Here's a story about how members of the Changemakers community are conserving energy and getting in shape in the United States:
At a little gym in Portland, OR, powering through a tough workout on the elliptical machine can actually work a lot more than your biceps and thighs. Inspired by a similar fitness center in Hong Kong, The Green Microgym generates electricity using a combination of solar power and the dogged pedaling of exercisers’ feet.
Founded by fitness trainer Adam Boesel, The Green Microgym opened its doors last September, and has since generated thousands of watts of electricity by harnessing the power of its patrons.
Read more about this solution, or discuss this topic below.
Natural ecosystems ensure that vital nutrients flow from soils to food to people. Thriving ecosystems are the bedrock of healthy nutrient chains, the basis of all life on the planet.
So what’s the issue?
Created on 05/20/2013 by Ste'vntaw Musasa
Orange farmers in Rusitu Valley have been reported to be losing more than 30% of their produce. The project goal is to determine causes of post-harvest losses within the orange value-chain and develop sustainable strategies to enhance post-harvest quality and storability of oranges in Rusitu Valley.
了解详情 ↓↑ 隐藏↑ 隐藏组织名称
chinhoyi university of technology
该组织在哪些国家/地区创造了社会影响力
Zimbabwe, ML, chimanimani
Has the organization received awards or honors? Please tell us about them
了解详情↓↑ 隐藏↑ 隐藏Name your entry
OPTIMISING ORANGE (CITRUS SINENSIS) FRUIT VALUE CHAIN TO IMPROVE POSTHARVEST QUALITY AND STORABILITY IN RUSITU VALLEY, ZIMBABWE
Stage
Idea (poised to launch)
This Entry is about (Issues)
Elevator Pitch
Orange farmers in Rusitu Valley have been reported to be losing more than 30% of their produce. The project goal is to determine causes of post-harvest losses within the orange value-chain and develop sustainable strategies to enhance post-harvest quality and storability of oranges in Rusitu Valley.
Problem
Inadequate orange storage and cold chain management facilities in Rusitu Valley, coupled with poor post-harvest technologies and lack of access to markets have caused exceptionally high post-harvest losses, estimated to be greater than 30%. Oranges are perishable and they tend to ripen almost at once causing seasonal gluts; resulting in post-harvest management challenges when in season
Solution
A business pre-investment study will be conducted to identify and characterize the post-harvest losses in the Rusitu Valley orange value chain. We propose to design and construct low cost evaporative coolers (less energy consumption) for temporary storage of orange fruits in Rusitu Valley. These will be constructed using charcoal. We propose to construct four demonstration evaporative coolers in each of the four oranges producing wards and open one post-harvest training center in Rusitu Valley. The farmers in Rusitu Valley will then be trained on appropriate post-harvest management of orange fruits (handling practices, value addition, construction of evaporative coolers and storage management) to improve the value of their oranges.
Example
The construction of evaporative coolers will help to reduce post-harvest losses through temperature and respiration management at the primary stage (reduction of field heat soon after harvest). A study on pre-cooling systems for smallholder producers by Kitinoja and Thompson (2010) revealed that cold chain management reduces respiration rate, extends shelf-life, and protects produce quality, while reducing postharvest losses by decreasing the rates of water loss and decay. The important technical aspect is that cooling involves heat transfer and is usually done before processing, or storage to enhance produce shelf-life.
Impact
To date appropriate cold chain management has reduced post-harvest losses to between 2 - 12 % in the developed countries especially the United States of America. The project is expected to reduce the reported 30 % post-harvest losses to be less than 15 % in the long run. The project will construct four evaporative cooler in each of the producing wards in Rusitu Valley and one post-harvest management center at Kopa Business Center in Rusitu Valley. At this center at-least 20 post-harvest extension trainers will be employed to manage and facilitate orange fruit post-harvest technology transfer amongst academics, policy makers, and farmers. We intent to train more than 500 local farmers on appropriate post-harvest management each year. With all this capacity, we expect that the improved orange production will play a roll to availability of nutrients in the food-value chain in Zimbabwe.
Marketplace
In Tanzania a post-harvest training center is being established and is only covering training farmers from central and east Africa only. At this center the farmers are expected to learn about fruit and vegetable post-harvest handling issues only. Our proposed project is focusing on orange fruits post harvest management and the construction of storage facilities for the farmers in Rusitu Valley. Farmers from other surrounding areas are expected to be trained on post harvest handling and construction of appropriate cold chain management.
Sustainability Plan
A US$24 374 grant application was made, to cover the pre-investment study and design of appropriate evaporative coolers. This grant was requested from the Chinhoyi University of Technology and is under consideration. We also plan to continue applying for competitive grants to complement the financial resources from Chinhoyi University of Technology. We plan to charge training fees starting in 2015 so that the idea is self sustainable by 2016.
Founding Story
The idea started when the founder was studying Bachelor of Technology (HONS) Post-harvest Technology in 2007. The founder was attached by University of Zimbabwe - Development Technology Center as an attachee research assistant for Chimanimani Fruit - Value Addition project in Rusitu Valley. The founder realised that Rusitu Valley farmers are losing most of their orange fruits at the farm stage. Thus value addition project was threatened. In 2011, the founder carried out a survey to determine the orange production situation in the Valley after the decade of Zimbabwe's economic downturn. It was after this study when it was revealed that orange production still got potential in the Valley since it is still the livelihood source for farmers.
了解详情↓↑ 隐藏↑ 隐藏Where do you ensure the availability of nutrients?
Healthy environments., Nutrient-rich farming, Full nourishment foods, Human wellness and vitality.
If you had greater capacity, which additional sectors would you like your solution to target - either through expansion, partnership, or thought exchange?
Healthy environments, Nutrient-rich farming, Full nourishment foods, Human wellness and vitality.
How specifically would this added capacity help you improve the quality, efficiency, or sustainability of your existing product or service?
A healthy environment in the Valley will enhance sustainable orange fruit production (SMART farming practices) that is complimented with more of organic and permaculture farming techniques. This healthy farming situation is expected to improve the livelihood, food, and nutrition security of local farmers in Rusitu Valley, Zimbabwe. The added capacity support a climate friendly farming practices.
了解详情↓↑ 隐藏↑ 隐藏How is your product or service connected to vitality for the people and planet?
Approximately 125 words left (1000 characters).
People need appropriate nutrients to grow, learn, and fight off disease. How do you measure, track, or make use of information about nutrient levels in your own work?
Approximately 100 words left (800 characters).
