Here's a story about how members of the Changemakers community are using design to save lives in Mexico and Guatemala:
Like magic, a single sheet of paper can become an intricate bird, a fearsome dragon, or a delicate flower, through the ancient art of origami. It can even become a solution to one of the world’s most pressing pediatric health challenges: Asthma
The Respira spacer, designed by five Stanford Institute of Design students, is an efficient and ingenious twist on a device that improves the effectiveness of an asthma sufferer’s inhaler. Made of inexpensive paper and able to fold flat for efficient shipping, the Respira spacer costs a mere 25 cents, as opposed to a typically bulky traditional spacer that can cost more than $50.
Read more about this solution, or discuss this topic below.
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Created on 04/10/2013 by john.nguyen
East Meets West provides innovative solutions to challenging development problems. Their Breath of Life (BOL) program tackles infant mortality and morbidity by equipping hospitals with new, durable neonatal equipment appropriate for low resource settings coupled with staff training in neonatal care.
了解详情 ↓↑ 隐藏↑ 隐藏组织所在的国家/地区
United States, CA, Oakland, Alameda County
Organization's Country of Operation
Type of Organization
Non‐profit/NGO
Year of launch of the organization
Has the organization received awards or honors? Please tell us about them
• EMW has been awarded Charity Navigator’s highest rating—four stars—for the fourth year in a row, putting it in the top 6% of charities rated.
• EMW was recognized as Charity Navigator’s “Top 10 Charities Expanding in a Hurry” in 2012, growing revenue by over 35% in the last three years with sufficient capital for sustained growth.
We want to hear about your “Aha!” moment. Share the story of where and when the founder(s) saw this solution’s potential to change the world.
The Breath of Life program was initially developed in Vietnam, which had few hospitals treating sick newborns and existing medical devices were broken or unused. 99% of newborn deaths occur in the developing world, and the fact that the WHO estimates that 75% of medical devices fail within the first several years in low-resource environments spurred our interest in addressing this market failure.
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了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
East Meets West: Saving Newborn Lives through Appropriate Technology in Low-Resource and Inefficient Markets
Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
East Meets West (EMW)’s fastest growing healthcare program is Breath of Life (BOL), which tackles infant mortality and morbidity by equipping hospitals with new, durable neonatal equipment appropriate for low resource settings and staff training in neonatal care. Some 54,000 babies are being treated each year through EMW-provided neonatal equipment.
The equipment suite developed in this way comprises resuscitaires (which double as open-care warmers), highly effective blue light-emitting-diode (LED) phototherapy for the treatment of jaundice (replacement lights not required for 50,000 hours – 5.7 years if used continuously), and continuous positive airway pressure (CPAP) for providing advanced respiratory support to sicker infants requiring oxygen supplementation. Initial training and equipping of Vietnamese national level hospitals was followed by the use of these hospitals as training centers for doctors and nurses from lower level hospitals, and the provision of equipment to those hospitals.
Since the program launch in 2005, East Meets West’s Breath of Life has been successful in addressing the issue of infant mortality in Vietnam through the provision of key medical equipment to hospitals and clinics, integrating these technologies into the medical system, training medical personnel (doctors, nurses and other medical practitioners) and working with local health authorities to increase the capacity of newborn care.
East Meets West's understanding of the "bottom of the pyramid" market allows BOL to replicate our work and make rapid, scalable impact in new areas.
Describe how your innovation model is distinct from any other organization in your field?
BOL’s innovative and holistic approach addresses the issue of “innovation pile up,” a problem in which lifesaving technology never reaches the intended beneficiaries. Our emphasis on working with strategic local partnerships, providing ongoing training to medical practitioners, local technical assistance, and regular monitoring and evaluation builds the capacity of public health systems in the developing world that lack the staff, training, or infrastructure to utilize these burgeoning innovations.
While there are other devices currently in the market, most notably the Rice University bubble CPAP, the Breath of Life device is not only low-cost, but built to be appealing and simple to use for medical practitioners. An innovation is effective so long as the beneficiaries make use of it.
What type of operating environment and internal organizational factors make your innovation successful?
East Meets West values partnerships with clinicians and medical professionals in local hospitals in Asia. Our experienced field staff work closely with doctors and nurses to provide appropriate training and gather feedback from these practitioners. The development of the Breath of Life suite of medical devices was the result of extensive testing and evaluation of the device with close involvement of the medical staff at the National OBGYN Hospital in Hanoi, Vietnam. It is the close collaboration with local medical staff that make the BOL program an innovation that is successful and sustainable.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
In recent years, EMW has expanded into eight countries throughout Asia and piloting in West Africa, so we have learned to adapt our programs to varying conditions and environments. Our public/private partnership with social enterprise Medical Technology and Transfer Services (MTTS) provides us a resource for R&D to test out new innovations and changes to our medical devices.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏The systemic challenge you are trying to overcome (select one)
Bring accessible healthcare to communities in emerging markets
Health area (target market) where the need is [select only one]
Maternal care
Categories along the health continuum you are covering [select all that apply]
Intervention, Follow-up.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
East Meets West's mission is to find innovative solutions to challenging development problems. We attempt to address the severe lack of appropriate medical technology built for the developing world. These are devices that are low-cost, durable (resisting heat and humidity), use little to no consumables, have manuals in the local language, readily available technical assistance, local training for medical practitioners to properly operate the devices, and appropriate monitoring to evaluate impact.
Due to market failures, the "bottom of the pyramid" has been an untapped market for locally appropriate medical devices, and we feel that our suite of BOL equipment has and will continue to prosper in that niche.
Stage that best applies to your solution [select only one]
Scaling (growing impact on a regional or global scale)
Core strategies of your business model [select all that apply]
Patient-centered design, New/redefined roles for healthcare service provision, Unconventional partnerships (between traditional healthcare players and players outside healthcare).
Most relevant tools you are using to implement the strategies outlined above [select only two]
Technology, Education/training.
Please describe your solution in more detail
Breath of Life's solution to the lack of healthcare in emerging markets is to provide custom-designed, low-cost equipment to hospitals, and targeted training to medical personnel, to save the lives of infants suffering from common newborn pathologies. To ensure sustainability, BOL works to strengthen linkages with local health authorities to involve them in integrating these technologies into the larger health system.
When EMW provides a hospital in the developing world with the full range of Breath of Life equipment, this complex of innovative technologies constitutes a cost-effective, durable, low-maintenance NICU, or Neonatal Intensive Care Unit to effectively treat premature infants and other newborns with life-threatening health conditions.
What are your vision and overall objectives?
While global under-five child mortality rates have been decreasing in recent decades, the rate of neonatal mortality has been on the rise. Annually, 43% of all child deaths occur in the first four weeks of life, the crucial neonatal period. Yet typically, newborn care is the branch of medicine with the least investment, research and innovation.
The Breath of Life program aims is to equip and empower medical institutions at all levels to provide appropriate, responsive newborn care, from national hospitals to regional facilities and clinics throughout the developing world. The strategy starts with the provision of equipment and training at the highest, most centralized level, then expanding out to train staff and supply facilities in more remote areas.
What is your value proposition?
East Meets West's Breath of Life (BOL) program develops customized, clinical solutions to significantly reduce neonatal mortality and morbidity in developing countries. Our value proposition is as follows:
Locally manufactured by MTTS (Medical Techology Transfer Service)
Instructions, controls, and manuals in local language
Replacement parts easily obtained
Accessible technical support and maintenance
Tested in conditions of actual use and appropriately adapted
Durable and low maintenance
Low-cost
Not reliant on expensive consumables
Warrantied (3 years, no questions asked)
Scalable for each country, hospital, clinic conditions
Who is your customer(s)?
Public and private neonatal hospitals and clinics in the developing world with high level of births, mortality and morbidity rates. Ministries of health, local and provincial governments.
What approaches to you use to reach your customers?
Contact with local doctors to become advocates of the BOL program. The appeal of the BOL suite of medical devices that are functional and incorporated with technical assistance and monitoring
CPAP to address respiratory distress syndrome (RDS)
LED phototherapy machine to treat neonatal jaundice
Infant resuscitation station
Portable “bilibed” to provide both phototherapy treatment and heat
Pulse oximeters to measure oxygen levels in the blood
Hand sanitizers
What are your primary activities?
Breath of Life concentrates its resources on designing and distributing equipment solely for the critical newborn period, because by supplying the basic package of equipment and providing first-rate training for the medical personnel who will use it, many lives can be saved.
BOL distributes equipment designed and produced by EMW technical partner MTTS (Medical Technology Transfer Services), which conducts its research and development in the field. Machines based on globally developed designs are designed for local conditions, tested in real clinics and hospitals, then adjusted. Local manufacture means manuals and controls in local languages and easy access to parts and technical help. BOL machines are durable, easy to use, and don't use expensive consumables— ensures sustainability.
Who are your peers and competitors? What problems could these players pose to your success or growth?
As EMW and BOL continues to grow, we expect that other medical device manufacturers will see the potential of addressing the urgent need of locally appropriate medical technology. We see this as encouraging, in that the BOL program model is flexible to work with other devices as appropriate. EMW's area of strength is our ability to identify market failures in the medical infrastructure, and make linkages to partners, funders and manufacturers to develop an impactful and sustainable health delivery system for newborn babies.
What other challenges - individual, organizational, or environmental – are you currently facing or might hinder future success of your business, and how do you plan to overcome those?
As with many NGOs, our challenge is to further scale our work with the limited resources (financial, human) available. We address this constraint by constantly looking for local partnerships that are aligned and mutually beneficial, where ever we choose to expand.
Briefly describe your growth strategy going forward
Our strategy is continue to identify markets that have a large potential for growth and impact (Myanmar, for example).
We continue to develop MTTS as a enterprise focused on effective and innovative solutions to medical device manufacturing and distribution.
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New regions(s), New market(s)/country(ies).
What makes your business "ready" for growth?
Our BOL staff are actively looking to expand in other countries as appropriate, leveraging our experience and expertise in implementing BOL in eight countries to date.
What are your key growth objectives?
-number of BOL devices installed
-use and maintenance of devices in hospitals and clinics
-number of new countries to expand
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
Short term (2 years): Expansion and establishment of BOL program to another region, such as West Africa, with local manufacturing and technical assistance.
Long term (5 years): Along with partnerships with private enterprise/local government/medical institutions, have a global presence in emerging markets to distribute, install and implement the BOL model.
了解详情↓↑ 隐藏↑ 隐藏What has been the impact of your solution to date?
As of 2013, the Breath of Life Program treats over 54,000 babies each year through Breath of Life technologies operating in eight countries in Asia. We have distributed 650 Continuous Positive Airway Pressure (CPAP) machines and other neonatal medical devices to over 300 hospitals, and have intensively trained over 2,400 medical staff in advanced newborn care and the operation of BOL neonatal equipment.
What methods for quantification of social impact are you applying (if at all)?
Using rigorous impact evaluation, our Breath of Life team will quantify our impact using the proposed indicators:
• Inputs (machinery installation + training) delivered on time and within budget;
• Outputs (machine use) demonstrated through monthly monitoring;
• Mortality outcomes: Decrease in mortality by birthweight for inborn infants: a) 1000-1499g; b) 1500-1999g; c) overall; and
• Morbidity outcomes: Decrease in the number of exchange transfusions.
The proposed indicators are restricted to ensure that additional data collection required at the hospitals is restricted to the absolute minimum; data collectors will be employed at each hospital, and trained by our staff.
Could your solution work in other geographies or regions? If so, where?
Absolutely. In recent years the BOL program has since expanded to eight countries in South and Southeast Asia, including pilot programs in India, the Philippines, Myanmar and Benin. Experience with this expansion highlights the critical differences between countries, and has led us to conclude that the program is flexible enough to respond appropriately to local circumstances and challenges. Pilot programs allow BOL to identify local issues and develop relationships with local partners while establishing infrastructure for in-country training.
What is your projected impact over the next 1-3 years?
As BOL continues to expand in other countries and regions, we expect to replicate and scale the program to other emerging markets that are suitable for the BOL program. Part the assessment involves identifying local partners and champions in the medical community, the capacity of medical practitioners and local manufacturers, partnerships with ministries of health and other organizations to implement the program and bring it to scale.
了解详情↓↑ 隐藏↑ 隐藏Elaborate on your current financing strategy
Breath of Life is currently primarily funded by private foundations and individual donors as well as international agencies. Our financing strategy is to create demand among low resource hospitals by installing these devices, primarily funded by philanthropy, to create future opportunities to purchase equipment and training through our private/public partnership with MTTS.
Share of revenue generation in total income of organization (in percent)
Direct sales to patients or other beneficiaries (in percent)
Of the possible sources of these sales listed below, check all that apply to your current strategy
Caregivers.
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
Regional government, 国家政府.
Explain your revenue generation strategy in more detail
Our strategy is to partner with social enterprises such as MTTS, or larger corporations such as GE Healthcare, to provide locally appropriate medical devices in emerging markets. Part of the cost of the device would include funds to cover the training, technical assistance, monitoring and evaluation of the device use, which is EMW's core competency.
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
We work with foundation, individual and institutional funders to develop customized, clinical solutions to significantly reduce neonatal mortality and morbidity in developing countries. These donors are interested addressing neonatal mortality, innovative technologies, and social enterprise.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
We expect to take an increasing equity stake in promising social enterprises as we continue to deliver innovative healthcare solutions to emerging markets.
Created on 03/15/2013 by TechLabs
TechLabs creates hands-on, open-source engineering design challenges for 8,000 students at 26 village schools in rural Tanzania.
Created on 03/6/2013 by equiptgh
We consult with creators of low-resource "appropriate" medical devices and assist with the commercialization process, focusing on quality for responsible & effective development, production, and distribution.
了解详情 ↓↑ 隐藏↑ 隐藏我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Quality & Commercialization of Appropriate Medical Devices
请选择最符合您的解决方案的阶段：
发展（从试行步入正轨，并开始扩展）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
We consult with creators of low-resource "appropriate" medical devices and assist with the commercialization process, focusing on quality for responsible & effective development, production, and distribution.
What are your organization's top three priorities in the next year?
1. Obtain 3-5 paying clients
2. Become financially self-sustaining
3. Increase outreach efforts
Need #1
Consumer/Audience Acquisition
Need #2
Message & Brand Strategy
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
We always have a lot of interest, and people from our target market (social enterprises with medical devices) are usually thrilled to hear that we are experts in a major stumbling block to their development, and that we have significant experience in medical device companies.
However! This group is not known for having much money, or that much experience outside academia (there are, of course, notable exceptions). We have accidentally fallen into the role of "unpaid mentor" to several groups that cannot afford our services (and/or who are used to getting guidance for free).
This is fine, we are happy to help, but it is not good for the business! We need to develop a strategy for actual customer acquisition, converting them into paying clients. Different client categories seem to need different strategies (nonprofits vs social hybrids have different money sources, for example) and at different stages (sometimes money is not available for anything but certain functions, like, frequently, "expanding production," "clinical trials," etc)
This is why we need help in this area - the customer base is more complicated than we had expected, and a traditional strategy does not work.
3.
Passion for our social mission
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
The marketing strategy for the overall organization.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Yes, we have engaged several consultants but they mostly focused on branding and marketing language - not client acquisition strategy itself. We adopted their mostly very good advice, but there were no results.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
A multifaceted client acquisition strategy with all potential client groups in mind (non vs for profit, start-ups, etc)
2.
A proposal mockup for example clients of each kind, with realistic numbers
3.
Potential client groups organized and ranked, if possible, in terms of possible return
What has been the impact of your solution to date?
We have assisted with the commercialization process for several groups, both through company development (we have created several quality manuals and formal processes - some related to product development life-cycle documentation, change management, feedback gathering, employee training, supplier evaluation, etc) and through product specific assistance (print review for manufacture, assembly instructions, etc).
What is your project future impact after receiving professional support from American Express?
We aim to be financially self-sustaining this year. We can't do that without sufficient client acquisition and conversion. This is critical to the continued operation of EQUIPT, which is the only quality consultancy focused on less-resourced medical devices. Quality is a critical (if "un-sexy") part of effective global public health, and an area where we see an enormous need.
This Entry is about (Issues)
basik 855 grew out of a chance encounter between two entrepreneurs (one American and one Cambodian) and the friendship they forged.
In three years, we have grown from a team of 6 artisans working in their own homes to a weaving center with 46 full-time employees, including a team of Cambodian textile designers. 96% of our full-time staff is Cambodian.
All of our finished products are sewn by like-minded social enterprises, which allow us to financially support Friends-International, Stop Start and other Cambodian seamstresses and tailors in Phnom Penh.
Health at Home (HHPL) stands for healthcare service access at home simplified and standardized by the help of compassionate, caring, customized team of people and delivered at your homely comfort with confidentiality. We are service of professional value which is governed by ethical and evidence based practice approach. Our service is flexible which is customized and designed around peoples need.
Created on 01/16/2013 by Sonia Manchanda
DREAM:IN is a global network & organization that is at one level, developing onground & online systems & networks to understand the aspirations of the youth, to create a core of qualitative and
quantitative data. At another level, is a super incubator of imaginative new ideas, providing resources & i/ps to scale them
了解详情 ↓↑ 隐藏↑ 隐藏Tell us about yourself/your team.
Sonia Manchanda Principal Designer & Co-founder Idiom/ Project Director DREAM:IN
Sonia Manchanda is a graduate from the National Institute of Design, Ahmedabad She currently leads one of India’s largest integrated design practices, Idiom as a Principal Designer and Co-founder. Sonia has shared her passion for design thinking, its power to unlock business, her experience and potential to build future scenarios at several prestigious forums. The New School of Design at Parsons, NY, EPIC Ethnographers conclave in Tokyo and CII are some. She has also conceived and is the project director of the DREAM:IN project. This initiative has successfully been prototyped in India. DREAM:IN has been replicated in Brazil and is now a startup and super incubator with a global team.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
On a daily basis, Sonia applies design thinking to business, to social problems, to massive projects for change. And she has been involved in taking many ideas from mind to market. From thought to execution. She believes in leading her team/s by example, demonstrating over and over again, that it is both challenging and exciting to create the new and understand how markets and the world respond. She has - over 15 years of experience, of creating her own business from scratch, of having the openness to accept new ideas and pathways, the detachment to give away ideas to business people smarter than herself and the optimism to believe that the world can be a better place, coupled with the enthusiasm to create big, bold and new models for thinking people to engage with our world
Primary country where this project is creating social impact
Additional countries or regions
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏请选择最符合您的解决方案的阶段：
调整（下一步将着眼于地区性乃至全球性的影响）
The Need: What social or environmental problem are you trying to solve?
Growth seems like it is inevitable, despite scams, accusations of corruption and Government inaction in an emerging economy like India.
Let us for a moment pause and reflect as to what else besides inflation, the rising dollar and inequality could be growing/ likely to grow at this precise moment?
Youth population for one is predicted to grow around the world and peak around 2035, creating an unprecedented youth demographic bulge.
The real issue here is to ascertain, whether the growth in the economy can keep pace with the growth in unemployment, in a growing young population.
Can existing systems/ opportunities for employment generation accommodate the growth in youth population?
DREAM:IN is designed to focus on the positive impact that they could bring to the table.
The Solution: What is your solution? Be specific!
DREAM:IN is a mission to transform youth from being merely prospective consumers of income and employment to become creators of wealth and employment. DREAM:IN is a lesson learnt from social networks, internet/ new media, gaming, mobile telephony and reality television… to ignite, inspire an imagination network™ (online platform) that connects youth to the spirit of innovation and the desire to create sustainable next generation enterprise. DREAM:IN is the convergence of seemingly opposing forces of growth and impact, business and design, investment and innovation, the real and the virtual, education and practice. An “inside-out” process methodology and system to change the basis of impact investing and value creation, from needs to dreams, from systems to self. On ground, DREAM:IN is a super incubator that actively seeks, sifts, selects, then shapes youth enterprise ideas into sustainable businesses. It is also social and economic capital, consciously invested on Generation next.
The Solution: Why is this solution innovative for your company and industry?
We have forever believed that design should focus on human needs. And thus, we create ever more products, create more need and get into an endless cycle of mindless creation. Dream:in shifts the focus of the design, innovation and value creation industry from needs to dreams. From working for people, to working with people. From a top down approach to an inside out approach, tilting the static 'pyramid', shakes up the top and the bottom, And wakes up people.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
SEARCH - Physical on-ground journey’s in youth catchments, dream booths to capture YE enterprise dreams. SEEK - Upload these dreams on www.dreamin.in to inspire others to upload their enterprise dreams… build a community and set of a perpetual search on-line for YE dreams. SELECT - DreamTeam - An in-house panel, evaluates, rates and shortlists meaningful YE dreams. DreamPanel - A combination of DREAM:IN Team along with entrepreneurs, professionals, academics in an expert panel after video conferencing, short listing and one to one interactions, select a set of Pre-entrepreneurs & emerging entrepreneurs to take to the next level. SHAPE- Dream Think-Tank - Dream Gurus, Dream Leaders, Dream Catalysts, Design Thinkers, Big Dreamers along with Global partners/ network work closely with YE to Create Scenarios, Plans and Prototypes. SHORTLIST - These are then shared with an independent DREAM:IN Investment Group to further shortlist ideas that are investment ready, at the DREAM:IN Conclave. SUPPORT - The DREAM:IN support group - comprising design, marketing, finance & domain experts work closely on-ground to implement, refine, monitor and report to the investment group on progress of YE. SCALE- When YE reaches levels of Emerging Entrepreneur, the DREAM:IN support group prepares him/ her for professional infusion, readies him/ her for PE Investment as he/she exits the DREAM:IN system. The DREAM:IN system is designed to take entrepreneurs from pre-entrepreneurs, to budding entrepreneurs and then emerging entrepreneurs.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
There are no direct competitors to DREAM:IN, however, there are a couple of cases that serve as role models.
YBI, and Endeavor.
There are several differences between DREAM:IN and the above two mentioned examples. DREAM:IN seeks to create a pipeline of young entrepreneurs between (educational) institutions and industry. DREAM:IN also aims at reaching out to these young people directly, using the internet, by creating a platform (which could be the evolution of the social network, the imagination network) that allows anyone, anywhere to upload their dream and find ways and networks to help realise the same.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
In emerging markets, where does design start from? How can we activate design and open innovation networks to fulfil dreams at a massive scale? How can we imaginatively move all sections of society and thus be equally, truly free? In conversations with the young village boy turned urban youth, and who now drives her car, Sonia Manchanda debated these issues and understood that while entrepreneurs had the resources and design firms like Idiom to fulfill their dreams, the common man...was not even dreaming! That felt very frustrating and Dream:in was born, where she channelled everything she had ever learned or dared. In the days, months and year after Dream:in was set in motion, there were many aha moments...like when a politician was inspired enough to suggest that we help wake up his community, which is 15% of India's population. Like when Bruce Nussbaum declared that there was millions of dollars of IP here. Many aha moments emphasised the importance of launching Dream:in a venture.
What has been the impact of your solution to date?
The first DREAM:IN journey ™ reached around 6000 people across India. Close to 3000 Dreams were recorded and 50 solutions (in the form of social ventures/scenarios) were created by DREAM:IN. A report containing the insights derived from this journey was also compiled. All this information has reached the planning commission of India. Over 800 people in the district of Tumkur have had their dreams recorded and over 50 farmers have already been engaged with. DREAM:IN is now working with a few farmers (and hopefully many more in the near future) out of Tumkur to help them become agripreneurs. The DREAM:IN Methodology has also become the basis for university level courses, leading to the DREAM:IN Global Academic Program, which was undertaken by 6 Brazilian universities, 2 masters level courses at Parsons, the New School for Design in New York and NICC in Bangalore.
The academic program also led to a 3 day Conclave in Sao Paolo in 2012, attended by hundreds of people.
What is your projected impact over the next 1 to 3 years?
Over the next few years, DREAM:IN aims at reaching out to thousands of youth (and/or independently) across India and in select regions across the world. With DREAM:IN Next Gen, over 10,000 young people across south India have already been reached out to. Hundreds of students have already been a part of the DREAM:IN Global Academic Program in Parson, NICC and 6 Brazilian universities. Going forward the Global Academic Program will be reaching China in 2013. Apart from this, there is no saying as to how many people will make use of the online platform (currently in Beta mode) that is being developed by DREAM:IN. It will connect a global network of mentors and advisers with youth and other dreamers that will log in from different parts of the planet.
What barriers might hinder the success of your project? How do you plan to overcome them?
DREAM:IN has executed operations quite successfully on ground till date, by running journeys and conclaves and engaging with thousands of people. Going forward, this entire process will soon be taken online, where people will have the opportunity to record their dreams and also work towards realising them on the DREAM:IN online platform. Moving forward, the only barrier that we foresee is that technology might be a challenge in the future, while DREAM:IN reaches a critical mass. The technology to match what we want to do might not be available at an affordable cost. In order to counter this, we are developing robust technology and doing all of this internally by using a combination of interaction designers and developers who are practitioners to develop the same internally.
了解详情↓↑ 隐藏↑ 隐藏What is the benefit or value you're creating for your business?
The value that DREAM:IN is creating not just for our business but for others as well is – DREAM:IN is creating a pipeline of a whole new gen of start-ups and social projects which will in turn create a pipeline for design industry, the funding industry, Idiom and DREAM:IN itself. Typically funds have a ‘spray and pray’ approach where they invest in a number of companies hoping that a few might be successful. What DREAM:IN aims to do is really eliminate this ‘gamble’ by working with young entrepreneurs and start ups to ensure that they will be successful.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
While DREAM:IN is now independent, and operated as a start up because of the funding put in by the founder dreamers on board, Sonia puts in her own time. Operational support is also offered by Idiom in certain areas. The DREAM:IN center too serves as an open innovation center for Idiom and for DREAM:IN, serves as an enterprise studio. There is also the Involvement of design directors and leads who are interested in learning from all this data, sharpening their skills by getting involved
Expand on your answer, explaining the long-term funding and support plan.
Currently, a group of founder dreamers have pledged (some already have) to invest their personal money in to DREAM:IN the organisation. Apart from this a number of consultants and benefactors are working with DREAM:IN, and going forward they will play bigger roles as well as work (and have direct access to) with the start ups and entrepreneurs that will emerge from the DREAM:IN system. DREAM:IN has been structured to become a sustainable organisation with the DREAM:IN Portal also becoming a source of revenue generation.
