and technologies to develop the infrastructure of the design exploration set up
Ensuring the constant supply of raw materials
Creating new visual materials to market our products

Risks we foresee:

Waste materials changing with time:
The kind of waste materials generated keeps changing with time. We keep up-to-date with the new materials coming into the market. We also work with a large variety of waste materials: different types of plastic, tetrapak, e-waste, natural waste etc. Every 3 months, we do an analysis to observe the kinds of waste materials and the quantity currently being generated. We explore the potentials of various waste materials and develop different ways of using them.

Reduced sales of products due to recession:
We focus on developing day-to-day use products that are based on needs. We create products that have a high functional value, which are in demand irrespective of the recession. We also price the products competitively. We create products of great design with high functionality and quality.

Other risks we foresee.I have mentioned only the headlines as there is not enough word limit to expand on it:

Competitor challenges
Labour related problems
Supply of raw materials
Slow market development for such products from waste materials
Hygiene of the waste materials obtained
Electricity and water
Stagnation of products

Project Objectives

Resultados: Descreva os resultados esperados destas ações nos próximos três anos. Por favor, aborde cada ano separadamente, se possível.

1. 1000 tonnes of non-biodegradable waste (instead of polluting the earth) will be transformed into useful products
2. More that 500 people from various underprivileged communities will be benefited 3. Trendy, classic and desirable products and services 4. Cool desirable organic and chemical free products will replace many inorganic and toxic day-to-day use products. This will in turn reduce the quantity of non-biodegradable products and chemicals entering the earth’s soil, water bodies and the atmosphere, which will in turn reduce global warming.

Other project objectives:
Providing waste management solutions and managing waste for 10 companies by 2014.

Establishing Thunk as a brand that provides durable, cost effective and well-designed products as an alternative to using new recourses from the planet.

Making our products available and selling our products across all the metros in India by 2010 August.

Continuously developing an extensive infrastructure to explore and develop waste processing techniques.

To have a well equipped design studio for product and material exploration by 2010 January.

Having an exclusive store for Thunk in India by 2012 January

To supply our products to 1new outlets every month, and sell 1440 products per month by 2012 june

To participate in and hold 2 exhibitions per year across India

Designing Interiors for 2 clients every year

Having a minimum of 15 handlooms functioning by the year 2013

Identifying 12 new stores to export our products every year

Developing a new range of designs every 3 months

Applying and acquiring the fair trade license by August 2010

Acquiring patents for our various unique processes for conversion of waste into useful products. We intend to acquire patent for the conversion of dry waste into useful fabric by November 2010

How many people will your project serve annually?

< 100

What is the average monthly household income in your target community, in US Dollars?

$50 - 100

A sua inovação busca ter um impacto em políticas públicas?

Não

Se sua inovação busca impactar políticas públicas, de que forma?

SUSTENTABILIDADE

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What stage is your Social Enterprise in?

Em execução entre 1 e 5 anos

Sua organização possui um conselho de diretores ou um conselho consultivo?

Não

Does your organization have a non monetary partnerships with NGOs?

Sim

Sua organização possui parcerias não financeiras com empresas?

Não

Sua organização possui parcerias não financeiras com o governo?

Não

Por favor, conte-nos mais sobre como parcerias podem ser fundamentais para o sucesso do seu Negócio Social

More than partnership, Collaboration and co-creation is critical to the success of our social enterprise.

We would like to learn more about how your initiative is financially supported. Please explain your business plan/revenue model

This venture was an off shoot to my product design graduation project ‘ waste containers’ During the course of this project, I got a grass root level understanding of the entire waste management system in Bangalore and also identified all the stake holders involved. Identifying various intervention points in this system, where small changes could lead to big differences, I conceptualized and prototyped various products and services. For one of the outcomes- Up-cycling waste , I was awarded the PAN IIT Innovation award where I received a sum of 50000 Rupees. With this money, I took forward my graduation project and started this venture. Apart from this, my parents gave me 1 Lakh to start the project.
Currently, money comes in from the products we sell at various stores, customized products we make for clients and the various services we offer. My focus is to make this system self-sustainable and viable.
We have not invested in buying production tools. Instead, we outsource them. We mainly invest in research and development.
Currently, these are the 3 different ways our Venture makes money:
1) We design a range of products every 3 months that we sell to various stores and Boutiques across India. We will soon start online selling through our website. Also, we will soon start exporting our products. Our design team continuously develops and designs various products around market needs, trend analysis etc. Our products sell well because of its design and functional value rather that any kind of sympathy (that these products are made by slum women or that the products are made from waste materials). Our products being made from Waste materials (wasted resources) and by underprivileged communities creates an interesting story behind the products.
2) We design products around client needs. We have so far provided many cooperates and other organizations with various green products and solutions
3) Waste management solutions and Carbon footprint analysis for companies

A História

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What was the defining moment that led you to this innovation?

Waste is a huge problem. But it is so much around us that we have almost become neutral to it. I am a product designer, and strongly believe that design can be used as a tool to address various problems around us. I also strongly feel that technology is not enough to solve various problems we face today. However it can aid in implementing various creative solutions.

I took this up as a challenge, to see how I could use creativity and lateral thinking to tackle the issue of waste. As a part of my final graduation project, I firstly immersed myself into the waste management system in Bangalore, India. I initiated the project by bringing together various experts and stake holders who were doing valuable work in the field of waste onto a common platform. I did this as various experts, working on different parts of the waste management system worked in isolation, inspite of their larger focus being waste. Together, they could co-create to address various issues each of them individually (their company) faced. Also when they collaborated, lots of insights were revealed. After a deep grass root research, I identified various intervention points in the current waste management system, where a small change could result in a huge difference. One of these interventions was identified in the landfills, where a lot of non-biodegradable waste materials where found. All these materials have a long life but once a small part of their life is utilized from the time it is produced, sold and consumed. For example plastic has a life of more than 500 years, but from the time it is manufactured to the time its consumed and thrown away is just 3 -4 months. Here was an idea to reuse these materials which had a long life, Up-cycling. At Thunk in India, we design durable and funky products from (Non-recyclable) waste materials that generally find their way into the landfills. I have attached some details about our company.

The

Tell us about the person—the social innovator—behind this idea.

I, Suren Vikhash studied at Rishi Valley (KFI) and then went to Srishti (specialized in product design, graduated in dec'2008). Got inspired to do something that makes a difference to the place I live in, and for the underprivileged communities around me. I am now a Social Entrepreneur and currently leading this project, Thunk in India.

Doing several projects for big companies,I began questioning and looking more deeply into what exactly I was doing and where I was contributing and its socio-economical impact. I realized that most of the times it had very little value. I believe that I have one life time for sure and can use my design learning for the betterment of the place I live in and for those not so privileged communities.

I truly believe that design is a tool that can be used to address a lot of problems around us. I do not agree that technology is a solution to all problems. However, technology can aid in implementing various creative solutions. I feel privileged to have studied design and I would like to spend my time creatively addressing various problems around me that need to be immediately looked into. One of them being the problem of waste. I would also like to empower the livelihoods of various underprivileged communities around me by providing them various platforms.

Through this venture, I am working on providing a better livelihood to various underprivileged communities including rag pickers, slum women, farmers and craftsmen. I hope to be able to make as many of them independent and self sustained.

Through this model, I would like to use design as a tool to uplift various communities around me and also address various crucial problems we are facing around us. As a designer, one has the privilege to choose the kind of work one wants to do. I feel that one can either do what they want to or what needs to be done. I personally feel that there are lots of needs around us and I believe that creative thinking can be used to address these needs.

How did you first hear about Changemakers?

Email from Changemakers

Se através de outra fonte, por favor forneça as informações

Beacon Program: Creating Women-Owned Businesses Selling Solar Lanterns

Criado em 05/19/2010 por ashley@kfaid.com

Increasing the entrepreneurial capabilities of women by helping them create sustainable businesses selling a solar technology to replace kerosene lighting. These women are offering a healthy and sustainable lighting solution to their communities while generating profits to expand their business, support their families, and send their children to school.

Sobre Você

Organização: Koinonia Foundation Visitar websitemais ↓↑ ocultar↑ ocultar

Seção 1: Sobre Você

Nome

Ashley

Sobrenome

Garrigan

Website

Country

Estados Unidos

Seção 2: Sobre a Sua Organização

Is your initiative connected to an established organization?

Sim

Nome da Organização

Koinonia Foundation

Página da organização na internet

Telefone da organização

616-742-9101

Endereço da organização

128 Coldbrook St. NE, Grand Rapids, MI 49503

País da organização

Estados Unidos , MI, Kent County

Sua organização é

OSCIP/ONG

How long has this organization been operating?

Entre 1 e 5 anos

Sua ideia

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Dê um nome ao seu projeto

Beacon Program: Creating Women-Owned Businesses Selling Solar Lanterns

Descreva seu Negócio Social

Increasing the entrepreneurial capabilities of women by helping them create sustainable businesses selling a solar technology to replace kerosene lighting. These women are offering a healthy and sustainable lighting solution to their communities while generating profits to expand their business, support their families, and send their children to school.

Country your work focuses on

Ruanda, XX

INOVAÇÃO

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O que faz a sua inovação única?

The Beacon Program helps women start small businesses selling a solar technology called the K-Light. The K-Light was developed to replace fuel-based lighting after seeing the ubiquity of kerosene lighting during work in Rwanda.

Developed by the for-profit company Pan's Innovative Science and Technology (PiSAT), the K-Light is a portable power source that acts as a lantern, flashlight, and cell phone charger (with specially-designed cell phone charger and tips). It has a patented circuit board, which was specially designed for maximum energy-efficiency. It was designed to last for 10 years with daily use: its NiMH battery lasts 3,000 charges, and its 16 LEDs last 100,000 hours. At full charge, the K-Light provides 20 hours of light on low power (8 LEDs) and 10 hours of light on high power (16 LEDs). It is lightweight and easily portable. It is water resistant and has rotating carrying handles so that it can be positioned at 12 different angles.

The women work together in a registered cooperative to sell the K-Light. The Koinonia Foundation grants each woman in the program an initial 6 K-Lights as the capital to begin her business. The Foundation also supports the women with business training so that they have the knowledge to sustain and grow their business. The women can return and purchase additional K-Lights on consignment at a price slightly above cost from a company in Rwanda. The women can also choose additional products of their choice to sell, which they base on their assessment of community needs.

Do you have a patent for this idea?

Sim

Impacto

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Temas relacionados à inscrição

Conte-nos sobre o impacto social de sua inovação. Por favor, inclua números e histórias como evidência deste impacto.

The Beacon Program is in its pilot stage and has been operating for less than 1 year. To date, the women have written cooperative rules; developed an executive and audit committee; started a bank account; rented a storefront on a street with high foot traffic; and expanded the program to 30 more women (chosen by existing members). The first 20 women have received business training in accounting, bookkeeping, and marketing. The second group of 20 women will receive business training in June 2010 through a University of Michigan MBA student and a Rwandese business student.

Problema: Descreva o(s) problema(s) principal (s) que sua inovação aborda

About 1.6 billion people worldwide do not have access to electricity. Many who do have access cannot afford the cost. Fuel-based lighting such as kerosene is a readily available alternative to electricity, and $35 billion is spent annually on these fuels. It is estimated that fuel-based lighting can absorb approximately 30% of the poorest households' disposable income (via Lighting Africa). In Rwanda, the cost of kerosene is 900 Rwf/liter ($1.60) - about $14/month for an average family.

In addition to continuous costs, fuel-based lighting contributes to indoor air pollution and is associated with respiratory and eye problems. It is also responsible for the emission of approximately 200 million tons of CO2 per year.

When faced with energy poverty, women and children suffer, because they are responsible for gathering energy resources. They are kept tied to household chores, leaving little time to participate in education, training, or business. As they are in the home, women and children are the ones exposed to the toxic fumes of fuel-based lighting. And when women have access to financial resources, they are more likely to benefit the lives of their children and families. We need to include women in the processes of economics and energy because these issues directly affect the quality of their lives.

Ações: Descreva os passos que você está tomando para fazer da sua inovação um sucesso. Inclua a descrição do modelo de negócio. O que pode impedir esse sucesso?

The K-Light was developed to be a high-quality solar product that met the needs of those without a clean, renewable lighting source. The upfront cost of the lantern can be much for a poor family. To that end, PiSAT and the women in the Beacon Program are working on micro-loan options for customers.

Research in the lighting market suggests that if people buy a solar product that does not function to their expectations, they are less likely to buy another solar product. So, if people buy a less expensive solar product than the K-Light that is of lower-quality and does not perform to their expectations, that hurdle must also be overcome.

Resultados: Descreva os resultados esperados destas ações nos próximos três anos. Por favor, aborde cada ano separadamente, se possível.