Considering the flow of nutrients from ecosystems to soil to farms to food to communities, what are the barriers to achieving vitality for people and the planet?
Other barriers you have identified
In your view, what developments need to happen in order to help overcome those barriers and produce a more nutrient rich and vital public and planet?
Approximately 125 words left (1000 characters).
What do you consider the most promising trends or evidence that indicates that the developments you described are emerging? Please elaborate.
Approximately 100 words left (800 characters).
Created on 05/5/2013 by kityojames
We built Shades with information on breast feeding. We have now embarked on an integrated engagement in environmental interventions like planting fruit trees as a source of Vitamin C and help fight malnutrition in children. We are also involved in micro environmental health initiatives.
了解详情 ↓↑ 隐藏↑ 隐藏Has the organization received awards or honors? Please tell us about them
This initial award was a 2010 livable cities award for the shades project. This was awarded before this organization was formed. Shades were built in town with messages for breast feeding babies, targeting lactating women.
了解详情↓↑ 隐藏↑ 隐藏Name your entry
SHADES for Health - Environmental Health Initiative
Stage
Growth (the pilot has already launched and is starting to expand)
This Entry is about (Issues)
Elevator Pitch
We built Shades with information on breast feeding. We have now embarked on an integrated engagement in environmental interventions like planting fruit trees as a source of Vitamin C and help fight malnutrition in children. We are also involved in micro environmental health initiatives.
Problem
There are diverse environmental challenges in our communities, and rural communities may not easily appreciate the value of a good environment unless they are aware that it directly affects their health and eventual survival when poorly managed. With many children malnourished and lactating women feeding poorly, an unattended environmental status can only aggravate the issue.It calls for intervention with a linkage between health and environment
Solution
Shades for Health strives to relate the linkage between environments to people’s health, basically to stimulate communities for interventions that sustainably use local resources to have a health life and a better environment. Our interventions involve educating the effect of environment on health using educated volunteer youths, farmer communities and local leadership. When we link health to our environment, we expect that this is a driver for people to understand it better and respond. We have initiated for the planting fruit trees at garden boundaries to enable women and children to have better nutrients in their bodies. We have also proposed the Green Leaf for vitamins, for women to grow specific vegetables that nourish their bodies.
Example
1 Ourr first pilot intervention, we promoted health education for breastfeeding by encouraging mothers to feed their children on breast milk. We built shades at key points and displayed health education 2. We are using our networks to encourage farmer communities to plant fruit trees on their garden boundaries.. We expect that the mature trees will serve a dual purpose of fruits that are a source of vitamin C and improve the environment. 3. We have mobilised women to plant vegetable in small garden within the homestead to grow particular vegetables noted to be in vitamins, . 4. We have initiated the use of energy saving stoves, where youths are trained in making Mud Rocket energy cooking stoves that drastically save wood fuel by 70%.
Impact
Our first intervention of shades for health built as many as 15 shades and this was a Behaviour Change Intervention that required women respond to calls for breast feeding for better livelihoods of children. Our attempt at behaviour change was important as it made more women and men realise the benefits of breastfeeding babies. For the fruit tree fruit tree planting project we see more tree planted in rural communities, as a replacement of depleted trees and increase the consumption of fruits to increase vitamin C in their bodies.
We have enrolled women in planting simple to grow quick maturing vegetables. We anticipate that the use of energy saving stoves, for women will reduce the dependence of wood fuel by up to 70% and also ensure less pollution for women and children who are always in the kitchens. Our Enviro-Health practices, may be able to improve the health and environment
Marketplace
There are several interventions that focus on improving the environment, but linking health and environment in Uganda for a rural community, is something we are experimenting on for the first time. when we look at the environment from the lenses of health, this is understood, as many people mind a lot about their health. Our areas for intervention are limitless,we welcome areas that have worked elsewhere to work in this context – if our communities appreciate such an intervention. We re- model to suit the local needs and identify local resources can bring such interventions to fruition.
Sustainability Plan
A minimal budget to fund key needs and to purchase seedlings and pay a lean staff. Some actions involve farmers planting trees on their own gardens or families paying for energy stoves, except for very poor households. We created a network of like-minded community individuals in village institutions who understand our vision, to an extent that farmers share ideas and can influence policy for a better environment and a healthy community. .
Founding Story
This initiative started as shades for Health which built shades with health education messages ion depicting messages on breast feeding and at other instances responding to Papsmear Cancer tests. The original shades project was born when I was doing my master’s degree in Leeds, where I realised that most mothers had most amenities for their babies at bus stations. But the environmental angle was as a result of my interaction with my teacher Dr. Reinherd Huss whom I have credited often times for waking me up. After the shades were constructed, we transformed this intervention into an environmental health initiative, which seeks to use health awareness to address our environmental issues.
了解详情↓↑ 隐藏↑ 隐藏Where do you ensure the availability of nutrients?
Full nourishment foods.
If you had greater capacity, which additional sectors would you like your solution to target - either through expansion, partnership, or thought exchange?
Healthy environments, Nutrient-rich farming, Human wellness and vitality.
How specifically would this added capacity help you improve the quality, efficiency, or sustainability of your existing product or service?
We expect that in future we can have better nutrients through a better environment, that is why we ask for planting trees. With a focus on environment, nutrient rich farming and wellness for humans, we can achieve so much. We shall increase on out networks, since we are already dealing with farmers. We shall be using the same resources, of farmers, rural women and children to effect the planting of trees and also crops specific for certain nutrients.
了解详情↓↑ 隐藏↑ 隐藏How is your product or service connected to vitality for the people and planet?
Approximately 125 words left (1000 characters).
People need appropriate nutrients to grow, learn, and fight off disease. How do you measure, track, or make use of information about nutrient levels in your own work?
Approximately 100 words left (800 characters).
Considering the flow of nutrients from ecosystems to soil to farms to food to communities, what are the barriers to achieving vitality for people and the planet?
Other barriers you have identified
In your view, what developments need to happen in order to help overcome those barriers and produce a more nutrient rich and vital public and planet?
Approximately 125 words left (1000 characters).
What do you consider the most promising trends or evidence that indicates that the developments you described are emerging? Please elaborate.
Approximately 100 words left (800 characters).
TERI has created an environment that is enabling, dynamic and inspiring for the development of solutions to global problems in the fields of energy, environment and current patterns of development, which are largely unsustainable.
Created on 04/18/2013 by North Country Sustain
We are creating a shared use facility to enable those with skills in time honored practical skills in home maintenance and economics to develop businesses while educating and serving others with less skills who want that knowledge or products.