Tell us about your partnerships across your company and externally that are key to your project's success.
A group of emminent people are on board as Advisors. DREAM:IN Tumkur was backed with the support of the National Innovation Council and is being funded by Manipal Foundation. DREAM:IN Next Gen has the support of over 75 higher educational institutions (and counting) across South India. Parsons in New York, 6 Brazilian Universities and NICC in Bangalore have undertaken the Global Academic Program until now. In 2013, 2 – 3 Chinese Universities will also be taking up the GAP.
What internal support have you gotten for your project? What kind of push-back have you received?
The pilot project in 2011 was funded by Manipal University and Dr. Ranjan Pai, Future Group and Mr. Kishore Biyani and Idiom Design and Consulting. DREAM:IN as a start up will be funded by a number of Founder Dreamers.Some of the founder dreamers on board already are Mr. Bob Pattilo, Mr.Yunus Zia, Dr. Ranjan Pai, Mr. Prashanth Prakash and Mr. Kanwaljit Singh. There has also been Involvement and support of design directors and leads from Idiom.
This project also has a Changeshop where you can read more about its latest progress.
Go to Changeshop: Inspired By Nature.
Created on 01/15/2013 by inspired
Our focus is on creating livelihoods and ensuring environmental sustainability. We aim to enable communities to expand their product line and develop new natural sustainable products. By utilizing invasive species or other waste materials, we can help them protect the environment.
了解详情 ↓↑ 隐藏↑ 隐藏Tell us about yourself/your team.
I am a mechanical engineer who is passionate about having a positive social impact. I have worked on a couple development projects related to waste management and product development. My team consists of people with backgrounds in engineering (chemical and mechanical) as well as international development and economics.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
I have collaborated with our local community partner to develop new products and advise on the product development process in order to increase income generation for the local people. We hope to replicate this process with other communities and organizations.
Company Country
United States, MA, Cambridge
Primary country where this project is creating social impact
Additional countries or regions
Industry
Consumer Products
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了解详情↓↑ 隐藏↑ 隐藏The Need: What social or environmental problem are you trying to solve?
In remote communities across the world, people often do not have access to sustainable sources of income. By working with these communities to develop new natural products, we could help create jobs and provide an example to others that it is possible to use waste or other natural materials to create high quality eco-friendly products.
The Solution: What is your solution? Be specific!
We aim to work with sustainable communities to develop and sell locally sourced natural products to increase income generation and job creation for the local people. We would help communities with any part of the natural product development cycle from R&D of new products, to marketing and sales strategy, to actually getting their product to customers via the network we are building. Our customer would be organizations similar to our current community partner in that they are focused on sustainable living and are working with natural dyes. Based on experience with our current pilot project, we would be able to work with the organization through the entire process of developing the product to bringing it to market. By promoting their products and increasing demand, they will be able to employ more people to produce the volumes to meet the demand as well as train them to develop the new products.
The Solution: Why is this solution innovative for your company and industry?
We are connecting the market needs in developed countries to communities in developing countries by helping the communities better utilize their local resources to develop natural products.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
The current model is to work closely with the community on developing the new product based on previous experience and knowledge of the market. We would be able to help them increase competitiveness and profitability through product expansion strategy and understand international quality standards, research and develop new products, with capacity building and training for the new processes, market and sales strategy, and connect them to distribution channels.
For our pilot project, we have been working to develop natural dye crayons with a community in Northern India. We used one of the byproducts of another process they have and utilized local materials to develop the current product. We are in the midst of pilot sales for this product. Having worked on this from scratch, it seems like a process that could ultimately be adapted to other communities around the world.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
Other companies focus on developing agrarian or other technologies and trying to mass produce and distribute them to rural communities. Our focus is on developing new products to create livelihoods and also ensure environmental sustainability. Working on sustainable product development will greatly benefit the communities we are working with in terms of providing jobs but it will also benefit everyone else because these communities would be able to show that it is possible to use waste or other natural materials to create high quality products.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
After spending over two and a half months in India working with the people in the community to develop the natural dye crayons, we spoke to potential customers to get some feedback on the product and found that they were interested in not only giving us feedback but also in purchasing sets. We have been working on getting the crayons into stores and also see potential for other natural art products which are non-toxic.
What has been the impact of your solution to date?
The crayons are currently being sold in India but we are still working out the logistics of selling in the US. The profit will enable the community to hire more people to produce the crayons.
What is your projected impact over the next 1 to 3 years?
Over the next 1-3 years we hope to expand to working not only on developing other natural art products but also on working with other communities around the world.
What barriers might hinder the success of your project? How do you plan to overcome them?
We are currently looking into getting certification for the crayons and one of the challenges is dealing with the logistics of selling in the US. We are looking for another teammate who may have that experience.
了解详情↓↑ 隐藏↑ 隐藏What is the benefit or value you're creating for your business?
We are helping the community increase income generation while still being environmentally friendly by using waste materials to create natural products.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
We are currently working as part of the MIT IDEAS Global Challenge to develop the pilot project and launch the crayons in the US.
Expand on your answer, explaining the long-term funding and support plan.
In the long term, we hope to make a profit by selling the products that we helped develop and also from consulting with the community organization.
Tell us about your partnerships across your company and externally that are key to your project's success.
We are partnering with a network of farmers and artisans in Northern India to produce the crayons and hope to work with them on future products as well. We are also working with mentors from MIT to develop the project.
What internal support have you gotten for your project? What kind of push-back have you received?
We have gotten valuable advice from our mentors on key things to think about moving forward.
I want to make clear that what I am suggesting is essentially a sustainable/eco-tourism network. I want Sonchy’s Adventures to become a place where destinations and media can gather to develop the notion of traveling ethically. Sonchy’s Adventures fills a gap that exists between those engaged in eco tourism and those who want to use it. Eventually as the company and site grow I would like the site to work much like the Couch Surfing/ Trip Advisor rating system. The more people that visit a destination, the more references and vouches from those people will appear.
Created on 12/11/2012 by LBustani
Mandalah has been helping organizations of all shapes and sizes throughout the world become sensitive to the changes going on around us and the need to redefine the role business plays not merely within a marketplace, but within society as a whole. Mandalah exists at the magical intersection between profit and purpose.
了解详情 ↓↑ 隐藏↑ 隐藏Tell us about yourself/your team.
Born in New York, raised in a few different countries, and trained at the University of Pennsylvania and Schumacher College (UK), people and places have always left their marks on me. In 2006 I started up Mandalah alongside my friend Igor Botelho. Our mission is to bring new perspectives to how organizations see their roles within society, inviting them to a more systemic discussion on how commerce can be at the service of society’s overall wellbeing.
In 2012, I was:
- Included in Fast Company's list of the 100 Most Creative People in Business;
- Chosen by Trip Magazine as one of 11 Brazilians under 40 changing the country and the world;
- Selected by Época Magazine as one of the 100 Most Influential Brazilians of the year.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
First off, I believe in the possibility – and power – of change, and that it is always within our reach. I am committed to dialogue as the only effective and genuine means of bringing about sustainable change, as dialogue implies we will “meet in the middle” and co-exist, even in the face of adversity. I have a deep conviction that change must be organic – come from within, from each individual’s consciousness – in order to withstand the test of time. And I believe change is contagious, when people see the benefit in embracing it. Finally, I have a strong intuition that power and love must be balanced – power without love is authoritative, and love without power is anemic. To bring about effective and long-lasting change, both must be in equilibrium.
Primary country where this project is creating social impact
Additional countries or regions
Mexico, USA, Germany and Japan
Industry
Professional, Scientific, and Technical Services
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了解详情↓↑ 隐藏↑ 隐藏请选择最符合您的解决方案的阶段：
调整（下一步将着眼于地区性乃至全球性的影响）
The Need: What social or environmental problem are you trying to solve?
I try not to see our work as solving a problem. I prefer to see it as an evolutionary challenge. After decades doing business in a vacuum via Cartesian, mechanistic and short-term thinking, we have come to realize that this modus operandi is not sustainable and that whatever progress we seem to be making is clouded by the catastrophic impact business is having on the planet and on the quality of peoples’ lives. Time to shift gears, adopt a more systemic view of business and understand how commerce can create shared value through common agendas where everyone wins. Helping people become sensitive to this moment of reflection (and inflection) and open to new ways of doing business is at the crux of this evolutionary challenge.
The Solution: What is your solution? Be specific!
Our solution lies in the magical intersection between purpose and profit, where dialogue reigns and value is shared.
- Find order in chaos – The world is a complex environment, in constant flux. Either create an illusory sense of stability and try to make everything as secure as possible or accept the chaos and find order within it by quickly adapting. Go with the latter.
- Think systemically – No man is an island and the same is even truer for corporations. Time for them to recognize that the ramifications of their actions transcend the marketplace and have a broader, societal component that must not be neglected.
- New “C” – We are citizens before consumers. Understanding this will help companies focus on unmet human needs rather than mere consumer aspirations.
- Dialogue – Identify those that are usually not on your radar but that are impacted by your business. Hear them out. Empathize.
- Share the value – Identify where all stakeholder interests align; win-win opps.
The Solution: Why is this solution innovative for your company and industry?
The approach outlined above is somewhat liberating, as it invites us to leave the office and explore the world first-hand. Frameworks and theories are helpful but experiential, transformative learning is more insightful. This approach also requires us to tap into both our right and left brains, mixing reason with intuition. From an industry-perspective, our approach represents a new mental model aimed at helping businesses do well while doing good.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
In 2010 Nike asked us to help develop a systemic vision for the brand in Rio de Janeiro in anticipation of the 2014 World Cup and the 2016 Olympics. We engaged in dialogue with artists, community leaders, athletes, social entrepreneurs, musicians and cultural producers to understand their views on the city as well as their needs and interests as citizens (not just consumers). Based on our findings, we advised Nike on a bottom-up approach based on 2 adjacent principles: sport as a catalyst for social transformation and sport as an integrative force among residents of the city (shared value).
Over the past year, a number of initiatives in different neighborhoods were conceived based on this concept, such as: refurbishment of facilities, creation of football training centers, sport competitions, sponsorship of athletes from low income neighborhoods, etc. These activations have had a resounding success and late last year, research conducted by Rio’s main newspaper reported that Nike was the top of mind sports clothing brand among residents of the city. The take-aways from this case are numerous:
__Do more, say less – focus on getting things done, connecting with people and less so on selling yourself.
__Be the Nudge – always encourage people to do things that are essentially good for them.
__Bottom up – start from the bottom, where real change is most necessary, and see your efforts trickle up.
__Empower the mobilizers – give resources to those people that are already moving the masses and making things happen.
__Be an integrative force – bring people together.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
I do not believe in competition in the traditional sense, where a single player is a threat to one’s survival and prosperity. In fact, to the extent that other well-intentioned companies are emerging, wanting to help organizations do better business, we should celebrate, not only because we were the first to bring this discussion to the forefront back in 2006, but especially since there are still too few of us who think differently to serve the entire market. In terms of differentiation, I would highlight our multidisciplinary team, our humanist approach to all that we do, our creative flair given our Brazilian origins as well as our tireless (and non-negotiable) commitment to only engaging in projects that necessarily improve peoples’ lives.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
Fortunately, it seems that everyday is an “Aha” moment, in varying degrees, of course. However, one special moment does in fact stand out.
In 2011 we completed a 1-year study for General Motors (GM) on the future of urban mobility, with a focus on developing megacities (cities with more than 10 million inhabitants). We researched renewable fuels, public private partnerships, new technologies and materials, public transport and urban planning. The output of the study was a suite of 32 “better future” scenarios and ironically few, if any, had to do with cars. We were desperately trying to signal to GM that the future of urban mobility went beyond motorized vehicles.
A few months after the project, an employee from GM forwarded us an internal memo from GM’s South American President making reference to this study and stating that it was time for GM to transition from “General Motors” to “General Mobility.”
They got it. They turned the key and never looked back.
What has been the impact of your solution to date?
As a result of our project, a specific Urban Mobility department was created at GM, consisting of reps from all the major regions, where knowledge was pooled and the 32 innovation opportunities we put forth in our study were subjected to feasibility studies. Quantitatively, it is too early to measure the impact, only because this project is about re-engineering GM’s core activities. Qualitatively, however, we can clearly sense a paradigm shift among GM’s leadership, who are much more open to discuss these alternative futures where cars are not the protagonists. The end result of all this will be that GM will soon be better prepared to offer solutions that effectively and sustainably meet people’s mobility needs as opposed to saturating congested streets with expensive, inefficient and oversized machines that are responsible for respiratory illnesses and ozone layer deterioration. We believe GM professionals stand to gain from this as well as citizens all over the world.
What is your projected impact over the next 1 to 3 years?
In terms of Mandalah as a company, I project our impact along several lines:
- More companies – As we start scaling our business and accumulating a solid track record with organizations of all shapes and sizes, I anticipate that we will manage to engage in more and more relationships with leaders from different organizations.
- More people – As a result of this, more individuals will be impacted by these alternative mental models which we are proposing and as a result, will become the change they want to see in the world.
- More impact – The end result of all this is a world better served by the private sector (and other organizations as well) through solutions that truly improve peoples’ lives.
- More health and happiness – At the end of the day, this is what we’re all after.
What barriers might hinder the success of your project? How do you plan to overcome them?
Looking forward, the only real barrier that I foresee would come in the form of budget cuts from organizations as a result of a weak economic environment. When things get tough, companies stop investing in innovation, unfortunately. This is somewhat counter-intuitive , in fact: it’s precisely when the going gets rough that you should look to re-invent yourself and do things differently. Since I cannot award pro-bono status to all my clients, I will always run the risk of serving a market with no available cash to invest. Thankfully, I am learning to deal with this now, since markets are lukewarm globally. By keeping my structure lean, I keep my costs low, which allows me to not only pursue more aggressive pricing but attain better margins. It’s about learning to do a lot with a little.
了解详情↓↑ 隐藏↑ 隐藏What is the benefit or value you're creating for your business?
For all the different businesses that we service, I feel we are producing an instrument that will help them turn the key and operate successfully in this new environment we are getting acquainted with. Ultimately, the benefit they will reap from continued relevance is strong performance along with a long-lasting legacy. For Mandalah specifically, I feel we are becoming more knowledgeable and conscious to do what we do increasingly better every day.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
From Day 1, we have grown organically, re-investing our profits into our company. We have come to understand over time that our best investments are in people (best-in-class professionals with right/left brain versatility), information technology (integrating our offices and optimizing research capabilities), our office space (where we work, brainstorm, create, eat, socialize and rest), and knowledge acquisition (trips, conferences, courses, literature). We have also developed a vast group of thought leaders who we are in touch with and who support us when we need to evolve our business. And finally, we are investing time, money and energy in consolidating our network of 6 offices, with 2 more offices in sight until 2014.
Expand on your answer, explaining the long-term funding and support plan.
Since what we are doing is still very new and emerging, it is hard to project where all of this will go in the long term. My intuition tells me that we will be able to continue scaling our business without having to turn to outside investors, since we enjoy respectable margins which we are willing to re-invest. Perhaps this is rooted in a belief that we must be careful on how fast we grow so as to not dilute our value proposition, which is essentially what got us to where we are in the first place. There is also no point growing faster than the market's disposition to engage in the types of disruptive conversations we so enthusiastically put forth. As Bruce Lee says "one must flow like water", and so we plan on letting things fall into place without worrying about getting too big too fast.
Tell us about your partnerships across your company and externally that are key to your project's success.
Internally, we all partner up with each other. Everyone gets involved in research, strategy, production and creative work, more or less so depending on nature of project. External relationships include two schools where we teach classes (Escola São Paulo & Fundação Getúlio Vargas), the latter for whom we train a student-led consultancy. We also team up with NGOs and government entities on a project-by-project basis.
What internal support have you gotten for your project? What kind of push-back have you received?
For one reason or another, our value proposition resonates quite strongly with people, both inside and outside the company. Perhaps this can be explained through the increasingly popular notion that it’s time to inject new blood, new energy, and more consciousness into the business world. In terms of push-back, I see it merely as a question of timing; we need to appreciate that not everyone is ready to turn the key.
Created on 11/24/2012 by ericgrace
Thriving World is a global social resource networking site designed to elucidate and mediate access (via online exchanges) to the inherent abundance that each person, community, organization, and institution has available to them when they are given the means to the appropriate distribution of those resources.
了解详情 ↓↑ 隐藏↑ 隐藏Tell us about yourself/your team.
Passionate innovator and networker of systems that encourages and enables humanity to thrive.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
I look at the current systems in place and see how they can be adjusted to serve humanity better so it can thrive as well as be excellent stewards for this Earth. I have looked through a variety of different culture, communities, and societies to sort out what aids in humanities success and what leads to its failure. I have visionary skills, intuitive prowess, facilitative capacity, the willingness to delegate when necessary, and the desire to collaborate with others on projects that cultivate goodwill, joy, and passionate service in the world. I see that individuals who do their own inner work can be relied upon to then offer more wholesome and holistic approaches to the current net of crises that we as a species face.
Company Country
United States, OR, Talent, Jackson County
Primary country where this project is creating social impact
United States, OR, State of Oregon, Jackson County
Additional countries or regions
Begins with State of Oregon
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了解详情↓↑ 隐藏↑ 隐藏The Need: What social or environmental problem are you trying to solve?
There are many problems that need to be addressed both socially and environmentally. I see my idea as a tool that can aid in the addressing of these needs in a more efficient, cost effective, and engaging way that also serves as a great means to build local and global grass roots community.
The Solution: What is your solution? Be specific!
Thriving World is a social internet platform that gives users(individuals, communities, schools, institutions, governments, etc.) opportunities to get needs met & skills/services/gifts/talents to be shared with others. Think of it as a cross between freecycle/ebay/craigslist/prosper/facebook within a gift economy. Each user will create a profile, filling out an in depth questionnaire via software that fields their needs (from the basic Products level - I need a crib for my son to the Service level - I need consulting help building my organization to the Relational level - I need some emotional support - to the Regional level - our local area needs food shelter assistance) and then it fields their skills, gifts, and talents to be share with others. Here's the thing, everyone has something that is of value to give to the world and everyone has needs. Right now the way that our system distributes the massive amount of resources that we have as a species and within the planet is poor.
The Solution: Why is this solution innovative for your company and industry?
Individuals can be aided in clarifying what their needs and skills/talents/gifts are, In some cases Thriving World gives insight to individuals about gifts & skills that they aren't even aware that they had or that others were in need of. The social service platform acts as a linking service provider giving each user the ability to be in contact with those who need their gifts & those have have gifts that they need. Each exchange can be via trade/donation/cash/credit/or gift.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
A person comes to the site, goes through the profilin software system, an inventory of their current needs is assessed: Joe Fella, needs his toilet fixed, a babysitter on weds. nights, his PC fixed, a massage, and consulting on his next business proposal. His gifts are then assessed: He has the ability to listen attentively, he can fix old mercedes, he loves to read stories to children, he has traveled the orient extensively, and he knows how to cook mandarin cuisine. Then the website offers him lists of people that have already been entered into the system that have similar needs that have gotten those met but different users, showing the exchange history (so he can have ideas of how to meet his needs) as well as users that are currently available to offer their gifts for his needs. Then his gifts are cataloged and then offered to users that have need for his gifts. Then when he finds an exchange that is fitting for his needs or someone contacts him about accessing one of his gifts he has the option of choosing to asking for a donation from the user as a gift, paying cash/paypal/credit card, trading for one of his gifts, giving the exchange credit to the thriving world organization(or other charitable organizations and users) or having the credit added to his store of credit to use in other interactions. The same situation applies to when a user wants to exchange around his gifts. Then users leave comments & feedback about how the exchange went, benefited them, and encourage relationship building. These exchanges improve lives and communities in the process.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
Sacred Economics or gift economy is the new rising market economy. The Thriving World social net platform provides a concrete way to help transition to the gift economy model within the current existing models of exchange. Similar projects are City2.0 at http://www.thecity2.org/ and http://www.tedprize.org/. This world is overflowing with abundance. Human beings are affluent in so many ways. The main problem has always been the distribution of and relationship to that abundance. Zuckerberg says Facebook and other forces on the Internet now create sufficient transparency for gift economies to operate at a large scale. “When there’s more openness, with everyone being able to express their opinion very quickly, more of the economy starts to operate like a gift economy."
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
I had a dream 10 years ago of a website that people would come to that would help them identify their needs/gifts & then link them to others so those needs can be met & the gifts can be given. It is a deeply meaningful experience to feel your gift has been given and needs are met. I realized that needs are meant to be met & the reason we have gifts is to give them. However sometimes we don't have the resources to realize what those needs and gifts are or the help to get them met or distribute the gifts to those who need them. Now with the development of new technology it is easier to create the network needed to address the large issues of basic survival needs and higher levels of needs (see Maslow's hierarchy of needs). I see Thriving World as a platform that aids humanity in a more efficient & effective means to assess & access our resources, utilizing them wisely, and actualizing those different types of needs which in turns rises the degree of meaning and happiness on the planet.
What has been the impact of your solution to date?
I have not yet created the software program that fields the data for the users. Once I have this created then I can create the service and get the website running. I need the financial support and social recognition so I can gather the team and resources to put the idea into form. Thriving world can grow exponentially just as craigslist, facebook, freecycle, and ebay have.
What is your projected impact over the next 1 to 3 years?
If I get funding and recognition, the sky is the limit.
What barriers might hinder the success of your project? How do you plan to overcome them?
Finding the right team members, getting the funding and social recognition to put the idea into form. I plan to overcome them by entering my idea here and other similar project that can give it funding and resources.
了解详情↓↑ 隐藏↑ 隐藏What is the benefit or value you're creating for your business?
The project would be funded by the users. One of the options that each exchange has is to offer the gift or credit to Thriving World to cover its costs.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
Right now I am putting my own time and energy into it. When I have more funds and people to share resources I can do more as a team!
Expand on your answer, explaining the long-term funding and support plan.
First step is to get some financial backing. Then to find some design experts for the software program. Create the website. Then test the software. Then launch it.
Tell us about your partnerships across your company and externally that are key to your project's success.
I seek to utilize the Holocracy framework for company management style. Currently I am the sole member of the Thriving World organizational idea.
What internal support have you gotten for your project? What kind of push-back have you received?
I have not gone out much with my idea, I have been waiting for the right timing to bring it out. So I have not received much push-back either.
Nairobi Kenya
1° 17' 31.4376" S, 36° 49' 19.0056" E
This is an agenda that seeks to showcase innovative ideas in Africa. It also seeks to link brilliant ideas/projects/businesses to people who believe in the ideas and are willing to fund them. The project targets creatives.
Our focus is on creating livelihoods and also ensuring environmental sustainability. We provide a variety of services to enable communities to expand their product line and develop new natural sustainable products. If we are able to utilize invasive species or other waste materials such as byproducts of a process the community currently has, we can also help them protect the environment. By creating a new product and standardizing the production process, we can work with the community to create jobs and increase income generation.
Created on 11/2/2012 by Shashi Kaant Bhatnagar
Approximately 40 words left (320 characters).
了解详情 ↓↑ 隐藏↑ 隐藏Tell us about yourself/your team.
We started as a animation production services company and are not transforming ourselves into a multiplatform brand development business - that means we create experience in life using animation, visual effects and graphic content for large life experiences - learning, storytelling, community building. We are team of around 40 people and rapidly expanding. KALADHAAR is a unique creative learning platform with e-lessons, virtual world + online gaming, merchandize kits for development of creative skillsets in kids and this is combined with online and center based learning for professional education as one grows. KALADHAAR covers the creative skill development across lifecycle of an individual.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
1. Observation of internal challenges and how they affect the industry level delivery
2. Planning and thinking through of such solutions and identifying the value it can bring to society which can be monetized also.
3. Taking risks to believe on oneself when everyone likes the plan, says it is great but it is too big to implement and is idealistic in nature
4. Keeping teams together across challenges and tough times working on morale and the goals we have to achieve
Primary country where this project is creating social impact
Additional countries or regions
This can impact the whole world.
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开始（刚开始运作的试行阶段）
The Need: What social or environmental problem are you trying to solve?
Development of Creativity and Innovation as an essential skillset instead of as a hobby in education system
This is a Rs 10,000 Crore Indian Rupees market size.
The Solution: What is your solution? Be specific!
This is creative eco-system combining product lines of e-lessons, virtual world/online gaming and merchandize kits with distribution through local centers and business partners. Kids touchpoint are schools, online or web as well as online purchase and retail stores
The Solution: Why is this solution innovative for your company and industry?
Google is largest company in the world and content owner. Businesses will take that shape as we move forward in a digitally driven world with graphic communication. Kids today are not being taught at essential skill education level to use and develop their creativity to be professionals like we do with language or mathematics. This leads to poor quality and lack of preparation in finding such human resource which can shape tomorrow's world.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
Imagine a class being taken in a school where 450 lessons of creativity develop in a structured manner are taught to kids from Class I to Class X. Exactly the same they are taught humanities, mathematics and language. The kids grow into these skills in a structured manner and shape their thinking. They have additional tools and engagement provided on web based platform in form of virtual worlds and online gaming to consistently develop into this learning path while doing what they love to do. And there is material based things to assist the smell, touch, feel senses while developing these capabilities thus keeping them connected to real world and developing them into innovation and creation. Material based things are merchandise kits. KIDS all over the world grow using these education eco-system exactly the same they grow into linguistic skills, number skills or other forms of knowledge but with a far better presence of education experience. Combine - khan academy, e-learning in schools from pearsons, art kits from say crayola combined together planned and executed on same platform in a structured manner inculcating creativity and innovation
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
There is no competitior in this space. And we mean it. There is no structured product with structured 450 lessons in visual arts and other lessons in art forms worldwide. There are competing products in online space like "moshi monsters" or creative verse from Linden labs but ours is combined with a full scale eco-system. Merchandize kits also will not have a competitor as we will license our designs to a large merchandize company.
Educators or large e-learning companies will become competitors as me-too products in future after we launch our product lines. They cannot compete with the full eco-system though.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
For the product development, we have been conducting workshops in focus groups of kids in communities, schools etc. In one of the schools in Dombivili, Mumbai, where kids are educated in an innovative, simple and exploratory manner, when we conducted the workshops of entire of exercises of ten key drivers of this systems, we were amazed with instant results. The behaviour kids started to change in terms of creation, construction and innovation which was beyond even what he had thought. That was a big AHA moment and i believe we recorded that also.