The Beacon Program is still in its pilot stage and has operated for less than 1 year. We do not have a set number of groups that we intend to start per year. Instead, we work with groups and branches to help them find and implement best practices to sustain and grow their business.

In the first one-three years of the program, the program will directly reach fewer than 100 women per year. Over the course of the next three years, we intend to spread into the Eastern Province, as well as into Butare, and further into Kigali. The Beacon Program has scale-up potential to reach farther into East Africa, as well. Within three years we plan to reach several hundred women, and many more people through their families and communities.

How many people will your project serve annually?

< 100

What is the average monthly household income in your target community, in US Dollars?

Less than $50

A sua inovação busca ter um impacto em políticas públicas?

Não

Se sua inovação busca impactar políticas públicas, de que forma?

N/A

SUSTENTABILIDADE

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What stage is your Social Enterprise in?

Implementado há menos de um ano

Sua organização possui um conselho de diretores ou um conselho consultivo?

Sim

Does your organization have a non monetary partnerships with NGOs?

Sim

Sua organização possui parcerias não financeiras com empresas?

Não

Sua organização possui parcerias não financeiras com o governo?

Não

Por favor, conte-nos mais sobre como parcerias podem ser fundamentais para o sucesso do seu Negócio Social

Koinonia Foundation has partnered with PiSAT so that the women are able to purchase the K-Lights at a reduced cost in Rwanda. Working with additional partners would increase distribution of the lanterns into other areas. The main goal is to get the K-Light out to people who need an alternative to fuel-based lighting. Partnering with other organizations could help both Koinonia Foundation and PiSAT accomplish that goal.

We would like to learn more about how your initiative is financially supported. Please explain your business plan/revenue model

Koinonia Foundation is a 501c3 nonprofit. The Foundation receives an operating grant to cover administrative expenses. This way, all funds raised from the public go to fund the Foundation's programs, including the Beacon Program. Koinonia Foundation also engages in fundraising activities to increase public awareness of the Foundation and its mission. Additionally, PiSAT donates a portion of its proceeds from K-Light sales to the Foundation to support its international projects.

A História

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What was the defining moment that led you to this innovation?

On a project trip in 2005, Koinonia Foundation brought along an electrical engineer who planned and oversaw the installation of a solar power system at a school in Rushashi, Rwanda. On this trip, the engineer commented on the number of kerosene lanterns in use and how dangerous and inefficient they were. He had extensive experience in solar power and had previously developed a solar lantern, and he felt that there was a better solution to the lack of electricity than kerosene lamps. Following work with local stakeholders and many iterations of the product, the K-Light was developed.

The Koinonia Foundation's primary work was in enhancing education through the installation of solar power systems on schools and provision of computers. With the number of women-headed households in Rwanda and the costs associated with children's schooling, we figured that if women sold the lanterns, they could support their families and send their children to school while getting a source of clean energy out to their communities. That was the beginning of the Beacon Program.

Tell us about the person—the social innovator—behind this idea.

Doctors Dale Williams, Nicholas Pietrangelo, and Marty Graber worked with engineer Bill Greenhoe to develop the K-Light. Dale Williams started and ran the Muskegon Medical Center in Muskegon Heights, Michigan to bring low-cost health care to that population. During his career, he also worked abroad, including spending several months in Zaire (now Congo) following the genocide in Rwanda. That work led to the formation of Koinonia Foundation. Bill Greenhoe had experience as an electrical engineer working with batteries, solar, and LED lighting. These men then collaborated with Andrew Williams, president of Koinonia Foundation, to formulate the Beacon Program.

How did you first hear about Changemakers?

Mídias sociais (ex: Twitter, Facebook, LinkedIn)

Se através de outra fonte, por favor forneça as informações

Cycle Chalao!

Criado em 05/19/2010 por jyotikab

Cycle Chalao is environmental focused project started by I-initiate Charitable Society. I-initiate is a social enterprise aiming to create community of young and restless having a common purpose of establishing developmental models. Our organizations functions in three area: Education, Environment and Governance.

Sobre Você

Organização: I-initiate and Impact Carbocuts mais ↓↑ ocultar↑ ocultar

Seção 1: Sobre Você

Nome

Jyotika

Sobrenome

Bhatia

Website

Country

Índia, MM

Seção 2: Sobre a Sua Organização

Is your initiative connected to an established organization?

Sim

Nome da Organização

I-initiate and Impact Carbocuts

Página da organização na internet

Telefone da organização

+91 9833 420 862

Endereço da organização

País da organização

Índia, MM

Sua organização é

OSCIP/ONG

How long has this organization been operating?

Entre 1 e 5 anos

Sua ideia

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Dê um nome ao seu projeto

Cycle Chalao!

Descreva seu Negócio Social

Cycle Chalao is environmental focused project started by I-initiate Charitable Society. I-initiate is a social enterprise aiming to create community of young and restless having a common purpose of establishing developmental models. Our organizations functions in three area: Education, Environment and Governance.

Country your work focuses on

Índia, MM

INOVAÇÃO

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O que faz a sua inovação única?

Cycle Chalao is point to point bicycle rental service which is a unique concept and one its kind in India. This service has been started to provide cost-effective mode of transport to middle and lower-middle class people in society. It aims to create bicycle friendly culture in the city so as to reduce the use of motorized vehicles. By subscribing to the service it provides an opportunity to every citizen to do their bit for the environment and it empowers them to contribute to the society by:

> Reducing pollution
> Reducing traffic
> Saving fossil fuels
> Promoting healthy lifestyle
> Promoting eco-friendly mode of transport

Through the pilot program it has successfully demonstrated the feasibility of non-motorized mode of transport i.e.'bicycles' in Mumbai

Do you have a patent for this idea?

Impacto

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Temas relacionados à inscrição

Conte-nos sobre o impacto social de sua inovação. Por favor, inclua números e histórias como evidência deste impacto.

Social Impact of our Cycle Chalao project:
> Decrease in use of fossil fuels
> Decrease in vehicular emissions
> Savings in money spent on traveling
> Reduction in the health problems caused due to air-pollution
> Decreased time in traveling
> Salaries to economically backward student who is our spot manager

Numbers for social impact:

Total rides: 2120 times, each ride averaging 2.5 kilometers, total kilometers covered=5300km, emission of a medium sized bike (Autorickshaw for travelling the same distance) = 1130kgs of carbon dioxide! Thus we saved atleast 1130kgs of carbon emissions with mere 30 bicycles!

Salaries: Till now we have paid salaries of Rs.15,000/- to two spot managers coming from economically backward background.

Savings in traveling: Our subscribers have saved Rs.1950/- when they used our bicycles as compared to motorized transport.

Problema: Descreva o(s) problema(s) principal (s) que sua inovação aborda

Our project is addressing the following issues:

> Air and noise pollution
a.Increasing consumption of fossil fuels
b.Increased use of motorized transport
c.Honking
d.Industrial pollution
e.Increased transport requirements

> Increased cost of transportation
a.Increasing use of fuel and global fuel prices
b.Increased distances between home and work

> Increased time of traveling and congestion
a.Increased use of personal vehicles
b.Inadequate public transport systems
c.Lack of efficient East-West transit systems

> Non-availability and over congested mass transit system
a.Requirement of more number of Road transport options
b.Requirement of increased frequency & dedicated mass transit lanes

> Unhealthy lifestyle
a.No time for exercising
b.No space for exercising
c.Costly work-out options

Ações: Descreva os passos que você está tomando para fazer da sua inovação um sucesso. Inclua a descrição do modelo de negócio. O que pode impedir esse sucesso?

We have demonstrated the feasibility of our project by setting up a pilot project at Mulund (central suburbs of Mumbai). I-initiate has been part of various rallies and events for promoting cycling culture in the city. Our organization will also organize events for the same purpose. I-initiate has also conducted Advanced level research on bicycles in city which will help in advocating the need for dedicated bicycle lanes in the city. We'll also be expanding to other places i.e. setting bicycle rental spots at different places around Mumbai

This is a community bicycle rental service wherein the we rent bicycles to students to ride from station to college and vice-versa. The system works on two models - monthly and daily basis. For security purpose students Id cards and ration card xerox are taken. Also a refundable deposit of Rs.50/- is taken as security deposit.

The risks to project are:
> Auto-rickshaw unions opposing the venture(mitigation strategy: Building multi stakeholder approaches involving state, civil and police agencies)
> Seasonal demand of the service (Mitigation Strategy: providing raincoats will be incentive for the subscribers. Also the spots will be closed during heavy rainfall)
> Anti-cycling lobby who feel riding bicycles is not safe, tiring and exhaustive (Mitigation strategy: communicating the real life experiences by existing bicycle riders in the city through carefully designed marketing strategies and branding)

Resultados: Descreva os resultados esperados destas ações nos próximos três anos. Por favor, aborde cada ano separadamente, se possível.

The following are the expected results of our project over period of three years
1.Reduced Traffic Congestion - 2011
2.Reduced Air and Noise pollution levels - 2011
3.Savings in routine travel expenses - 2011
4.Money to be spent due to Asthma and other related diseases will be saved - 2012
5.Public money to be spent on obesity and other related diseases will be saved - 2012
6.Increased and intense climate change awareness across India - 2012
7.Cycling to become an integral part of transportation across India - 2012
8.Reduction in the number of accidents on road and subsequent reductions in the road repair and maintenance by government - 2012
9.Increase in civilized driving habits amongst citizens - 2011
10.Increased safety for Cyclists in India - 2012
11.X number of employment opportunities to lower middle classes - 2011
12.More utilization of parking spaces - 2011
13.Reduction in government expenditure on building flyovers and other relevant infrastructure to handle the growing traffic - 2012
14.Quieter roads leading to reduced noise pollution - 2012

How many people will your project serve annually?

101‐1.000

What is the average monthly household income in your target community, in US Dollars?

$50 - 100

A sua inovação busca ter um impacto em políticas públicas?

Sim

Se sua inovação busca impactar políticas públicas, de que forma?

We want to the impact the public policy of having inclusive urban transport plans being implemented in the city i.e. having dedicated bicycle friendly lanes in Mumbai.

SUSTENTABILIDADE

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What stage is your Social Enterprise in?

Em execução entre 1 e 5 anos

Sua organização possui um conselho de diretores ou um conselho consultivo?

Sim

Does your organization have a non monetary partnerships with NGOs?

Sim

Sua organização possui parcerias não financeiras com empresas?

Sim

Sua organização possui parcerias não financeiras com o governo?

Sim

Por favor, conte-nos mais sobre como parcerias podem ser fundamentais para o sucesso do seu Negócio Social

Our business partner provides us guidance and mentoring by helping us in setting road maps and milestones. They help us in networking with other individuals and organizations which will help us in resource mobilization. The partnership with government authorities and organizations such as Maharashtra Pollution Control Board, help us in measuring the carbon emissions. It also helps us in getting permissions for setting up the project.

We would like to learn more about how your initiative is financially supported. Please explain your business plan/revenue model

Our initiative has received returnable loan from rotary club member and fellowship from Unlimited India (funding organization). We earn revenue from bicycle rentals. We also earn through renting our bicycles for rallies and events. Other revenue model is by offering bicycle spaces for advertisements.

A História

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What was the defining moment that led you to this innovation?

Being college students the core team of the project had to deal with everyday problems of traffic, delays, high transportation costs and pollution. Wondering about the solution to tackle these problems the team came up with the idea of implementing bicycle rental service. The team studied the foreign bike sharing models and conducting a year long research on to find out 'Attitude of people towards riding bicycles' under fellowship offered by PUKAR - Urban research collective organization. The positive findings of the research motivated the team to develop the idea of bicycle rental service further.

Tell us about the person—the social innovator—behind this idea.

The social innovator behind the idea is -Rajkumar Janagam, founder of I-initiate organization and Cycle Chalao project. Frustrated with the daily traffic & pollution and delays in reaching the college due to traffic, Rajkumar was thinking of some solution to tackle these routine problems when the idea of bicycle rental service came to his mind. Rajkumar discussed the idea with the group and professors in the college and turned the idea of using bicycles for routine traveling into the business plan. Since then Rajkumar and our team has been consistently working to develop the idea further and implement the project. We have been continuously learning and enhancing our skills for developing & sustaining the project.

Rajkumar is currently pursuing his part time MBA in social entrepreneurship, he has been working in development sector since three and half years.

How did you first hear about Changemakers?

Through another organization or company

Se através de outra fonte, por favor forneça as informações

Enhancing Climate Change Understanding in Rural Communities through Football, Nigeria

Criado em 05/9/2010 por talk2frnds@yahoo.com

Broadly speaking, global warming gives rise to climate change. This trend portends enormous threats to mother-earth, biodiversity and mankind. Working in the spirit of MDG#7 to ensure environmental sustainability, this project aims to raise awareness on climate change, its causes and consequences, and share best practices in adaptation measures through football.