了解详情 ↓↑ 隐藏↑ 隐藏组织名称
North Country Sustainability Center, Inc.
该组织在哪些国家/地区创造了社会影响力
United States, MA, Ashburnham, Worcester County
Has the organization received awards or honors? Please tell us about them
了解详情↓↑ 隐藏↑ 隐藏Name your entry
Rural Strengths/Urban Skills
Stage
Growth (the pilot has already launched and is starting to expand)
This Entry is about (Issues)
Elevator Pitch
We are creating a shared use facility to enable those with skills in time honored practical skills in home maintenance and economics to develop businesses while educating and serving others with less skills who want that knowledge or products.
Problem
Young people in our region lack the skills and knowledge to make healthy choices at affordable rates. Our elder people have these skills, but lack facilities to take this knowledge and improve their economic well-being. NCSC will create a a shared use facility where new businesses can grow based upon healthy food, proven knowledge and a mutual sense of building community.
Solution
We have put an offer in on an old mill complex, with ample space for commercial food prep areas, woodworking shop, and other studios. Our plan is to build our local economy by building urban and rural connections to the practical skills and resources at NCSC so that we create a sustainable region. Senior citizens and others will teach classes, on site and in outreach. Others can start food-based businesses, and the hub can grow, building our future with the resources we have on hand. For the most part, low cost classes will be offered, with tuition being split between NCSC and the teacher. By connecting different generations, and developing links between farm, food and home, we see communities better able to face future challenges.
Example
We have already started a crafter's co-op which allows area farmers to develop value-added products that are non-edible. It has brought income to two farms and ten other vendors, and that is growing. People are recognizing the value of local agriculture and their on potential abilities to "save, make or stretch a dollar." Our customers are also learning the difference between naturally home prepared products and mass produced ones. This is shaping their changes in other areas, such as which foods to buy and what sources to support.
Impact
The site we are trying to purchase is only one mile from the New Hampshire border and an hour from the Vermont border. Our sustainability hub will enable farmers from the northern parts of New England to access Greater Boston's market. It also expands opportunities for artisans who lack facilities to develop their skills to support their families. Our program will provide these facilities from studios to farmers market, gardens to exhibition space, so people can learn more about ways they can make the most efficient use of the resources they use and develop those that they have to make their lives and their community stronger.
Marketplace
While there are other organizations that teach farming skills, or teach sewing, they do not have the facilities to take these skills to the level of production for sales. Our approach is unique in that we ask ourselves "Who else could use this?" and rather than subdivide by specific goals, we use our definition of sustainability "Whatever it takes to keep living here," and open the doors to that shared use. This includes serving 4H, animal assisted therapy and dog training, as these are part of life, but often suffer from lack of facilities. This systems approach makes us different from others
Sustainability Plan
Once we have the buildings, some aspects, such as the fiber, farmers market and animal-based programs can start bringing in funds and visitors. User fees, tuitions and event sales will support the ongoing needs of the NCSC. Paid staff will be minimal, as it is not our goal to teach everything, but to fill in any gaps that need to be filled, and make facilities available to others to build their own businesses.
Founding Story
The Ashburnham Agricultural Commission was meeting in September 2010 and was naming hurdles that we faced as farmers and consumers in our region. The need for a commercial kitchen and a 4H facility came up, which then began to grow into what is now the North Country Sustainability Center, "The NCSC Hearth." Though the needs were widespread, they all shared one thing in common, a way to make our region more sustainable, from food to the arts, homestead to the Boston marketplace. We then began looking for a facility that would work with our diverse needs. We found it in an 1860 vintage mill building in neighboring Winchendon, MA. There's ample room for growth, and great access and visibility. NCSC and the Mill were meant to work together.
了解详情↓↑ 隐藏↑ 隐藏Where do you ensure the availability of nutrients?
Healthy environments., Nutrient-rich farming, Full nourishment foods, Human wellness and vitality.
If you had greater capacity, which additional sectors would you like your solution to target - either through expansion, partnership, or thought exchange?
Healthy environments.
How specifically would this added capacity help you improve the quality, efficiency, or sustainability of your existing product or service?
Approximately 100 words left (800 characters).
了解详情↓↑ 隐藏↑ 隐藏How is your product or service connected to vitality for the people and planet?
Approximately 125 words left (1000 characters).
People need appropriate nutrients to grow, learn, and fight off disease. How do you measure, track, or make use of information about nutrient levels in your own work?
Approximately 100 words left (800 characters).
Considering the flow of nutrients from ecosystems to soil to farms to food to communities, what are the barriers to achieving vitality for people and the planet?
Other barriers you have identified
In your view, what developments need to happen in order to help overcome those barriers and produce a more nutrient rich and vital public and planet?
Approximately 125 words left (1000 characters).
What do you consider the most promising trends or evidence that indicates that the developments you described are emerging? Please elaborate.
Approximately 100 words left (800 characters).
Kijani Tecnology wants to bring renewable energy to every home on the planet. Heat is energy, and energy is what drives our world. By focusing on developing radically affordable solar energy collection we are positioning ourselves to do more than just provide electricity to the world, we are providing energy and what we can do with energy is only limited by our imaginations.
Created on 03/21/2013 by kityojames
Our first project were the Shades that were constructed with information on breast feeding, prevention and testing for cancer.These shades provide critically needed venues for public health education on the benefits of breast feeding, malaria, cervical cancer screening for women and HIV/AIDS and addressing malnutrition . We have since widened our focus to Environmental Health Initiatives.
了解详情 ↓↑ 隐藏↑ 隐藏Organization's Country of Operation
Type of Organization
Non‐profit/NGO
Year of launch of the organization
Years in Operation
Operating 1-5 years
Has the organization received awards or honors? Please tell us about them
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.
do not adress.Health education is what we started with. Prevention is better than cure. We create avenue for oublic health education and route populations into the health facilities.
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了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
SHADES for Health - Environmental Health Initiative
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.?
Health education through shades, now uses available public avenues to create awareness about critical health challenges at the time. We started by building shades, whci we used as health education avenues. Our health education is now in te rural areas where access to information utilities is lacking.
We are offered land by the community, we put up a health education facility, te community take care of the facility, we also penetrate the village communities with more health education, like about cervical cancer screening, HIV and direct the clients to the health facilities.
We have contructed 15 shades and targeted 12000 people in the past 12 months, we are now seeking to purchase public address systems to channel populations to the health facilities.Our belief is that, people need to be socially mobilised into seeking health behaviour. They need to be screened early for cervical and breast cancer, they eed to be tested for HIV... and consequently learn to stay healthy.