What has been the impact of your solution to date?
We have not made much money as product development is in progress but we would have conducted workshops with over 1000 kids and affected their creative thinking behvaiour.
What is your projected impact over the next 1 to 3 years?
Next 1 year - we are developing the product and looking for money to develop it well. Some of the skillsets can be found only in US so we have to build a fairly global team.
Next 3 years - We would be able to impact around 1000 schools and 10,000 children who can adopt this system. We have not yet estimated the market size for online world/ Ipad/Mmog product line as we have not done the Beta yet.
We aim to affect around 50 million kids during our human lifetimes.
What barriers might hinder the success of your project? How do you plan to overcome them?
Funding is a major challenge due to innovative nature of product which challenges some structure of current education system.
Adaptability by schools and teachers at school level will be another challenge.
High involvement of parents is needed for success of Learning path and engagement of teachers, parents and kids together will have a real impact. Family values are important for its success.
Cultural adaptation of products will be another challenge as we are facing that in middle east so lot of exercises have to re-done.
了解详情↓↑ 隐藏↑ 隐藏What is the benefit or value you're creating for your business?
This can provide a lifetime business which is sustainable as any education system is in our society
Being disruptive in nature, this has potential of very high topline with fairly high margins. This is disruptive revenue opportunity for our business.
There are 7000 schools in india alone which can adapt this system quite gracefully and with interest once the product is ready. We charge Rs 60 per month per student per school with capacity of average 1000 students means Rs 500+ Crore of revenues on year-on-year basis.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
We have started small using existing skillsets to launch the GRADUATE & PROFESSIONAL COURSES on one site and also taking them online in next 4 months. While doing that we are investing from revenues slowly into this product development for KALADHAAR KIDS space. We dont need money for development on GRADUATE & PROFESSIONAL COURSES platform as it is nearly done.
We have the best of creative directors, designers, animation directors, animators supporting us in our endeavours. People just love what we do and often wait on the flanks to join ius.
Expand on your answer, explaining the long-term funding and support plan.
We need around USD 5 million to finish development, expand and exploit the plan and there will be not any funding required after that as the margins of business are high with well defined market size and identified customers.
Tell us about your partnerships across your company and externally that are key to your project's success.
Key partnerships being targetted will be Google, Intel, Fisher Price, Hobby Ideas in India, Large retailers like Big Bazaar, Target/Walmart in US.
For school distribution, we will have local distribution partners who also run KALADHAAR CENTER and license our products for local communities. This distribution network is critical for expansion and sustainable success of plan.
What internal support have you gotten for your project? What kind of push-back have you received?
Being a CEO, I have pushed it but due to the enormity of the product, my partners do tend to believe this to be very long-term while still working on product development.
This is internally funded.
This project also has a Changeshop where you can read more about its latest progress.
Go to Changeshop: LOCOLIZE AFRICA.
Created on 10/30/2012 by Locolize
Locolize's vision is to be a pioneer crowd funding online platform in Africa that inspires creative enlightenment, funds creative projects and ultimately contributing to Africa’s Renaissance.
了解详情 ↓↑ 隐藏↑ 隐藏Tell us about yourself/your team.
Founder. Creative Director, Locolize. Creative Director, Nanji’s Creative Designs. Senior Creative Designer, EXP Kenya. Experiential Designer. Calligrapher. Dancer. Swimmer. Blogist. Lover of Nature. Bachelors of Arts in Design (UoN). 2nd Class Honours, Upper Division.
Norah Gitobu: Co-Founder. Industrial Designer, Locolize. CEO, GoGaGa, M.A. in Industrial Design.(UoN) - 2012, Bachelors of Arts in Design (UoN) - 2005. 1st Class Honours.
Our passion is in mentoring and creating commercially viable solutions to exceptionally talented Creatives in Africa; with a focus in Kenya. Our goal as professionals is to contribute in Africa's Renaissance by volunteering our skills in aiding African Creatives see Visual Arts & Creative Innovation as a viable and empirical career choice.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
Passion and compassion motivates me. I care for what is good. My childhood nickname was ‘Tiger’; in reference to my fierce, determined and ambitious character.
Creativity is simply my ‘calling’. I've been fortunate enough to pursue a career in Design and excel. Some of my fellow colleagues haven’t been that lucky. I believe that I'm fluent, talented and a competent candidate to champion and voice their needs. Moreover, having worked in established creative agencies for the last 7 years, has given me the experience to comprehend the power of social entrepreneurship and notice the impact that proper marketing can have a tremendous impact on a community.
Finally, I possess an inborn motivation to fulfill my ethical purpose of giving back to society. Locolize was born out of this need.
Primary country where this project is creating social impact
Additional countries or regions
Industry
Arts, Entertainment, Recreation
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开始（刚开始运作的试行阶段）
The Need: What social or environmental problem are you trying to solve?
Kenya has a huge number of struggling creatives, handicraft artisans, ‘jua-kali’ artisans in the cottage industries, film artistes and musicians who are trying to eke a living with their talent. Even artistes who studied abroad who’ve come back home are challenged to find jobs & use their skills for viable entrepreneurial endeavors. Some even give up and end up taking jobs in other professions. Others just resign to using their talent as a hobby.
As a professional designer, I have spoken to a good number of these Creatives, some of their projects are life-changing or entrepreneurial. They are merely hindered to realize their full potential because they lack the funds to actualize their ideas. What they simply need is monetary aid.
The Solution: What is your solution? Be specific!
LOCOLIZE is passionate about funding local Creativity. An overview of LOCOLIZE business:
1. Crowd funding platform for African 'Project Creators. Our goal is to fund not just great ideas, but those that have entrepreneurial potential. 100% of the funds (less LOCOLIZE marketing fee + transaction fee) will go into facilitating the realization of their dreams and motivate them to pursue their talent.
2. Provide a ‘digital + entrepreneurial launch pad’ for exceptionally talented people. This global exposure will give the Creatives a more open market to get noticed and excel in their careers.
3. The LOCOLIZE Team of expert Designers/Creatives will be providing coaching and mentorship to each of the Creators as they ensure that they follow through with their projects. LOCOLIZE shall be holding mentoring workshop with these Creatives on a monthly basis.
4. Curate and award the best of the best ideas - those that stood out - in the year at an Annual LocoMoto Africa Awards Ceremony.
The Solution: Why is this solution innovative for your company and industry?
No such crowd funding organization exists in Africa, one that is totally dedicated to Creatives needs.
Crowd funding is relatively new in this market. However, this is not a novel concept. Africans have been pooling finances together as community to aid a smart child pursue higher learning, or even help couples to pay for dowry/ marry. Together making an impact, a difference. Moreover, the use of mobile phones in this continent is soon making cashless economy a reality.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
Keith is a young ambitious film producer, in his late 20’s, he recently completed his studies in New York School of Film & decided to come back to Kenya 2 year’s ago. He did an internship at a popular agency & after 3 months the agency informed him they couldn't hire him.
He started making his own short films. One day, he is introduced to a friend who happens to know about LOCOLIZE. He simply logs onto their website and opens his Project Idea account. He uploads his film trailer and makes a request of how he needs to fund his tours to screen the films in schools. He then writes a short synopsis of the film. Ocne he had done that, he then tailor makes a few ‘zawadi’ (rewards) that he can share to say thank you to his potential funders once he gets the funding.
Once he submits the form, LOCOLIZE will have the project/ idea incubate for 2 – 3 days where a panel of 5 expert Creatives will assess its viability, authenticity, what makes it remarkable and ‘fundworthy’. If it passes this test it will be made public to the audience who will be able to fund the project. Locolize will also leverage on Social Media, Twitter and its blog www.locolize.wordpress.com
Funders will make their pledges and when the deadline ends, the money will be credited to Keith's account.
Meanwhile, Keith will be assigned a personal Creative Guru from the expert panelist who will mentor him and follow-up with him to ensure he completes his project and keeps his 'zawadi' promise to the funders. Locolize will then curate his work and use it as an inspiration for anyone visiting the website.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
Online transactions is still seen as a new way of transaction. But with the adoption of MPesa is a good avenue to adopt for sending money so as not to lock out the peri-urban, middle class and low income earners from participating. Locolize is in the progress of negotiating with players such as MPesa, PesaPal Digital African Arts in seeking collaborations
Though they may appear to be hugely popular and established platforms in the West; Kickstarter, Indiegogo, RocketHub are little known. (i.e. To participate on KickStarter, one has to have a Social Security No. which locks out anyone who doesn't have it).
Locolize is different because it will adopt models that are relevant to the African market.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
There is a huge number of Youth in Kenya who are 'hustling' to make ends meet. Most of the ideas are in the creative arts industry i.e. Djaying small gigs, Calligraphy, Fashion Line etc. Most of these ventures are really exceptional, and they have big dreams of changing the world. Also most of them want to be creative entrepreneurs rather than wait to get jobs.
But the biggest hinderance for them is lack of funds to realize their dreams. We felt this need was reciprocated across the board, from the youth, professionals and even in the cottage industry. On the flip side, Africa is a community that believes, 'all the children in the village are our child' and there is a spirit of giving & caring for other. We believe that this extends to financing an idea that one will believe in. Since the coming of MPesa, we are seeing successfully funded social causes e.g. KenyansforKenya, #BringZackBackHome etc
If crowd funding works for social causes it can work for entrepreneurial ideas!
What has been the impact of your solution to date?
So far the idea is maturing into a potential pilot study:
1. Liaising with Project creators, have committed to funding www.nkt.co.ke transportation for actors fees through my own private donations
2. Also using my own resources to startup the website
3. Conducting an online survey that will give me more perspective with what Creatives want
4. Doing one-on-one interviews with potential and credible ‘Project Creators’ and ‘Funders’ to start off the pilot
5. Looking for an expert team of Co-Founders
6. Finishing drafting a comprenehsive Business Plan
7. Locolize blog getting 'eyeballs' and viewers are encouraging me to go on with the idea as they feel its different, refreshing and gives Creatives an avenue to seek funding for their projects in the Continent
What is your projected impact over the next 1 to 3 years?
1. Use Mpesa mainly as a means for funding EA project and areas with access to MPesa.
2. Pilot will be to have 'Project Creators from Kenya and then spill over to the rest of Africa in 3 year.
3. Coaching and mentoring to exceptional ideas, showcased on Locolize (whether they are successfully funded or not)
4. Develope a full proof, integrity crowdfunding website that is easy to comprehend and easy to fill by semi - literate to literate Africans
5. Seek partnerships (monetary and in kind) with flagship brands or organizations that are keen to see African creativity offer viable enterprenueral avenues for Locolizes clients
6. Have success stories to tell that will shape society to appreciate the advances and contributions that Creativity makes in Africa.
What barriers might hinder the success of your project? How do you plan to overcome them?
Kenyans (Africans in general) dont like admitting that they need help. They need to be prompted. They need real success examples for them to actually see the need of doing something different. But with the use of a credible reputation from a recognized Partner/ Backer and key influencers being used in Social Media. Locolize can turn around the perception & have both 'project creators' and 'funders' on board.
Also there online transaction is still a novel concept. But with the coming of MPesa to make transaction (a mobile based money transfer & microfinancing service for Safaricom, the largest mobile network operator in Kenya and Tanzania.) we see a nation that is steadily embracing and relying on mobile phone transactions. Our pilot phase will focus on using Mpesa platforms for funding.
了解详情↓↑ 隐藏↑ 隐藏What is the benefit or value you're creating for your business?
Mentoring creators and ensuring that they have the right skills and knowledge of how to go about being entrepreneurs.The core team volunteers this and it's a way of giving back to society through use of our skills
Enlightenment by showcasing the best projects/ideas ultimately inspiring young, upcoming artistes in Africa.
A focal point where Investors can get a portfolio of great African talent and hopeful fund these exceptional ideas
Affiliation of putting African Creativity on the map and give it the reputation and status it deserves.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
Currently I am assuming different roles ie. Marketer, designer, manager and resource seeker for Locolize. Also collaborating and networking with Afritorial, Africandigitalarts, Safaricom and other African creative partners in harnessing my platform to a larger audience. Dedicate roughly 3-4 hours a day just following up on what needs to be done on Locolize. I have put in place legal requirements, website domain (website is underway), a blog and using my social media network to broadcast my platform.
For financing, I am using my own money and doing small graphic jobs for people to raise funds that I put back into the expenses incurred during this set-up phase. Also I am collecting a database of potential ‘LocoCreators’.
Expand on your answer, explaining the long-term funding and support plan.
So far the portal and domain is in progress but the CrowdFunding platform is yet to be integrated. Coding for this platform is fundamental, complex and is costly.For Locolize to have a successful of launch this platform needs to be in place. 30% of the funds will go into completion of the website.
50% of the funds goes to Locolize’s strategy where the first 30 projects that will be placed on the portal get a 50% funding each, from Locolize. This will not only boost the morale of the LocoCreators who would have ‘pioneered’ but also facilitate ‘hits’ and potential funders to also recognize our platform.
The rest of the 20% of the funds will go into website maintenance, iMac station, software & backups, stationary, financial books, legal consultation, meetings with potential clients
Tell us about your partnerships across your company and externally that are key to your project's success.
Creative Gurus are fundamental to my platform. Still seeking the right team to champion the judging and mentorship forums
PesaPal - Transaction partner whom im negotiating a minimum price on fees charged to LocoCreators
MPesa - Integration that will make it possible for anyone to easily give as little as 5 shillings to fund any LocoCreators
AfricanDigitalArts & Afrotorial, Scanad - These are creative partners whom I can leverage my business and tap into their networks
What internal support have you gotten for your project? What kind of push-back have you received?
Creative networks & contact sharing - most of my friends are giving me ‘leads’ of gurus in the entrepreneurship industry and potential LocoCreators. Have a database of over 70 creatives. The team member is volunteering to critic logo design, visuals & branding elements that will be suitable and appropriate for the brand. Legal is being done pro-bono by a friend, she shall invoice later. Mpesa/PesaPal is willing to come on board and have sent costs & plans of their model
Crowd funding is relatively new in this market. However, this is not a novel concept. For many years, Africans have been pooling finances together as community to aid a smart child pursue higher learning, bury a family member or even make it possible for couples to pay dowry & marry.
‘Harambee, is a common Kenyan tradition of community self-help event that means “Pulling together Africa Style”. The concept of ‘Harambee’ is of people coming together, each bringing whatever they have, together making an impact, a difference.
Created on 10/19/2012 by steveddaniels
This project proposed large-scale project and infrastructure investments for IBM to innovate in the African market. The primary results of many months of research and development were the creation of the Africa Research Lab in Nairobi and the development of an SMS/Voice App Store.
了解详情 ↓↑ 隐藏↑ 隐藏Tell us about yourself/your team.
I'm an entrepreneur at heart in a large corporation. I think a lot about how to shape the future of technology and design toward a more livable and sustainable world. Within IBM's social computing research team, I focus on user experience design, software development, and social research. In my three years, we've focused on city infrastructure, mobile in Africa, healthcare, internal project crowdfunding, and IBM's Watson natural language system. We're the voice of the human within a technology-driven enterprise, and I'm the voice of good design within the team.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
I've initiated many of the projects I've worked on and generated many of the ideas and visions that move my teams forward. I use design thinking to encourage brainstorming and outside-the-box thinking, and I use visual design as a rallying point to communicate people's ideas to the rest of the team. I'm usually the guy at the white board facilitating groups of PhDs from various disciplines. I also developed an internal crowdfunding system to change the way resources are allocated at IBM Research (and soon to the rest of the company) and allow new intrapreneurs to surface.
Company Country
United States, NY, Yorktown Heights, Westchester County
Primary country where this project is creating social impact
Additional countries or regions
Industry
Professional, Scientific, and Technical Services
了解详情↓↑ 隐藏↑ 隐藏请选择最符合您的解决方案的阶段：
发展（从试行步入正轨，并开始扩展）
The Need: What social or environmental problem are you trying to solve?
When I joined IBM, the company was starting to take Africa seriously as a market but lacked channels for delivering new innovations to the market. It was a typical sales approach, focused mainly on South Africa and ignoring other key markets.
The Solution: What is your solution? Be specific!
I went about addressing this problem in two ways. First, in IBM's Technology Strategy group, I conducted a study on IBM's innovation in Africa by interviewing over 60 IBMers from every geography and business unit. I used this research to make specific product recommendations, as well as infrastructure and process recommendations, including the creation of an IBM Research office in Nairobi. This report was widely circulated, used in technical strategy planning, and led to my placement in IBM's Social Computing Group, the team charged with leading the research effort in Africa, from New York. Building off IBM's success with projects like M-PESA and Spoken Web, I proposed an SMS App Store, which we built and nearly deployed in Nigeria and Kenya with telcos and universities before the project was cut due to lack of support. Now, over a year later, IBM has actually built out a research office in Nairobi, and with the infrastructure in place, there is new steam for these product ideas.
The Solution: Why is this solution innovative for your company and industry?
It was important for me to push forward innovation in Africa both in product and infrastructure. This way we could continuously innovate in market. When I joined IBM, there was very little hope that a research facility would be built on the ground. Now, IBM Research is finally on every inhabited continent. The specific product I proposed, the SMS App Store, was an innovative platform play for IBM to build off the success of one-off apps in Africa and empower local developers.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
The model of the SMS App Store was to build a platform analogous to the Apple App Store but for SMS- and voice-based apps. We built out developer tools, an app hosting platform, and an app store, accessible and browse-able on the web, by SMS, and by voice. Any user could opt into an app using a consistent account, making signing up effortless. Applications could range from medication alerts from health clinics to market information for farmers. We also explored integrating mobile payments, as well as end-user creation of mobile apps. We were awarded several patents for this work and garnered internal interest, but the project has not yet been successfully deployed. It is my hope that with IBM's research infrastructure fully in place in Kenya come 2013, these types of innovations will be able to surface, incorporate local knowledge in the design process, gain traction with partners, and be deployed much more easily than we could from New York.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
No company has created an app store-like platform specifically targeted at emerging markets. IBM runs many of the mobile platform innovations in emerging markets, including M-PESA and the Spoken Web, which we learned from in our development.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
The ideas I put forward to IBM were grounded in nearly nine months of research and many conversations with employees throughout the company. They were also grounded in my personal research and experiences in Kenya, which convinced me that Kenya was poised to be a well of information technology innovation, which two years later, has become clear to those familiar with the market. The idea for the SMS App Store came when I presented the results of my personal and IBM-related research to the Social Computing Group, which the New York-based team charged with leading research projects in Africa. I was convinced IBM needed to make a big platform play in mobile applications, and the ensuing conversations led to the notion of an "app store."
What has been the impact of your solution to date?
The impact has been rallying the company around new ideas and the creation of the IBM Research lab in Nairobi. The app store has not been deployed but has generated patents and academic papers.
What is your projected impact over the next 1 to 3 years?
Once the IBM Research lab is up and running, it is expected to make IBM a huge player in the market. No other technology company has a traditional research lab in Africa. Most multinationals still only have sales offices on the continent, putting IBM years ahead of its competition and uniquely positioning it to address local problems. Its main focus areas will be government, water, transportation, and human capacity development.
What barriers might hinder the success of your project? How do you plan to overcome them?
The Nairobi lab could become victim to a number of barriers, including lack of research skills, losing internal or external funding support, or market forces. As a B2B company, IBM capacity for delivering innovation is always subject to the willingness of its partners and customers to innovate.
了解详情↓↑ 隐藏↑ 隐藏What is the benefit or value you're creating for your business?
IBM has the buy-in of the Kenyan government, local business partners, and local universities to support the research facility long-term. This will continue to generate sustainable revenue for the company through the innovations that the office develops on the ground with partners and either incorporates into IBM products or deploys through partners.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
We have leveraged expertise throughout the company, including assets and insights from our India Research Lab (Spoken Web), UK telecom services (M-PESA), and African leadership. The Africa Research Lab in Nairobi will bring significant new internal resources to the initiative, including new talent from throughout Africa.
Expand on your answer, explaining the long-term funding and support plan.
We hope to see the Nairobi lab take our work on the SMS App Store forward with a local business partner and/or apply or technology and insights to new projects.
Tell us about your partnerships across your company and externally that are key to your project's success.
What internal support have you gotten for your project? What kind of push-back have you received?
We received very positive feedback on the SMS App Store throughout the company, including IBM leadership. However, we were not able to successfully implement the project from New York due to lack of partnership opportunities on the ground. The Africa lab was received coolly at first, though a number of champions throughout the company were able to generate support by demonstrating the value it will contribute to our future in the market.
I want to replace the current monopoly on medical software with a marketplace. I want to introduce a research currency into that marketplace so that hospital-based practitioners can enter patient data for research dollars to fund patient care initiatives of their choice,
I have a design for a clinician interface that is more intuitive because it involves art, pictures, and float entry.
We propose a Youth Public Art Collaboration. Working with a professional artist, youth will develop a piece of public art from inception to installation.
This project also has a Changeshop where you can read more about its latest progress.
Go to Changeshop: Transition Towns.
Created on 09/13/2012 by Chatterbox
Village Vancouver coordinates, organizes and facilitates individuals, neighbourhoods and organizations to collaborate to build sustainable communities.
了解详情 ↓↑ 隐藏↑ 隐藏组织名称
Village Vancouver Transition Society
Country where this solution is creating social impact
Region in BC where your solution creates social impact
Vancouver.
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了解详情↓↑ 隐藏↑ 隐藏请选择最符合您的解决方案的阶段：
发展（从试行步入正轨，并开始扩展）
Which of the following best describes the barrier(s) your solution addresses? Choose up to two
Access, Cost.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
Individual action to limit and reverse global warming, reduce the use of non-renewable fuels, and build resilient local and global economies are achievable, but limited. Collective action at the grassroots level to organise and accelerate such individual action is the best means for mankind to seek and achieve a sustainable level of development.
The Transition Town movement, begun less than 10 years ago, is sweeping the globe and already empowering hundreds of thousands of people to dramatically reduce their carbon footprint and reorient the local and global economy toward a sustainable or steady state equilibrium that balances the human footprint with the carrying capacity of the earth.
The Solution: What is your solution? Be specific!
Neighbourhood project teams work together across the city to promote and enable a transition to sustainable lifestyles. Projects include building local food production resources and know-how, installing household renewable energy systems and energy conservation upgrades, developing resource capital asset sharing models, promoting recycling, and building community relationships of trust and support.
Village Vancouver members share backyard gardening skills and plots, greenhouse building, seed-saving, and food preservation as a means to expand local food production, enhance food security, and support urban nutrition. To reduce energy use, members work together installing solar panels, share ideas and labour to undertake effective energy conservation renovations. Sharing tools, equipment, and toys for gardening, home renovation, and child rearing dramatically cuts new consumer purchases and household waste. In all of this, we help strengthen neighbourhood trust and understanding.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
Urban food gardening requires suitable land, labour, and skill.
It is a rare person in the "developed world" of the 21st century who has simultaneous claim to all three. By connecting skilled practitioners of SPIN (Small Plot INtensive) food gardening with eager landowners and their landless neighbours, Village Vancouver has dramatically increased urban agricultural production. This enables a low or no-carbon source of fresh, nutritious, and waste-free vegetable and fruit produce and simultaneously teaches urban populations about organic food production, sustainable farming, and the value of sharing land, skills, and labour for mutual benefit.
Aside from multiple informal and formal "yard-swaps" paired with agricultural training, Village Vancouver has championed "urban collaborative market gardening," a new model for food production in cities. In contrast with community gardening, where individuals tend to small plots, this collaborative model pools such plots into far larger row or field production to take advantage of economies of scale, skill-sharing, labour-sharing, and organisational learning. Labour is rewarded with a share of the harvest, and any excess is sold or distributed in the neighbourhood to extend the community benefit of locally-produced food.
These are the modern day Victory Gardens that will help us win the war on climate change and the worst excesses of industrial agriculture.
The Marketplace: Who are your peers and competitors? Identify others working to address the same needs as you and indicate what sets you apart from them.
Sustainable development has many practitioners, and we work with all of them. Our explicit and unique contribution is a comprehensive and tailored model of community engagement that enables the greatest number of contributions to effect the greatest return, and to build deeper community ties at every stage of the process.
The Transition Town model identifies the interconnections between climate change, peak oil, and economic instability. It creates a narrative of grace and power that connects with a wide audience and promotes action.
Because the need for change is multifaceted and the solutions require many skills and contributions, the movement appeals to the widest possible array of people. In Transition, everyone has something to share, and the feeling or purpose in doing so.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
"Ecovillages" were a hallmark of the 1960s, and many still exist. Low-impact living in small, intentional communities reflected a felt need to return to sustainable, consensual, and more enjoyable patterns of life and right livelihood.
Cities, however, are today where over half of the world lives. Cities are not villages. Or are they, and could they again be?
The founders of Village Vancouver did not accept that cities must be alienating places of rampant excess. Village Vancouver has pursued an innovative model among the hundreds of official Transition Towns currently registered with the Transition Network (www.transitionnetwork.org), a model based on the ideal of subsidiarity. Ecovillage-like relationships and patterns of sustainable living can in fact be recreated at the walkable neighbourhood level, and neighbourhoods can work together, share ideas, and even compete to reconnect people in more sustainable lifestyles.
Half of the earth can thus be turned around.
Please describe the goal of your initiative; outline what you are trying to achieve
The most quantifiable goal of Village Vancouver and the Transition Movement is what is called the "Energy Descent Action Plan" (EDAP). A secondary goal, one equally important but harder to measure, is building the community process to create and implement such a plan.
The EDAP is a step-by-step guide to reducing the carbon footprint and energy use of our entire human civilisation. Everything from the food we eat to the means by which we travel to the homes in which we live requires energy. Such energy is increasingly expensive, limited, and deadly to the earth's ecological balance. It is thus our great goal to reduce our use of energy to such a point that all future generations will be able to live to the same standard as we are. Creating this EDAP will also help to reunite us.
What has been the impact of your solution to date?
Village Vancouver has trained thousands of people in everything from food production and preservation to home conservation and renewable energy production. We have educated thousands more in the value and importance of learning such skills. We have connected people in ways and to a depth increasingly rare in urban environments.
Such education and network-bulding are probably the most important long-term solution, but measurable progress in reducing our carbon footprint and energy use are ultimately the only way to save humanity, and many of the other earth's species. Members of Village Vancouver have transformed collectively several hectares of urban land into productive annual food plots and perennial food forests. Over six million food calories are being produced annually in Vancouver by members of our network that were not produced five years ago, and this food is fresh, nutritious, and rarely wasted. It is a start, along with the dozens of solar PV panels installed this year.