Sobre Você

Organização: Ability-in-Disability Initiative Visitar websitemais ↓↑ ocultar↑ ocultar

Seção 1: Sobre Você

Nome

Ability-in-Disability

Sobrenome

Initiative

Website

Organização

Ability-in-Disability Initiative

Country

Nigéria, EN

Seção 2: Sobre a Sua Organização

Nome da Organização

Ability-in-Disability Initiative

Página da organização na internet

Telefone da organização

+234 803 668 1133

Endereço da organização

#4 River Lane, GRA, P. O. Box 3665, Enugu, Nigeria

Sua organização é

OSCIP/ONG

País da organização

Nigéria, EN

Sua ideia

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Dê um nome ao seu projeto

Enhancing Climate Change Understanding in Rural Communities through Football, Nigeria

Country your work focuses on

Nigéria, EN

Descreva Sua Ideia

Broadly speaking, global warming gives rise to climate change. This trend portends enormous threats to mother-earth, biodiversity and mankind. Working in the spirit of MDG#7 to ensure environmental sustainability, this project aims to raise awareness on climate change, its causes and consequences, and share best practices in adaptation measures through football.

Website URL

INOVAÇÃO

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What makes your idea unique?

This idea is unique because of its timing and geographic focus, Nigeria. Few countries in the world are less prepared for climate change than Nigeria, with little or no adaptation and mitigation plans, fragile capacity to tap into international climate change financing mechanisms and very low public awareness of the risk.

As a form of sports and a culturally accepted means of entertainment football has gained unique popularity in the minds of many. Anywhere the game is being played, whether it is streets soccer, schools’ football tournaments, local leagues or professional matches, people happily gather in great number to watch. Such moments of high-spiritedness, outpouring of great joyful emotions present a unique opportunity for people to learn important lessons, which they will never forget.

As side attractions, fliers with well researched messages on climate change will be disseminated through half-time break. This will be accompanied by interweaving short messages with the radio play-by-play events coverage. This way, spectators shall be inspired to become agents of change in their respective communities with the consequential increment in the number of people working to ensure environmental sustainability.

The project will improve lives. Football fans are mostly youths who are the most energetic force or population group in the country. A good knowledge about climate change will help the beneficiaries in combating poverty, food insecurity, soil degradation, indiscriminate bush burning, oil pipelines vandalism, water and air pollution and a host of other negative tendencies haunting mother-earth, biodiversity and mankind’s survival in Nigeria today.

Do you have a patent for this idea?

Impacto

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Temas relacionados à inscrição

What impact have you had?

Given that a baseline data shall be established at the beginning of the project, it is hoped that the impact of this project shall include the following:
• Increase the number and quality of youths and the youth-at-heart who are aware about climate change, its causes, consequences and best practices in adaptation and mitigation measures in Nigeria.
• Enhance greater knowledge and understanding about climate change, its causes, consequences and best practices in adaptation and mitigation measures in Nigeria, especially in rural communities with the consequential increased demand for higher quality services to ensure environmental sustainability.
• Increased community participation in climate change issues to ensure environmental sustainability.
• Drastic decreased occurrences of oil pipelines vandalism by oil pipeline vandals and indiscriminate bush burning by bush-meat hunters.
• Policies are influenced in favor of climate change and protecting the environment.
• Behavioral changes will occur whereby the beneficiaries will embrace the culture of tree planting, the use of alternative fuels such as biogas, and improved soil management to improve agricultural productivity, lives and livelihoods.

Problema

Nigeria is one of the countries most affected by climate change. Studies show that the sea level rise along its 800km long coast line, there is intensified desertification with the Sahara encroaching at an estimated rate of 600m per annum. In many parts of the country, flooding disasters, erosion, land degradation, gas flaring by the oil companies cause emissions of carbon-dioxide into the atmosphere and large bush burning also contributes to global warming. In recent times, these activities have led to significant changes in weather in Nigeria. Accordingly, the Acting Director in-charge-of Weather Forecasting Services at the Nigeria Meteorological Agency, observed, “the amount of rainfall is getting shorter here in Nigeria” (Newswatch, Sunday, December 6, 2009). In Nigeria there exists the problem of very low public awareness of this pandemic (Climate Change, Country Briefings, OneWorld.net, updated Match, 2010). It is truism that mankind influences climate. Awareness is one of the important ways of influencing the attitude of mankind towards ensuring environmental sustainability. Our goal is to raise awareness on climate change through football.

Actions

Establish baseline-data to test project target audience’s knowledge. 13 Schools in 13 Rural Communities will engage in Climate Change Awareness Football Tournament, with 2 football icons in attendance. For collaboration, meetings will be held with participating schools, parents and other stakeholders to explain the project, to ensure their effective participation. Students in these communities show great interest in learning and football and will speak-out in ways that will raise awareness and show people the reality about climate change. 65 volunteers (male) and 35 Female Tutors and Students shall be recruited and trained. Female volunteers shall lead their schools’ Football Supporters Clubs to cheer them to victory. After training, volunteers will be responsible for organizing, training their schools’ football teams and teaching their co-students about climate change. At tournaments, fliers on climate change shall be disseminated through half-time shows, side-by-side with interweaving short messages with radio play-by-play coverage of the events.

Results

It will lead to rise in the number and quality of youths who are well informed about climate change rural communities. It will scale up by 30%, the demand for higher quality climate change adaptation and mitigation services to ensure environmental sustainability. Community participation in climate change issues will skyrocket by 50%. Improved lives, livelihoods, family income and behavioral changes shall arise, enabling beneficiaries to embrace the culture of tree planting to replace lost forest covers or to increase existing ones. In addition, there will be improvement in livestock and better food security for the people, the use of alternative fuels such as biogas, improved soil management, agricultural productivity and crop yields. Indiscriminate bush burning especially those caused by pipeline vandals and bush-meat hunters will abate. However, the deadline to terminate flaring of natural gas that is emitted as a by-product of oil extraction may be flouted due to economic and political interest of multi-national oil companies and the lack of political will, bribery and corruption in high places. They are currently lobbying to put off a 2011 deadline to 2013.

What will it take for your project to be successful over the next three years? Please address each year separately, if possible.

Year 1 - Year of Project Implementation
• Baseline data must be established
• Consensus building and collaboration with project target group and the government, civil society organizations, the participating communities and other stakeholders must be established.
• Required funds must be available.
• Required resources are available.
• Peace is essential to the success of this project; therefore, there must be relative peace in the country, Nigeria and within the participating communities.
• Government policies must not be a versed to the project activities.

Year 2 - Year of Continuity and Sustainability
• Project must have been successfully implemented in Year 1
• Project must have been successfully handed over to the community.
• Trained trainers must have succeeded in training other in their respective communities.
• Required funds must be available.
• Required resources are available
• Peace is essential to the success of this project; therefore, there must be relative peace in the country, Nigeria and within the participating communities.
• Participating communities remain supportive to the project
• Government policies must not be a versed to the project activities.
Year 3 - Year of Continuity and Sustainability
• Project must have been successfully replicated (as in Year 2 above), that is, the year immediately preceding the period of period implementation, that is, in Year 1
• Required funds must be available.
• Required resources are available
• Peace is essential to the success of this project; therefore, there must be relative peace in the country, Nigeria and within the participating communities.
• Participating communities remain supportive to the project
• Government policies must not be a versed to the project activities.

What would prevent your project from being a success?

This project will not succeed if:
• Required resources are unavailable.
• Funds to implement plans and activities of the project are lacking.
• Peace is essential to the success of this project; therefore, there must be relative peace in the country, Nigeria and within the participating communities for the project to achieve its aims and objectives.
• Participating communities are not supportive to the project activities.
• Government policies are not favourable to the project activities.
• Schools are unwilling to participate in the project.
• The football icons fail to participate in the project.
• Parents and guardians are opposed to their wards or children’s participation in the project.
The strategies for overcoming some of the foregoing barriers would be through educating the community, Principals and Games’ Masters of participating Secondary Schools, the Parents/Teachers’ Association as well as individual parents on the benefits of climate change education and awareness. This education could be achieved through meetings, radio jingles, and periodic mail, and through one-on-one visits by project team.

How many people will your project serve annually?

1.001‐10.000

What is the average monthly household income in your target community, in US Dollars?

$50 - 100

Does your project seek to have an impact on public policy?

Sim

SUSTENTABILIDADE

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Em que estágio está seu projeto?

Fase de concepção

In what country?

Nigéria, EN

Is your initiative connected to an established organization?

Sim

If yes, provide organization name.

Ability-in-Disability initiative

How long has this organization been operating?

Entre 1 e 5 anos

Does your organization have a Board of Directors or an Advisory Board?

Sim

Does your organization have any non-monetary partnerships with NGOs?

Sim

Does your organization have any non-monetary partnerships with businesses?

Sim

Does your organization have any non-monetary partnerships with government?

Sim

Please tell us more about how these partnerships are critical to the success of your innovation.

From our past experiences and lessons learned from previously executed projects, we believe that these partnerships are critical to the success of this innovation because consensus building and collaboration yields better understanding and lasting results than confrontation or going it alone. Secondly, we believe in the adage which says that two heads are better than one, that is two good heads are better than one. Thirdly partnerships will help in networking, the sharing of information, ideas, and research findings, comparing results, adopting best practices and moving the world forward.

What are the three most important actions needed to grow your initiative or organization?

The three most important actions needed to grow our initiative or organization includes:

• Stable Funding
• Capacity Building, and
• Networking

A História

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What was the defining moment that led you to this innovation?

As a result of the huge success recorded at the recently concluded 2009 Climate Change Conference in Copenhagen at which the activities of mankind as they relate to climate were extensively examined, discussions on global warming and climate change have continued to attract wide attention.

No doubt, this is not unconnected with the fact that climate change portends enormous threats to mother-earth, biodiversity and mankind’s survival. Correspondingly, at a program meeting of Ability-in-Disability initiative, a guest speaker from the Enugu State Ministry of Environment and Mineral Resources told the members about the urgent need to raise awareness on climate change, its causes and consequences, and best practices in adaptation and mitigation measures. The speaker explained that every one has a responsibility to combat climate change, to raise awareness on the pandemic and to contribute to sustainable environment.

Ability-in-Disability Initiative recognized that as a form of sports and a culturally accepted means of entertainment football has gained unique popularity in the minds of many. Anywhere the game of football is being played, whether it is streets soccer, schools’ football tournaments, local leagues or professional football matches people happily gather in great number to watch. Such moments of high-spiritedness, outpouring of great joyful emotions and happiness present a unique opportunity for people to learn important lessons, which they will never forget. The organization, therefore decided to develop this project around the idea of enhancing climate change understanding in rural communities through football and to participate in this competition.

Tell us about the social innovator behind this idea.

The social innovator behind this idea is Ability-in-Disability Initiative.

The organization is a tax-exempt, non-political, not-for-profit, non-religious, non-governmental, charitable organization. It was established and duly incorporated in Nigeria with Registration #CAC/IT/NO. 24053 on the 14th day of June, 2007. On 9th January, 2008 the organization was issued with a Tax Exemption Certificate #ED: 768/2008/01 by the Federal Inland Revenue Services in accordance with the Companies Income Tax Act, Cap. 60, LFN (Laws of the Federation of Nigeria, 1990). The organization’s area of operation covers the six Geopolitical Regions of Nigeria and the Federal Capital Territory, Abuja. Also, Ability-in-Disability Initiative is a duly recognized Rotary Community Corps (RCC) organization, jointly sponsored by the Rotary Club of Enugu City Layout and the Rotary Club of Independence Layout, Enugu, Rotary International, District 9140. In keeping with this status, it was issued with the prestigious Rotary Community Corps Certificate of Organization by the Rotary International on the 26th day of October, 2009.

The organization was founded to promote and encourage education, arts and culture, sports, skills acquisition, ICT, computer literacy and information technology awareness; to conserve, protect and preserve the environment; to provide for men, women and children in distress and ill-health, and to advance gender equality, fight against diseases, hunger, poverty and corruption and more importantly, to foster the development of all useful hidden talents, abilities and creative powers among disabled people of all kinds.

Our mission is to inform, educate and empower women, youths and people with disabilities around good governance, fundamental rights consiouness, peace building and social entrepreneurship related paths through the providing of quality education, leadership training, enhancement of skills acquisition opportunities, access to information, health-care services, the use innovative technologies to address emerging needs in friendly and acceptable manners, the providing of financial, legal and psychological assistance and generally, to conserve, protect and preserve the environment.