Describe how your innovation model is distinct from any other organization in your field?
Our model is supported by the communities. We establish a long lasting partnership with the community, because they give us land and materials. We build a facility that enables us to come back in the community and display health education information. we believe that, the health system, needs t be kept busy, by the prevention approach. We are strugling to establish a preventive approach to health other than the tradtionally curative approach. Our initiative now focusses on moving to the communities, to preach preventive health. Just go to the health facility, and have yourself examined, is our message
What type of operating environment and internal organizational factors make your innovation successful?
We have a team of committed volunteers who are always ready to work with, but we are also connected to Village Health Teams located in 39 sub counties where we have reached. The members from the village health teams, assist us in establishing the national health strategic direction. Our intervention, is in line with Global, regiona natoonall and local health direction. We work in very rural communities, which are deprived and do not easily have access to preventive health information.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
As 'Shades For Health', we are committed to innovation. We started out as shades for health, but we have since evolved into an environmental health initiative. We are planting fruit trees as sources of Vitamin C, but also reducing smoky stoves wood charcoal, as a prevention agaisnt breast cancer. Our apporach is multi directions, and we are contsntaly taking up, anything that works. We are usin the environment and a strategy to improve our health, but we are also concerned about the traditional health needs. People need information, information is power.
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]
Primary healthcare services
Categories along the health continuum you are covering [select all that apply]
Prevention.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
We are concerned that most of the populationsin the rural areas are not aware that they need to be examined early for signs of very many illnesses. The complacency that people have is that, as long as iam not bed riddedn iam not sick, is the greatest health harzard. Through our health deducation campaign, we need to take people to health facilities for examination: cacer, HIV, Diabetes, High Bllod pressure etc
Stage that best applies to your solution [select only one]
Start-up and growth (pilot is successful and starting to expand)
Core strategies of your business model [select all that apply]
Approaches to behavioral change at the individual level, Redesign of the public healthcare system for more efficiency (in terms of processes, structure etc.), Unconventional partnerships (between traditional healthcare players and players outside healthcare).
Most relevant tools you are using to implement the strategies outlined above [select only two]
New skills, Education/training, Community financing.
Please describe your solution in more detail
We have already built structures (shades) that display some basic health information.We now aim to visit communities and use Public adress systems, with experts to encourage them to visit health facilities, to have themselves examined. We also aim at displaying more relevant health information on billboards and simple leaflets available in local vernacular.
What are your vision and overall objectives?
A population that is aware of its health needs and regularly responds to examinations. We expect that when ailments are detected early, most preventable diseases can be identified and remedies provided.
We hope to create more health education on the key health challenges and this will facilitate the movement of people to the health facilities to be examined. We are confident that in future, we can reduce the burden of disease because people were encouraged to utilise the opportunity for preventive services
What is your value proposition?
Community involvement, volunteerism, health and social interaction. We value partnerships with local communities and the role the public sector plays in providing health
Who is your customer(s)?
Local villagers, schools children, women groups, university students and the general public
What approaches to you use to reach your customers?
Church gatherings, local meetings, community gatherings, billboards and public display utilities. We also publish leaflets for distribution to the public. Ours is mainly focussed on community engagements that yield results.
What are your primary activities?
Health education, community mobilisation, environmetal health, tree planting, social marketingof health products, behaviour change and commmunication
Who are your peers and competitors? What problems could these players pose to your success or growth?
Oour major competitors are the highly funded social marketing campaigns, on TV and radio. But we believe that our approach is more in the community, is interactive and reached far and wide. As long as our competitor may have huge funding but can not reach the people physicall, we bet that our unique model, trancends theirs.
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?
major challenge to our project is accessibility. Poor roads that need state of the art, Four wheel vehicles whci we have not yet acquired. We do not have our personal vehicle, to reach the villages, so we hire We also hope to purchase temporay shelters that and movable, for creating garthering space. We are are also yet to have mobile generators and PA system for hard to reach areas, as part of our work.
Briefly describe your growth strategy going forward
We are looking at a future, when we can hire specialists physicians and travel with them to rural areas, and not just let people go to health facilities. We document the process of our activities, our output is recorded on news and website. But mainly, we are looking at involving other partners in this strategy.
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New customer group(s), New regions(s).
What makes your business "ready" for growth?
We have the initial plans and we have already started, we have local partnerships and we are ready to move to areas in the community. We are positioned amidst a very committed community for social change and we are ready to exploit this need for further growth and development.
What are your key growth objectives?
Expand on the outreach, to areas where we have not previously reached, explore potential for hiring physicians and take them to areas that are inaacessible and also acquire our mobility that will enable us to do our work without major inconvinience
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
1-2 years: establish the immediate needs, like pa systems
2-3 years: Further expansion, reach to areas/districts where we have not been before
34 years: establish a stronger base and capacity to hire physicians whom we can pay and go with in the villages
了解详情↓↑ 隐藏↑ 隐藏What has been the impact of your solution to date?
Todate we have been ablse to report more than 12000 people who have responded to our interventins to visit healt facilities. We have contrcuted 15 shades that are located at busy spots where up to 250 people in a day, read those messages
What methods for quantification of social impact are you applying (if at all)?
We asses the number of people who read ou messages and for people reporting in health facilities,our review asks: How did you know about this opportunity. this anables us to account for our impact
Could your solution work in other geographies or regions? If so, where?
yes. mainly rural African settings. Our experience has noted that these are the challenges faced by other communities in Africa, and we are willing and ready to provide mentor ship for the replication of this model for preventive health.
What is your projected impact over the next 1-3 years?
We hope to scale up this project toother parts of Uganda
了解详情↓↑ 隐藏↑ 隐藏Elaborate on your current financing strategy
Fundraising, membership contributions, donations, sell of farm produce and corporate offers
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
Private businesses, Other beneficiaries.
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
Others.
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
Private businesses.
Explain your revenue generation strategy in more detail
We carry out regular fundraising activities and also take part in competitions. But our regular income also comes from the local government
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 request for offers and assitance from all well wishes
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
We have regular membership contributions and we have assurances from local governmet fund for 3 years
Created on 03/10/2013 by reapbenefit
Reap Benefit works with the motto of “Making Green a habit”. Engaging individuals across Schools, Colleges and Organisations , we strive to bring tangible changes in the areas of Energy, Waste, Water and Bio Diversity .We strongly focus on low cost innovation and systemic changes as a driver for personal transformation. We believe that if right “green” habits, are inculcated in it will have a ripple effect in all forms of life. This not only would provide practical support/framework but also drive quantifiable environmental, social and financial benefits.