What is your projected impact over the next five years?
We expect to reach out to and train tens of thousands more about the value of organic, urban food production, energy conservation, and sustainable energy production. We also expect to double or triple every five years the amount of land under food production and the yield from this land. As regards renewable energy and conservation, the economics of both are increasingly compelling. We expect to expand local production of renewable energy ten-fold in the next five years while cutting energy use in half. This will come both from home energy retrofits and shifts toward sustainable transportation options, like transit, cycling, and walking.
We believe these are all achievable goals, and will help to reduce our carbon footprint by as much as half, and in just the next five years.
What barriers might hinder the success of your project? How do you plan to overcome them?
Urban housing development and redevelopment are the biggest obstacle to longterm urban sustainability. Open land must be preserved and its value as a food production asset maximised. Both new buildings and their shadowing of adjacent land are both serious concerns. So also are the problems of feeding countless new residents on limited land.
The construction of new roads, failure to expand rapid transit networks to accommodate our growing urban and suburban populations, and underinvestment in safe cycling routes all promote greater use of energy in transport. Finally, heavily subsidised non-renewable energy production continues to undercut efforts to conserve and produce power more sustainably.
We feel that local advocacy to all levels of government will turn such policies around.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
任务 1
Set up milestones and measurement techniques for assessing and expanding urban food production.
任务 2
Double member installations of solar energy systems over that of the previous 6 months
任务 3
Double the number of kilometres that members walk or cycle, and halve their use of cars
Now think bigger! Identify your 12-month impact milestone
任务 1
Double food calories grown by members every year forever forward
任务 2
Quadruple solar energy installations every year and cut household energy use by 10% per year every year
任务 3
Double walking and cycling and cut member personal car usage by 10% per year every year
了解详情↓↑ 隐藏↑ 隐藏将您的合作伙伴关系告知我们：
We currently work with the City of Vancouver's Greenest City Action Team in producing educational programs and collaborating on identifying areas for the most productive use of limited resources. We have applied for and won dozens of Vancouver Foundation neighbourhood grants for educational programs and skill-building workshops. Existing and new local initiatives and organisations, such as the Tool Library and the Vancouver Renewable Energy Coop, are constant collaborators and resources for our programming.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
Village Vancouver has expanded beyond the borders of Vancouver into almost all of the Metro-area municipalities, with chapters in neighbourhoods within Burnaby, Surrey, North and West Vancouver, Delta, and Richmond. We are also actively reaching out to underserved ethic and new immigrant communities to bridge language and cultural barriers. Geographic expansion has thus far proven easier than cultural, and our greatest focus in the next year will be in outreach to and greater learning from non-white communities in Vancouver and surrounding areas.
What type of operating environment and internal organizational factors make your innovation successful?
We have a strong and large Board of highly trained professionals with a strong interest in Transition and the mission of Village Vancouver. From communication professionals and farmers to engineers and accountants, we have critical backgrounds in areas of need and enough experience to value the integration of all these professional skills.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Village Vancouver has a large, growing, and committed membership of thousands. Each person has the ability to reach out to many others. This critical mass of inspiration and skill-base is optimally-positioned to play the part of focus group and implementation team for future volunteer and government- or private-sector sustainability programs. We have ideas and people, but need resources.
Created on 09/11/2012 by oursocialfabric
We're a nonprofit rescuing excess fabric from manufacturers, the film industry, and more. Through monthly sales, we get the fabric to creators in our community.
了解详情 ↓↑ 隐藏↑ 隐藏Country where this solution is creating social impact
Region in BC where your solution creates social impact
Vancouver.
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏请选择最符合您的解决方案的阶段：
发展（从试行步入正轨，并开始扩展）
Which of the following best describes the barrier(s) your solution addresses? Choose up to two
Access, Cost.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
Textiles and fabric comprise 4% of the waste stream in Canada (Alive! Magazine October 2009). Currently, we have more potential supply from industry and wholesalers than we are able to house and move. As of 2017, new legislation will ban textiles from our landfill, and we hope to be positioned to act on this opportunity with a successful retail outlet for repurposing and selling fabric.
Our community is largely female, aged 20-35, and passionate about the current zeitgeist for handmade clothing and products, matched with rising environmental concern. Our community is engaged and empowered by creating their own works, and access to low-cost textiles helps them create while diverting fabric out of the landfill. We have faithful volunteers who believe in our goals.
The Solution: What is your solution? Be specific!
Our Social Fabric is pioneering textile waste reduction by collecting unwanted, reusable textiles from factory outlets, film companies, industry related companies and individuals and selling them at below-market value to the local, creative community such as designers, students and everyday crafters in Metro Vancouver.
Our solution is to bring these otherwise landfill-bound fabrics to a location where the public can access them for a low cost. Our Social Fabric holds monthly sales to move this reusable fabric which provides revenue. Because we are lacking a long-term accessible storefront space, we are unable to efficiently receive fabric drop-offs, host as many sales/events as we need to in order to move inventory in a financially viable way, and grow as an organization.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
A manufacturer dyes a fabric lot the wrong colour. A film production wraps up their work and has bolts and bolts of fabric they don’t need. Whatever the case, unused fabric is looking for a home—and that home is usually the landfill.
That’s where Our Social Fabric comes in. We ask for the unused excess fabric, collect it, and store it. Once a month, we open our doors and sell it at reasonable rates to the creators in our community, connecting them with raw materials they would never otherwise pick up. The funds go to collecting and recycling more fabric.
The Marketplace: Who are your peers and competitors? Identify others working to address the same needs as you and indicate what sets you apart from them.
There is no other organization collecting and redistributing unused fabric in the Lower Mainland. We are the sole group in Vancouver that is diverting unused textiles from the landfill to be repurposed by people in our community.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
One of the founders of OSF, a film industry professional, observed a textile recycling and repurposing initiative in Montreal. Upon relocating to Vancouver - with its booming film industry - he was dismayed to see how much fabric was heading for Metro Vancouver landfills. His vision was a fabric repurposing project that could eventually evolve into a storefront: hosting workshops, employing residents of the local area (DTES) and even the full recycling model seen in Montreal.
Going forward, the big picture could include a coffee shop with a drop-in sewing area to make your own repurposed and upcycled projects and help others with theirs; corporations getting on board wanting to donate time, energy and resources; holding workshops on textile waste and issues around “fast fashion”.
Please describe the goal of your initiative; outline what you are trying to achieve
Textiles make up over 12 million tonnes of the solid waste stream in North America and a total of 120,000 tonnes in Vancouver. All textiles OSF receives are unused and ideal for production and resale. With 2 years of irregular monthly sales events under our belt, our goal is to open a retail space for fabric sales. We also plan to provide a space for sewing classes and workshops. Our Social Fabric aims to reduce textile waste, create inclusive employment, connect and engage the local creative community, and work to inspire and support further initiatives of its kind. Eventually, we would like to raise enough capital to start actual textile shredding and recycling.
What has been the impact of your solution to date?
Redirecting fabric waste: in the first year of regular monthly sales we diverted approximately 1500lbs/4500 metres of fabric from landfills. This year we’re forecasting an increase to 2400lbs/7200 metres of fabric in the course of less than 12 sales events.
Community: we have brought together over 50 individuals in the community to support the initiative through volunteering their time at fabric sales and pick-ups.
What is your projected impact over the next five years?
- divert 100,000 lbs of fabric from landfills
- be top-of-mind for students, designers and crafters as a go-to course and fabric outlet
- help build a stable and reliable creative community
- employ 4-5 part-time staff
What barriers might hinder the success of your project? How do you plan to overcome them?
Challenge: product is bulky, takes space, requires housing and inventory
Solution: locate and secure a suitable long-term location. Upon securing financial capital we can solidify the retail operation of OSF which will employ staff and fulfill all ongoing OSF organizational objectives
Challenge: quality and supply not reliable (eg: local film industry could wane/flux)
Solution: build and maintain diverse supply chain of textile manufacturers and end-users to maintain a constant supply
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Secure a storefront space to begin our retail operations. Employ staff to run our storefront.
任务 1
Locate and secure a space for our retail operation
任务 2
Expand our current ties and outreach with the textile producers and end users in our local area to build and increase supply li
任务 3
Employ a staff person to operate store on a part time basis
Now think bigger! Identify your 12-month impact milestone
We want to operate a store open 5 days a week, accepting large fabric donations and providing a creative space.
任务 1
Develop a strong donation supply chain
任务 2
Hire two more staff to operate store
任务 3
Raise awareness of our organization and its goals
了解详情↓↑ 隐藏↑ 隐藏将您的合作伙伴关系告知我们：
We have partnered with Common Thread, a sewing collective, to produce a line of yoga bags. We have also partnered with FrogBox, who provides our storage space, as well as promotional partnerships with the Hastings-Crossing BIA, Saul Good Gifts, Kdon, FairJake, Pure Magnolia and many local BC designers.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
What type of operating environment and internal organizational factors make your innovation successful?
We are a dedicated organization with a strong base of volunteers. We currently operate on sales revenue only and are able to be very responsive to market forces. As well, there is the current zeitgeist for handmade work and environmental concerns that makes our product especially attractive. We have created partnerships to help cover operating needs with minimal cost.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
For Our Social Fabric to grow successfully in the future, we will need robust guidance in all our areas of competence, to increase our effectiveness and ensure a sustainable future for our organization.
We’re also willing to help others with the resources we have, especially with fabric-related donations/sponsorship (within reason).
This project also has a Changeshop where you can read more about its latest progress.
Go to Changeshop: Connecting Steps.
Created on 09/11/2012 by ndelgado
Design-thinking workshops for non-profits, activists and social entrepreneurs. Empowering people to find new solutions to existing challenges.
了解详情 ↓↑ 隐藏↑ 隐藏Country where this solution is creating social impact
Region in BC where your solution creates social impact
Vancouver.
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏您的解决方案已经运作了多久？
仍在构想阶段，但预计很快就会推出
Which of the following best describes the barrier(s) your solution addresses? Choose up to two
Access, Quality.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
In 2003, there were approximately 161,000 incorporated non-profit and voluntary organizations operating in Canada. An estimated 13% of which were established in British Columbia. These organizations touch all aspects of our life and have become a fundamental part of Canadian society. Unfortunately, non-profit and voluntary organizations experience many difficulties fulfilling their missions or achieving their organizational objectives, which limits their ability to contribute to the community. Having to manage with limited economic resources is challenging enough, but usually it is the lack of strategic orientation, leadership and management struggles what stands in their way towards establishing a plan and generating ideas on how to reach their goals.
The Solution: What is your solution? Be specific!
Connecting Steps is a series of dynamic workshops for non-profits, activists and social entrepreneurs that uses the design-thinking and co-design framework to empower them in the development of better solutions to social problems.
Connecting steps looks to empower those involved to create a meaningful change through their own effort, ideas and concepts. Participants engage in activities to accelerate meaningful collaboration and learn the skills, tools and techniques that they need in order to tackle the complex problems that affect them.
The project seeks to generate a ripple effect, where workshop participants will multiply the benefit of building their creative confidence by effectively pursuing their organization's objectives and fulfilling their community's needs.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
“Teach a person to fish…. “
The Connecting Steps hands-on interactive workshops will introduce the framework around design thinking and co-design as creative problem solving approaches. Design-thinking uses the ability to combine empathy for the context of a problem, creativity in the generation of insights and solutions, and rationality to analyze and fit solutions to the context. Co-design emphasizes the collaborative work, which requires mutual learning between the stakeholders, creating a process that is more democratic and open.
During the workshop, participants will learn tools and techniques in the areas of discovery, definition, visualization, ideation, experimentation and implementation, and immediately apply them to the problems faced by their own organizations. The collaborative approach allows everyone to learn not only from the instructor but also from every participant in the workshop.
After the workshop the instructor will continue with a follow-up which each of the participants to aid them in the application of the skills they have learned. The Connecting Steps website and social media strategy will also allow for participants to stay in touch and learn from each others progress as they apply the concepts learned to their own organizations.
The Marketplace: Who are your peers and competitors? Identify others working to address the same needs as you and indicate what sets you apart from them.
While there are a few organizations that offer design thinking services, they are mostly focused on business innovation and don’t specialize in the small non-profit groups. Connecting Steps is particularly interested in the small and medium organizations that don't have a marketing or communications department. There is currently no one addressing this market, and there is a huge need and demand for this type of service.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
I have over ten years of teaching experience in the areas of design, marketing and creativity, working as a professor in Mexico and Canada. In 2011 I started to work with the international NGO Poster for Tomorrow and had the opportunity to travel to Africa as part of their Pan African and Draw me Democracy workshops, which aim to strengthen participants’ knowledge and skills in the fields of design, social communication and advocacy advertising. This provided me with the opportunity to see the amazing benefits that could be achieved in a small amount of time.
For my PhD at the University of Victoria I decided to focus on co-design and design-thinking. I was looking for a project to collaborate with and posted an ad asking for any non-profits that would like to work with me. I received an overwhelming response with emails from all kinds of organizations eager to receive help. After talking to many of them I realized that there was a huge need that nobody was addressing.
Please describe the goal of your initiative; outline what you are trying to achieve
I want to help others to help others. I would like to create a ripple effect where the work I do with the leaders of these organizations is translated to the work they do with their communities and causes. I want to empower small and medium sized organizations and individuals so they can achieve their goals and make a positive impact on the world.
What has been the impact of your solution to date?
This program is in the idea stage. But I have extensive experience as a workshop facilitator. I have worked with undergraduate students and professionals in Mexico, Argentina, Ghana and Canada, aboriginal communities in Canada and locally with the Green Streets Games project in Vancouver.
What is your projected impact over the next five years?
I would like to create a strong network with local charities and non-profits. While it would be great to take this across Canada I am more interested in building a strong foundation in BC first. It's important to measure the results of the workshops and build strong case studies, so the workshops become stronger each time and their impact is visible to the communities involved.
What barriers might hinder the success of your project? How do you plan to overcome them?
The two main barriers are cost and continuity.
Cost implies the expenses involved in the planning, promoting and execution of the workshops. I will address this by initially covering the costs myself, and look for external sources of support, such as grants and sponsorships. Volunteers and partnerships are also key elements of this section.
Continuity refers to what happens after the workshops are finished. It's very important to ensure that participants are able to apply the skills they have learned in their own organizations. This will be addressed by establishing a follow-up plan and a resource kit accessible to participants, as well as a social media strategy that allows communication between stakeholders and display of success case studies.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Launch project. Create a network of participants/collaborators. Teach workshops. Follow-up.
任务 1
Establish the project in vancouver. Launch Website. Make connections with non-profits and individuals.
任务 2
Teach 1-2 Workshops. Create a strong network of collaboration. Launch toolkit.
任务 3
Follow-up with participants. Launch Social Media Strategy. Present first results obtained from the workshops
Now think bigger! Identify your 12-month impact milestone
Create website and establish key partnerships.
任务 1
Recruit volunteers. establish strategic partnerships with universities and organizations.
任务 2
Present success stories obtained from first workshops. Strenghten online network of collaborators
任务 3
Establish a yearly schedule for workshops. Possibly include other instructors.
了解详情↓↑ 隐藏↑ 隐藏将您的合作伙伴关系告知我们：
Since the project is on the idea stage there are no current partnerships. However future partnerships would include non-profit organizations and universities.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
What type of operating environment and internal organizational factors make your innovation successful?
I am a graphic designer which allows me to create the technical/creative elements needed for the project and I'm also an experienced instructor and workshop facilitator, which allows me to ensure the quality of the content of the project.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
This project also has a Changeshop where you can read more about its latest progress.
Go to Changeshop: PRIZE.
Created on 09/11/2012 by urbanspacelab
The PRIZE: emPOWERING PEOPLE & PLACES. A comprehensive, multifaceted strategy to improve high vacancy and joblessness through community ownership & enterprise
了解详情 ↓↑ 隐藏↑ 隐藏组织名称
Evolve Foundation (President: Peter Winslow)
组织所在的国家/地区
United States, PA, Philadelphia, Philadelphia County
该组织在哪些国家/地区创造了社会影响力
United States, PA, Philadelphia, Philadelphia County
Has the organization received awards or honors? Please tell us about them
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏您的解决方案已经运作了多久？
仍在构想阶段，但预计很快就会推出
Which of the following best describes the barrier(s) your innovation addresses? Choose up to two
Access, Quality, Equity.
The Need: What problem are you trying to solve?
Philadelphia’s robust 19th century working neighborhoods never recovered from severe 20th Century deindustrialization. As a result, many neighborhoods in Philadelphia struggle with problems associated with vacant, derelict, and underutilized properties; they struggle with extreme financial and economic hardships, and lack even basic financial services; schools are under-resourced and under-funded; neighborhoods lack food access, public amenities, transit, and health services. Neighborhood “improvement,” where it occurs, typically brings gentrified residential districts: existing occupants lose control over housing costs, employment opportunities, and the quality of their lives. Solutions to date have been piecemeal and ineffective: promised much but delivered little.
The Solution: What is your solution? Be specific!
Reconceptualizing and repurposing currently vacant urban industrial properties as production, employment, and social hubs is crucial to the empowerment of these communities, a comprehensive approach to “sustainable communities”: environmental sustainability coupled with cultural, economic, creative, and social sustainability, and other key elements of a functioning urbanism. The PRIZE is an evolving collaborative vision and creative public-private partnership of business, political, academic, design, city, and community stakeholders: it integrates creative community land initiatives with programs that stimulate social and economic independence, functioning as a “living laboratory” for collaborative development and demonstration of replicable models for revitalizing struggling inner-city communities. Supporting local entrepreneurs, it nurtures profitable ventures rooted in the community, and providing internships, training, mentoring, and education to generate a locally-based workforce.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
The PRIZE (Philadelphia Renewables Innovation Zone for Entrepreneurs), the project will harvest knowledge from the pioneering EEB-Hub, become a “living lab” for cutting edge renewable energy techs and strategies, and develop a comprehensive model of small-business incubation, employment training, financial services, public amenities, and co-operative community ventures and land-holdings.
The PRIZE Campus:
1. The PRIZE Core, a business ecosystem: an Entrepreneur & Employee Training Hub, R & D Lab, and high-tech light manufacturing center for renewables) acting as demonstration for a next wave of light industrial manufacturing that closes the loop on waste cycles through green-engineered manufacturing byproducts that provide feed
2. PRIZE Credit Union, a community-owned local banking system, financial services center, and investment fund with micro-financing services to expand small business development beyond the Campus.
3. PRIZE Land Trust, a network of vacant land, that enables local residents to take ownership of City-owned neighborhood vacant lots, to act as a community-led bolster against gentrification and development that is outside the scope of neighborhoods goals. Residential and commercial lots can be preserved as public assets, green infrastructure, and open green space, supporting the comprehensive strategies of The PRIZE.
4. PRIZE Utility, a neighborhood-wide, phased, municipal cooperative urban microgrid to generate power, testing advanced renewable technologies.
5. PRIZE Realty, an innovative real-estate model to acquire and manage the PRIZE Campus.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
The uniqueness of The PRIZE lies in both a "systems of systems" approach to community development, and a novel model of incubator: entrepreneurs are found in the local community and brought to implementation in the PRIZE Core, which supports manufacturing. This ensures business start-ups, and thus jobs and economic growth, remain in the community. Existing incubators (such as Good Ventures) typically host entrepreneurs solely to help ideas to implementation, who move to premises elsewhere at the end of the process. The PRIZE promotes more effective alliances and communication between educational institutions, employers, job intermediaries, and employees: peers and competitors are thus viewed as potential allies and partners.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
Winlsow and I met in early 2012. His proposal for the PRIZE immediately struck me as a "eureka moment": the first really comprehensive and viable solution to both community development and entrepreneurial incubation. As "systems of systems" practitioners and teachers, Winlsow (who teaches at Rutgers) and I (teaching at UPenn) both view a systemic approach as critical. Experienced in different fields--architecture, business, and renewable energy technologies--we fed off each others ideas, and, with help from a range of partners, were able to expand and enrich the project's scope, and flesh out real solutions to the full range of problems facing struggling urban neighborhoods.
Please describe the goal of your initiative; outline what you are trying to achieve
Peter Winslow, Evolve's Founder and President, developed The PRIZE in response to both the failure of traditional social sector responses to intractable urban poverty and under-development, and as a result of his own background in entrepreneurial practice and teaching. As government and NPO models have failed American cities in need, Winslow looks to hybrid models--novel private/public partnerships and non-profit/for-profit enterprises--to provide a more sustainable and robust solution.
Which barrier(s) to financial inclusion does your solution seek to address? (select all applicable)
Physical and other accessibility obstacles that prevent communities from reaching financial services, The lack of affordable financial products tailored to the needs of underserved and excluded communities,, Other (Please describe below).
If you selected 'other' above, please specify which other barriers to financial inclusion you solution seeks to address:
Micro-financing organizations in the US tailored to work with under-served urban communities.
For which underserved or excluded communities will your solution create access to valuable, affordable, secure and comprehensive financial services?
The first PRIZE Campus is situated in North Philadelphia, in one of the most challenging areas of the city. The community, majority African American, has high crime rates, especially violent crime, high joblessness, low employment, few local businesses, high vacancy and under-development, no banks or credit unions, little access to financing, no start-up or business support services, and little investment. Dollars circulate in the community 1-2 times, compared to 7-10 in affluent areas of central Philadelphia.
Could your solution work in other geographies or regions? If so, where?
The PRIZE is scalable: PRIZE campuses can be developed in other neighborhoods, and other cities: “Second PRIZE,” “Third PRIZE.” Once the businesses are ready to expand, Evolve moves out of the PRIZE Core, and seeds another PRIZE elsewhere in the city. Our solution is "open source": available to other cities and nations to replicate.
If your solution is dramatically successful, how will things be different in 10 years?
The First PRIZE will have become a robust center of the community, providing social, cultural, educational, financial, business, and start-up services, and public amenities. It will have replicated to other communities in North Philadelphia, and other Philadelphia neighborhoods (e.g. West Philly). Other people will have taken the model to scale in cities like Detroit, Baltimore, Pittsburgh.
It will have positioned Philadelphia as a player in the rapidly emerging sustainable industrial sector to connect local firms to a key driver of future industrial demand, and increase and diversify the range of advanced manufacturing in the City.
It will have produced a model for conducting full-spectrum retrofitting using industry best practices and technologies for renewable energy and energy efficiency: a new paradigm for integrated building design, construction, commissioning, and operation, using state of shelf, and state of art best practices.
What will have had to have changed to make this happen?
New models of community engagement that power and empower individuals to reinvent their own urban neighborhoods: The best innovations for solving urban economic, social, and ecological sustainability are ones that empower the community to innovate (for) itself.
Market and community readiness for a new model of incubator: the business ecosystem which nurtures entrepreneurial businesses rooted in the community and geared towards commercialization of new ventures. Focuses on select business types that are at forefront of new energy technologies and that will help to keep those manufacturing industries in Philadelphia. Develops green engineered business processes: by-products are tracked and used on site or elsewhere for other processes (each business that comes in feeds off the others, in a systemic chain of collaboration, economies, materials, etc). Provides internships, training, mentoring and education to generate locally-based workforce.
What has been the impact of your solution to date?
The project is in development stage: it has support from local and federal government agencies, with a letter of intent setting out a site and path to ownership, and has a projected start-up timeline. This project is looking for impact investors and seed-funding while establishing networks, alliances, and partnerships, developing business plans, and initial design strategies. To date, the PRIZE is gathering interest and support, and seeking development grants while awaiting remediation of the site by the City of Philadelphia.
What is your projected impact over the next five years?
Implementation of the First PRIZE Campus, and the opening of the Second PRIZE.
First PRIZE will become a demonstration project for a systems of systems approach to comprehensive revitalization and rehabilitation: sub-zero waste-to-resource feedbacks, smart retrofit and high-tech/low-cost smart construction, a central hub for a neighborhood-wide, phased, municipal cooperative utility for net-surplus energy generation, a larger system of feed-back and re-use including grey/black water recycling, rain capture, pollution mitigation, a "living lab" for testing a full range of advanced renewable technologies, productive and active 3-D green roofs, year-round horticulture, a “triple bottom line” social enterprise incubator, a dynamic workforce trained for “green” manufacturing and service jobs
What barriers might hinder the success of your project? How do you plan to overcome them?
The complex politics of working across silos of government, community groups, competing NPOs and NGOs, CDCs, and other stakeholders; managing a large number of partners. Solution: developing innovative models of cooperation and collaboration, following the model of the EEB-Hub (Energy-Efficient Building Hub at The Navy Yard), with the addition of models for working in partnership with community groups.
As an “ecosystem,” disruptions are managed to be evolutionary and adaptive, rather than external to the needs of the business entity.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
任务 1
Establishing grant funding to support project development.
Now think bigger! Identify your 12-month impact milestone
任务 1
Completing community engagement
任务 3
Funding and beginning on-site construction
了解详情↓↑ 隐藏↑ 隐藏将您的合作伙伴关系告知我们：
• City of Philadelphia Departments of Commerce & Public Property
• Tied to EEB-Hub as first replication model in the city of Philadelphia, outside of Naval Yard
• Universities: Rutgers, Morgan State, Penn, Carnegie Mellon, Temple
• DOE, USDOC Economic Development Administration, US Small Business Administration ("SBA"); the National Institute of Standards and Technology ("NIST"); and US Department of Commerce, Economic Development Administration ("EDA")
• Strawberry Mansion & Brewerytown CDCs (Community Development Corporations)
• State of Pennsylvania
• Local foundations
Are you currently targeting other specific populations, locations, or markets for your innovation? If so, where and why?
What type of operating environment and internal organizational factors make your innovation successful?
Utilizing the model of disruptive innovation, the PRIZE is a hybrid for-profit/nonprofit that enables a full range of operations and partnerships, and builds new forms of cooperative organizations using enterprise as a model and driver of community development.
The PRIZE brings together design, business, real estate, environmental infrastructures and renewable energy generation, smart retrofit, networked landscape strategies, explicit physical and infrastructural links to surrounding neighbors, and financial innovation.
Philadelphia has a growing social innovation sector, a entrepreneurial Mayor and an administration geared to innovation, strong community development leaders and models, and a local council ready to support projects like the PRIZE: the time and place are right.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Impact and angel investors looking for clear metrics and strong SROIs.