We have a strong background of work in human rights awareness campaigns, community development as well as health and wellness services. In July, 2007-June, 2008, we carried out HIV/AIDS Education for Girls in Tertiary Instructions in South-East, Nigeria. 3,000 female undergraduates from 8 Universities, directly benefited from the program. We provided basic counseling for over 30 commercial sex workers in Enugu Metropolis on how to protect themselves and their clients from HIV. We established a Computer Lab with High Speed Internet access to ease access to information and computer training for members of our community. In January-June, 2009 we constructed a Water Borehole and carried out Water and Sanitation Project for Oaba Community in Uzo-Uwani, Nigeria and trained selected members of the community on the management, and security and maintenance of installed equipments before handing over the project to the community to ensure sustainability of the project. Till date, this project supports prolific clean drinking water supply that is not affected by season, to the community.

How did you first hear about Changemakers?

Web Search (e.g., Google or Yahoo)

If through another, please provide the name of the organization or company

Not Applicable

Cidadão Atleta

Criado em 04/28/2010 por zago

Fundado em 1992, o projeto tem como público-alvo jovens moradores carentes do município de Itaquaquecetuba, Zona Leste da periferia de São Paulo.
A escolinha tem como objetivo promover espaços de aprendizados junto aos jovens de Itaquaquecetuba de modo que o futebol se torne uma alternativa para formação cidadã e para elevação da qualidade de vida.
Os objetivos específicos que desdobram o objetivo geral da entidade são:
-Promover espaços de aprendizado em trabalho coletivo;
-Promover espaços de treinamento esportivo e promoção de saúde;

Sobre Você

leia mais ↓↑ ocultar↑ ocultar

Seção 1: Sobre Você

Nome

Sobrenome

Website

Organização

Country

n/a

Seção 2: Sobre a Sua Organização

Nome da Organização

Página da organização na internet

Telefone da organização

Endereço da organização

Sua organização é

País da organização

n/a

Sua ideia

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Dê um nome ao seu projeto

Cidadão Atleta

Country your work focuses on

n/a

Descreva Sua Ideia

Fundado em 1992, o projeto tem como público-alvo jovens moradores carentes do município de Itaquaquecetuba, Zona Leste da periferia de São Paulo.
A escolinha tem como objetivo promover espaços de aprendizados junto aos jovens de Itaquaquecetuba de modo que o futebol se torne uma alternativa para formação cidadã e para elevação da qualidade de vida.
Os objetivos específicos que desdobram o objetivo geral da entidade são:
-Promover espaços de aprendizado em trabalho coletivo;
-Promover espaços de treinamento esportivo e promoção de saúde;
-Promover orientação alimentar e acompanhamento nutricional;
-Promover a conservação ambiental e o respeito ao próximo como valor de cidadania;
-Formação técnica em futebol de campo.

Website URL

INOVAÇÃO

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What makes your idea unique?

Do you have a patent for this idea?

Não

Impacto

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Temas relacionados à inscrição

What impact have you had?

Problema

Actions

Results

What will it take for your project to be successful over the next three years? Please address each year separately, if possible.

What would prevent your project from being a success?

How many people will your project serve annually?

< 100

What is the average monthly household income in your target community, in US Dollars?

Don't know

Does your project seek to have an impact on public policy?

Não

SUSTENTABILIDADE

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Em que estágio está seu projeto?

In what country?

n/a

Is your initiative connected to an established organization?

Não

If yes, provide organization name.

How long has this organization been operating?

Does your organization have a Board of Directors or an Advisory Board?

Não

Does your organization have any non-monetary partnerships with NGOs?

Does your organization have any non-monetary partnerships with businesses?

Does your organization have any non-monetary partnerships with government?

Please tell us more about how these partnerships are critical to the success of your innovation.

What are the three most important actions needed to grow your initiative or organization?

A História

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What was the defining moment that led you to this innovation?

Tell us about the social innovator behind this idea.

How did you first hear about Changemakers?

If through another, please provide the name of the organization or company

DASH: diver-assisted suction harvester

Criado em 04/23/2010 por Carole Berkowitz

POWR is a grassroots movement in Natick, MA. POWR was organized in 2003 to protect Natick’s drinking water in Lake Cochituate from State imposed chemicals to manage an invasive weed, Eurasian Water Milfoil. (EWM) In 2008 POWR found the DASH, a mechanical alternative. Last March, they won the right to use the DASH in a court settlement.

Sobre Você

Organização: Protect Our Water Resources (POWR) POWR has ,recently, joined a wider organization, the Lake Cochituate Watershed Council, In mais ↓↑ ocultar↑ ocultar

Seção 1: Você

Nome

Carole

Sobrenome

Berkowitz

Website URL

Organização

Protect Our Water Resources (POWR) I have been the Chair and spokesperson for six years

Country

Estados Unidos

Seção 2: Sua Organização

Nome da Organização

Protect Our Water Resources (POWR) POWR has ,recently, joined a wider organization, the Lake Cochituate Watershed Council, In

Página da organização na internet

Telefone da organização

508 653-8228

Endereço da organização

9 Crescent Street

Sua organização é

OSCIP/ONG

País da organização

Estados Unidos

Sua ideia

leia mais↓↑ ocultar↑ ocultar

Dê um nome ao seu projeto

DASH: diver-assisted suction harvester

Country and state your work focuses on

Estados Unidos , MA

Descreva Sua Ideia

POWR is a grassroots movement in Natick, MA. POWR was organized in 2003 to protect Natick’s drinking water in Lake Cochituate from State imposed chemicals to manage an invasive weed, Eurasian Water Milfoil. (EWM) In 2008 POWR found the DASH, a mechanical alternative. Last March, they won the right to use the DASH in a court settlement.

Website URL

INOVAÇÃO

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What makes your idea unique?

POWR's idea of the DASH is unique to MA. Our inter-regional approach to investigate the truth about the DASH, is unique. Lake Cochituate will be the first of 300 MA lakes and ponds to use the DASH. Our state depends on chemicals. In 2003, 2006 and 2009, the State presented chemical plans to Natick. POWR appealed each time. In 2008, we found a safer alternative. We presented the DASH idea to the State. The State obstructed this idea by creating fictional high-cost estimates, imagined plant density failures and lack of success fabrications. Our group was determined to research the truth, protect Natick’s drinking water and the integrity of the whole lake. We created a strategic plan. Our plan included three regional visits. We went to Maine, New Hampshire and Vermont. If we could accumulate hardcore, researched data of success stories in our region, we might be better able to convince reluctant local agencies. A POWR team arranged to go aboard DASH boats at Little Lake Sebago, ME, Big Island Pond, N.H. and Lake Willougby, VT. This inter-regional, cooperative approach was unheard of by our local boards. The Little Lake Sebago Association built their first model six years ago. In five years, we learned that they are managing weed control. Big Island Pond Corporation constructed a different design and has one year of success. Their extensive data sheet on fifty dives was the proof POWR needed. The plan worked.

Do you have a patent for this idea?

Impacto

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Temas relacionados à inscrição

What impact have you had?

The impact of using a DASH protects the biodiversity of our Lake. Herbicides are toxins. They upset the biodiversity by impacting fish, their habitats, by disrupting the cycle of amphibians and plants. The DASH diver carefully removes the root system of invasive weeds, leaving the natives space to grow. Water wildlife remains intact. The water is free of another pollutant. Finally, the Eurasian Water Milfoil (EWM) is sent to an organic farm for composting and recycling.
Another impact area resulted from our court settlement. Our settlement opens the possibility for lake and pond associations throughout the state. The media coverage has been excellent. Our local papers, the Boston Globe and Big Island Pond in N.H. have reported our story. A Taunton group, to the south wants advice. A group in Becket to the west, emailed for information. I have received numerous phone calls. Last Saturday, the group of thirty volunteers from the Charles River Conservancy removed
thirty-four, twenty -gallon bags of recyclables and trash from Pegan Cove and the Henry Wilson Trail. Ten volunteers from Natick helped to clean up trash including a metal slide out in Medfield. We are excited to be working with our neighboring towns to better the whole watershed.

Problema

One primary problem requires massive efforts to educate people about the causes of watershed damage like urban runoff, the danger of phosphates and increasing sediments. There are too many Natick residents who, in spite of media coverage, think we drink MWRA water rather than water from the aquifer Lake Cochtuate. We need to find ways to stop the flow of milfoil fragments from reseeding into the DASH, weed-free areas. And most importantly, we need to find funding sources. While we have money for this year, the settlement agreement states that POWR must pay for the DASH for the next four years. If we are unable to find funding, the state has the right to use herbicides. This is a big threat to our success.

Actions

POWR and Big Heart Little Feet have formed the Lake Cochituate Watershed Council, Inc. We have been accepted by the State and this week, applied for a 501C3 designation. This group will expand the work of protecting not just Lake Cochituate but the entire watershed. We are working with the well-established SUASCO Council and the Charles River Conservancy. This will strengthen our mission of restoration and protection. Our Natick Conservation Commission is supporting this newly, formed organization. We are making strides to work cooperatively with all groups that have an interest in the lake. Pat and I have joined the Cochituate State Park Advisory Committee, a local advisory group to the State Park system.. This membership provides the opportunity to vote on entire lake concerns. This participation offers a chance to work with a group whose goal is to enhance recreation, not conservation. They allow boats to fragment the milfoil. We need to install fragment barriers in strategic areas of the South Pond.

Results

The LCWC is an important action and has already resulted in one major result. We are sponsoring the first annual LCWC symposium on May 15th. The Natick Conservation Commission arranged for us to use the Natick Town Hall, free of charge. They have provided us with custodial help free of charge and places for advertising. We are planning on 50 people attending and increasing our volunteer efforts. We have involved local businesses in a raffle and in supplying food. As of yesterday, we have permission from the state to clean up the fragments at the boat ramp and beach. This is a first sign of developing cooperation. We are working hard to develop better communication and cooperation with all interested parties. This cooperation will help us achieve our mission and bring greater satisfaction from accomplishments. We expect to find funding and expand our financial base. Our use of fragment curtains should help protect the State Beach from weed infestation. We expect the DASH, itself, to be a success. We plan to increase our ability to fund raise through grants, individual contributions and soliciting funds from local companies.

What will it take for your project to be successful over the next three years? Please address each year separately, if possible.

Summer: 2010: We need to hire the most efficient and skillful diving company. Harvesting companies vary in degree of skill, boat efficiency and experience. The settlement agreement states that the company must complete the beach work by 5/27/10. We must decide soon. The State must place one fragment barrier south of the beach as part of the settlement. That needs to be discussed and implemented very soon. A third challenge is the need to clean weed fragments at the boat ramp on a weekly basis. We started this process yesterday. We need to increase the number of volunteers. We need to find more funding sources and develop a financial and work plan. We need to grow the LCWC, Inc. Our website will up and functioning shortly. We must find a web-master.
Year: 2011 We need to evaluate the progress of the LCWC, Inc., especially the financial and work plans. We need to continue raising funds for the DASH. The revised financial plan will outline new sources of funding. The work plan will outline growth in activities of the LCWC. for that year and the develop of a calendar of events on the web. This year we shall expand the “recycle buddy bin” program, the cleaning of tributaries running into the lake, develop greater abutter involvement and research the idea of building our own DASH boat. Our second symposium will take place.
In 2012: We need to find funding for the DASH. The Lake Cochiuate Watershed Council, Inc, will have a 501C3 designation. This will allow deductible donations. Work to reduce the causes of weed infestation will be addressed more fully. Storm drains will be marked and monitored. Areas of greatest contamination will be identified and cleaned. More high school and community college volunteers will be recruited. Two rain gardens will be planned and built, one at the new high school in Natick. The Board of the LCWC will have members from 3 of the 5 towns. The third symposium will take place.
activities of the LCWC. for that year and the develop of a calendar of events on the web. This year we expand the “recycle buddy bin” program, the cleaning of tributaries running into the lake, develop greater abutter involvement and research the idea of building our own DASH boat.recruited. Two rain gardens will be planned and built, one at the new high school in Natick. The Board of the LCWC will have members from 3 of the 5 towns. The third

What would prevent your project from being a success?

Several factors could prevent our success. One major obstacle is our relationship with those agencies and groups who want to use herbicides as the first tool to control the weeds. The LCWC must attend conferences and learn strategies from other groups to improve communication. Listening to others is a skill we need to learn. Group dynamics can impede even a good project. Plant fragmentation is a real problem. Boats continue to enter the lake at the boat ramp. We have no washing station. We have a boat monitor for weekends only. Lack of funding sources could prevent our success. We need to find at least $20,000/year to protect the lake. Not finding the right people from all five watershed towns to serve on our boards and participate actively in projects could prevent our success.

How many people will your project serve annually?

> 10.000

What is the average monthly household income in your target community, in US Dollars?