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：
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.
Reap Benefit works with the motto of “Making Green a habit”. Engaging individuals across Schools, Colleges and Organisations , we strive to bring tangible changes in the areas of Energy, Waste, Water and Bio Diversity .We strongly focus on low cost innovation and systemic changes as a driver for personal transformation. We believe that if right “green” habits, are inculcated in it will have a ripple effect in all forms of life. This not only would provide practical support/framework but also drive quantifiable environmental, social and financial benefits.
As a social enterprise working to co-innovate and co-implement solutions for issues/optimization-opportunities on campuses in the areas of waste management, water and energy usage, and dwindling biodiversity with the participants.
What are your organization's top three priorities in the next year?
1-Expand distribution networks for De-grade ( low cost organic enzyme for composting) negating organic-waste-management issues in about 10,000 households .
2- Expand into 50 government schools, 30 private schools and bring tangible changes in waste,water,energy and bio diversity and personal transformation
3- Develop the patent pending energy efficiency software for computers, develop water visualizer tool, develop enzyme to accelerate bio gas production,develop an app for local bio diversity mapping
.
Need #1
Message & Brand Strategy
Need #2
Opportunity Analysis
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
As mentioned Reap Benefit is a social enterprise which focuses on environmental innovations in four categories of energy,waste,water and bio diversity. We serve both for-profits (private educational institutions and businesses) and non-profits (government schools, other NGOs and bodies). Today, we have worked with 85+ educational institutions, 30 organisations, conducted 3 pivotal research projects, co-developed a composting-solution (D’grade ) and en-route to file our first few patents. We are bound to Innovation and Empowerment as core values.
As an organisation with a diverse focus and a plethora of choices to embrace sustainability sometimes the message of the organisation is lost. We are unable to develop a consistent brand which occupies a steady mind share in our potential customer irrespective of profile,age and requirement. It is imperative for an organisation like ours to develop a robust brand in a specialized field of environment as a one stop shop for innovative low cost solution with a strong human focus to sustainability. In the long run having a well defined brand message, position and strategy will give an added edge but will make all communication effective.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
It will be focused on over all organisational branding of environmental innovations and services to educational institutions both private and government, organisations both ngo's, government bodies and corporate. Once we are able to have a well defined strategy of the overall organisation then we would like specific consultation for our low cost composting enzyme De'grade.
The main focus would be long term brand of Reap Benefit, the message the brand delivers, the position in the minds of the stakeholders and the brand delivery
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
No. As we are making the shift we feel there is a need for uniform and enhanced communication with are stakeholders
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.
Well Defined Brand of Reap Benefit
2.
Easier Internal Branding with interns and employees
3.
Defined communication strategy
What has been the impact of your solution to date?
1. Closely worked with 12000 students directly and 100,000 youngsters indirectly in the year 2012-Feb 2013
2.Reduced carbon footprint by 80.5 tonnes of CO2
3.Diverting 122 tonnes of solid waste from the landfills
4. Involved in a research on power savings in computers which was presented to a major IT company yielding a potential savings of Rs 1,00,000/- per month
5.About 10 working Water Barrels in multiple institutions collect about 50 liters/day each allowing 500 liters to be reused every day
6.Saved 3000 liters of water a day in one and 1kwh of electricity through simple interventions
7. Build Low cost sanitation facilities from discarded plastic for boys and girls in Government schools
8.Worked with 6000+students in 5 days on Solid Waste Management for students.
What is your project future impact after receiving professional support from American Express?
1-Be recognized as the most innovative eco-solution provider for anyone
2-Expand distribution networks for D’grade negating organic-waste-management
3-Expand completely into 2 networks with 600+ Government schools and draw a co-relation between sanitation and school drop out in 3 years
4-Reduce per-house water-energy consumption by 20% as a service
5-Expand and serve new areas/needs/customers deepening our impact and experience
6-Allow our eco-clubs/students/participants leverage innovations through the support of Eco Clubs
This Entry is about (Issues)
Chesterland, OH Guatemala
The inhabitants of rural Guatemalan villages cook indoors on small open fires on their dirt floors. This exposes the occupants of these homes to smoke on a daily basis. They must either go and collect wood to burn or spend money to purchase this wood. Guatemalan women stand over these fires for hours at a time cooking for their families, breathing in the equivalent of two packs of cigarettes a day. Working with our non-profit partner, we will buy materials to build rocket stoves in Guatemala, create marketing information and distribute it.
Here in South Africa there are no strict law enforcement around pollution and environmental exploitation, therefor people like to stick with old ways, i.e. in the tourism industry it doesn't matter if electricity or water prices go up, they just put the price of accommodation up! Schools complain they never have a big enough budget, but they are ignorant in ways to reduce consumption and need guidance and assistance in that; which they definitely do not receive from government and dept education.
Efficient positive change goals are reached first by those nearest making an effort for impact. Our change goals for the world are based on this local model. We help provide consulting, education, training, volunteers and resources to the causes in need and those who live there.
There are LARGE organizations with infinite funding that improve many problems in the world. What makes the Helping Hands Network unique is that we actively search for the causes that are left behind and we try to help them.
EXAMPLE:
Created on 02/2/2013 by Phillip Liu Jr.
Ecodiesel is a company that is based off of turning waste vegetable oil into clean, usable, efficient biodiesel. We make and sell custom processors (made on CAD and with 3D printing) that can process waste oil into biodiesel. We also distribute usable biodiesel as well.
(The video submitted is an old video, it does not reflect our current business model, which now includes the sale of the actual biodiesel processors, not just biodiesel itself)
Created on 01/24/2013 by Lucas Eloi Urbano
Innovative, positive and with clear results!
了解详情 ↓↑ 隐藏↑ 隐藏Tell us about yourself/your team.
I’m a simple man who was born in the countryside of São Paulo, in Riberão Preto. I love fishing, soccer, and my family and friends.
Ever since I was young I’ve followed the examples I have; I believe that hard work, humility, and commitment to what’s coming next are the keys to success.
By following these principles daily and remembering my dream of transforming both myself and the world, I was able to have remarkable experiences: I was a professional soccer player, a motorcycle courier, a student at CAASO, an engineer, and today, a pragmatic dreamer at Danone.
Today I am the Manager of Sustainability, responsible for the management of the department and of its socioenvironmental priorities.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
I always view problems and challenges in a positive light—and honestly, I am drawn to projects, attitudes, and activities that are true challenges. I am attracted to the unknown because I understand that it is an opportunity both for growth and to be able to make a difference wherever we go.