Connections to partner organizations who could provide complementary community services.
It takes a Village! The Yarrow Ecovillage reconnects people with community, land, and the highest quality of life is the most sustainable lifestyle.
Together as neighbours we have designed our own 28 acre project. We have
-a 20 acre certified organic farm
-2 cohousing communities with one being an age in place
-a commercial district
-many smaller sustainability projects and workshops that fall under a loosely define term called "learning" for now.
This project also has a Changeshop where you can read more about its latest progress.
Go to Changeshop: The Yarrow Ecovillage.
Created on 09/10/2012 by Vivian Vaillant
It takes a Village! The Yarrow Ecovillage reconnects people with community, land, and the highest quality of life is the most sustainable lifestyle.
了解详情 ↓↑ 隐藏↑ 隐藏Country where this solution is creating social impact
Region in BC where your solution creates social impact
Vancouver.
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏请选择最符合您的解决方案的阶段：
发展（从试行步入正轨，并开始扩展）
Which of the following best describes the barrier(s) your solution addresses? Choose up to two
Quality.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
This project tackles the issue of isolation and need for'belonging' by taking a multi-faceted approach to land use. Some of the specific gaps and issues identified and engaged by this project are: (1) the scarcity of affordable housing in British Columbia that is also environmentally sustainable; (2) the negative environmental impacts of chemical farming and the relative lack of support for organic practices; (3) the lack of alternatives to nursing homes for seniors and the growing crisis of an aging population; (4) the reluctance of children to play outside in their neighbourhoods and the resulting issues of childhood health and social problems. Our project addresses all of these problems in a way that doesn't try to isolate any one problem from another. A holistic approach.
The Solution: What is your solution? Be specific!
Together, in a cooperative at first, we bought 28 acres of land in the middle of a small town in the Fraser Valley. Instead of building more sprawl, we've designed:
-a 20 acre certified organic community farm and CSA program
-a 2 acre multi-generational cohousing neighbourhood
-a 2 acre commercial district with seniors cohousing above that augments the diminishing but trying to thrive town of Yarrow. (design phase)
-4 acres stream, permaculture riparian zone, and constructed wetland
- walking paths and natural play areas around the perimeter in the organic buffer zone.
Our project supports:
-5 organic farming families (room for more)
-permaculture food forest around our stream reclamation project
-2 bee keepers
-affordable housing cooperative within cohousing
-33 multi-gen families in a supportive community
-17 more homes for age in place seniors (which they will design this fall)
-room for 10 businesses with eco values
- learning center for research and classes
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
For this I'll use my own family experience.
In suburbia:
-My children played with other kids 1-3 times per week for 1-2 hours. I drove to get them there.
-The closest shops were 5 minutes by car and included big boxes like Walmart.
-We owned two cars and drove everywhere.
-Vegetables were mostly imported and store bought unless I found time after all my driving to grow a garden
-adult socializing (friends over for dinner) 1 per two weeks and I'm being nice.
At the Yarrowecovillage:
-Children play 2-4 hours daily with any of the 17 kids onsite
-All my basic needs are met in walking distance. 1 trip per week into "town" is shared with another mom. We get groceries and have dinner.
-We are down to one car and only fill it every two weeks
-Between cold storeage,CSA, trade, and our neighbour's that share we rarely need imported veggies. An example is that we had farm fresh organic greens all winter last year.
-adult socializing happens daily. Examples are book club, yoga, building workshops, swaped child care for dates, and best of all- optional Community dinners are shared 4 nights a week (scaling to 7) frees up time cooking for family time.
My favorite difference is the excellent way this community models Non Violent Communication Skills, and our children are catching on! Regularly my daughter will come to me with things like "Mom. I feel like you didn't hear me, and I'm scared you are going to forget." She is six years old. The positive role models that now surround my children is exemplary.
The Marketplace: Who are your peers and competitors? Identify others working to address the same needs as you and indicate what sets you apart from them.
There are 150 completed cohousing projects in North America, with double that in their forming stages. While some communities develop cohousing with either commercial or a land component we are the first to my knowledge that tackles all three and a learning center AND a seniors component. The seniors makes our project especially sustainable as the community ages. It means that when I am ready, I can downsize and free up the family sized home without having to leave my community.
Other projects with claim to fame are Ecovillage at Ithica in New york, and Findhorn in Scotland. While there are other ecovillages in forming stages in Canada, (OUR ecovillage in BC) we are the first to receive ecovillage zoning, and the only to have cohousing residents onsite.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
Sigh. We have difficulty with this question because of the use of the word "founder". It is true we have people here who have been involved since the beginning. Some have gone, leaving their mark. Each pulled here by their own "aha!".
Every person who moves here becomes a founder. Each "aha!" moment that makes up this amazing place has a different founder. So how do I choose? The few people who met in 2002 to discuss a dream? The day Alan Dobbs found the perfect land? When Yonas came and took on project management, or Ann and the farm stand, Julia started our community dinners. How about when the farmers were drinking wine one night and decided to do a co op CSA? I could tell you about when Meg and Joe figured out how to solve the crunch between the riparian zone and the need for farmland.
And then there are the "aha!" moments yet to come. And we want to make room for our new neighbours who are still coming to ad more to our vision. This is a place that nousrishes "Aha"s.
Please describe the goal of your initiative; outline what you are trying to achieve
The Yarrow Ecovillage is acheiving a practical form of sustainable living that can be replicated in other areas. We have gathered a tool box for other communities to draw from as the world seeks creative ways to reconnect communities and food supply.
Through creative financing, non violent communication training, and collaboration we want to find ways that people can work interdependently to create a more sustainable lifestyle while increasing quality of life.
What has been the impact of your solution to date?
-1200 Organic CSA boxes have gone out with heirloom veggies and recipes.
-Over 500 tours have come through this year.
-The "Ecovillage" zoning we created has been adopted by two other projects.
-Regular workshops (bioengeneering, permaculture, organic gardening, Non Violent Communication,) take place and are well attended by the public.
-At least three members believe moving into the community was integral in conquering depression or addiction.
-Ten Mile Tour Lunch supporting local food makers has been served at the community school.
-We have spoken with and assisted two other BC projects (Vancouver Cohousing and Okanagan Ecovillage) and have toured people from India, England, Portugal, Nigeria, and all over Canada.
-At least 17 have the kind of childhood where playing outside until the street lights come on is still acceptable, and when they want to stay out later they are quite capable of communicating their needs without crying.
What is your projected impact over the next five years?
-CSA doubles in one year.
-50 homes will house families and seniors in a supportive community
-Learning center will be active and professionally running offering 2-4 courses per week.
-Tours expected to increase as the project receives attention
-33 more children are coming into the new homes that we are building this year
-Farmland fully leased.
-Project will be completely built and support will be given to at least two more projects in the area
What barriers might hinder the success of your project? How do you plan to overcome them?
Our biggest issues are:
-creating headway with city officials who are being pressed to deal with and out of the box project. We have begun to look for ways (like this award) to create some credibility and pride for our project within the city.
-Long term Community burn out. We know huge projects like ours are a lot of work and we don't want to be too tired to enjoy ourselves when we "are finished". In order to combat this we are becoming very efficient with our meeting times, and remembering to "live" here as much as we "build" here. It is difficult to do sometimes. With so many amazing projects on my doorstep I often feel pulled to press forward. However the village I live in is here right now! Remembering to be in this moment is a crucial part of surviving the joy.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Complete Phase three of Groundswell Cohousing (Multigenerational)
任务 1
Complete the fourth reading on our Strata application
任务 2
Entice two more families to join our project
任务 3
Raise 330,000 in Construction Financing at a rate of return of 7%
Now think bigger! Identify your 12-month impact milestone
Seniors Cohousing sold out and in Construction
任务 1
Consolodate interested parties into a high functioning group. At least 10 housholds to start
任务 2
Complete Charles Durrett's 6 Community Workshops
任务 3
500,000 in construction financing at a rate of return of 7%
了解详情↓↑ 隐藏↑ 隐藏将您的合作伙伴关系告知我们：
-CHEIF financing (cohousing home equity fund)helps people buy homes in the project when banks fail to assist.
-Van City and Envision have both been extremely helpful in getting us off the ground.
-Watersheds Coalition has been instrumental in our creek reclamation project.
-Farm Folk City Folk have worked with our farmers.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
For now we are focusing on building ourselves as a model. After filling out all these questions I realize that we are not a standard business. While we are not a non profit, techniacally we are a coop, we certainly aren't your typical business either. At the end of the day we are hoping to to have something other may repeat for themsleves- but we are not looking to "turn key" build anyone else an ecovillage. In the true spirit of community building one "for you" would spoil all your fun!
What type of operating environment and internal organizational factors make your innovation successful?
(Am I allowed to say stubborness and sheer force of will?)
We use Consensus Oriented decision making and Non Violent Communication to help us in meetings. We also have an incredible number of teams which are empowered to do everything from pet policies, to farm development. The rule is that no one person sits on more than three teams to avoid burn out.
We also have found that having key paid positions has made us able to move forward much quicker.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Chillwack Canada
49° 9' 28.584" N, 121° 57' 5.2812" W
In a typical land use situation, a developer would have come in and split our 28 acres into about 20 acreages. Each with its own long drive way and lonely family working at life in isolation from the others. Instead, we hired our own professionals and through a community process WE designed our land together. At completion we will have a 20 acre Community Farm, a 33 unit all ages cohousing Community, an age in place cohousing community, and a comercial district with learning spaces to augment one mile life style of the town of Yarrow.
Created on 09/9/2012 by CityStudio Vancouver
CityStudio is an energetic hub of learning and leadership where students work with City staff and communities to design and implement Greenest City solutions.
了解详情 ↓↑ 隐藏↑ 隐藏Country where this solution is creating social impact
Region in BC where your solution creates social impact
Vancouver.
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏请选择最符合您的解决方案的阶段：
发展（从试行步入正轨，并开始扩展）
Which of the following best describes the barrier(s) your solution addresses? Choose up to two
Cost, Quality.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
The challenges of urbanism, sustainability, climate change, economic uncertainty and competitive markets for services and talent are moving cities to understand and develop solutions. Cities are also seeking cost-effective ways to meet their many emerging challenges. Of the approximately 100,000 undergraduates in Vancouver, very few have the opportunity to work on real-world projects in local communities. It is also a strong concern that university students are paying increasing tuition but unable to participate in the sustainability paradigm shift they are learning about in textbook, on the street, and the news. Too often the most enthusiastic and skilled students are being asked to change the world after they graduate rather than during school. CityStudio is working to close this gap.
The Solution: What is your solution? Be specific!
CityStudio Vancouver is a unique collaboration between 6 post secondary schools (BCIT, ECUAD, Langara, SFU, UBC, VCC) and the City of Vancouver. We aim to create an energetic hub of learning and leadership where students design and implement Greenest City solutions. We work directly with City staff, community and business experts to research, design and implement projects related to Vancouver's Greenest City goals. We are now ready to expand our key activities:
1. Greenest City Solutions: CityStudio directly involves students in real projects on the ground towards Vancouver's Greenest City 2020 goals.
2. Student Leadership towards a Green Economy: Courses emphasizes mentoring and training for young sustainability leaders to identify and develop opportunities in the green economy.
3. Energetic Hub of Learning: In year 1, over 480 students and 18 instructors contributed 20,000+ hours of learning and action to the Greenest City. Dialogues, workshops, exhibitions involve hundreds more.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
INNOVATIONS TOWARDS GREEN SOLUTIONS
-Twenty students participate in 5 day a week program “Semester in the City” at CityStudio working directly with city staff on greenest city projects run by SFU. Fall Semester Core Studio run by Emily Carr University in a one day a week program.
-Coordinating a network of 35 Partner Courses that link ongoing courses from our 6 partner schools with greenest city projects.
-We host City of Vancouver Staff meetings to develop projects and coordinate metrics.
-Online project archive that includes a year-end publication of Greenest City student projects.
-Coordination of the CityStudio Project Fund to support projects moving from idea to implementation stage.
BUILD A CREATIVE LABOUR FORCE IN THE GREEN ECONOMY
-Internship program internally and with partners to build student capacity for participation in green economy
-Build partnerships towards increasing opportunities for student leadership training
-Development of inter-institutional credit system for CityStudio programming
-Develop full year programming stream at CityStudio
ENERGETIC HUB OF GREENEST CITY LEADERSHIP AND LEARNING
-Annual showcase of core and partner course projects to build collaboration and increase community involvement
-Hosting Green Jobs and Internships Fair
-Open Thursday Dialogues to involve city staff in student ideation
-Create strong web presence and social media connections for all partners
-Build international relationships and knowledge sharing networks
The Marketplace: Who are your peers and competitors? Identify others working to address the same needs as you and indicate what sets you apart from them.
Although a sustainability movement is taking hold on universities worldwide promoting strategies and methods for creating sustainability curriculum, we work outside, but with the schools. We have no significant competitors; our biggest challenge is finding ways to work with supportive, but change-resistant institutions to help students get credits in unconventional ways. Colleges and universities have passionate people, and an ability to take risks, learn from mistakes, and experiment, and may be the best place to start learning how to create the sustainable city. The following organizations are peers in helping create the shift: Toronto’s Centre for Social Innovation & Bruce Mau's Institute without Boundaries, Portland's Sustainable Cities Initiative.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
Dr. Janet Moore and I have been co-teaching urban sustainability for over 7 years. During this time our students continually ask the same two questions: “How can we earn a living and how can we save the planet?” When Mayor Gregor Robertson presented his ambitious Greenest City 2020 plan for Vancouver, we saw this as the opportunity to contribute to our city through our work and answer our student’s questions. As part of the “Talk Green to Us” website created for the 2020 Action Plan, citizens could post and vote on ideas. We posted an idea: CityStudio would be an inter-institutional collaboration between the City of Vancouver and our 6 (BCIT, ECUAD, Langara, SFU, UBC, VCC) post secondary institutions to mobilize students directly on real-world sustainability projects. From over 700 ideas, thanks largely to hundreds of students, ours was one of 3 ideas chosen as part at the Greenest City Ideas Slam, resulting in the City providing a studio space and operational funding for one year.
Please describe the goal of your initiative; outline what you are trying to achieve
The aim of CityStudio Vancouver is to create an energetic hub of learning and leadership where students design and implement Greenest City solution.
GOAL 1: To provide solutions and demonstration projects to help the City of Vancouver’s meet its Greenest City targets. To increase the number of post-secondary students and faculty working directly on quality Greenest City projects.
GOAL 2: CityStudio helps students find green jobs in support of a Green Economy. To develop innovative curriculum and pedagogy to ensure preparedness of graduating students to work in Vancouver’s Green Economy.
GOAL 3: To create an energetic hub of Greenest City Learning. To host events, design workshops and dialogues that involve students, city staff and community members on issues of urban sustainability.
What has been the impact of your solution to date?
GREENEST CITY PROJECT WORK connects emerging green entrepreneurs with business leaders to expand the green economy
-3 projects on Local Food
-10 projects on Access to Nature
-5 projects on the Green Economy
-3 publications on our 20,000 hours of student research, learning and action on the Greenest City
A model of INNOVATIVE TEACHING AND LEARNING through real-world projects, collaboration, dialogue, design and interdisciplinary projects
-Ripple Project: Research and evaluation of Student Learning Outcomes
-Ongoing evaluation of learning and project through course and project evaluations
The ENERGETIC HUB OF LEARNING is created by studio and partner courses at our 6 universities and colleges, all engaging City staff, the public, students and faculty in projects, workshops, dialogues and events
-3 interdisciplinary, inter-institutional core courses with 53 students
-35 partner courses, engaging 33 faculty and 800 students
-5 major events in 7 months with 380 students
What is your projected impact over the next five years?
Our aim is to substantially move the dial on what is considered normal in undergraduate education, providing opportunities for students to gain substantial credits working with City staff on important sustainability projects in a vibrant, permanent and public hub of the Greenest City action. Our current projected impact includes: well over 100,000 hours of student research, learning and action; 100 demonstration projects on the ground in the city; a partner network in excess of 100 courses and faculty; an annual Greenest City Jobs Fair; a CityStudio textbook to share learning on organization, pedagogy and best practices; the creation of a public Greenest City Hub for project incubation, research, and social venture prototypes, and local and international faculty and City staff exchanges.
What barriers might hinder the success of your project? How do you plan to overcome them?
Barrier 1: Cost to build/organize hub.
Solution: Continue partnership with City of Vancouver on innovative solutions for collaborative financing.
Barrier 2: Students have limited ability to take credits outside their program stream. Solution: Create an inter institutional committee to address the potential for programs that would create a CityStudio passport for credits. Students would be able to cross institutional and disciplinary boundaries to work directly in courses that contribute to addressing greenest city solutions.
Barrier 3: Competitive institutions. Limited incentives for universities and colleges to work together towards common solutions. Solution: Continue to engage early adopters to work on leadership council that will enhance relationships towards collaboration.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Create a strategic business plan for new social venture and active hub for learning and leadership
任务 1
Develop a strategic vision for our business model, market and service.
任务 2
Develop governance. Host a social venture partnership workshop to aid in moving forward.
任务 3
Partner with a strategic planner/mentor to develop a process for, and complete a business plan.
Now think bigger! Identify your 12-month impact milestone
Link students with City of Vancouver in a revenue model, develop a green building project for the hub
任务 1
Complete feasibility study, including research and development opportunities and the market case.
任务 2
Pilot three prototypes of business models for CityStudio.
任务 3
Launch Social Innovation Hub with showcase of student projects and Green Jobs Fair showing a new green and creative labour force
了解详情↓↑ 隐藏↑ 隐藏将您的合作伙伴关系告知我们：
Our collaboration with 6 post-secondary schools (BCIT, ECUAD, Langara, UBC, SFU and VCC) and the City of Vancouver is new territory in higher education that raises challenging questions about collaboration and inter-institutional work towards a common goal. From the start we were sure to invite everyone to the table and the past 1.5 years has been an intriguing process of establishing strong relationships together and with each partner. Our most valuable lesson has been working through this organizational challenge in order to keep moving forward and to build trust among with diverse partners.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
In the past year we have established relationships with the organizations listed below. In addition we aim to reach out to Canadian cities through Vancouver’s role in the Federation of Canadian Municipalities.
-City of Copenhagen
-U. Oregon, Sustainable Cities Initiative
-Chalmers University of Technology, Sweden
-Society for Organizational Learning, Sweden
-Victoria Capital Regional District, Canadian Centre for Community Renewal
-International Sustainable Campus Network Annual Conference, U. Oregon
-World Class Cities Partnership, Boston, MA
-Cambridge University
What type of operating environment and internal organizational factors make your innovation successful?
Collaborative
-10 partner project is co-located with the City, close to City Hall, in a city-owned building next to the Olympic Village
-We operate a sharing food culture; we have a kitchen where students cook and contribute to potlucks during class time
Interdisciplinary
-We practice dialogue; learning to listen deeply to other perspectives and imagine what is possible
-We practice strategic design thinking; learning to put research into action
-We encourage projects to work across and beyond disciplines
Purpose Driven
-Our students aim to follow their passions towards a societal purpose
-Our projects contribute directly to greenest city goals
Action Oriented
-Demonstration projects and urban interventions are the core of our work
-Projects get ideas on the ground
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
CityStudio runs courses, dialogues and workshops, and hosts events in our 4000 square foot studio at 1800 Spyglass Place. It is our hope that partners will continue to help us activate and grow this hub.
Created on 09/6/2012 by pknoglinger
To support the dynamic, in vivo, preservation of authentic know-how (intangible heritage) as practiced by contemporary craftswomen and men.
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https://www.facebook.com/pages/BC-Économusée-Artisans-at-Work-Pilot-Project/128251320523717
组织名称
Société de développement économique de la Colombie-Britannique
Country where this solution is creating social impact
Region in BC where your solution creates social impact
Vancouver Island, Thompson Okanagan, Cariboo Chilcotin Coast.
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发展（从试行步入正轨，并开始扩展）
Which of the following best describes the barrier(s) your solution addresses? Choose up to two
Access, Cost.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
Our initiative requires smart business analysis to inform its growth and its social enteprise segments;
Our initiative requires better data and analysis concerning green and ethical consumers locally, nationally, and internationally, particularly, the youth segment of the market;
Our initiative would benefit from support and ideas to engage the public into the meaningfulness of ÉCONOMUSÉE BC Artisans at Work!
The size of our community is best represented by the size of the cultural tourists population, which accounted for 58 percent (3.2 million folks) of all Canadian tourism in British Columbia and 72 percent (5.04 million folks) of all american tourists to BC in 2006. Internationally, cultural tourism represents 40 percent of the total tourism activity in the world.
The Solution: What is your solution? Be specific!
To support the dynamic, in vivo, preservation of authentic know-how (intangible heritage) as practiced by contemporary craftswomen and men in the field of top quality craft artisan productions and agrifood artisan value productions.
We are able to do so by developing, alongside the artisans that we work with, compelling, personal, informative and rich stories regarding the artisans themselves but also, the heritage trade that they still practice today.
We do so by designing interactive, fun interpretive experiences on site of some of the most fabulous small artisan businesses in BC, and we believe, the world.
We do so by instigating a a greater sense of identity around place.
We are part of an International family, that includes today over 65 different ÉCONOMUSÉE sites, with the same 6 components, just like we do here now, on Vancouver Island. We want to grow our own BC family to 20 different ÉCONOMUSÉE sites in the next 5 years! Innovative we must and want to be!
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
the artisan: we begin with gaining a great knowledge of the passion, infrastructure, authenticity, place, trade, and history surrounding the artisan. We establish whether the artisan meets our criteria, the artisan decides whether this process is for her/him.
the tranformation: we design a transformation plan to incorporate or insure stellar site flow working with the 6 ÉCONOMUSÉE components: A welcoming area where folks get to meet the artisan (through text panel, video, other media of choice), A section for the interpretation of the traditional aspects of the trade, A section for the interpretation of the contemporary aspects of the trade, A documentation area where the visitor can learn more about the trade, An accessible workshop where folks can see the Artisan at work in his own, real work environment (through observation window, or by walking through the workshop), the Boutique where folks can purchase the product that they've learned about.
We establish a working budget, and the artisan is responsible for the capital improvements and some direct contribution to the interpretation and marketing programs, and we contribute towards the design and implementation of the interpretation and marketing programs.
We implement the transformation plan. This includes graphic design, research, writing, translation - all of our sites provide a bilingual experience - production of our materials, production of video and media pieces relevant to the experience that we develop, the construction required, and the installation of all materials on site.
We launch the ÉCONOMUSÉE.
The Marketplace: Who are your peers and competitors? Identify others working to address the same needs as you and indicate what sets you apart from them.
Aboriginal Tourism British Columbia's Cultural Authenticity Program: This program is designed to set apart aboriginal products that are authentic from those that are not. It provides a certification to products according to their criteria. Our work focuses on certifying that the production process on our sites, and the resulting product, is crafted using recognized authentic know-how. We achieve this through the development of experiences that focus on valorization the know-how and techniques used by the artisans to craft their authentic product.
We believe that the Cultural authenticity program is very key in this province, and that our approach is complimentary, as we strive to preserve an increasing variety of traditional trades in the province.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
The ÉCONOMUSÉE model in practice relates to stories and compelling those interacting with the stories to learn, touch, see, smell, taste and play in a dynamic and beautiful environment. The combination of deep knowledge, quality product and passion, together form the basis of a successful small-scale artisanal economy. By supporting the creation of a partnership and learning opportunity between design, business development and museology professionals and artisans, the ÉCONOMUSÉE model allows for the creation of wealth and cultural significance around intangible heritage, and stronger local economies by focusing on the authenticity to market a business. Our resilience is defined by our ability to be creative and provide solutions to the issues that we face . The aha moment, for us, was when we understood that this model presents us with the opportunity to support more resilient communities by celebrating and embracing the cultural entrepreneurial local fabric that defines us!
Please describe the goal of your initiative; outline what you are trying to achieve
We wish to establish 20 ÉCONOMUSÉE sites in the province within the next 5 years.
Our 10 year goal is to have a Network of ÉCONOMUSÉE sites that is composed of 30 unique craftswomen and men members that are striving and recognized locally and internationally for the authenticity with which they practice their trade.
We wish to stimulate investments into artisan businesses, and contribute to the strengthening of local economies by providing expertise, certifications of quality and (although unique)
What has been the impact of your solution to date?
We have developed 2 pilot sites in the Cowichan Valley, including Merridale Ciderworks, the Cider ÉCONOMUSÉE, and Hazelwood Herb Farm, the Herbalism ÉCONOMUSÉE. We have stimulated private investment through our partnership exceeding 40,000 dollars, and public investment from various sources, totalling 144,000 dollars.
We have supported the development of academic research on traditional trades and intangible heritage in the province, while supporting the development of overall experiences for our local and not public, in terms of changes to the built environment and philosophy around merchandising, traffic flow, staff's increase knowledge and pride about where they work and learn. The global approach, autonomous in its parts - Atlantic Canada, Quebec, Northern Europe - is now part of us, and supports growth within a sustainable framework.
We have developed a very successful approach to leverage of public funds and have pursued the development of several successful partnerships (13).
What is your projected impact over the next five years?
Our quantitative impact over the next five years willl be:
Increased number of quality jobs in the artisanal economy;
growth (increase in sales) of sector and viability of sector
More visits by the public, including schools and youth
20 artisans join the ÉCONOMUSÉE Network in BC and open their doors to the public
100 percent of revenues for our expansion generated by member contributions and entrepreneurial activity that will generate employment and innovation in the field of e-commerce, creative expertise and education.
Our qualitative impact over the next five year will be:
Increased community resilience
Increased pride in our local know-how
More youth interested in prospect of traditional trades for employment and business
More knowledge available on traditional trades
What barriers might hinder the success of your project? How do you plan to overcome them?