$1000 - 4000

Does your project seek to have an impact on public policy?

Não

SUSTENTABILIDADE

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Em que estágio está seu projeto?

Implementado há menos de um ano

In what country?

Estados Unidos

Is your initiative connected to an established organization?

Sim

If yes, provide organization name.

Lake Cochituate Watershed Council, Inc.

How long has this organization been operating?

Menos de um ano

Does your organization have a Board of Directors or an Advisory Board?

Sim

Does your organization have any non-monetary partnerships with NGOs?

Não

Does your organization have any non-monetary partnerships with businesses?

Sim

Does your organization have any non-monetary partnerships with government?

Não

Please tell us more about how these partnerships are critical to the success of your innovation.

15. We are a very new organization. We have a good start. We have partnered so far with the Natick Conservation Commission and they received a grant to use the DASH this summer. We have partnered with the watershed Town of Wayland, the Wayland Surface Water Quality Committee whose Chair was very instrumental in helping with the settlement agreement. We are partnering with the Cochituate State Park Advisory Committee, the lake advisory group to the DCR. Other partners include the Charles River Constituancy and the Sudbury Asabet and Concord Council. The latter group helped us write our Rules of Organization for the LCWC, Inc

What are the three most important actions needed to grow your initiative or organization?

1. We need to find funding sources to pay for the next four years of DASH work. This will be done by writing grants, by soliciting large companies on Lake Cochituate, by reaching out to lake abutters and through one major fundraising campaign, like sponsoring a boat race and parade.

2.We need to grow the membership of the Lake Cochituate Watershed Council, Inc. This will be done through the sponsorship of lake- related activities. We have had some good luck with high school students recently.

3. We need to develop greater rapport with the DCR. This will be done by keeping the DCR informed of our activities, encouraging our involvement in their activities and by making sure our communications are friendly and cooperative.

A História

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What was the defining moment that led you to this innovation?

The defining moment for me personally, came when I learned that the State was going to use herbicides in Lake Cochituate. My children and now, my grandchildren, swim in this lake. My daughter said to me, “Mom, if the State uses herbicides in the lake, I will not be able to let your grandchildren swim in the lake again.” These words from my daughter made me so upset that I felt compelled to learn more about these chemicals and their impact on humans. One of many pieces of information I learned was that small children have a much lower threshold of tolerance for chemicals. Once I began to educate myself about the chemicals and their potential impact on the biology of the lake, their impact on fish eggs, on the fish, on amphibians, on humans and the potential contamination of our drinking water, I was pleased to be asked to be the spokesperson and Chair of Protect Our Water Resources. I set up a system on my computer to share relevant information with our members. Another member set up our website and was our web manager. The group chose the name, Protect Our Water Resources. (POWR) I have been the Chair for seven years. It has been both an interesting, exciting and frustrating job. However, this past month, when the settlement agreement to use the DASH first, before herbicides, was legally, adopted, I experienced another, huge defining moment. About two months ago, I met Pat Conaway. He told me about the group he founded. We have joined our two groups and in a short time, we have created an umbrella organization, the Lake Cochituate Watershed Council, Inc. (LCWC,Inc). Just today we applied for our 501c3 designation. Together we are sponsoring our first annual symposium on May 15th to spread the word. These are our most recent defining moments.

Tell us about the social innovator behind this idea.

I was the person behind the movement. I learned about the DASH from someone in Maine. Two weeks later, I was invited to spend a day on Little Sebago Lake, Bridgeton, ME. These gracious folks invited me to spend a day on their boat, photograph their equipment and meet the divers. My second DASH experience was in Vermont on Lake Willoughby. I found a DASH company owned by Chris Sheldon. He and his two divers took me out on their boat. I began learning that each DASH boat is different, some more efficient, more powerful, more maneuverable. Divers differ, also. Their techniques are self-developed from experience. They have modified their diving equipment, for example, in place of using heavy air tanks, they use a an air tube, allowing them to stay below for longer times to harvest the weeds with greater efficiency, in less time. My third invitation came from a New Hampshire newspaper article that I read. The name of the pond was Big Island Pond in southern New Hampshire. I was invited to spend a day with this group observing their DASH project. This group uses a two-boat system. I heard their story. One of our DASH companies for Lake Cochituate, did the work on Big Island. The word began to spread. I presented my photos and my knowledge to the NCC, to the Wayland Surface Water Quality Group and to our Natick Board of Health. The local newspaper reporter began asking me questions. Charlie has given this project expensive coverage in the Metrowest News. People in town are beginning to talk about this method. We are making progress.

How did you first hear about Changemakers?

Through another organization or company

If through another, please provide the name of the organization or company

New England Grassroots Environmental Fund

Climate Himalaya-Fostering Knowledge Innovation and Adaptation

Criado em 04/22/2010 por knvajpai

Localização

Prakriti group
P.O. Silli Agastyamuni
Rudraprayag, UL
Índia

Brief

Recognizing the climatic changes and their impacts in Himalayan Mountains, a group of people and organizations proposed a collaborative initiative called ‘Climate Himalaya’. The initiative focuses on Climatic Adaptation in Himalayan region through-Awareness Generation, Knowledge Networking and Capacity Building by covering thematic areas of Mountain Ecosystems, Water, Forest and Livelihood. At present this initiative focuses on knowledge networking and outreach activities in 4 South Asian countries of Hindu Kush Himalayan region.

Background

heartVT

Criado em 04/20/2010 por amyanselmo

heartVT is a project based in Bennington, Vermont and geared to schoolchildren that employs art and education to raise ecological awareness and end the littering and the illegal dumping of trash that detract from the beauty and health of our environment.

Please visit us on the web
www.heartVT.org

Sobre Você

Organização: HeartVT mais ↓↑ ocultar↑ ocultar

Seção 1: Você

Nome

amy

Sobrenome

anselmo

Website URL

Organização

HeartVT

Country

Estados Unidos , VT

Seção 2: Sua Organização

Nome da Organização

HeartVT

Página da organização na internet

Telefone da organização

802-447-7959

Endereço da organização

574 ore bed rd.

Sua organização é

Não registrado

País da organização

Estados Unidos , VT

Sua ideia

leia mais↓↑ ocultar↑ ocultar

Dê um nome ao seu projeto

heartVT

Country and state your work focuses on

Estados Unidos , VT

Descreva Sua Ideia

heartVT is a project based in Bennington, Vermont and geared to schoolchildren that employs art and education to raise ecological awareness and end the littering and the illegal dumping of trash that detract from the beauty and health of our environment.

Please visit us on the web
www.heartVT.org

Website URL

INOVAÇÃO

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What makes your idea unique?

heartVT is year round effort to Keep Vermont Green. heartVT combines environmental and art education in an innovative way to both enhance children’s appreciation for the local ecology and provide them with opportunities to express their connection with nature to the larger community. heartVT artwork will be used in a media campaign in the form of stickers, shopping bags and posters made with environmentally friendly materials. Students’ original designs will also be used for signs to mark spots prone to litter and illegal trash dumps.

The goal is to raise environmental awareness, stop littering and spread a positive message through our children to care for and love this beautiful place we all call home.

Love Vermont, Keep it Green and Be Responsible.

I live in an area that has one of these illegal trash dumps and it takes so much away from what would be a beautiful road were it given the respect it deserves. Conversations with the local public works department have resulted in the removal of some garbage (television tubes, large sheets of broken glass, fans and the like) and officials have agreed put up a sign warning offenders of fines. Wouldn’t it be better if such dumping never happened in the first place? I believe that a positive campaign that speaks to children would have a more lasting and beneficial impact than the punitive measures we must now resort to.

Our children are future stewards of the environment and will inherit the land we leave them. As we grapple with the environmental, economic, and social challenges we face, we need to hear the voices of young people and give them a sense of agency regarding our landscape and resources. I am proposing a fresh approach that merges public art and environmental education to effect positive change, reducing litter and illegal trash dumps in our rivers, lakes, streams and country roads.

Do you have a patent for this idea?

Impacto

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Temas relacionados à inscrição

What impact have you had?

In the pilot project I have worked with a group of students who are excited about the project and that kids can make a difference. An illegal garbage dump near a stream in rural Vermont has been cleaned up and more are being identified that will be slated for clean ups and signs made by the children.

Problema

Litter and illegal trash dumps are a prevalent issue in our area. Waste removal of non-recyclables is expensive and there are many places where there is no municipal garbage removal. Part of the problem may also be education. The community may not be aware of what recyclable materials they can dispose of at the transfer station for free.

Dangerous and unhealthy items are being left by the side of the road and in streams such as car batteries, televisions and large sheets of broken glass.

We also feel that a culture that is more aware of issues such as litter and recycling will be able to be open to larger issues regarding lowering our impact on the earth in general.

Actions

We believe that a positive campaign that speaks to children would have a more lasting and beneficial impact than the punitive measures we must now resort to.
I propose a project with schoolchildren that would involve the following:

1. Elementary schools will receive classroom visits from an instructor with grade-appropriate educational materials in art and science supplemented by Green Up Vermont to educate and raise awareness about the environment.

2. Artwork made by children will be shown locally then used for images to be printed on stickers, shopping bags and roadside signs in areas known to be “litter magnets”. I would propose that children design signs for an area near their home, as well.

3. Literary art (poetry, essays, etc.) and digital stories created by children will be published in local media, read on the radio and shared via a central website.

4. Sign installations can be accompanied by local cleanup projects including children and families.

5. We are also having a celebration to introduce the public to our project on Greenup day, which is an annual clean up event in Vermont.

Results

1. We have made contact with local officials and received permission to install our signs.

2. We have been implementing the program on a small scale at Hiland Hall School.

3. We have cleaned up litter and one major trash dump and will identify more and plan to install the first signs within the next few weeks.

4. We have sought monetary support through sponsorship of signs from local businesses.

5. We have a website, blog and social networking in place to communicate the project via the internet.

6. We have been covered in local media and gotten the word out in print as well.

What will it take for your project to be successful over the next three years? Please address each year separately, if possible.

Year One:
By this fall we hope to have the program successfully implemented in Bennington County. The goal is 100 signs, which amounts to 20 separate class projects. We are also hoping to segue the educational materials with existing summer enrichment programs and community events. To accomplish this we will need to put resources into equipment, materials, teachers and curriculum. Additionally, a community opinion survey will be useful to get feedback about the project and its acceptance.

We would also like to be able to put together a traveling studio and a traveling art show with the help of local arts organizations.

Year Two:
In the second year we hope to expand the program geographically and/or train non-local teachers to implement the program on a statewide basis.

Year Three: Expand media coverage to include air time for anti-littering commercials on radio and television along with the classroom work and community events.

What would prevent your project from being a success?

Lack of Community Support:
It would be very important that the public accepts the project and understands the goals. Part of the goal of the pilot project is to work through potential roadblocks and correct them as the project grows organically.

Currently, we are receiving extremely positive support form the community and many many people and thinkers are being included on the decision making for the organizations brand, concept, goals and strategies.

How many people will your project serve annually?

101‐1.000

What is the average monthly household income in your target community, in US Dollars?

Less than $50

Does your project seek to have an impact on public policy?

Sim

SUSTENTABILIDADE

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Em que estágio está seu projeto?

Implementado há menos de um ano

In what country?

Estados Unidos , VT

Is your initiative connected to an established organization?

Sim

If yes, provide organization name.

Lake Paran Recreation and Threshold Collaborative

How long has this organization been operating?

Entre 1 e 5 anos

Does your organization have a Board of Directors or an Advisory Board?

Sim

Does your organization have any non-monetary partnerships with NGOs?

Sim

Does your organization have any non-monetary partnerships with businesses?

Sim

Does your organization have any non-monetary partnerships with government?

Sim

Please tell us more about how these partnerships are critical to the success of your innovation.

I am in stage stage where I am working on building relationships with government and non-government agencies who are also working to reduce roadside garbage.I hope to partner with Green up Vermont along with the Agency for Natural Resources and The Vermont DEC-waste management department and the association of Vermont Recyclers. I am also working with local private and public schools.

What are the three most important actions needed to grow your initiative or organization?

1. The project is still young and needs some more marketing and design work along with a stronger web presence.

2. Some funding for developing the educational curriculum and obtaining art supplies would help get the project ready to go beyond the pilot and be ready for the community at large.

3. Sign installations/clean up sites will need to be monitored and evaluated for community acceptance. It remains to be seen if the sites will remain trash free and if the campaign will have community acceptance. Community input will be critical to grow the project to include the local public school system and eventually make the project have duplicability throughout the state of Vermont.
Some community opinion gathering via the web or survey would be very useful.

A História

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What was the defining moment that led you to this innovation?