The longing for something new within a heart that concerns itself with making this world better for everyone is the fuel that powers me to propose changes and always find the energy to challenge businesses.
This call to change for the better resonates strongly with me, and therefore I am able to pass it on through true, honest relationships, and without losing the commitment to results that the world of business so badly needs!
This vision of a business that is more of a partner with society is contagious, makes people happy, and stimulates change! And that, I believe, is my strength!
Primary country where this project is creating social impact
Additional countries or regions
Industry
Consumer Products
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Established (past the previous stages and has demonstrated success)
The Need: What social or environmental problem are you trying to solve?
There is evidence that global warming is one of the biggest problems that we will confront in the mid term, and it’s a problem that is only intensified by the lack of sense of urgency!
I have the task of contributing towards the transformation of Danone in Brazil, of making the company aware of and concerned about global warming and, more than that, act in order to avoid it!
Since 2007, Danone has been developing its GEE Emissions Management Program. The same year, Danone’s CEO publicly declared the commitment of the company to reducing its emissions by 30% during the period of 2008 to 2012.
Defined goals can be either a cure or a poison for business, depending on who carries out the tasks and establishes the way in which the goal will be used, prescribing it, if you will, in a way that will transform and bring about positive results.
The Solution: What is your solution? Be specific!
I established the GEE Emissions Management Program, which can be divided into three phases: planning, execution, and results evaluation. Each phase involves the participation of several departments within the company.
In the planning phase, we set the annual target aligned with the departments. Afterwards, the life-cycle analysis is carried out, which enables the planning of initiatives and projects.
In the beginning, the initiatives were focused on the industrial phase. With time, logistical initiatives and packaging changes also became key players in the reduction of emissions.
In the execution phase, the projects are monitored by members of the Carbon Team (managers of different departments, led by me). The meetings involve the presentation and discussion about the new projects’ impacts on the company’s emissions. This way, those responsible have the capability of analyzing which attributes can be changed.
The results of every project are reported and evaluated monthly by the senior management of Danone.
The Solution: Why is this solution innovative for your company and industry?
It is innovative because it goes beyond emissions to the chain of production. The initiatives permeate several links of the value chain, like providers, processing, and post-consumption.
In conjunction with this idea, we proposed the Carbon Agreement, which was established with companies that provide prime materials and packaging.
Regarding packaging, one project that illustrates packaging innovation is FOAM, which takes its name from the English word, due to the introduction of air in its composition.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
Danone Brazil’s GEE Emissions Management Program has brought about positive impacts.
I have been able to propose several projects that reduce the emissions of GEEs and also reduce costs. One example is the change in the factories’ energy matrix, which previously had been fueled by electricity from the Integrated National System and now exclusively use electricity from small hydroelectric centers. When we were discussing this project, it was I who laid out in detail exactly what the impact in CO2 reduction would be and who sought to make the company aware of the urgency of making this switch.
The reduction of GEEs also helped us to access new sources of capital, since according to the criteria for financing Danone Group investment projects, GEE emission reduction is taken into consideration. Projects that have an impact on emissions reduction are considered to be “Green Capex,” or a Green Spender of Capital. One example would be the substitution of boilers powered by residual fuel oil with boilers powered by biomass in the Poços de Caldas plant; normally, according to the rules regarding access to capital, this project would not be viable, but when I demonstrated the reduction potential that the project has, I was able to re-designate it as “Green Capex,” and today it remains the biggest reduction project that has been completed in the Danone Group.
Ultimately, our credibility and interaction with stakeholders have improved; the creation of the GHG Protocol Inventory was accompanied by its publication on an open web platform. This way, any citizen can access Danone Brazil’s GEE emissions transparently, which is an innovation for Danone Brazil.
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 various companies that are committed to GEE emissions reduction. However, few have such clear commitments and objective proposals.
The explication that I gave to Danone about the challenges of climate change is that this is a moment of opportunity, to become a protagonist as compared to our competition—but not in a selfish way, since the more companies committed to these goals, the better!
All the same, I believe that the innovative climate we have here at Danone Brazil and the commitment to making the managing of GEEs into a driver for change is hard to duplicate.
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.
Since 2007, Danone has been developing a Greenhouse Gas Emissions Management Program. That year, Danone Group CEO Frank Riboud publicly declared the company’s commitment to reducing its relative emissions of Greenhouse Gases (GEEs) by thirty percent during the period of 2008 to 2012.
In keeping with this objective, Danone Brazil has developed a robust Emissions Management Program over the last five years, a program which is integrated with the company’s management and which was capable of delivering significant reductions and incorporating innovations into management. The elements of this management system include:
The objective of reducing emissions by 30% by 2012 was set by Danone Brazil and subsequently broken down into steps for each year. The annual goals were all exceeded, resulting in an accumulated 32% reduction by 2012.
I led this program within Danone, counting on the contribution of all of the company’s departments.
What has been the impact of your solution to date?
From the beginning of the GEE Emissions Management Program in 2007 up until 2012, there was a total accumulated reduction of 32% along the production chain, which is the equivalent of a reduction of 209 grams of CO2 for every kilogram of product produced.
Some examples are:
- Biomass Boilers: reduction of 16,244.43 kg of CO2 per year (substituting BPF oil-powered boilers)
- DAL routing: reduction of 2,359.92 kg of CO2 per year (optimization of milk collection routes, minimizing displacement)
- Adoption of green HDPE plastic: reduction of 5,420.44 kg of CO2 per year
- Minimizing empty trucks returning: reduction of 4,074.46 kg of CO2 per year
Another result is the number of Carbon Agreements that have already been signed: 21 of our biggest providers have already committed themselves to establishing a plan for emissions reduction within the span of three years.
Besides that, it can be seen that such projects also bring other climate benefits, like the reduction of natural resources.
What is your projected impact over the next 1 to 3 years?
With all these good examples, we will continue on with our commitment to emissions reduction, betting more and more each time that this commitment to managing greenhouse gases drives us towards optimization of our processes, innovation, and engagement with our internal public and reputation.
Moreover, at the moment, 21 companies have already joined the Carbon Agreement proposed by Danone Brazil, and 14 more have already indicated that they will join. Thus, the dissemination of carbon emissions management is being carried out by Danone along the supply chain.
I believe that this way we will succeed in bringing about a consciousness that a GEE emissions reduction program can be a business partner for more companies.
What barriers might hinder the success of your project? How do you plan to overcome them?