The main barriers that may hinder our project are:
1. the creation of business strategies that will allow us to generate sufficient revenue to cover network expansion activities (i.e. more artisans benefiting from the model);
2. ensuring value package to artisans that allows us to maintain and grow our membership: marketing opportunities, learning opportunities, networking opportunities and business opportunities for members
How we plan to overcome them:
1. realistic and innovative business planning and strategizing and staffing choices, including business savvy leader with an eye into the future
2. maintaining an artisan driven business model to ensure that the benefits offered reflect the needs of members and sector
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
任务 1
Business Analysis: business planning and strategies required for this model to be self-sustaining and growing
任务 2
Governance and staffing structure development and recruitment of board and partners
任务 3
Prepare implementation of 5 ÉCONOMUSÉE sites in the 3 regions aforementioned
Now think bigger! Identify your 12-month impact milestone
任务 1
Implementation of business model
任务 2
Implementation of 5 ÉCONOMUSÉE sites in the 3 targeted regions
任务 3
Get ready to grow the Network with an additional 4 artisanal businesses joining the project
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We have pursued a series of valuable and successful partnerships including the following:
Heritage Tourism Alliance
UBC Okanagan
Vancouver Island University
Island Coastal Economic Trust
Ministry of Jobs Tourism and Innovation
Human Resources and Skills Development Canada
Quebec Government Canadian Intergovernmental Relations Secretariat
Quebec ÉCONOMUSÉE Network Society
Central Okanagan Economic Development Commission
Juan de Fuca Economic Development Commission
Cariboo Chilcotin Coast Tourism Association
André & Associates Interpretation and Design
BC Museums Association
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
We are currently targeting rural areas, including growth in the Juan de Fuca, Cowichan Valley, Cariboo Chilcotin Coast, and Okanagan. We would like to evaluate the potential of the Kootenay Region as well. Those locations present strong cultural and economic potential due to the regional interest to develop further the artisan business sector in terms of developing stronger creative economies locally and strengthen the offer of the regions.
We are also seeking to understand better and target a younger market for our products, experiences and knowledge.
What type of operating environment and internal organizational factors make your innovation successful?
1. learning business organization
2. strong, competent staff
3. strong use of social media, e-commerce and video technologies for communications, sales, marketing and learning
4. artisan and authenticity focused business activities
5. good governance structure in place
6. good financial practices in place
7. strong team of creative experts - design & interpretation
8. strong team of research experts - know-how documentation and publications
9. transparency and close touch with public and partners
10. Best practices in partnership development and maintaining partnerships
11. Ability to seize opportunities in a timely manner, and revise strategies on an on-going basis
12. Entrepreneurial culture
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
We require to develop our analysis and planning in order to ready ourselves for growth. We have a good success story to share with the ÉCONOMUSÉE British Columbia Artisans at Work pilot project, and we can provide some key insight and ideas to contestants that are entering that stage. We, on the other end, require the support and resources to hit the next stage of development.
Created on 09/4/2012 by Milieu Family Services Inc
Self Advocates will engage with local citizens, formal/informal groups and municipalities in creating a Community Asset Map of the cities of Surrey and Delta.
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Milieu Family Services Inc
Country where this solution is creating social impact
Region in BC where your solution creates social impact
Vancouver.
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仍在构想阶段，但预计很快就会推出
Which of the following best describes the barrier(s) your solution addresses? Choose up to two
Access, Cost.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
Need : Empower Self Advocates to lead a community development project that looks at the Surrey/Delta communities from an asset perspective, recognizing commonality and uniting people around a positive identity. Self Advocates will lead a process of mapping assets within these communities that can and will enhance the inclusion of people with disabilities, with the emphasis being strengthening the connectedness of all citizens.
The Solution: What is your solution? Be specific!
Solution: Self Advocate lead, engage with like-minded Inclusion Focused Citizens, Businesses and Municipalities in creating a Community Asset Map of the micro communities of Surrey and Delta. We believe such a project will provide a platform to enhance the engagement and inclusion of all citizens. The project's short-term goal will be through an Asset Based Mapping project, identify people, places and things that are considered important/meaningful that could be used to leverage inclusion and connectedness of persons with disabilities in Surrey/Delta. Our long-term goal is to create asset mapping tools that provide a powerful starting point for community members, municipalities, and formal/informal groups to engage in future strength-based planning processes for enhancing the social inclusion of all citizens.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
Model:
We are proposing
• To collect an inventory of all the good things about the Surrey and Delta communities using strategies such as, Roving Listener (PAR, Participatory Action Research), Photo-Visioning Mapping and Video-based Mapping.
• We aim to discover the reasons why people place value on the assets in these communities.
• Lead by Self Advocates who will collaborate and strategize with other like-minded citizens, families, municipalities, formal/informal groups, businesses and community leaders about how to build on local community assets in order to sustain and enhance them for the future.
• Ensure the community asset mapping tool is a participatory planning process that is lead by Self Advocates who will be supported to engage with a diverse amount of citizens in exploring the assets within the physical and social environments of their communities.
• Create a concrete output – a map, either in paper or web based format, which can be incorporated into formal and/or informal community planning processes.
• Ensure an “assets based” philosophy is utilized in all of the community mapping processes; rather than focus on problems or deficiencies, focus on identifying the community’s capacities and assets, including those of its residents, and then use these assets to build a long-term action plan.
• Use the mapping as an entry point for engaging citizens in different planning contexts such as, formal and informal groups, municipal planning and actions that individual citizens can engage in that contribute towards more inclusive Surrey/Delta community.
The Marketplace: Who are your peers and competitors? Identify others working to address the same needs as you and indicate what sets you apart from them.
Marketplace:
Many groups and agencies provide a list of activities and/or develop programs that are available to individuals with developmental disabilities. The lists provided are generally focused on the formal resources available with little to no information on the informal and non-resource based groups and clubs that exsist; which in fact can often be the best way for people to connect with others. We feel our idea will highlighting a variety of community assets both formal and informal, focusing on the possibilities of inclusion that already exsist and working to leverage these "inclusion gems" for future commmunity development.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
Founding Story:
We feel the difference maker in many success stories has been centered on finding individual connectedness in community that was reflective of each person’s ideal conditions for inclusion. Our thought is through engaging in a discovery-based community asset mapping project the citizens of Surrey and Delta would become better prospectors of the multiple opportunities for inclusion and connectedness. Lead by Self Advocates, we believe an asset based mapping of our communities will engage a diverse group of citizens to find and celebrate the community niches and gifts and mapping the many possibilities that will enhance the inclusion and connectedness of all citizens.
Please describe the goal of your initiative; outline what you are trying to achieve
Describe the goal of this initiative: what are we trying to achieve?
Lead by Self Advocates from Surrey/Delta who will engage with citizens and groups who are champions for inclusion in developing a vision for their community, and to utilize creativity to imagine the ideal community conditions for inclusion. Incorporate stories, pictures, words and video into an Asset Mapping Guide to Enhance Community Inclusion and showcase the community inclusion asset information collected at public information sessions.
What has been the impact of your solution to date?
What has been the impact of our solution to date?
To date, asset mapping has been used as a powerful tool to identify resources that can support the enhancement of social inclusion. It assists in the future mapping of strategies with the natural strengths that already exist in communities. Asset mapping has proven to lay the foundation for forward planning and can provide a benchmark from which to measure progress over time, it’s also helpful in understanding key regional systems and linkages. We are proposing to emulate this sucessful initative in the cities of Surrey/Delta.
What is your projected impact over the next five years?
What is our projected impact over the next five year?
We foresee the Asset Mapping process becoming a catalyst for creating partnerships with others with common interests that the Self Advocates involvd in this project and others will mobilize into a more formalized social inclusion movement in the Surrey/Delta area. The aim is to have the asset maps created become the cornerstone of a variety of future inclusion development activities.
What barriers might hinder the success of your project? How do you plan to overcome them?
What barriers might hinder the success of our project? What is our plan to overcome them?
The size and multitude of the micro-communities within the cities of Surrey & Delta may hinder the progress of the project due to the time that will be necessary to adequately complete a thorough asset map of each community.
We will be thoughtful and thorough in our engagement, allowing sufficient time to complete each micro-community and work collaboratively with other interested /like-minded groups in the regional implementation of the asset mapping project.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
任务 1
1. Self Advocate leaders define and establish who will be part of the mapping team
任务 2
2. Establish the terms of reference for the group and Mission/Vision
任务 3
3. Mapping Technique Training and Initial Asset Mapping Begins
Now think bigger! Identify your 12-month impact milestone
任务 1
1. Complete Asset Mapping of the cities of Surrey & Delta.
任务 2
2. Engage with Groups & Municipalities (Surrey/Delta) in interpreting the Asset Mapping trends.
任务 3
3. Work collaboratively to plan at an municipal level to enhance the social inclusion of all citizens
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We are hoping that the community asset mapping will benefit not only persons with developmental disabilities, but become an important guide for all community members living in Surrey and Delta. This project looks to be truly inclusive and would be useful for all community members. We believe groups such as, local municipalities, rotary groups, school districts and businesses will be interested partners in this endeavor.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
What type of operating environment and internal organizational factors make your innovation successful?
The mission and values of our Organization,an active Self-Advocacy group and Self Advocate leaders, dedicated volunteers and staff members,community partners that include, volunteer groups, clubs, employers etc…
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
MAKER: mak·er /ˈmākər/
someone who makes
garage inventor
hacker
designer
artist
tinkerer
SCHOOL: /sko͞ol/
an institution for educating and learning
a place to be inspired and inspiring
Maker School:
Created on 09/3/2012 by simon.hoeher
knowable.org is a social network for makers with a mission. It connects practical ideas to solve everyday problems all over the world by providing free and open access to effective and creative low-tech solutions in form of simple step-by-step guides. knowable.org is built upon the fascination for making stuff happen and believes in a strong social impact of a global maker culture.
了解详情 ↓↑ 隐藏↑ 隐藏我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
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开始（刚开始运作的试行阶段）
The Need: What problem are you trying to solve?
knowable.org addresses the huge lack of access to practical and efficient ideas to tackle everyday challenges in a social, sustainable and enjoyable way.
Everyday, people all over the world come up with amazing ideas, strategies and designs to overcome the great and small challenges of our everyday life: Be it lack of electricity, clean water, or mobility in remote regions - or just clever ideas for re-cycling ‘waste‘ in a sustainable way. The problem is, that these ideas often just remain in one place, merely locally accessible with no chance for makers in other regions of the world to learn about them, to build upon them and to implement them by themselves. This might be due to lack of and access, social incentives or just swamped interfaces.
That’s exactly where knowable.org steps in.
The Solution: What is your solution? Be specific!
knowable.org is a social network that provides free and open access to practical knowledge. Everywhere.
It‘s core are simple step-by-step guides for creative low-tech solutions and grass-roots DIY-projects. knowable.org fills the gap between existing networks, initiatives, and scattered communities. It's people-driven, connecting makers, their stories and resources. It‘s inspiration and motivation paired with a strong social impact and a deep understanding of the resources that we use. To be truly accessible, knowable.org will not only be a web app, but also be available on smart phones, feature phones (WAP) and even ‘dumb phones‘ through a simple SMS-based interface. In addition, the knowable.org platform will be embedded in a global network of organizations, partners, and initiatives.
We believe that creativity and ingenuity can be found everywhere - and we want to overcome any technical or social barrier that prevents makers from connecting and building amazing things together.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
All over the world people are suffering from the water crisis: Germs and bacteria contaminate existing water sources and make it perilous to drink from them.
There exists however a simple solution to tackle most of these contaminations: "SODIS" - a simple but effective idea developed by swiss researchers in cooperation with the WHO that allows everyone to purify water. All you have to do is 1) clean a plastic bottle, 2) fill it with the water you want to drink and 3) put it at a sunny place for 6 hours. The UV waves will kill the germs and the water becomes drinkable again.
Even though this method is simple and easy to implement, only few people know about it. This could change if it would be distributed via knowable.org: Our broken down, text-message ready step-by-step guides allow us to take ideas like SODIS even to remote areas and communities! Everyone with a computer, access to a cyber cafe, or just a simple cell phone can easily access the knowable.org-resources, search for featured projects or the topic 'water and sanitation' and learn about SODIS right away.
And our online community takes it even one step further: People who found (or search) for different solutions to the same problem (water contamination) can build upon this idea and publish their findings. That way we are able to build up a connected, clustered and social database of helpful solutions to a broad range of topics (Agriculture, Water, Electronics, Housing, Mobility, Mechanics, etc).
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
There are great how-to sites like instructables.com, wikihow.com, lifehacker.com, popularmechanics.com, makeprojects.com, appropedia.com.
knowable.org is different by combining three elements:
- Impact: We believe that change has to happen by everyone, not just us. That's why we focus on ideas that matter and solve 'actual' problems
- Accessibility: Our main focus is to connect makers, be they in Berlin, Maputo, NY or remote and rural areas in northern Ghana. With our cross-platform support, we are the first platform worldwide, to be truly integrative.
- Social: Rather than just listing manuals, knowable.org aims to connect people, their stories and their projects. It is an actual social network for makers that provides space for collaboration, exchange and collective learning.
了解详情↓↑ 隐藏↑ 隐藏This Entry is about (Issues)
What solution(s) does your initiative address to help emerging entrepreneurs and small businesses grow and thrive in underserved communities? (select all applicable)
Access to technology, Access to economic opportunity.
What has been the impact of your solution to date?
Until recently, knowable.org has been in private beta: This means that only a handful of testers had the chance to try out and evaluate the platform. Since a couple of weeks knowable.org is opening up to more and more users (currently 700 - 1000) who participate in shaping the community, co-creating the platform and implementing the first projects. There has also been a growing number of posted solutions and ideas. We expect this number to reach 30 - 50 projects by the end of September
What is your projected impact over the next 1-3 years?
knowable.org has ambitious - but not unrealistic - goals for it's growth: In the next three years we expect the number of registered users to grow up 3.000.000 and the number of unique visits rise to 9.000.000 per month. In terms of created projects this means that we will see up to 30.000 submitted projects in total.
Keeping in mind that one project often helps not only a single person to overcome her everyday challenges, but often whole families and even communities, it gets obvious that knowable.org has the potential to positively affect millions of peoples lives by the end of it's third year.
What barriers might hinder the success of your project? How do you plan to overcome them?
As with every crowd-based platform, one major concern is to reach a crucial point of traction among knowable.org's target groups. To get to this point, knowable.org has to provide enough relevant content, attract interesting persons to follow and deliver a convincing and consistent user experience. Also, it has to roll out a captivating social marketing campaign to further attract and inform potential users.
As knowable.org focuses on emerging markets, availability of technology (Internet, PCs, etc) and language barriers become big concerns. We aim to tackle the problem of availability by providing access to the platform via SMS and WAP and we will implement translation features by mid 2013. This allows users to translate existing projects in other languages.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
In six months we plan to have 11.000 registered users and about 30.000 unique visits per month on the knowable.org platform.
任务 1
Technical Development: To boost reach, virality and community engagement we will have published a versioning system and our API.
任务 2
Networking: To provide high quality content we will realize partnerships with 3 major organizations.
任务 3
Funding: To ensure efficient and sustainable development of knowable.org we will have closed a pre-seed round of 160k€
Now think bigger! Identify your 12-month impact milestone
With 140.000 registered users and 300.000 unique visits, after 12 months, knowable.org will have a strong global impact.
任务 1
Technical Development: After one year all pending technical features will be implemented, including app and text-message support
任务 2
Networking: Further partnerships will be established for content (8 min) and technical and mobile partners (2)
任务 3
Funding: A sustainable financial plan will be implemented to cover business operations for another 12 months (seed of 500k€).
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
The idea to build knowable.org was born in summer 2012 when Emanuel Schwarz and Simon Höher sat together in a small cafe in Wedding, Berlin. They had been studying together at Zeppelin University where Emanuel focused on the impact of compters on society while Simon wrote his thesis on knowledge networks as a new perspective in international development. Both had been working in international development already (Emanuel was a computer trainer in rural Honduras and Simon - half-Mozambican himself - had been working in the field of cultural cooperation and development in Mozambqiue).
They were convinced that change had to be carried out by people themselves in small, grass-root level projects for hands-on action and quickly figured the problem was not a lack of ideas, but a lack of access: Most people just do not now about practical ideas to solve their everyday challenges by themselves. So the answer was quite simple: A way for makers everywhere to connect and learn from each other.
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To maximize reach and quality of the knowable.org-resources, building sustainable partnerships with organizations and local initiatives is curcial. This also links back to technical partnerships and co-operations. At this point we are in very close contact to GIZ (the ICE-network and the GATE-initiative), SAP, text-to-change, Practical Action and numerous hackerspaces and FABlabs in Berlin, Amsterdam, Barcelona, Maputo, Yogyakarta, Addis Abeba, and Cairo. We plan to heavily expand this network, starting with the launch of our public beta in September 2012.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
We just launched the beta of our platform. At this point we need a seed funding of about 160k€ to further grow knowable.org for one year. Thus, we are now looking for impact investors, social business angels and venture philantrophy capital. As we love to connect people and ideas - we are always keen to learn about great and small innovations, designs, and techniques that have a strong impact.
Created on 09/3/2012 by douglas@racionzer.net
The Life’s Beads project promotes a variety of sustainable livelihoods among the poor in communities across South Africa. The Life’s Beads project is designed to contribute to the production potential in these groups within the craft sector.
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South Africa, GT, Tshwane
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
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发展（从试行步入正轨，并开始扩展）
The Need: What problem are you trying to solve?
Tragically, the history of colonization and Apartheid have alienated crucial elements of production and marginalized African people from our own material culture. This has led to a situation where crafters routinely compromise the integrity and value of their work through the purchase of raw materials and the use of tools that are not locally sourced.
Currently many products that express our African cultural identity are made from materials that have been produced overseas. This reliance upon imported raw materials and supplies continues to undermine the economic empowerment of local crafters, as they miss-out on the income generated from all parts of the value chain.
The Solution: What is your solution? Be specific!
A key aspect of our approach is to intervene in the craft value chain by ensuring the indigenization and local sourcing of materials for craft as well as locating and developing a sustainable market for crafted products. There is a double-helix of value in this project because crafts produce and express our cultural values but also crucially rely upon a value chain for the supply of products. By indigenizing the entire value chain, the livelihoods of local suppliers are sustained and the cultural value of the craft produced is also enhanced because all the elements of its production are authentically African.
We currently work with ninety women living at the base of the economic pyramid, organized in a variety of working groups in five South African Provinces. Each craft group receives support and training in design, bead making, jewellery production, and business skills, including purchasing, stock control, quality assurance, marketing, and entrepreneurship.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
The Life’s Beads Project works with groups of unemployed female heads of households living in rural, peri-urban and urban communities. These women have been selected because they are able to contribute to the craft value chain. Particular groups of crafters were identified as suppliers of raw, locally sourced materials and make beads in KwaZulu-Natal and Free State provinces. These supplier groups receive support and equipment for bead making and entrepreneurship. Other groups have been selected from South African township communities and are involved in designing and producing a variety of beaded jewellery products.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
The craft and beads market is full of cheap raw products made in China. There are many market stalls and shops selling beaded craft. The Life's Beads Project is different in that it intervenes across the entire value-chain and this allows the project to find buyers and promote suppliers that support the material culture of South Africa.
了解详情↓↑ 隐藏↑ 隐藏This Entry is about (Issues)
What solution(s) does your initiative address to help emerging entrepreneurs and small businesses grow and thrive in underserved communities? (select all applicable)
Access to supply chains.
What has been the impact of your solution to date?
The Life’s Beads project has successfully raised the funds for its implementation through the National Lottery Fund in South Africa by focussing on poor women crafters and their work in the material culture of South Africa. Life’s Bead’s has also raised funds and a supportive market for its products through using an innovative crowd-funding approach. The success that life’s beads has achieved in capturing an entire value-chain from the sourcing of raw materials to the customers’ purchase and use of the end product vindicates the effectiveness of applying this hybrid value chain approach to craft.
To guarantee the success of the project, the Siyabhabha Trust plays a very active role in creating a value chain that ensures each group within the value chain can; access markets for their products; access information about opportunities and trends in the crafts sector.
What is your projected impact over the next 1-3 years?
We plan to to have over 100 project groups in craft directly supporting the livelihoods of some 2000 rural women living at the base of the pyramid. the indirect impact means that the livelihoods of these women's household will be improved thus affecting some 10 000 people. The products enhance the lives of the consumers of these products because they have cutlural and spiritual significance to them. We are targetting some 50 000 consumers who will buy these products over the next 36 months.
The model we use also involves investors through our crowd funding model in which we expect to reach some 50 000 small peer investors.
What barriers might hinder the success of your project? How do you plan to overcome them?
Poor marketing might lead to a decrease in peer investors and sales. To ameliorate against this risk we have designed the crowd funding approach in which investors receive products fvor theior investment. This turns investors into customers.
Managing the value chain and ensuring orders and supplies and customers are managed efficiently is a big barrier. We hope to win the SAP system so that we can implement it into our value chain.
There are other risks but most of them have been dealt with using usual business planning approaches.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
任务 1
Start the first three small groups of jewellery makers
任务 2
Secure investors and orders for products
任务 3
negotiate supply contracts from bead makers
Now think bigger! Identify your 12-month impact milestone
任务 1
Start the first 6 small groups of jewellery makers
任务 2
Establish a crowd funding platform within the Southern African Catholic Bishops' Conference that assists small groups
任务 3
Widen the variety and range of craft products through this approach
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
Luana Malan is a social entrepreneur who loves making beaded jewellery. Employed to establish a development approach to craft at Siyabhabha, Luana hit on the idea of encouraging small crafters to make jewellery and sell them. Douglas Racionzer is an Ashoka fellow specializing in non-formal markets and value chains. The two of us spent a week in May 2012 in discussions and planning and came up with this value chain approach of Life's Beads.
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We are partners with The Oukasie Development Trust (now hectyorex), witth the Ctaholic Archdiocese of Pretoria, with Caritas Southern Africa and with many small repositories who sell beaded religious products.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
We really need the SAP system to enhance our ordering, supply and customer relations in this project as it grows.
Created on 09/1/2012 by Innarticles
The Fisher Project is promoted by Berliok Aquatics Nigeria Enterprises. We are into large scale catfish production using an integrated model and via an innovative collapsible fish ponds. Our business model of backward integration cuts cost by 37% and reduces the initial start-up cost by 35%>
Our pond design will allow more poor people do fish farming with a little setup cost.
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berliokaquatics.gnbo.com.ng
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仍在构想阶段，但预计很快就会推出
The Need: What problem are you trying to solve?
Fish is a healthy source of protein that is low in calories and cholesterol levels and over 40% of Nigerians depend on it for their protein needs because it is relatively cheaper than most other available options (such as beef, chicken)she produces a meagre 0.78million metric tons and spends approximately $625million importing over 0.9million metric tons of fish annually, leaving a demand-supply gap of 0.98million metric tons.
This results to the high cost of fish amid short supply. With many unable to afford it, fish (and consequently protein) consumption is low or near zero in most households.
This has led to malnutrition of different degrees leading to kwashiorkor and death in severe cases.
The Solution: What is your solution? Be specific!
The Fisher Project business concept is to establish an enterprise (Fish Farm) that aims to produce and distribute fresh fish on a large scale, under three (4) major production units:
>Fish Feed Production Unit – for making of industrial and local fish feed.
>Hatching Unit – for production and sale of fingerlings.
>Breeding (Grow-Out) Unit – for rearing fingerlings up to harvesting age through the use of our innovation of the collapsible fish pond(35%less cost).
The Fisher Project utilises the business model of Backward Integration through which the different units are integrated in such a way that one provides some of the raw material for the other and thus making the fish farm optimize cost of production and provide affordable products for the people, especially the poor.
In order to increase the scalability and impact, we plan to franchise and sell our business technology(the Collapsible Fish Pond) and model (backward integration)
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
With our solution, we can cut the cost of setting up a fish farm by 37.5% further reduce the direct cost of production by 30%. This enables us produce fish in mass and at cheaper price offerings.
For instance, the conventional fish ponds are made of concrete and other materials, while our solution consist of tarpaulin and galvanized steel. This design combines the toughness and impermeability of tarpaulin polymer with the tensile strength of steel coupled with an intricate design to make a pond that can be collapsed and folded. Apart from the fact that this innovation save cost, it also enable optimum business efficiency since production capacity decisions can be made as regarding idle ponds.
We also plan to franchise and sell our innovation.
Our activities started in 2009 (as a community based project) with the aim of equipping the unemployed youths and low income earners in the rural communities with the skills, knowledge and confidence required in Catfish Farming. We over time noticed that the high start-up cost for setting up a fish farm was the a major deterring factor for most of our project participants. The innovation will enable most poor people start up a profitable catfish business since the cost has been cut by over 35%.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
The major competitors in the industry are:
>existing small scale fish farmer; local fishermen, concrete pond catfish farmers
>imported fish
>producers of canned and other processed fish products.
From the competitive analysis we carried out, we found out that our model produces fish that is better in terms of
>Nutritional Value: fresh fish has more nutritional value than frozen or canned fish.
>Affordability: our backward integration concept and low sunk cost ensures that we can sale at a very cheap price and still make profit.
>Availability: Our large scale production ensures an all year round availability of fish and allied products.
>Customer Appeal: In Nigeria, must be prefer Catfish because of its taste. In fact, it is used to prepare a popular but costly soup.
了解详情↓↑ 隐藏↑ 隐藏This Entry is about (Issues)
What solution(s) does your initiative address to help emerging entrepreneurs and small businesses grow and thrive in underserved communities? (select all applicable)
Access to supply chains, Access to technology, Access to economic opportunity.
What has been the impact of your solution to date?
Since we started activities in 2009 as a community based project during our university education, we have improved the standard of living and quality of life of project beneficiaries by teaching them the skills needed to setup and run successful catfish farming. In all the Fisher Project Team
has trained and empowered over 70 unemployed youths in four communities in Imo state. These individuals have in turn empowered 356 people through direct and indirect employment as our impact value chain reveals.
State Nigeria. These individuals have also employed a total of 567 people and so many people have been affected as can show from our impact value chain.
Now as we are evolving as a for-profit business entity, we hope to use our wealth of knowledge and experience to increase our impact and reach
What is your projected impact over the next 1-3 years?
From the social impact assessment we carried out, The Fisher Project is projected to create over US$8,997,000 worth of quantifiable social benefit by the third (3rd) year of operation. This value is derived by using four (4) indicators, selected from the Impact Reporting and Investment Standards (IRIS) library. The four tracking indicators are:
1) Units of Fish Sold (IRIS ID: PI1263)
2) Jobs Created: Low Income Areas (IRIS ID: PI2251)
3) Water Use: Waste Water (IRIS ID: OI8828)
4) Greenhouse Gas (CO2) Offset/Mitigated (IRIS ID: PI5376):This indicator measures the amount of Greenhouse gas that is offset during the
reporting period due to the replacement of traditional fossil-fuel powered generation with renewable Solar Powered generation
What barriers might hinder the success of your project? How do you plan to overcome them?