I live in an area that has one of these illegal trash dumps and it takes so much away from what would be a beautiful road were it given the respect it deserves. Conversations with the local public works department have resulted in the removal of some garbage (television tubes, large sheets of broken glass, fans and tires) The town officials said that they could put up a sign warning offenders of fines. I asked if there was a positive campaign in Vermont to deter littering and after many phone calls I simply asked, then can I start one?

Tell us about the social innovator behind this idea.

I am an artist, designer, and community activist. I am committed to making the world a better place now and for our future.

How did you first hear about Changemakers?

Friend or family member

If through another, please provide the name of the organization or company

ALisa DelTufo, Threshold Collaborative

Coralations

Criado: 04/20/10 por MJ Stark

Localização

Culebra
Porto Rico
18° 18' 10.8432" N, 65° 18' 3.5676" W

An organization from Culebra, Puerto Rico dedicated to land and sea protection, education and the enforcement and creation of laws designed to protect our natural resources.

Bikes Not Bombs Youth Leadership Pathway for Environmental Sustainability

Criado em 04/19/2010 por sam.wechsler

Bikes Not Bombs takes in about 5,000 donated bikes annually, and uses this “waste stream” of used bikes as the raw material for programs that develop youth environmental leadership. We use these bikes that would otherwise be destined for our landfills as a vehicle for individual and community transformation.

Sobre Você

Organização: Bikes Not Bombs mais ↓↑ ocultar↑ ocultar

Seção 1: Você

Nome

Samantha

Sobrenome

Wechsler

Website URL

Organização

Country

n/a

Seção 2: Sua Organização

Nome da Organização

Bikes Not Bombs

Página da organização na internet

Telefone da organização

(617) 522-0222

Endereço da organização

284 Amory Street, Jamaica Plain, MA 02130

Sua organização é

OSCIP/ONG

País da organização

Estados Unidos

Sua ideia

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Dê um nome ao seu projeto

Bikes Not Bombs Youth Leadership Pathway for Environmental Sustainability

Country and state your work focuses on

Estados Unidos , MA

Descreva Sua Ideia

Bikes Not Bombs takes in about 5,000 donated bikes annually, and uses this “waste stream” of used bikes as the raw material for programs that develop youth environmental leadership. We use these bikes that would otherwise be destined for our landfills as a vehicle for individual and community transformation.

Website URL

INOVAÇÃO

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What makes your idea unique?

Bikes Not Bombs envisions the bicycle, the most efficient, sustainable, and economic transportation machine ever invented, playing a major role in the health of communities. Bicycling in the city not only helps ease the harmful effects of traffic congestion, but is also part of the solution to issues like affordable transportation, obesity, and climate change. Our approach is to involve young people in creating community transformation by facilitating their development as critical thinkers, by helping them to become enthusiastic and safe cyclists, and by meeting pressing youth development needs such as job training, academic support, physical fitness, and leadership development. By reaching young cyclists today, we are building the informed, healthy, and engaged citizenry of tomorrow.

BNB’s Youth Leadership Pathway for Environmental Sustainability, like all of our work, is built on the principles of empowerment, leadership, and sustainable change. We build on young people’s fascination with bicycles to instill a sense of responsibility for the environment and the health of our communities; most youth come to BNB simply to earn a bike, but soon discover that they have become part of a purpose-driven community committed to their development as young leaders, environmental advocates, and global citizens.

Our youth programs emphasize learning and earning – young people earn the bike that they learn to refurbish, as well as increased responsibility, respect, competence, and confidence by living up to the high expectations we set for them. And we provide all the necessary supports to ensure that each young person discovers his/her power to succeed.

Do you have a patent for this idea?

Impacto

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Temas relacionados à inscrição

What impact have you had?

Since we established our youth programming in 1990, more than 2,000 young people have graduated from our innovative youth programs. Thousands of bikes are back out on the road where they belong (instead of in our landfills), and youth from some of Boston’s most impoverished neighborhoods have been empowered to discover their own path—not one that they are pressured into by the negative influences that often surround young people from low-income areas—but one that they have found in the safe haven of Bikes Not Bombs. The most inspiring indicators of our success, however, are not the numbers of young people we reach, but the stories that they themselves share about the depth of transformation they experience because of their participation in BNB programs. For example:

Last year, a summer Youth Instructor who was referred to us because of his involvement in a gang, said, “I used to teach kids how to cock a gun. Now I teach them to fix bikes.”

Another twelve year old in our Earn-A-Bike program said one evening, “Bikes Not Bombs meets my needs for love and belonging.”

And David said, “I feel like I’ve really inspired other kids on my street to get a job; they see me working, and, because I’m one of the oldest on my block, they think it’s cool. It feels really good to be a role model like that.”

These are just a few examples of many.

Problema

Through our Youth Leadership Pathway, we work to address two critical issues facing our communities and our planet: environmental degradation and violence. The neighborhoods in which we work, where air quality is poor and asthma rates are higher than anywhere else in the state, will be more acutely affected by degrading air quality as a result of climate change. Poor air quality has been linked to higher than average heart disease and stroke morbidity rates, and the risk is considerably higher for youth exposed to high levels of air pollution during the developmental stages of their life.

Violence is another pressing issue and critical factor in overall environmental health. The negative impacts of racism, street violence, gangs, and drug abuse prevent youth from having experiences that encourage them to succeed in school, in their communities, and in life. For many of our teens, BNB is their only safe haven.

Actions

Last year we laid the groundwork for expanding our Youth Leadership Pathway and developed a new opportunity for our emerging youth leaders called BNB Ambassadors for Environmental Sustainability. The goal of this new step along the Pathway is to significantly broaden our impact by developing an organizing component to our programming that reaches more young people and advocating for better biking conditions—particularly in low-income areas. In addition, the effort has deepened the leadership capacities of the emerging leaders themselves; their skills have increased by leaps and bounds, and they are even more deeply invested in effecting lasting change.

Youth present the greatest opportunity for impact, as they have not yet developed a dependence on cars, and they have the greatest power to shape cultural trends. We are poised to take this work to scale and significantly expand our reach—the only thing standing in our way is sufficient resources.

Results

We expect the following results from this initiative:

-20 youth will be employed as Lead Ambassadors, educating both their peers in BNB programs and the Boston youth community at-large.
-100 youth from will earn a bike and develop the skills to both maintain it and ride it safely in the city. These youth will be given the opportunity to participate in our Ambassador Program.
-100 additional youth will receive training in safe urban riding and/or participate in rides and activities that ensure healthy and environmentally low-impact lifestyles.
-Youth Ambassadors for Sustainability will research bike culture and bike privilege in Boston, learning why other youth do or do not ride.
-Boston-area youth will gain an understanding of the relationship between sustainable transportation and climate change. Ambassadors will develop a presentation on the topics of transportation justice, climate change and infrastructure equity.
-Attitudes about biking will begin to change in the youth community. Through a cultural change/education campaign, BNB youth will lead a project or campaign aimed at effecting the perception of cycling as a form of transportation among youth.

What will it take for your project to be successful over the next three years? Please address each year separately, if possible.

The success of the next three years depends heavily upon the groundwork that is being laid now. This includes sufficient education and training for both our Youth Ambassadors and our program staff.

In the first year, Ambassadors will be trained by BNB program coordinators and will work together on a single campaign. It is our hope that with a solid foundation, these youth will be able to train future Ambassadors, providing opportunities for authentic youth leadership and youth-led initiatives. We have seen this model work time and time again with our Youth Instructors, who help lead our Earn-A-Bike, Girls in Action and On-the-Bike programs. It is commonplace for youth program participants to ask if they can be Youth Instructors one day–– a testament to both the success of the BNB youth program model and to the potential that young people have to be effective and empowered leaders.

Finally, within our third year we hope to develop multiple committees of Ambassadors for Environmental Sustainability. The committees would be headed by the more senior Lead Ambassadors and each committee would be able to work on a different project–– such as an event, cultural campaign or infrastructure advocacy effort–– depending on the skills and interests of the Ambassadors.

Success throughout all of these phases requires a combination of careful planning and resources. Fortunately, we have already cultivated many valuable partnerships with environmental and youth-serving organizations, such as the Alliance for Climate Education (ACE) and the Roxbury Environmental Empowerment Project (REEP). These collaborations have a benefit far beyond their practical support in planning and training. Through these relationships, each group has realized they are not working alone, but rather within a rich community of civically-engaged and socially concerned young people.

What would prevent your project from being a success?

The primary limiting factor that threatens long-term success is resources. Bikes Not Bombs is already a very lean organization that fully maximizes that use of its dedicated volunteers and passionate staff members. We have a strong reputation in the community for “doing a lot with very little”—people who walk through our doors are always amazed by the number of volunteers and youth they see making things happen. For instance, every Wednesday night for 20 years we have had between 20 and 40 volunteers (some who have been with us for many years and others every week who are brand new to BNB) processing the thousands of bikes that we salvage and find a new life for.

We have been tremendously successful on a smaller scale, and are now poised to expand our work throughout the city. In focus groups conducted by the Boston Collaborative for Food and Fitness in 2008, Boston residents called for a Bikes Not Bombs in every neighborhood of the city. We have the systems, the infrastructure, a proven curriculum and approach, strong partnerships with other non-profit organizations and the City of Boston, broad-based buy-in from community members, and a compelling vision ready to be carried out by a passionate and diverse group of adults and young people.

How many people will your project serve annually?

101‐1.000

What is the average monthly household income in your target community, in US Dollars?

Less than $50

Does your project seek to have an impact on public policy?

Sim

SUSTENTABILIDADE

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Em que estágio está seu projeto?

Em execução por mais de 5 anos

In what country?

Estados Unidos , MA

Is your initiative connected to an established organization?

Sim

If yes, provide organization name.

Bikes Not Bombs, Inc.

How long has this organization been operating?

Mais de 5 anos

Does your organization have a Board of Directors or an Advisory Board?

Sim

Does your organization have any non-monetary partnerships with NGOs?

Sim

Does your organization have any non-monetary partnerships with businesses?

Sim

Does your organization have any non-monetary partnerships with government?

Sim

Please tell us more about how these partnerships are critical to the success of your innovation.

As a community organization, Bikes Not Bombs actively seeks collaboration with other organizations. We regularly collaborate on projects and events in order to better serve the youth in our community and to leverage limited resources. Bikes Not Bombs was in fact started as a movement rather than an organization, and has stayed true over the years to its collaborative approach, believing whole-heartedly that what people and organizations can achieve together will be far greater than what can be achieved alone. It is a value we instill in our youth and demonstrate in the way we approach all of our activities. Part of what makes our youth programs successful is the fact that we open the door for young people to a community of cyclists, giving them a sense of connection beyond the walls of Bikes Not Bombs.

What are the three most important actions needed to grow your initiative or organization?

The three most important actions needed to grow our organization are: 1) expand staff capacity to coordinate a scaled-up program, 2) develop a strategic plan, both for the organization overall and individual programs, and 3) secure the necessary financial resources to adequately support the program.

As mentioned earlier, BNB is a very lean organization. We have only two youth programs staff members, one of whom works part-time during the winter months, to coordinate and lead six very intensive youth programs (our youth programs operate every single day). We lead an Adult Instructor Training every year, in which adults enroll in an intensive 30-hour training in exchange for thirty volunteer hours in our youth programs. With these adult volunteers and our paid teen instructors, we are able to offer a 1:2 instructor-to-student ratio, ensuring a 95-100% graduation rate. To take our work to the next level, however, and spread our work across the city, we will need increased staff capacity.

We envision BNB Youth Ambassadors across the city leading bike rides, teaching bike safety, fixing flat tires and other mechanical problems at stands on street corners, at farmer’s markets, and at community centers … and demonstrating the power of young people to truly change the world! What we need now is a clear-cut strategic plan to help us to get from here to there. We have launched a strategic planning process that will involve board members, staff, youth, volunteers, and other stakeholders. We expect to have a completed strategic planning in the fall of 2010.

Our third critical action is securing the resources for program materials. We are expanding our donor base and redoubling our strategic fundraising efforts in ways that build on our success by engaging and empowering donors as true partners in our work.

A História

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What was the defining moment that led you to this innovation?