The main barrier might be a return to the mentality that a GEE Emissions Management Program and a public commitment could be anathema to the development of business; this becomes more latent during moments of low growth, like we are going through right now.
However, the cure for this is clear: INNOVATION. Through new products, processes, or ways of thinking, I will certainly continue to bring incontestable benefits to the business of Danone Brazil.
了解详情↓↑ 隐藏↑ 隐藏What is the benefit or value you're creating for your business?
The GEE Emissions Management Program is today a real business partner, bringing costs reduction and a high potential for innovation.
As we detailed in the previous questions, we have several evidences and rationale about why the program should be maintained.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
Internal resources are invested according to the generated results. The results that a program focusing on greenhouse gases can bring are not always clear to different people and departments. That's the reason why developing creative strategies were essential to ensure engagement from the different areas. Beyond bringing evidence about the clear financial gains and innovations paths brought by the program, in different occasions I had to use strategies of personal gains, in the sense that in many circumstances, people are driven by their own need for recognition. So, I developed a way that they would be recognized for their contribution in the carbon project.
Expand on your answer, explaining the long-term funding and support plan.
There is no clear financial dependency in the continuity of the GEE Emissions Management Program. The most important factor is to keep the engagement of all areas and make sure the program is part of the strategic plan for the business. This is the key point to ensure the long-term success of the process. For example, I have attained that all and each of the Danone brands have now a sustainability "seed" in their strategies. I also planted this same kind of seed in the supply chain and purchasing department by ensuring a public commitment with consumers and other stakeholders. Public commitments are also essential for long term continuity.
Tell us about your partnerships across your company and externally that are key to your project's success.
In order to make the GEE Emissions Management Program a positive action to the company, partnerships were absolutely essential. Initially, because they support the understanding of the tools and methods. Afterwards, they will be the ones to ensure credibility and reputation in the topic. In this sense, partnerships ensure continuity
In my case, I had several and very important partnerships: The Getulio Vargas Foundation (TN: biggest Business School in Brazil), CES, Embrapa (Brazilian Enterprise for Agricultural Research), Ipê Institute, CEMPRE (Business Commitment to Recycling NGO), and some universities, like USP and UFSCAR (two of Brazilian top universities).
What internal support have you gotten for your project? What kind of push-back have you received?
The main criticism we received was around the effective results of this kind of metrics. In different occasions I had to argue with other areas inside the company to better explain the results. Also, the other areas complained about how we could make the actions more palpable. In these occasions, the support I received from high level executives inside the company, such as the President from my department, were absolutely essential.
Created on 01/14/2013 by Karen.Moawad
Use of state-of-the-art Wireless Sensor Technologies to develop landslide monitoring systems.
Inexpensive sensors make the warning system affordable.
Real deployment to save lives in the face of landslide disasters to create a secure and safe living condition for affected populations.
了解详情 ↓↑ 隐藏↑ 隐藏Tell us about yourself/your team.
Dr. Maneesha was born and brought up in a small fishing village in Kerala, India. She pursued a degree in engineering, an MBA, and a Ph.D. in wireless sensor technology. Being familiar with landslides, the major problem of the local population, she wanted to use her training / skills in technology to help. She was determined to develop a system to save lives. She put together an inter-disciplinary team, designed the technology, went into practically unreachable areas, installed the technology, experimentally studied and validated the results, spread safety awareness to the people, enabled them to feel secure and safe.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
Generally corporates focus on well-defined, definite, commercial business opportunities. Dr. Maneesha convinced the organization that technology should be used to solve problems of the community, to save lives. She also developed a deployment business model that makes it viable from the corporate point of view. Dr. Maneesha is very knowledgeable about wireless sensor network technology and rainfall induced landslides. She has also built an inter-disciplinary team of experts from branches as varied as wireless technology to earth sciences to develop a complete solution and who are equally passionate about research and share her dedication and creativity in solving societal problems.
Primary country where this project is creating social impact
Additional countries or regions
North Eastern Region and Himalayas is in process
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?
The devastation and loss of life caused by landslides affects hundreds of people every year around the world. The state of Kerala experienced more than 20 landslides in the last year. The Munnar region in Idukki district is one of the most highly landslide-prone areas due to systemic monsoon-induced rainfall in the region. Every year the people are evacuated from this region during monsoon season, and they come back to their home after the monsoon period is over. This whole process involves economic loss and causes psychological strain to the villagers due to the ever-present fear of landslides.
The Solution: What is your solution? Be specific!
Dr. Maneesha and her team of scientists designed and developed a wireless sensor network system for real-time monitoring/detection of landslides. The team learned how to build the deep earth probes, where they should be placed on the mountain, how to interpret the data, and how to issue warnings. They deployed the sensors June 2009 embedded 25m deep into the ground so advance warning of an impending landslide became possible, allowing for early evacuation and disaster management. 150 geophysical sensors connected to 20 wireless sensor nodes continue to measure various environmental parameters like rainfall, temperature, pore pressure, and humidity. Over the years, the system has successfully delivered real-time warnings, providing a high level of safety and security to the citizens living in this at-risk area.
The Solution: Why is this solution innovative for your company and industry?
The solution is affordable yet uses state-of-the-art wireless technology. Universities normally don’t deploy research. At Amrita, researchers assumed that they would do the research, create a laboratory setup simulating a landslide environment, and publish papers, but the Chancellor insisted they select a site to actually deploy the wireless sensor network. If the researchers had followed the traditional practice, there would have only been published papers, no lives saved.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
Picture the very poor family in Munnar, Kerala, India during heavy monsoon rains. They know a landslide following the heavy downpour is a likely threat in this area prone to fatal landslides. They cannot sleep peacefully. The parents don’t know whether to leave their small hut or to stay. The children sense the tension and cling to their parents. Accelerating climate changes mean previous predictors as to the level of risk are no longer valid. Anything can happen. Human life and welfare are susceptible to the dangerous reoccurring monsoons.
Amrita researchers, led by Dr. Maneesha, were asked to develop a wireless sensor network (WSN) to create an early warning system for heavy rainfall induced landslides. Recognizing the project’s immense potential for early evacuation and disaster management, prototype development was supported by the European Commission (WINSOC).
The research team found a deployment site in Munnar, Kerala, built the wireless sensor network, and developed the technology in the lab simultaneously with the deployment. Dr. Maneesha and her team spent months and months in the field doing research. The same researchers in the lab were climbing the hill in Munnar to deploy the technology.
Now the families in Munnar can sleep in peace.
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?