Identified barriers and strategies to overcome them
1) penetrating the market: Because we are going to extend our operations to three different locations, there may be a challenge of marketing the products to the new locations. In order to overcome this barrier, we market the products through religious bodies to enhance product acceptability.
2) Managing the enterprise: Even though we have a strong advisory board, we are still very young in managing a large enterprise. In overcoming this challenge, we have been taking business management courses and recently we concluded one of such training with the Enterprise Development Center (EDC) of the Pan African University (Lagos Business School). Also two members of our management team are graduates of Project Management Technology.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
任务 2
Train the recruited workers
Now think bigger! Identify your 12-month impact milestone
任务 2
Deploy products to markets
任务 3
Track progress and implement changes from lessons learnt.
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
Our entrepreneurial journey started in 2009 when we joined the SIFE team in my university. SIFE is a world wide organization that aims at creating a better world through the positive power of business.
In sife students are required to scan their environment and identify social, economic and environmental problems and then design innovative business solutions to address them.
One of the projects we designed to solve the triple problem of food security, high employment rates and high social crime rate was the FISHER Project. Here we trained the projects participants who were majorly rural poor and unemployed youths the skills of catfish farming since the business require lesser skills to achieve success.
Later on, we discovered that the high start-up capital required was a challenge for most of them. To solve this evolving problem, the Collapsible Fish Pond was born. An innovation that cut cost by 35%!
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We are in direct partnership with Students In Free Enterprise Federal University of Technology, Owerri (SIFE FUTO), an organization we have worked with for over 3 years now. We intend to recruit must of our team from this organization and also help us extend our reach and impact though a win-win agreement.
We are also in partnership with an indigenous Agro-frim, Agro Tech Investment Ltd.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Bangalore India
12° 58' 17.7564" N, 77° 35' 40.4268" E
Collaborative Community provides quality creative services to help social sector organizations and enable impact start - ups in marketing, branding, communication or bringing design intervention to their organization.
Services they offer are:
Strategy: Branding, Communication, Product, Retail.
Design: Identity, graphics, website, campaigns, space, craft & product development.
Services: Social media, brand/ design/ craft workshops, design standardization and training programs.
Our target clients would mean:
BC communities strive to develop a sense of community and place through promoting active use of public spaces. People are the primary ingredient to making public places vibrant. On a recent backpacking trip through Germany we discovered that outdoor concrete ping pong tables were popular fixtures. Impressed with how these tables were able to draw people to use public space we began our research. Outdoor concrete table tennis or ping pong tables have just begun to take off in Europe.
Created on 08/30/2012 by housingmatters
A safe, supportive, and welcoming eco-friendly home for LGBTT senior citizens and elders and their friends, families, and allies.
了解详情 ↓↑ 隐藏↑ 隐藏Facebook 网址
https://www.facebook.com/#!/groups/133071693503953/?notif_t=group_r2j
组织名称
Progressive Intercultural Community Services (PICS) Society
Country where this solution is creating social impact
Region in BC where your solution creates social impact
Vancouver.
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了解详情↓↑ 隐藏↑ 隐藏您的解决方案已经运作了多久？
仍在构想阶段，但预计很快就会推出
Which of the following best describes the barrier(s) your solution addresses? Choose up to two
Cost.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
There are no specific independent affordable housing programs for lesbian, gay, bisexual, transgender, and two-spirit (LGBTT) elders and seniors in Vancouver. Of the subsidized housing that is available to the community at-large there are long wait lists. Private market housing is not really an option for people on low income. Vancouver has high rental costs and low vacancy rates.
The Solution: What is your solution? Be specific!
The concept of an LGBTT Seniors Housing and Wellness Centre/Day Program, referred to in this paper as Dignity House, is nothing new. Los Angeles, San Francisco, Philadelphia, Chicago, Minneapolis, New York, Denver, Boston, and even Montreal all have or are in the process of studying or developing affordable housing for their LGBTT specific populations.
LGBTT seniors are an invisible group. The seniors care system often does not provide culturally sensitive services. As a result, many LGBTT seniors are forced to go back in the closet for fear of bias, discrimination, or rejection by their caregivers.
It is important to develop a stronger sense of community and connections with other persons from similar backgrounds facing similar life challenges and that is the fundamental concept and vision behind Dignity House.
The solution is based on the Triangle Square Gay and Lesbian Elder Housing in Los Angelas which provides affordable housing on a sliding scale rental model.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
LGBTT seniors have unique needs. They have higher rates of depression, substance abuse, and suicide. They are at high risk of social isolation because they often do not have children or family to support them in their old age. Many are left to spend their elder years alone.
Some LGBTT seniors have even lost much of their social and support circle to HIV/AIDS.
The Marketplace: Who are your peers and competitors? Identify others working to address the same needs as you and indicate what sets you apart from them.
Dignity House would be a one of a kind unique project for Vancouver. The goal is also for Dignity House to be as energy efficient and eco-friendly as possible, with possibly a community garden and courtyard. This will facilitate composting and reduce the ecological footprint and provide healthy activities for the residents and visitors of Dignity House. The goal is to create a green building with a zero waste philosophy and practice.
Dignity House is an inclusive project and has the capacity to benefit all City of Vancouver residents because it welcomes everyone. The project will target the LGBTT population in Vancouver but friends, families, allies, and supporters will be welcome at Dignity House.
The goal of Dignity House is to provide a safe and supportive home for residents
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
I watched a touching video on You Tube where LGBTT senior citizens and elders in Los Angeles talked about their joy and happiness when they discovered they were offered a spot at the Triangle Square housing development in Hollywood.
Please describe the goal of your initiative; outline what you are trying to achieve
To increase the supply of affordable housing in Vancouver for vulnerable population groups such as LGBTT seniors. Many LGBTT seniors have no family or children to take care of them in their old age. They are often victims of alienation, loneliness, and neglect. Dignity House provides them with a place where they can find community, connection, safety, support, respect, compassion, and of course dignity in their elder years.
What has been the impact of your solution to date?
The Progressive Intercultural Community Services (PICS) Society agreed to be the lead agency for Dignity House.
The following people provided letters of support.
Wayne Robert who is the Executive Director of Health Initiative for Men (HIM).
Catherine Kohm who is the Executive Director of Haro Park Seniors Centre in Downtown Vancouver.
Gary Thandi who is the Manager of Family Services for Diversecity Community Resources Society.
I also received the following endorsement from a former Vancouver City Councillor:
"Alex Sangha's analysis of the need for a LGBT seniors housing and wellness centre - Dignity House - makes the case for such a facility in Vancouver. By providing some real numbers, a comparison with other cities and a rationale for our particular circumstances, particularly a large aboriginal population, the discussion paper provides a good first step that will hopefully go beyond just discussion."
Gordon Price
Director of the City Program
SFU
What is your projected impact over the next five years?
The next five years involves the following steps in the development process:
1. Feedback on draft discussion paper
2. Needs assessment, feasibility study, and land site study completed
3. Strike a committee of stakeholders to review the needs assessment and make most of the decisions regarding Dignity House
4. Public consultations on the needs assessment
5. Develop a funding proposal to submit to various funders such as BC Housing and CMHC
What barriers might hinder the success of your project? How do you plan to overcome them?
I am applying to this competition to secure funding for a needs assessment, feasibility study, and land site assessment. This will cost $27,500.00.
If these funds are secured then a professional consultant can evaluate the project and the community will have more specifics about whether or not to move forward with Dignity House or make necessary changes in the proposal.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
任务 1
Circulate the Draft Discussion Paper for Dignity House for Feedback
任务 2
Secure funding for a Needs Assessment, Feasibility Study, and Land Site Study
任务 3
Establish a Committee of Key Stakeholders to make most of the decisions regarding Dignity House
Now think bigger! Identify your 12-month impact milestone
任务 1
Develop a Funding Proposal to submit to various funders such as BC Housing and CMHC
任务 2
Build Community Support for the project through Community Partnerships
任务 3
Hire professional architects and construction professionals to design an eco-friendly seniors complex
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Possible Funders
Corporate Donations - From companies that value LGBT issues and diversity
Rental Income - From tenants
Community Sponsorships - Platinum, Gold, Silver, and Bronze Sponsors
Individual Contributions - From LGBTT people and their friends, families, allies, and supporters
Charitable Foundations - Vancouver Foundation
Wills and Estates and Inherited Money - Establish a giving program
Social Events and Activities - Ticket sales and membership fees for non-residents
In-Kind Contributions - Donations of labour, supplies, and materials
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
LGBTT people
Friends, Families, Allies,and Supporters of LGBTT people
Dignity House may become a province wide specialty resource to make it more attractive for BC Housing to fund and to possible obtain funding from the various health authorities across the province.
What type of operating environment and internal organizational factors make your innovation successful?
A Facebook Group has been created where the draft discussion paper and letters of support and other relevant information are all readily available.
The goal is to be as open and transparent as possible and involve the public as much as possible with this project.
Currently the Draft Discussion Paper for Dignity House is circulating throughout the community for feedback.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
I have entered Dignity House in this competition in order to obtain the necessary seed funding to get this project off the ground.
Many organizations would like to see more specifics and details which are illustrated in a needs assessment and feasibility study before they get on board so seed funding is a critical piece of the development process for this Dignity House project.
Created on 08/30/2012 by Bárbara Wolff Dick
Mineo is a system for co-creation of sustainable products based on low-impact materials, shared value for the community and collective intelligence.
了解详情 ↓↑ 隐藏↑ 隐藏Gender of Innovator
Female
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了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Mineo - Design for a sustainable world
请选择最符合您的解决方案的阶段：
开始（刚开始运作的试行阶段）
您的解决方案已经运作了多久？
仍在构想阶段，但预计很快就会推出
The Need: What problem are you trying to solve?
Since I have started working with design, I have noticed some failures in the methodologies for creating new products. Most industrial designers don't listen to what people want, and sometimes it is not their fault, the industry requires this type of behavior. Also, being tied up with industrial and markets requirements, people who design products for a living don't have the opportunity to try new organic or low impact materials. And when people are attached to industrial creations, they usually don't know from where their raw material comes, and the communities which produce this material does not get much benefit for doing this.
The Solution: What is your solution? Be specific!
I realized that if we built a platform that could give these creators a place to create new products with a constant feedback of the consumer and the guarantee of sales, and if they had access to a library of low impact material, we could start a process of industrial design with purpose.
Also, I realized that we could make a more fair price, and divide the revenue with everyone involved in this process: from the community that provided the raw material until the person who contributed in some part of the creation process.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
I am building a software on the web, together with a team of 15 people, that will be a platform for this process. Anyone who has an idea for a product can go to the platform and open an ideia page. She or he will first fill a form similar to a common market briefing proposal, explaining what is this idea, which and how problems will be solved, and why the regular market solutions are not good yet. After this is done, the person can publish the ideia, and it will be available for 45 days for people to contribute, passing through three stages of a specific methodology, which includes: Conceptual phase, Viability phase and Refining phase. Our main differential will be on conceptual phase, which will be totally crowdsourced, and on viability phase, in which our design team will project the product as sustainable as possible, using only low-impact manufactured materials produced by local communities. After this three stages are done, the product will enter a pre-sales stage at Catarse.me, and will only be produced if the minimum goal for producing with low impact is achieved. When the product is sold, the revenue of the product will be divided among everyone who was involved in any part of the process, accordingly to the importance of this persons involvement.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
There is one platform simliar in the USA called Quirky. They have three years of market, and huge revenue sales, but they dont have a conscious industrial process. Their products are made in China, mainly with no environmental care at all. They could become our competitors if they decided to come to Brazil, or we decided to go global. I also know that there is one similar platform being launched in Brazil, but they work with Industrial waste and they are not focused so much on the process of co-creation. They are our competitors since the market share in Brazil for this kind of product is still small.
了解详情↓↑ 隐藏↑ 隐藏This Entry is about (Issues)
What solution(s) does your initiative address to help emerging entrepreneurs and small businesses grow and thrive in underserved communities? (select all applicable)
Access to talent, Access to supply chains, Access to technology, Access to economic opportunity.
What has been the impact of your solution to date?
I have put together a team of 15 people, from software developers to industrial engineers to start this project. Everyone is contributing the way they can. Mostly with their time in building methodologies and software.
We, the Mineo team, already have access to the low-impact materials in an online library called materiabrasil.com.br. These materials come from local suppliers, usually from rural zones, and are made from organic materials.
In the team, we have a group of designers that had already worked with co-creation of sustainable products, with 4 succssefull launched projects.
What is your projected impact over the next 1-3 years?
The project will be a benchmark for sustainability, since it possess direct partnership with Materia Brasil, using only renewable materials. Projects undertaken through crowdsourcing processes removes the need to travel, reducing carbon footprints. It will also act as an agent educator - shown that new solutions can be thought rather using only sustainable materials.
What barriers might hinder the success of your project? How do you plan to overcome them?
We have two mainly issues that might be bad for us:
1. People not collaborating: For this, the project has a strategy to create community around our issues, and for engaging people. It is in our intention to promote media campaigns online and offline.
2. Impossibility of achieving a large scalability for production: Making partnerships with industries that are willing to change their production methods. Also, partnerships with Universities so we can access more intellectual capital.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Produce and sell at least four different products coming from different raw materials
任务 1
a working online platform with the minimal features that allow co-creation
任务 2
increase of low-impact materials library
任务 3
an engaged community of 1.500 people
Now think bigger! Identify your 12-month impact milestone
Produce and sell at leads eigth different products of different raw materials
任务 1
a fully working online platform with all features for co-creation
任务 2
an engaged community of 4.000 people
任务 3
at least 5 major industries engaged in producing our projects
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
After a few years working with Design for Social Innovation, I've started to see the possibility of this system becoming a reality when I met many other designers and producers who share the same views like individual autonomy and shared profit. I spoke with some of them and invited to come aboard this project I had in mind. I have been working on this for a year now, and is finally starting to show great results!
了解详情↓↑ 隐藏↑ 隐藏Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
This project also has a Changeshop where you can read more about its latest progress.
Go to Changeshop: Open Africa.
Created on 08/29/2012 by nndv
Open Africa stimulates economic development in rural areas, done by creating and marketing routes providing locally authentic experiences for travellers.
了解详情 ↓↑ 隐藏↑ 隐藏组织所在的国家/地区
South Africa, WC, Cape Town
该组织在哪些国家/地区创造了社会影响力
South Africa, XX, All rural areas
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了解详情↓↑ 隐藏↑ 隐藏请选择最符合您的解决方案的阶段：
调整（下一步将着眼于地区性乃至全球性的影响）
The Need: What problem are you trying to solve?
Job creation and economic development in disadvantaged rural areas. Poverty through joblessness and consequent urbanisation is ravaging both these people and their environments, whereas they are the custodians of Africa's vast and valuable biodiversity resources, the richest and most diverse in abaundance on earth. Their fate is inextricably tied to protection of these resources and vice versa.
The Solution: What is your solution? Be specific!
Tourism is often the best option for stimulating economic activity in rural areas and we leverage its potential by putting all the players in homogenous territories into collectives designated as routes, rallying them around a common vision within a network that we market via www.openafrica.org and through which the building of human capital is enabled. The growing network of 63 routes in six countries already has more than 2000 participants who employ 26 000 people.
Since the network is an ongoing entity, it produces immediate results within a framework that has unending potential for constant growth and improvement.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
Few places in Africa are not attractive to travellers, but those that are rurally located have great difficulty connecting to markets and this so much the more so for operators in their individual capacities. What Open Africa does therefore is to assemble them into structures that are branded as destinations with collaborative plans, goals, and strategies within a dynamic monitoring and evaluation system. Each participant remains sovereign within this network yet gains the benefit of being within the embrace of an entity that combines strengths, shares success stories, encourages collaboration, develops an economic feedback chain within the local community, attracts media coverage and is more easily marketable. Proof of the latter, which in the end is the most important test of success, is that growth in referrals across the website is 37% up on last year.
The method of developing routes is manually driven and systematised, which makes it easily replicable. The process follows a series of workshops during which a fully inclusive list of all existing and potential stakeholders who can add value is drawn up; all attractions are identified; a route forum is elected; individual data, photographs, geographic coordinates, and narratives collected; route parameters and a name decided upon; goals set; and plans made for a celebratory launch, the purpose of which is to attract media coverage and build team spirit and collaboration. All the information garnered resides on the front and back-ends of the openafrica.org website for marketing and monitoring purposes respectively.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
Our purpose is to add value and in that sense we welcome rather than resist competition. If others follow the same course then so much the better, though whereas many have adopted the route concept individually, Open Africa's lead in having developed a network is unlikely to be emulated. What has delighted us however is that for the first time a country, Namibia, recently officially adopted the model as its method of stimulating rural development. If successful, as we are sure it will be, other countries are likely follow Namibia's example.
了解详情↓↑ 隐藏↑ 隐藏This Entry is about (Issues)
What solution(s) does your initiative address to help emerging entrepreneurs and small businesses grow and thrive in underserved communities? (select all applicable)
Access to financing, Access to talent, Access to supply chains, Access to technology, Access to economic opportunity.
What has been the impact of your solution to date?
We have connected more than 2000 small rural businesses to markets from which they derive incremental business, stimulating local economies and creating additional jobs. This is being done within a framework that has many side benefits beyond the main goal of promoting trade in remote areas, by focusing on indigenous strengths that build confidence, restore pride, encourage transformation, create awareness of the financial benefits of conservation, counteract urbanisation, and celebrate culture and heritage.
What is your projected impact over the next 1-3 years?
At 37% we are maintaining a growth rate way beyond the norm and in so doing are establishing a new market segment specific to out of the way places where poverty and job creation imperatives are at their greatest. Once a channel like this has been opened it is hard to predict where it may lead, but the indicators are entirely positive at this stage. We believe that human behaviour is changing in tandem with global pressures on the environment, universally causing people to become more interested in biodiversity and therefore in seeing, experiencing and conserving rurally located nature resources.
What barriers might hinder the success of your project? How do you plan to overcome them?
Our biggest hurdle is in raising the finance through which to sustain and grow our project, which until recently has been 100% donor dependent. To overcome this we are developing revenue streams that will steadily reduce our reliance on grant income. Meanwhile financial constraint is the only barrier to faster expansion of the program.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
任务 1
Complete the current three projects we are presently engaged with in three South African provinces.
任务 2
Undertake exit survey research on customer experiences to sharpen our knowledge on market preferences.
任务 3
Win and then commence the previously mentioned Namibia project.
Now think bigger! Identify your 12-month impact milestone
任务 1
Keep cooking a massive scaling program we are brewing on a back-burner designated Africa Alive.
任务 2
Complete the transition of a succession management plan started six months ago.
任务 3
Continually strengthen the relationships with our route participant and customer constituents.
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
In 1994 when South Africa was emancipated politically I anticipated that job creation would be the greatest threat to this succeeding in the long run and so decided to do something about it. Unfortunately this prediction has proved true and whereas the difference my intervention has made is relatively small, it is highly significant in terms of reach and potential. It is also enduring as a long-term plan specific to rural areas, which is where the needs are greatest. Governments tend to seek and even promise magic wand solutions to such problems, but there is no escaping the fact that development is a process that needs to start from the bottom up.
了解详情↓↑ 隐藏↑ 隐藏将您的合作伙伴关系告知我们：
Being a partner-centric organisation that doesn't tread on anybody's toes, Open Africa attracts collaborations across a wide front and if anything has to be careful not to waste energy on unproductive relationships. Besides our own constituents, we work closely with other agencies with similar interests, more especially in the job creation and conservation spheres. Thus we have many strategic alliances and are as a rule completely transparent in what we do, willing to share our experiences and lessons learnt with anyone who can benefit through them.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Created on 08/28/2012 by jimfoundry
The manufacturing co-op, incubator and training facility will provide a place to help springboard Arizona's manufacturing industry. By coordinating with current training providers, current economic development organizations, current manufacturing business owners and entrepreneurs-- this facility will be a true co-op in all senses of the word.
了解详情 ↓↑ 隐藏↑ 隐藏组织名称
Foundry Tool & Mold Service
组织所在的国家/地区
United States, AZ, Phoenix, Maricopa County
该组织在哪些国家/地区创造了社会影响力
United States, AZ, Phoenix, Maricopa County
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Co-op to Bring Manufacturing Back to the U.S.
您的解决方案已经运作了多久？
仍在构想阶段，但预计很快就会推出
The Need: What problem are you trying to solve?
Arizona is known for its sunny days, desert, golf, open land and “Wild-West” history. However, it is NOT known for its manufacturing base. While manufacturing has been struggling nationally, it still represents almost 9% of all jobs in the economy. But, in Arizona manufacturing struggles even more-- holding only 6% of the jobs. While this differential may seem minimal at first, it actually represents a difference of almost 70,000 jobs in our state. Considering manufacturing jobs tend to pay over 50% higher than average wages, this shortfall helps explain the significant deficiencies in living standards for Arizona residents.
The Solution: What is your solution? Be specific!
Our unique vision is to help encourage growth and employment in an industry OTHER THAN REAL ESTATE for Arizona. We plan to foster the proliferation of the manufacturing cluster by developing a facility to be a training center, a manufacturing incubator and co-op. The incubator would provide precious space for up-and-coming manufacturing entrepreneurs. At the same time, the co-op would make use of an apprenticeship program currently running in Arizona known as Arizona Precision Manufacturing Apprenticeship Program (AzPMAP).
In order to provide real-life proficiencies and effectiveness, the co-op will be focused on providing prototypes, incubational resources and eventually financial resources for emerging manufacturing-based entrepreneurs.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
This model actually works from two different angles. First, imagine the commong plight of a currently unemployed construction worker in Arizona. The worker would apply through the Maricopa Community College program (AzPMAP), and obtain classroom time on basic manufacturing skills, machinery repair skills and obtain hands-on trainng in our facility. After this training, the worker would be exposed to creating actual prototypes for entrepreneurs in the incubator. This worker is now armed with new skills in a higher-paying industry and can expect his wages to increase by OVER $23,000 a year.
The second angle is from an entrepreneur. Current workers in the manufacturing industry that have a promising idea phase huge financial obstacles in bringing those ideas to fruition. Manufacturing start-up costs tend to be very high. By co-oping with other manufacturers-- these set-up costs could be reduced significantly. The facility would provide administrative help, workers through the AzPMAP program, mentors through the co-op and equity partners and most importantly, the physical facility.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
While we do not have competitors, there are other organizations fulfilling parts of the needs that we plan to address. The University of Phoenix is providing various manufacturing certifications through the Manufacturing Institute certification program. However, this is an academic-based program-- not a hands-on, production based program.
Also, the The Phoenix Sheet Metal Program is a five-year program, that consist of on-the-job training and college accredited classes through Gateway Community College. However, this program is much more focused on sheet metal. We plan to house any precision machining function required to meet the needs of manufacturing entrepreneurs.
了解详情↓↑ 隐藏↑ 隐藏This Entry is about (Issues)
What solution(s) does your initiative address to help emerging entrepreneurs and small businesses grow and thrive in underserved communities? (select all applicable)
Access to financing, Access to talent, Access to supply chains, Access to technology, Access to economic opportunity.
What has been the impact of your solution to date?
We are in the idea phase. However we have strong support from the economic development organizations in the state. Barry Broome of the Greather Phoenix Economic Council, Jeanine Jerkovic from the Glendale Economic Development Department, Xanthe Skjelfjord from the Arizona Precision Manufacturing Association and Deborah Zack of the Arizona Technology Council have all agreed to be on our Board of Directors.
What is your projected impact over the next 1-3 years?
We will be tracking manufacturing location quotients (the percentage of jobs in an industry as a percent of national jobs in that same industry), average annual wages and the percentage of manufacturing business owners involvement in both the surrounding zipcode and the state. We expect to see healthy increases all three areas.
What barriers might hinder the success of your project? How do you plan to overcome them?
The main challenge that the group will have is reaching potential entrepreneurs. While the demand for prototyping is high—the cost tends to discourage many viable future enterprisers from ever entering the market. This obstacle of connecting with entrepreneurs would need to be overcome by being very active on websites and networking groups where entrepreneurial inventors frequent. Purposefully, almost every position on the Advisory Board for this project has connections to entrepreneurs.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
任务 1
Get building up to code and energy standards
任务 3
Work to build base of current manufacturing business owners for equipment donation, mentoring, investing
Now think bigger! Identify your 12-month impact milestone
任务 1
Obtain equipment donations
任务 2
Work with AzPMAP to create repair and maintenance curriculum while repairing above equipment
任务 3
Have working equipment up and running for prototypes
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
Foundry Tool and Mold Service began in 1997 with a SBA loan under the guidance of a Small Business Development Center (SBDC) counselor. The SBDC is a partnership program administered by the Small Business Administration.
Even through these difficult financial times for American manufacturing Foundry Tool & Mold Service has continued to survive and support our commitment to manufacturing in the USA. We were recently able to purchase a larger facility for our production. Being more space than we require at the time, we once again contacted the SBDC to discuss a way to populate the building. In talking with our SBDC counselor we presented what we feel is a unique approach to how we can contribute to the growth of manufacturing in Arizona.
It is with the assistance of the SBDC and other successful organizations in the valley that we are submitting this idea to Changemakers to help us bring this vision to life.
了解详情↓↑ 隐藏↑ 隐藏将您的合作伙伴关系告知我们：
The manufacturing Co-op will be a collaboration of many community organizations in Arizona.
AzPMAP
This collaborative was founded by the following organizations : ATMA, ACA, Workforce Development Division, Excaliber Precision Machining, Maricopa Community Colleges, Maricopa Workforce Connections, Modern Industries and the Phoenix Workforce Connection.
Arizona Technology Council
Arizona's premier trade association for science and technology companies.
Vibrant Phoenix
A group of concerned professionals from unique businesses.
Greater Phoenix Economic Council.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Vision - To develop, manufacture and maintain clean energy technologies at an affordable cost.
Products –
We plan to enter the market with 2 products in its 1st year of operation –
1.Evacuated tube water heater
2.Concentrated steam generation system
This project also has a Changeshop where you can read more about its latest progress.
Go to Changeshop: Sunniva technologies.