In 1989, Bikes Not Bombs founder Carl Kurz returned to Boston’s inner city, having spent 5 years building up bike programs in Nicaragua with used bikes collected and shipped from the US. The mechanics training, specialty tools, and supply of donated used bikes jumpstarted a whole bicycle industry in Nicaragua, both creating jobs and making this affordable, efficient, and environmentally-friendly vehicle a transportation option for many more people. But BNB trainers had realized that to be truly powerful, this could not just be aid from outside - the programs needed to be rooted in their local communities. In 1989 the Nicaraguan shops transitioned to full local ownership and control, with continued support and shipments from Boston. Back in Boston, inner-city gang violence was heating up into one of the worst periods in its history, and BNB organizers saw their own community’s youth caught up in violence and despair that resulted from lack of econonomic opportunities and social inequities. Bikes Not Bombs decided that its work must become rooted in its own community at home in Boston, and decided to focus on youth as the most vulnerable people who also have the most potential for future change. BNB did not yet have its own building for mechanics classroom space, but secured a grant from the City of Boston Transportation Department and ran a summer program for teens outdoors on playgrounds, using bike trailers to bring the bikes and portable tools and stands each day. The teens were agents in their own empowerment, learning the mechanics hands-on and completing the work to build up their own bicycles which they kept at the end of the program. This became the model for the Earn-A-Bike program, which expanded into Girls In Action and other programs in what is now a vibrant youth center, employing teen graduates as leaders to help teach their peers and continue this powerful community work.

Tell us about the social innovator behind this idea.

Carl Kurz founded Bikes Not Bombs (BNB) in 1984. Carl grew up in Illinois, and in his youth he spent 4 years on crutches due to one leg being slightly shorter than the other. This was difficult for a young person trying to fit in with his peers, but Carl found mobility and freedom on the bicycle. With a special pedal, bicycle racing became an accessible sport. At the end of his teens Carl moved to Texas to work as a bicycle mechanic and shop manager, and there he became deeply involved in environmentalism and the anti-nuclear movement. Organizing against the Seabrook nuclear power plant brought Carl to Boston, where he settled in the early 1980's and began exploring ways to build an organization to use the bicycle as a vehicle for social change. Spurred on by the Reagan administration's sponsorship of the Contra War in Nicaragua, Carl formed Bikes Not Bombs as part of a solidarity movement to work against militarism and to bring environmentally-sustainable economic development to ordinary people of Nicaragua. This solidarity movement found broad popular support in the US among churches, community groups, even towns of Massachusetts that formed sister-city relationships with Nicaraguan towns. From 1984 to 1990, Carl spent much of each year in Nicaragua setting up bicycle programs and businesses that were supported by used bicycles collected and shipped from the US. Some of these shops specifically employed physically-disabled people, which held a special resonance with Carl due to his own struggles in youth. In 1990 Carl and BNB volunteers initiated bicycle programs for Boston youth. Carl is fluent in Spanish and skilled in welding, metalworking, and design and construction of cargo-carrying bicycles. He has advocated at the city level for urban planning that gives priority to cyclists and public transportation. He sees the bicycle as a part of a larger movement for environmental sustainability, and he is knowledgeable on natural ecosystems and appropriate technology designs for agriculture and alternative energy. Carl is part owner of a house in Roxbury (part of Boston's inner city) where he grows vegetables, fruit and flowers in his 3,000 square-foot urban garden.

How did you first hear about Changemakers?

Email from Changemakers

If through another, please provide the name of the organization or company

50 words or fewer

The Good Earth Singers

Criado: 04/18/10 por Bob Maurer

Localização

Burlington
Estados Unidos
44° 28' 33.1788" N, 73° 12' 43.4592" W
See map: Google Maps

The Good Earth Singers (GES) is an organization dedicated to buildi local community through song, and empower that community to take positive action to improve the local and global environment. GES’s mission is to develop and support the songful celebration of our common humanity and our deep, devotional connection to the earth. GES helps anyone, regardless of experience and background, learn how to offer his/her voice in service and celebration of this loving earth on which we live. No dues or fees are required for membership, all are welcome.

Big Heart Little Feet

Criado: 04/16/10 por Pat Conaway

Localização

Natick
Estados Unidos
42° 16' 59.9988" N, 71° 20' 60" W
See map: Google Maps

Big Heart Little Feet was founded by Patrick Conaway of Natick, MA. The mission of this organization is to help others and leave small footprints on the earth. In recent months he has organized neighbors and volunteers to clean-up some of the local waterways and trails in the parklands of Natick. In just a few months, he has established a Trail Work on Tuesdays and Thursdays mornings recruiting volunteers to help clean the plastic bottles for recycling, paper, glass

“Cocinas mejoradas en las viviendas de las mujeres de organizaciones sociales de Puente Auco”

Criado em 04/15/2010 por Aurelia Huarachi Olivera

El proyecto consistía en desarrollar capacidades en las mujeres de organizaciones sociales del Puente Auco en nuevas técnicas de implementación de cocinas mejoradas para sustituir a las cocinas rústicas a leña. El año pasado, a través del I Concurso de Iniciativas Locales para el Avance de las Mujeres organizado por el Centro de la Mujer Flora Tristán y Aieti financió la implementación de 25 cocinas mejoradas con la capacitación de la GTZ para la construcción de las cocinas.

Sobre Você

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Seção 1: Sobre Você

Nome

Sobrenome

Website

Country

n/a

Seção 2: Sobre a Sua Organização

Is your initiative connected to an established organization?

Não

Nome da Organização

Página da organização na internet

Telefone da organização

Endereço da organização

País da organização

n/a

Sua organização é

How long has this organization been operating?

Sua ideia

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Dê um nome ao seu projeto

“Cocinas mejoradas en las viviendas de las mujeres de organizaciones sociales de Puente Auco”

Descreva Sua Ideia

El proyecto consistía en desarrollar capacidades en las mujeres de organizaciones sociales del Puente Auco en nuevas técnicas de implementación de cocinas mejoradas para sustituir a las cocinas rústicas a leña. El año pasado, a través del I Concurso de Iniciativas Locales para el Avance de las Mujeres organizado por el Centro de la Mujer Flora Tristán y Aieti financió la implementación de 25 cocinas mejoradas con la capacitación de la GTZ para la construcción de las cocinas.
Las cocinas mejoradas han logrado disminuir las enfermedades respiratorias en las mujeres a causa del humo, han logrado que las mujeres ahorren en leña, han contribuido que las viviendas sean más saludables y por ende que contribuyan en la disminución de la contaminación ambiental.

Country your work focuses on

n/a

INOVAÇÃO

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What makes your idea unique?

Do you have a patent for this idea?

Não

Impacto

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Temas relacionados à inscrição

Conte-nos sobre o impacto social de sua inovação. Por favor, inclua números e histórias como evidência deste impacto.

Problema: Descreva o(s) problema(s) principal (s) que sua inovação aborda

Ações: Descreva os passos que você está tomando para tornar sua inovação um sucesso. O que pode impedir esse sucesso?

Resultados: Descreva os resultados esperados destas ações nos próximos três anos. Por favor, aborde cada ano separadamente, se possível.

How many people will your project serve annually?

< 100

What is the average monthly household income in your target community, in US Dollars?

Don't know

A sua inovação busca ter um impacto em políticas públicas?

Se sua inovação busca impactar políticas públicas, de que forma?

SUSTENTABILIDADE

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Em que estágio está seu projeto?

Sua organização possui um conselho de diretores ou um conselho consultivo?

Does your organization have a non monetary partnerships with NGOs?

Sua organização possui parcerias não financeiras com empresas?

Sua organização possui parcerias não financeiras com o governo?

Please tell us more about how partnerships could be critical to the success of your innovation

We would like to learn more about how your initiative is financially supported. Please explain your business plan/revenue model

A História

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What was the defining moment that led you to this innovation?

Tell us about the person—the social innovator—behind this idea.

How did you first hear about Changemakers?

Se através de outra fonte, por favor forneça as informações

ICRW

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O seu projeto lida com alguma das seguintes barreiras de acesso e uso das mulheres à tecnologia?

Se você marcou qualquer uma das opções acima, explique como.

O seu projeto envolve mulheres em uma ou mais das seguintes fases do ciclo de vida da tecnologia? Identificação do problema que a tecnologia vai resolver:

Se você marcou qualquer uma das opções acima, por favor, explique como irá garantir a participação das mulheres em cada fase relevante do ciclo de vida tecnológico.

Se as mulheres são o foco de seu projeto, como este foco evoluiu?

Which type of women will your project reach directly?

In what ways does your project team/leadership involve women?

A sua organização formou novas parcerias em resposta a este desafio? Se sim, com que tipo/s de organização/ões?

A liderança do projeto tem experiência prévia com o seguinte?

Rack N Ride

Criado em 04/12/2010 por maltsch1

We are a shared bicycle program located on Arizona State Universities main campus. We are the most sustainable shared bike program yet and have a verbal commitment with ASU for commercial rights to bicycle sharing.

Sobre Você

Organização: Rack N Ride Visitar websitemais ↓↑ ocultar↑ ocultar

Seção 1: Sobre Você

Nome

max

Sobrenome

altschuler

Website

Country

Estados Unidos , AZ

Seção 2: Sobre a Sua Organização

Is your initiative connected to an established organization?

Sim

Nome da Organização

Rack N Ride

Página da organização na internet

Telefone da organização

5166602836

Endereço da organização

520 s mill ave ste 302, Tempe AZ 85281

País da organização

Estados Unidos , AZ

Sua organização é

Privada

How long has this organization been operating?

Menos de um ano

Sua ideia

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Dê um nome ao seu projeto

Rack N Ride

Descreva seu Negócio Social

We are a shared bicycle program located on Arizona State Universities main campus. We are the most sustainable shared bike program yet and have a verbal commitment with ASU for commercial rights to bicycle sharing.

Country your work focuses on

Estados Unidos , AZ

INOVAÇÃO

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O que faz a sua inovação única?

What makes our innovation unique is how sustainable it is. Our bikes will be made by Kona, and for every 2 bikes we buy, 1 goes to a doctor in Africa. The paint used on our bike is environmentally safe and still durable. All the racks are solar powered. We will use airless tires on our bikes. We have recycling plans that put the bikes in poor villages in South America after we are done with them. Any advertisements on our bikes or racks must be down in soybean based ink. We are also strengthening a community that is very spread out right now. The campus is vast and students are often housed far from each other. With Rack N Ride, we hope to foster a campus that is friendlier. We also already have a verbal commitment to be the only commercial bike sharing company on ASU's campuses.

Do you have a patent for this idea?

Não

Impacto

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Conte-nos sobre o impacto social de sua inovação. Por favor, inclua números e histórias como evidência deste impacto.

To walk from the main parking lot to the business building can take over 35 minutes. Now students wont have to take this walk twice a day in that august 115 degree heat. Also, freshmen who meet kids in class can know foster a relationship with them because they can bike to their dorms. The northern and southern dorms on main campus are at least a 20 minute walk away.

Problema: Descreva o(s) problema(s) principal (s) que sua inovação aborda

Pollution, transportation, socialization in the community, less bike theft and crime, a leader in the sustainable community.

Ações: Descreva os passos que você está tomando para fazer da sua inovação um sucesso. Inclua a descrição do modelo de negócio. O que pode impedir esse sucesso?

We've already won a few other grants. We've gotten a verbal commitment from ASU and are working on insurance and bonding certificates to get the written commitment. We've applied to more grants and have investors and financing lined up. Only limited funding will prevent the success.

Resultados: Descreva os resultados esperados destas ações nos próximos três anos. Por favor, aborde cada ano separadamente, se possível.

We should be able to get the written agreement with ASU by May. After May we will be in the fund raising phase. Then well will have the racks manufactured and the bikes reconfigured. We should be up and running in 2012.

How many people will your project serve annually?

> 10.000

What is the average monthly household income in your target community, in US Dollars?

$1000 - 4000

A sua inovação busca ter um impacto em políticas públicas?

Não

Se sua inovação busca impactar políticas públicas, de que forma?

Approximately 150 words left (1200 characters).

SUSTENTABILIDADE

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What stage is your Social Enterprise in?

Fase de concepção

Sua organização possui um conselho de diretores ou um conselho consultivo?

Sim

Does your organization have a non monetary partnerships with NGOs?

Não

Sua organização possui parcerias não financeiras com empresas?

Não

Sua organização possui parcerias não financeiras com o governo?

Não

Por favor, conte-nos mais sobre como parcerias podem ser fundamentais para o sucesso do seu Negócio Social

Partnerships with ASU and the local businesses are huge to the success of our enterprise. Luckily we've already taken care of ASU and a couple of the small businesses

We would like to learn more about how your initiative is financially supported. Please explain your business plan/revenue model

We need about 400,000 to fund the pilot. Once up and running we will be making money not only from the bike sharing but from advertising as well. We will be able to advertise on the bikes and racks.

A História

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What was the defining moment that led you to this innovation?

Getting the $2,000 grant.

Tell us about the person—the social innovator—behind this idea.

Me and Bryan lived in barcelona Spain for a year. They had a system like this. We knew it would work well at ASU so we applied for that grant and got it.

How did you first hear about Changemakers?

College or university

Se através de outra fonte, por favor forneça as informações

To galvanize the boating community to become stewards of the ocean.

Criado em 04/12/2010 por Sailors for the Sea

Our mission statement at Sailors for the Sea is to educate and empower the boating community to protect and restore the Earth’s Ocean, coastal waters, lakes and rivers that support the boating community. Sailors are an untapped constituency that is already passionate about the waters they use for their livelihood, recreation, and sport.

Sobre Você

Organização: Sailors for the Sea mais ↓↑ ocultar↑ ocultar

Seção 1: Você

Nome

Hilary

Sobrenome

Wiech

Website URL

Organização

Sailors for the Sea

Country

Estados Unidos , RI

Seção 2: Sua Organização

Nome da Organização

Sailors for the Sea

Página da organização na internet

Telefone da organização

401-846-8900

Endereço da organização

18 Market Square Newport RI 02840

Sua organização é

OSCIP/ONG

País da organização

Estados Unidos , RI

Sua ideia

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Dê um nome ao seu projeto

To galvanize the boating community to become stewards of the ocean.

Country and state your work focuses on

Estados Unidos , RI

Descreva Sua Ideia

Our mission statement at Sailors for the Sea is to educate and empower the boating community to protect and restore the Earth’s Ocean, coastal waters, lakes and rivers that support the boating community. Sailors are an untapped constituency that is already passionate about the waters they use for their livelihood, recreation, and sport.

Website URL

INOVAÇÃO

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What makes your idea unique?

Marine life and vital coastal habitats are straining under global use. The ocean, once considered inexhaustible and resilient, is finite and fragile. Sailors for the Sea is galvanizing a unique community that has not previously had an Ocean Conservation organization to represent them. By working with the boating community to protect and restore the Earth’s waters, Sailors for the Sea is addressing a community that is already passionate about the ocean. Our five core programs and projects are innovative and unique, bringing education and action to the forefront of our mission.
● Clean Regattas is an effort by Sailors for the Sea in conjunction with yacht clubs, sailing programs and individual regattas to reduce the impact of these programs and events on their local waters.
● The web-based program Ocean Watch Essays consists of current essays on ocean conservation issues, and serves as a resource for engagement and stewardship activities.
● Certified Sea Friendly, which will make its debut in 2010, is a voluntary, LEED-style certification program for the marine manufacturing industry. It will make construction, maintenance and operation of vessels more environmentally friendly.
● The Around the Americas expedition is a circumnavigation by sail of North and South America to raise awareness of ocean health issues, perform scientific research, and educate those they meet along the way.
● We are co-sponsors of the powerful documentary entitled A Sea Change. The documentary educates its viewers about ocean acidification, and poses the question what would the world would be like without fish.

Do you have a patent for this idea?

Impacto

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What impact have you had?

Through our programs & projects Sailors for the Sea has had over 35,000 participants. Through media publications we have spread out message to over 3.7 million people.
● Since 2006 we have held 80 Clean Regattas, and this program continues to grow rapidly growing in 2010. At Clean Regattas the use of plastic is reduced by encouraging the use of reusable water bottles, having reusable bow numbers, using biodegradable cups, and not using straws. Regattas reduce paper waste by having online registration, press packets, and regatta documents. Water quality is protected by the use of oil spill prevention pads, using bottom paint that is not “soft” and will not leech off chemicals, and by using non-toxic cleaning products. We also require that the organization running the regatta have recycling readily available.
● In June of 2010 our Around the Americas project will have sailed over 24,000 miles and stopped in 30 ports of call. At these stops educators from the Pacific Science Center meet with children and adults to educate them on global and local ocean health issues. The sailing vessel Ocean Watch and her crew welcome people on board to learn about the multiple scientific experiments they perform.
● The documentary A Sea Change has received nationwide recognition with hundreds of showings all over the world, including a standing ovation in Washington, DC on its opening night. It has helped bring Ocean Acidification to the forefront of environmental issues, something very few people had heard of five years ago.

Problema

Sailors for the Sea is addressing some of the most damaging ocean trends, such as the proliferation of marine debris; ocean acidification and its detrimental effects on marine life; poor ocean management; non-point source pollution; and invasive species.

Actions

We have developed several original programs to address these specific issues, including Clean Regattas, which helps large sailing events and programs reduce their environmental impact; Around the Americas, a 13-month circumnavigation which raises awareness of global ocean health issues in North and South America; Certified Sea Friendly, which engages the marine manufacturing industry in sourcing sustainable materials; Ocean Watch Essays, which provide individuals with direct links between knowledge and practical action. The primary obstacle to success is the struggle to get the word out about our programs to as wide an audience as possible.

Results

We expect that our innovations will lead to a dramatic, nationwide reduction in marine debris, coastal degradation and non-point source pollution from marinas, yacht clubs, sailing programs and coastal communities. In particular we will see a return to the “self-sufficient sailor” who uses only what is necessary and nothing that must be thrown away (e.g. plastic bottles, toxic cleaners and paints). Reduction and reuse are the goals of the sailor, who at the most basic level harnesses only the wind for energy to move their boat. With over 13 million boaters in the U.S., this will be the start of a sea change that will spread through coastal communities and finally to all individuals.

What will it take for your project to be successful over the next three years? Please address each year separately, if possible.

In 2010, our primary goals are to double the participants in Clean Regattas, conclude the expedition portion of Around the Americas and roll-out Certified Sea Friendly into the developmental stage. In 2011 will see the growth of Clean Regattas to over 200 participating events, and the continuation of Around the Americas in the form of a lecture tour and museum exhibitions. Certified Sea Friendly will be well-under way and we will launch the Rainy Day Kits for Environmental Education, to engage young sailors in the vibrant ecosystems beneath their hulls. In 2012 we will certify the first vessels under the Certified Sea Friendly program, continue expanding Clean Regattas and Rainy Day Kits. To be successful, Sailors for the Sea requires the passion of a committed staff and the funds to bring on additional staff with the growth of our programs. We currently have the passion, committed staff and limited funds. As our mission progresses, the more help we have the more we can do.

What would prevent your project from being a success?

The only thing that could prevent Sailors for the Sea from being successful at our mission is the inability to get the word out about the simple, practical actions that individuals can take to make a difference. We are able to provide the know-how, resources and inspiration, but without dedication and membership from the constituency that our programs and projects serve, Sailors for the Sea will not reach our goals.

How many people will your project serve annually?

> 10.000

What is the average monthly household income in your target community, in US Dollars?

Less than $50

Does your project seek to have an impact on public policy?

Sim

SUSTENTABILIDADE

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Em que estágio está seu projeto?

Em execução por mais de 5 anos

In what country?

Estados Unidos , RI

Is your initiative connected to an established organization?

If yes, provide organization name.

How long has this organization been operating?

Mais de 5 anos

Does your organization have a Board of Directors or an Advisory Board?

Sim

Does your organization have any non-monetary partnerships with NGOs?

Sim

Does your organization have any non-monetary partnerships with businesses?

Sim

Does your organization have any non-monetary partnerships with government?

Sim

Please tell us more about how these partnerships are critical to the success of your innovation.

The board of directors at Sailors for the Sea gives crucial support to our mission; our board members are all involved in the boating community and passionate about the environment. At Sailors for the Sea we work with multiple other NGO’s to leverage the effectiveness of our projects and programs the include but are not limited to: Oceana, Pacific Science Center, Rosenstiel, Nature Conservancy, Massachusetts Ocean Partnership, and Summer Sailstice. Our partnerships with environmentally friendly business like ePaint allow us to increase the use of non-toxic products throughout the boating community. We are also aligned with NOAA as one of our board members; Betsy Nicholson is NOAA's Northeast Lead for the Coastal Services.

What are the three most important actions needed to grow your initiative or organization?

● The launch of Certified Sea-Friendly will help grown our organization through the creation of a LEED style certification for the marine industry. In order for this to be successful we will need the boating community to demand that their boats are made with respect for the environment.
● The growth of our membership from the constituency that we serve.
● The initiation and growth of local chapters, starting in 2010, will help spread the mission of Sailors for the Sea, and implement our projects on a local level.

A História

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What was the defining moment that led you to this innovation?

David Rockefeller, Jr., an avid racing sailor and active environmentalist, worked on the Pew Oceans Commission. As a member of the commission he witnessed firsthand profound and alarming ocean health issues. The list of these issues is extensive and includes marine debris, over fishing, habitat alteration and degradation, non-point source pollution, invasive species and inconsistent ocean management policies. The commission issued a comprehensive report on the health of U.S. marine waters in June 2003. Afterwards, David thought about what could be done to bring about change. He was troubled by the fact the sailors, who spend so much time on the water, had not banded together to take action for the ocean, like surfers and fisherman. Therefore David Rockefeller, Jr. along with David Treadway and Rick Burnes founded Sailors for the Sea in 2004.

Tell us about the social innovator behind this idea.

Sailors for the Sea was founded by three active sailors who serve on the Board of Directors. They formed the mission of Sailors for the Sea and continue to inform the direction of the organization. Additionally we have two full time staff that implement the direction and growth of Sailors for the Sea on a daily basis.
●. David Rockefeller, Jr., director and former chairman of Rockefeller & Co., Inc., is an active participant in the nonprofit arena, especially in the areas of environment, the arts, public education and philanthropy. He is the former vice chair of the National Park Foundation and former national vice chair of the Alaska Conservation Foundation.
● David Treadway, PhD, is a nationally known family and couples therapist and the author. He has sailed his Luders 33 as far north as Newfoundland and Scotland, and as far south as Spain and the Caribbean. David passionately believes that all of us who love the sea must unite in sounding the alarm about the threat to our oceans.
● Rick Burnes has cruised all over the world and races on his 45 foot racing- cruising sloop Cybele. Professionally he was a founder of Charles River Ventures. Sailors for the Sea is important to him because for the 45 years he has been sailing he has observed the dramatic decline in marine life and recognizes that the best way for sailors to help revive the oceans is to band together to influence governmental policy.
● Dan Pingaro, SfS executive director came to SfS in 2008 from San Francisco and the US Environmental Protection Agency. There he developed strategic support for the West Coast Governors' Ocean Health Action Plan, and was the Program Manager for the West Coast Estuaries Initiative. Additionally he was the EPA lead for the Santa Monica Bay National Estuary Program. Dan is an active racing sailor, surfer, paddleboarder and swimmer and enjoys living near the ocean.
● Chris Mancini, SfS program manager, has been with SfS since 2006 He started working here while receiving his masters in Urban and Environmental Policy and Planning from Tufts University. Chris has sailed all along the east coast of the United States, the Gulf of Mexico and the Eastern Caribbean. He also worked as an environmental educator in the Hudson Valley, New York City and the greater Boston area.

How did you first hear about Changemakers?

Personal contact at Changemakers

If through another, please provide the name of the organization or company

50 words or fewer

Bags for the People

Criado em 04/11/2010 por Bags for the People

Bags for the People is a non-profit organization that protects the environment by reducing plastic bag waste through reusable bag sewing workshops. During each workshop environmental education and community interaction is coupled with hands on creative expression, to not only facilitate the switch from throw-away to reusable, but to inspire positive action in life.

Sobre Você

Organização: Bags for the People mais ↓↑ ocultar↑ ocultar

Seção 1: Você

Nome

Glenn

Sobrenome

Robinson

Website URL

Organização

Bags for the People

Country

Estados Unidos , NY

Seção 2: Sua Organização

Nome da Organização

Bags for the People

Página da organização na internet

Telefone da organização

347-722-0335

Endereço da organização

PO Box 110978, Brooklyn, NY 11211

Sua organização é

OSCIP/ONG

País da organização

Estados Unidos

Sua ideia

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Dê um nome ao seu projeto

Bags for the People

Country and state your work focuses on

Estados Unidos , NY

Descreva Sua Ideia

Bags for the People is a non-profit organization that protects the environment by reducing plastic bag waste through reusable bag sewing workshops. During each workshop environmental education and community interaction is coupled with hands on creative expression, to not only facilitate the switch from throw-away to reusable, but to inspire positive action in life.

Website URL

INOVAÇÃO

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What makes your idea unique?

Bags for the People utilizes already existing ideas, equipment, and materials to inspire positive and creative environmental action through self empowerment.

At the core of the program participants learn to sew reusable bags from repurposed materials. This simple process teaches the invaluable skill of sewing while utilizing the wealth of waste materials that are destined for the landfill. Participants learn about the perils of our disposable culture and why making and using their reusable bags are important for the positive health of the environment.

The program involves workshops and events at schools, cultural enclaves, and community centers. Bags for the People provides all equipment, materials, and instruction necessary for a successful workshop or event and ensures that accessibility to the community is a priority. At these workshops and events and emphasis is placed upon the fun and creativity of a social gathering, creating a comfortable environment that enables active dialogue and participation.

Do you have a patent for this idea?

Impacto

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