Created on 08/28/2012 by Kashyap Y Anandpara
Vision - To develop, manufacture and maintain clean energy technologies at an affordable cost.
Products –
We plan to enter the market with 2 products in its 1st year of operation –
1.Evacuated tube water heater
2.Concentrated steam generation system
了解详情 ↓↑ 隐藏↑ 隐藏我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏请选择最符合您的解决方案的阶段：
开始（刚开始运作的试行阶段）
您的解决方案已经运作了多久？
仍在构想阶段，但预计很快就会推出
The Need: What problem are you trying to solve?
India currently suffers from a major shortage of electricity generation capacity. According to the IEA, in December 2011, over 1.25,000 villages in India (25% of the population) had no access to electricity. Lack of electricity is one of the major stumbling blocks for Industrial growth. The Government of India has ambitions goal to achieve 60% of total energy requirement from solar, hydro, nuclear & other renewable energy by 2031.
Also there is tremendous need to find some alternative solutions where dependencies on electricity can be reduced. Water heating in today consumes almost 20% to 30% of total electric consumption today on an average.
We intend to provide clean, state of art and affordable technologies to masses.
The Solution: What is your solution? Be specific!
Our core technology will be based on solar -thermal energy transfer. With over 2 years of research and investment worth Rs 2 lakhs, we have developed prototypes of evacuated tubes water heating system and concentrated steam generating system.
We have developed two basic products, keeping in mind its ergonomic aspects, manufacturability and cost.
Ergonomic features in our water heating system will make is modular, customizable and easy to install.
Our concentrators are easy to manufacture, highly scalable and customizable. We have a production facility and a team of experts which can give hybrid solutions.
We have already developed working prototype and want to start its large scale production.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
In cities like Bangalore and Pune, it is mandatory, for new structures to incorporate solar water heaters. Their demand is also increasing in Tier 2 and 3 cities where there are frequent power outages and electricity cost is high.
In process industries, there is need for steam in various applications. Also the ability to produce electricity with low pressure, high temp steam enables us to develop solar thermal power stations and run vapour absorption machines.
Our products will reduce carbon footprint in today’s world and also act as alternative source energy. Rural India can benefit a lot from such systems.
We plan to set up 2MW power plant in near future at rural areas.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
Steam Generation system-
Target market– In process industries, there is need for steam in various applications. Steam can also be used for refrigeration, air conditioning, desalination and sterilization & cleaning.
Also the ability to produce electricity from low pressure, high temp steam enables us to develop solar thermal power stations (ON grid as well as OFF grid) and run vapour absorption machines. (Air conditioning systems)
Competitive advantage – There are very few companies that offer solar steam generating systems in this market. It is a new market segment.
Evacuated water heaters:
Other competitors in India charge around Rs 16000 to Rs 25000 for 100 litres while we plan to sell it in the range of Rs 13500 to Rs 14000 only. Its a new market segment in India.
了解详情↓↑ 隐藏↑ 隐藏This Entry is about (Issues)
What solution(s) does your initiative address to help emerging entrepreneurs and small businesses grow and thrive in underserved communities? (select all applicable)
Access to financing, Access to talent, Access to supply chains, Access to technology, Access to economic opportunity.
What has been the impact of your solution to date?
The steam generation system will generate power without producing CO2 air emissions and reduce carbon footprint.
What is your projected impact over the next 1-3 years?
Socio-economic benefits –
1.Providing employment in rural areas for the construction and maintenance of the plant.
2.Supplying affordable power to villages in remote areas (1000 households/MW on an average).
Comparison of steam generation systems with other sources–
•As compared to grid supply – Apart from metros, supply of on-grid power is intermittent. Industries located in remote locations suffer from frequent outages for which they have to rely on other sources (mostly diesel generators). Some industries are forced to locate their plants closer to power sources for grid connectivity
•As compared to Diesel Generators – A combination of high operating costs and maintenance costs makes them an expensive substitute for on grid power
What barriers might hinder the success of your project? How do you plan to overcome them?
Barriers to entry – We need to get patents approved before getting into the market and register the company with MNRE to qualify for subsidy. Also the initial capital cost is one of the main barriers. This can be overcome by utilizing innovative payment models, availability of soft loans and government subsidies.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
任务 1
Setup manufacturing base with ability to manufacture 2500 sq meter of collector area per month in India.
任务 2
Get patents and register company with MNRE, so can get subsidies from Govt.
任务 3
Setup a distribution network and increase sales as well as double production capacity.
Now think bigger! Identify your 12-month impact milestone
任务 1
Start erection of a 2 MW solar thermal power plant in rural India.
任务 2
Install more than 3000 sq meter of water heaters in rural India
任务 3
Setup 2 more manufacturing units and transfer technology to other parts of the country.
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
I being an engineer and an innovator have always being inclined towards creating things which change the way we live.
When I see power outages in my country and hardships commoner has to go through and CO2 emission which have an negative impact on our environment, pushes me towards developing clean, sustainable and affordable solutions.
I was shocked to realize that the impact of fossil fuels on our environment.
Also the ever increasing cost of it makes life difficult.
India is blessed with abundant of sunlight and I plan to harness it to its maximum potential.
Thus since past two years I have been researching on ways and means to harness this energy. I have invested more than 2 lakh rupees in developing these solutions.
Today me and my team have tested working prototype of solar water heater and solar steam generating system.
We hope with these efforts we will be able to make a small difference in balancing our ecology.
了解详情↓↑ 隐藏↑ 隐藏将您的合作伙伴关系告知我们：
We are 3 partners in the enterprise having equal shares.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Created on 08/25/2012 by Tutu Maria
Rural Fashion – a modern label, inspired by ethnical traditions of Romania and recreated with a modern“twist” – for young women that like high quality unique trends and social responsible products in order to revive traditions and create dialogue between artisans and designers toward an economic growth/development of rural areas (by creating income opportunities)
了解详情 ↓↑ 隐藏↑ 隐藏Gender of Innovator
Female
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏您的解决方案已经运作了多久？
仍在构想阶段，但预计很快就会推出
The Need: What problem are you trying to solve?
The project “Rural Fashion” aims to return to the roots of traditional design and recreate it in a modern collection with the help of young artists. Our project tries to solve a social phenomenon, common in rural areas: poverty and low income problem. While fashion giants produce only with the intention of selling, we intend to create a fusion between two artistical views , in order to revive the traditional art of Romania and to offer the oportunity of employment for the disadvantaged artisans.Solving a well known social problem in romanian areas: the rural unemployment, by valuing and transforming the multicultural ethnic traditions of Romania into a modern fashion oportunity.
The Solution: What is your solution? Be specific!
To revive traditions and create dialogue between artisans and designers towards an economic growth/development of rural areas (by creating income opportunities)
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
Starting from only one area, the beginning of the project will also include the socio-anthropological analysis stage of culture, opportunities and disadvantages in the area. A two-persons team along with the organiser, artists and a photographer will visit the targeted area and annotate in every possible way crucial elements for the further development of the project.
The second stage is the Introductory Workshop, designed to create a connection between the two groups of artists and explain in detail the advantages of this social project, for both young designers and artisans. Here, will be displayed the main idea of the project, its further ideal development, the economical structure and practical one. We will also present in an more artistical way the sociological phenomenon that we are trying to diminish
The second part of the project will be compound from practical workshops and the collaboration between groups of designers, scenographs, painters and artisans. In this process, our group will facilitate craftsmen with everything is necesarry and mandatory: salary, workplace, materials,work conditions, etc.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
Peers: 2 Anthropologists(student, master),Photographer,Camera man,Artists team(designers, painters,scenographers),Web-designer
Competitors: In my countries the competitors on this field is almost 0. But we still have competitors on the European Market such as Indian Ethical Fashion, Mammu in Latvia, Romani Design in Hungary. In Romania, it is a new trend to mix with the rural part of design but only on a small scale with no social impact.
The only challenge i could have from Romanian competitors will be the unknown brand which will be difficult to built but not impossible
了解详情↓↑ 隐藏↑ 隐藏This Entry is about (Issues)
What solution(s) does your initiative address to help emerging entrepreneurs and small businesses grow and thrive in underserved communities? (select all applicable)
Access to talent, Access to economic opportunity.
What has been the impact of your solution to date?
I have participated in a contest, Social Impact Award, and i got the chance to become one of the 5 finalists in Romania from 45. This is a star for being able to check the innovation, social impact and the sustenability of the ideea
What is your projected impact over the next 1-3 years?
The impact over the next 1-3 years will be targeting different disadvantaged areas and collaboratin with various artists and aritsans. Income generator and rural development will be the first aim. Also the abroad chanell and opening is wanted.
What barriers might hinder the success of your project? How do you plan to overcome them?
Analizing the Romanian market at moment i can see a lot of micro business being built and the fact that native businesses are prospering is a sign of encouragement in the path of Rural Fashion ideea concept. In the end every barried i might find during the expansion of the ideea will be overcome.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Research, Workshops ,Manufacturing
任务 1
Anthropological research in the targeted areas,Contacting local artisans,Evaluation of oportunities to make aqusitions of raw,
任务 2
Official meeting between artists and craftsmen ,Periodical colaboration meetings,Fusion workshops
任务 3
Prepare the garmets collection release,Launch of the website ,• Creation of products
Now think bigger! Identify your 12-month impact milestone
任务 1
Partenerships with written media and online, organizations, corporates, firms
任务 2
Theatre catwalk/runaway- “Rural Fashion Collection”-presentation of the collection
任务 3
Fundrasing event, press conference, exhibitions, workshops
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
I have always been in love with fashion, clothes, style, but when i was 18 i mixed this two components toghether and they reacted in a love for traditional fashion and filanthropic taste. When i got the chance to study abroad, there was something still holding me back and that was my own country, the forgotten part of it, the full of tradition countryside, the pure and virgin, untouched by technology. More than this, Romania can tell a story which is more important then the products itself.
了解详情↓↑ 隐藏↑ 隐藏将您的合作伙伴关系告知我们：
Here are some real parteners and ideal one.
We will need Raw materials’suppliers network
Fashion show partners -UNATC-art university ,Academy of Bell -Arte
Antropological Foundation
Euphoria TV
Kulturhouse
Theaters
New media activist
Ad’hoc partners
Artist
NGO’s
Journalists
Business Corporation
Research Partners
Universtiry Bucharest
Antropological Foundation
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
For beggining the investement part is important for being able to analize, stay, pay the artisans and materials.We would also need mentorship for the artists involved in order to revive the feeling of civic and social impact. And i think marketing and media is one of the important departaments in any business and intensively here since is the primordial instrument of selling a story
Created on 08/9/2012 by rajalpitroda
Gametastic's mission is to create a fun and engaging game to teach programming, design and storytelling skills for girls 9-14.
了解详情 ↓↑ 隐藏↑ 隐藏Gender of Innovator
Female
Has the organization received awards or honors? Please tell us about them
Selected as part of Emerge Venture Lab incubator at Oxford University
了解详情↓↑ 隐藏↑ 隐藏Which of the following best describes the barrier(s) your innovation addresses? Choose up to two
Access, Equity.
The Need: What problem are you trying to solve?
Science, technology, engineering and math (STEM) education is critical in developing not only basic problem solving and logical thinking skills, but also in creating a critical mass of innovators and inventors to meet the challenges of an increasing tech-driven and global economy. Women, however, are severely underrepresented in STEM careers, and the problem begins as early as elementary school. At age nine, girls and boys have similar test scores in math and science, but by age thirteen, these scores drift dramatically apart – with girls citing STEM subjects to be for boys, or as too difficult or technical. As a result, girls develop negative perceptions around their abilities and self-confidence, and take themselves out of the market for a range of potential careers and possibilities.
The Solution: What is your solution? Be specific!
Gametastic’s mission is to re-engage girls in STEM subjects through gaming. Gametastic’s game will allow players to design their own game though the traditional mechanics of game play. Players will be able to build and create their own characters and game environment, as well as develop an overall narrative - with objectives, challenges, rewards, points, levels and more. As gamers play their way through the Gametastic game, they will be using programming, design and storytelling skills to build their own unique story. Players will then be able to publish their games or specific game modules they have developed to the Gametastic global community, where they can share their games and challenge others to play.
Gametastic seeks to bridge the gap in gaming, storytelling and education - empowering girls with the tools to succeed academically, and providing them with greater choice, confidence and opportunity to feel that they can be whatever it is that they want to be when they grow up.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
Girls that play the Gametastic game will be exposed to basic elements of computer programming and design, all the while being immersed in the world of game play. By developing a fun, engaging and educational medium, girls will learn basic skills related to technology, engineering and storytelling. These skills serve as a foundation for a variety of careers in the future, and provide girls with the self-confidence needed to pursue these potential careers.
When a girl plays the Gametastic game, she will be designing and creating her own world - the environment, the characters and the challenges, and she can share this world with her peers. Not only will girls learn basic skills in game design and development, but they will create a final product that they can publish on the Gametastic site and showcase to their peers.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
There are a few different platforms that enable game design and development, including Scratch, Gamestar Mechanics and Game Maker. Many are developed through large corporations (like Microsoft's Kudo) or through Universities (like Carnegie Mellon's Alice). My challenge is to differentiate Gametastic from these options - and I believe I can do so by targeting girls 9-14 (an often forgotten demographic in the gaming market) and by creating a game in and of itself, where instead of simply providing the tools for design, players are playing a game through which the end product is the design of a game.
了解详情↓↑ 隐藏↑ 隐藏This Entry is about (Issues)
What solution(s) does your initiative address to better the lives of girls and women by leveraging technology? (select all applicable)
Access to technology, Access to education/training, Access to economic opportunity.
What has been the impact of your solution to date?
To date, I have conducted focus groups with girls to gauge their interest in game design, and have seen their excitement and creativity flourish when asked to design and develop characters and stories. These sessions have increased the girls confidence and and their perception of their abilities, and have also shown they applications of STEM subjects that they were not aware of in terms of future careers and possibilities.
What is your projected impact over the next 1-3 years?
Over the next 1-3 years, Gametastic will seek to improve girls test scores in STEM subjects, their confidence and participation in STEM subjects in school and their interest in STEM related careers. Additionally, Gametastic will arm girls with the confidence to pursue STEM related careers in the future.
What barriers might hinder the success of your project? How do you plan to overcome them?
The key to Gametastic's success is in the development of the product. I am working with a team of designers and developers, as well as a group of girls, to design and test a prototype that will best suit the needs of our target customer.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
任务 2
Test prototype with customers
Now think bigger! Identify your 12-month impact milestone
任务 1
Raise funding for product development
任务 2
Develop full product prototype
任务 3
Assemble advisory board of professionals and girls
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
I've always been fascinated with the different products that target boys and girls as they are growing up - from science toys that cater mostly to boys, to princess dolls that are made for girls. After working for many years in the film business, I was curious about gaming, which seemed to be a more interactive and engaging platform for impact and change. I discovered that girls make up almost 50% of gamers, however, games are not developed with this audience in mind. I thought about ways to combine gaming with education, and the biggest challenge for girls is to stay involved and interested in STEM subjects past the age of nine. I set out to interview girls, parents and educators, and found that merging STEM education with gaming could be an effective way to develop a new generation of engaged and confident girls across the world.
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I am currently working with the Emerge Venture Lab at Oxford University to develop Gametastic. Additionally, I am in conversations with a variety of non-profit gaming organizations and also with individual developers to work with me on development of the prototype and outreach.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Changeshop destinée à faire la promotion des photographes et caméramen/camerawomen qui peuvent y exposer leurs photos et films pris dans tous les domaines et pouvant intéresser les acteurs culturels, les organes de presse écrite (illustrations), les télévisions, les producteurs de documentaires. Ces clients potentiels se connectent et achètent ou échangent des photos ou des films ou des enregistrements audios pendant que d'autres (artistes, chasseurs d'images divers) peuvent y déposer leurs œuvres pour échanges ou pour vente.
Protos Eyewear is changing the way that products are created. With 3-D printing technology breaking through as a feasible design strategy it is on the verge of becoming one of the biggest new design principles used to create everyday products in the United States instead of outsourcing overseas.
Protos is creating sunglasses that would otherwise be impossible to create and they are looking to change the industrial design world with their futuristic creations.
CoRPS addresses an area of dire need in India - number of road deaths. About 17 people die on Indian roads every hour. 8 of them are women and children and 6 of them are earning members of the family!
CoRPS also strives to attack the root cause of road-rage and road-abuse in India, and aims to bring empathetic and sensitive behavior in driving.
Need of the hour is to sensitize young road users and equip the children with the right skills and empathy. CoRPS is committed to do that in the first phase.
Created on 07/23/2012 by JuntosFinanzas
We make transformative SMS personal finance tools that help cash-based households track their spending and save towards goals.
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United States, CA, Mountain View, Santa Clara County
Has the organization received awards or honors? Please tell us about them
Winner of the 2012 Core Innovation Challenge, for the financial service industry's "best new product for the underbanked," as voted by the largest group of underbanked executives ever assembled in the U.S.
1st Place, Stanford BASES Social Entrepreneurship Challenge
2012 Echoing Green Semifinalist
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了解详情↓↑ 隐藏↑ 隐藏请选择最符合您的解决方案的阶段：
发展（从试行步入正轨，并开始扩展）
Which of the following best describes the barrier(s) your innovation addresses? Choose up to two
Access, Quality.
The Need: What problem are you trying to solve?
Our company started with the stories of night shift janitors who immigrated to the U.S. from Mexico, who shared with us how hard it was to make any progress towards their own financial aspirations. Mainstream personal financial management (PFM) products like Mint.com are unable to serve families like this if they don't use online banking or transact with plastic. As a result the industry has largely abandoned huge markets of people who are often trying the hardest to manage their family's finances, week by week:
In the U.S., 106M adults are still “cash-preferred.” 26% of U.S. households (and 47% of all Hispanic households in the U.S.) are un- or underbanked. Outside of the U.S., in developing nations, the World Bank estimates that 64% of adults are unbanked.
The Solution: What is your solution? Be specific!
We make transformative mobile personal finance tools that help cash-based households track their spending and save towards goals. We’re like a text-message Mint.com that doesn’t require any bank accounts, credit cards, or computers. Imagine you are leaving the supermarket. Simply text “34.27 COMIDA” to Juntos to log that you just spent that money on comida (food). Text in to see your running totals anytime. At the end of the month we can also send you, by email or mail, a full visual report of how you spent your money. Our second product is like an SMS "Weight Watchers" program for saving. Week by week, users receive cycles of content and check-ins that revolve around behavior change and getting money set aside towards specific savings goals. Harnessing the power of habit formation and behavioral design, Juntos' products transform users' feelings about their money, which changes their financial management behaviors.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
Juntos partners with financial institutions. Illustrative example: a bank partner gives its existing or potential customers the Juntos phone number to sign up for our savings program. As their customers begin using our tools, they begin to form and deepen a regular savings habit as they work toward a concrete goal. Harnessing the power of behavioral research, our SMS program motivates the creation of new savings habits, making it easier for users to save. The messages are designed to encourage users to build their savings in small amounts on a regular basis. Many users tell us that this is the first saving success they have ever experienced, and that they feel like Juntos cares about them and wants to help them succeed. As a result, not only do end-users build new savings behaviors that they didn't have before, but the bank experiences success: new account creation and/or a lift in savings deposits.
Another example of our products in context: an MFI partner connects its loan clients with Juntos to sign up for our small business tracking program. As their clients learn to regularly track and report income and expenses through the Juntos SMS based tracking system, loan officers receive greater insight into the cash flows, margins, and sales cycles of their clients. The clients receive powerful business training, which has been shown to increase repayment rates and the MFI receives better data. The introduction of SMS technology to this data collection & analysis, which is typically collected in-person by a loan officer, can also decrease HR costs for the MFI.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
The personal financial management (PFM) industry, led by exemplars like Intuit and Mint.com, helps millions of people budget, reduce their debt, and save. Mainstream solutions, however, rely on computer software, online banking, and (credit or debit) card transactions. If you largely use cash to transact, mainstream products are unable to serve you; all they can show is a black hole where your money was. Our tools are designed for cash-based households. They don’t require computers, bank accounts, or credit cards: all you need is a simple mobile phone.
Startups like Frogtek and InVenture design PFM tools for small vendors/merchants in developing markets, but our products are uniquely centered around behavioral design to drive successful usage of financial institutions' products.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
Juntos began as a class project: my team worked with night shift janitors on campus to prototype tools that would help immigrants with their personal finances. It was a great project, but when the academic quarter ended everyone went their own way. An entire year went by, yet something about that project remained unresolved for me - it always stayed in the back of my mind. I reached out to the janitors again. When they arrived, one of them, Karina, told me she had used the tools we had created to track her money over the year, and had saved over $2,000. Seeing her face and what that meant to her, the changed sense of self that she felt, I knew in my core that I had to work on it more - that there was something here that was deeply important and meaningful. That was the moment that launched us into developing the products that eventually evolved into what we do today.
Please describe the goal of your initiative; outline what you are trying to achieve
When we began meeting with the immigrant workers we wanted to design for, what we heard again and again were stories of failure, feelings of powerlessness, and the sense that no matter how hard they tried, saving was impossible. Our company's goal is to create tools that change the story that people have about their money, and change the story that people have about themselves. We want our products to empower people to feel confidence and momentum in their financial decisions and aspirations - a confidence that drives true behavior change, asset building and financial inclusion for our users.
Which barrier(s) to financial inclusion does your solution seek to address? (select all applicable)
Physical and other accessibility obstacles that prevent communities from reaching financial services, The lack of affordable financial products tailored to the needs of underserved and excluded communities,, Other (Please describe below).
If you selected 'other' above, please specify which other barriers to financial inclusion you solution seeks to address:
Sustained Behavior Change
For which underserved or excluded communities will your solution create access to valuable, affordable, secure and comprehensive financial services?
Our products are designed for cash-based households, initially for first-generation Latino immigrants in the U.S. (over half of whom are un or underbanked), and ultimately for the financially underserved all across the world.
Could your solution work in other geographies or regions? If so, where?
Because the Juntos solution is based on technology already widely used and available around the world (simple SMS messages, from all kinds of phones), it is readily ported to a variety of developing world contexts as well as to underbanked populations in the developed world.
If your solution is dramatically successful, how will things be different in 10 years?
The personal financial management industry, currently created for and serving the population who needs it least, will be reoriented to those who need it most, turning a simple cell phone into a powerful ally towards successful, confident financial management for those who struggle daily to stretch limited finances. Our products will drive personal empowerment and transformative behavior change that changes savings rates and drives the relevance and success of micro-savings products around the world in ways the industry today can't imagine. The interests of formal financial institutions and the underbanked will be more closely aligned because our products will have bridged gaps existing today, by driving financial inclusion for savings products, PFM tools, and responsible credit.
What will have had to have changed to make this happen?
Cell phone ownership and SMS usage will need to increase in some parts of the world. The end user will need to be educated about the solution and believe it can positively impact his/her success in financial management and savings. Financial service providers need to believe that habit change can make the underbanked population a more attractive customer base for their current and future products.
What has been the impact of your solution to date?
Over 1,000 households have successfully used our products. Our savings results are matching or exceeding many federally funded programs where similarly-low-income families are paid matching funds if they save. 74% of our successful savers say they have NEVER saved prior to Juntos. Even by putting very small sums aside each week, users have been able to buy their first cars, have money ready for Christmas presents, and visit family in Mexico.
Our tools inspire new confidence and control: as one user of our tracking tool, Angela S. told us, ""this is the 1st week when I don't feel anxiety in my stomach as I lay in bed because I can't figure out how the money has disappeared."" As people unlock their own ability to achieve their financial goals, it changes not only their own stories, but those of their family and community as well.
What is your projected impact over the next five years?
Driving financial inclusion for 1 million people across 3 continents by catalyzing, through our tools, successful engagement and usage of other financial services like micro-savings accounts and responsible loans.
What barriers might hinder the success of your project? How do you plan to overcome them?
Our greatest challenge is new user adoption. For our customer, Juntos doesn’t represent a new brand, it’s a new product category: Personal Financial Management tools are almost unknown by our core user, and as a result it can be difficult to convey the value proposition of our tools. Especially when potential users believe "it’s impossible for someone like me to save." This is both the challenge and the opportunity we face.
Our current strategy to address this challenge is to turn to word of mouth and partner channels for distribution. Distribution through partnerships with financial institutions introduces challenges of partner adoption. Demonstration pilots and proof points of our value proposition to financial service providers will be important to lowering those entry hurdles.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Compellingly demonstrate value proposition of our products to financial institutions through initial partnerships
任务 1
Collect data from demonstration pilots with 3 U.S. based MFIs
任务 2
Achieve active user base of 5000 people
Now think bigger! Identify your 12-month impact milestone
Serve 15,000 users in at least 2 countries
任务 1
Launch international pilot of at least 1000 users
任务 2
Raise next investment round to scale the team to execute both in the U.S. and in Latin America
任务 3
Demonstrate a repeatable subscription model with US financial institutions that also suggests portability to intl. markets
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Most of our partnerships are paid customer relationships - we partner with financial institutions who pay to use our technology with their clients (the end users). Depository institutions can use our savings tool to drive more engagement and deposits into the savings (or micro-savings or mobile banking) accounts that they offer. MFIs are using our tracking tools to gain more visibility into loan client cashflows (pre or post loan). This can decrease their HR and underwriting costs, as cashflow data currently must be collected in person by staff.
Are you currently targeting other specific populations, locations, or markets for your innovation? If so, where and why?
In terms of end users, we currently target first generation immigrants in the U.S. and other primarily cash-based, underbanked households. Over the upcoming year we are also gearing up to expand to other markets outside of the U.S., focusing initially on piloting in Latin America.
What type of operating environment and internal organizational factors make your innovation successful?
Above all we stive to be a user-centric and data driven company. The foundation of our team's culture is responsiveness to user feedback and results from marketplace tests. Internally our team is driven by the desire both to enable personal transformation in our users' lives and to build a long term model of profitability. Focusing on innovation at that intersection of business and impact enables us to attract highly talented, passionate, and relentlessly driven teammates. The operating environment in the market of financial services for the underbanked is ripe for the innovation that Juntos can drive, as customer-facing technology is underharnessed in this sector - as is the successful use of behavioral design.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
We would of course be thrilled to be connected with any of the resources you listed within the Changemakers community, but we highlighted the three that we feel are most important to achieving our growth goals in the upcoming year.