Amrita University is the front-runner in the design, development, and actual deployment of a wireless sensor network that could accurately detect rainfall-induced landslides and issue timely warnings.
The Ministry of Earth Sciences (MoES) been trying for quite some time, but they have not been successful in putting together an interdisciplinary deployment team. Some private companies have expensive solutions that do not work for the poorer rural neighborhoods which generally surround landslide prone areas in Kerala. Universities such as IIT Bombay have tried, but theirs is a laboratory research project, never seeing light of day as a real deployment.
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.
Our chancellor had heard many experiences of families affected by landslides. She inspired Dr. Maneesha to us the wireless technology she had developed during her Ph.D. research to find a solution. When the first warning of an impending landslide was issued, it was an “Aha!” moment. And when Dr. R.Chidambaram, Principal Scientific Adviser to the Government of India and a renowned nuclear scientist and metallurgist, visited the site, he was so impressed with the technology, he requested that Dr. Maneesha take the wireless sensor technology to the Himalayan region of Uttakashi where landslides are a regular occurrence. The researchers are now considering the different weather conditions and the soil/mountain quality before deploying in the Northern regions, but Dr. Chidambaram’s praise was another “Aha!” moment.
What has been the impact of your solution to date?
Safety and security are the most impactful aspects. The technology is certainly saving lives where it has been deployed, and the potential for saving more lives around the world is a real possibility. We have started the soil testing process in the Himalayas and have started to work with other countries to address their landslide problems as well.
What is your projected impact over the next 1 to 3 years?
Our next challenge is to expand the knowledge of landslides and their detection and a comprehensive landslide monitoring system in the massive Himalayan region as well as the northeastern mountainous regions of India where landslides are a common occurrence. Our team of computer scientists, earth scientists, and energy experts will deploy innovative wireless sensor networks (WSNs) in the landslide-prone regions of the world's tallest mountain ranges to provide real-time warnings for the deadly heavy rainfall-induced landslides. At some point, the technology will be used worldwide to save even more lives each year.
What barriers might hinder the success of your project? How do you plan to overcome them?
There are many barriers, but none will actually stop this project. Governmental delays in sanctioning permissions is a major obstacle. However, Dr. Maneesha has developed a plan to demonstrate to the government authorities, particularly the scientists in the government, that this system has actually proven its effectiveness, is inexpensive, and has immediate benefit to the community/society by way of saving lives as well as preventing traffic blockades, economic hardship, etc.
The distance from the Himalayas to the University for the transmission of data and the inaccessibility during winter are other barriers that are being addressed.
了解详情↓↑ 隐藏↑ 隐藏What is the benefit or value you're creating for your business?
This project is opening up a whole new opportunity in the field of technologies used for humanitarian relief, in this case, disaster mitigation. Dr. Maneesha and her team are honoured to be on the cutting edge of this effort.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
We have used seed funds from the organization to bring together the required inter-disciplinary team and to create pilot deployments. Long term funding must come from government or industry grants. Other governments (including the Canadian government) have offered funding as well. We anticipate other foreign governments will become involved financially in order to use the technology.
The knowledge is in Dr. Maneesha’s hands to enhance the technology further to provide a more comprehensive system consisting of embedded deep earth probes (DEP) containing moisture sensors, pore pressure sensors, geophone, tilt meter, inclinometer, strain gauge, geophone, with a low cost GPS system.
Expand on your answer, explaining the long-term funding and support plan.
Our funding for further deployment is coming for the state, central, and local governments in India who can so greatly benefit from the wireless sensor networks to detect landslides and to give the government information to issue timely warnings. There is also funding from the disaster mitigation agencies as well as environmental agencies.
Our plan is to demonstrate the effectiveness of this system to all government levels to convince them to invest in the deployment in their respective locations.
Tell us about your partnerships across your company and externally that are key to your project's success.
We are building partnerships with the government of India, wireless communication companies, the National Bioshield Society, with ISRO for satellite network connectivity, universities worldwide to further improve the science and engineering research on this technology, government administration to issue warnings based on our data, media to communicate the community warnings, and other universities and research labs for earth science expertise.
What internal support have you gotten for your project? What kind of push-back have you received?
Dr. Maneesha has had significant support from our Amrita University Chancellor and world-renowned humanitarian leader, Sri Mata Amritanandamayi Devi (Amma), who guides all the university researchers and has a keen knowledge and understanding of the scientific details of this research.
The push back has been from research departments/professional publishing societies threatening that deployments can delay research publications.
Edapally, Kochi, Kerala India
10° 1' 53.7024" N, 76° 18' 12.3984" E
Dr. Maneesha and her team of scientists designed and developed a wireless sensor network system for real-time monitoring/detection of landslides. The team learned how to build the deep earth probes, where they should be placed on the mountain, how to interpret the data, and how to issue warnings. They deployed the sensors June 2009 embedded 25m deep into the ground so advance warning of an impending landslide became possible, allowing for early evacuation and disaster management. 150 geophysical sensors connected to 20 wireless sensor nodes con
Created on 01/4/2013 by envirup
EnvirUP's new modular external wall insulation for residences will prevent 46,000 deprived homes suffering the effects of 'fuel poverty' saving them over £21m p.a in energy within 3 years. This will help small & medium businesses to grow and create over 1000 sustainable jobs, initially in the UK and then overseas.
了解详情 ↓↑ 隐藏↑ 隐藏Tell us about yourself/your team.
Graduating in 1995 with a degree in Accounting and Finance, I was first in my family to graduate; a joyful moment for my parents who left Pakistan in the 1960's to earn some money and return home one day! Being diagnosed dyslexic at university explained my creativity and vision, as well as some of the limiting factor to my earlier educational progress.
I founded my Energy Efficiency and Sustainability Consultancy in July 2002 after an early career with global corporates in Finance, FMCG and Telecoms. I had learned a lot and wanted to try build a small company to help businesses be better corporate citizens.
I have been successful in many ways, employing some great graduates, interns and experts working with prized clients such as government, corporates, SME's and European clients.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
Unknown to me, my dyslexia was the cause of my slower learning, but I developed the desire and curiosity to learn and my brain and body found other ways to pick up ideas and knowledge. This has been really useful in business as resourcefulness is essential for small businesses.
I have worked with large organisations on projects that need 'fixing' and speeding up. I use my nimble, direct, 'imagine no borders' and 'win win' approach to build solutions that deliver.
I am willing to go the extra mile and persevere, keep going until the job gets done and usually with very little resources.
I am able to connect ideas from different sources together and 'see' a solution. I think my most important characteristic is to explain complex issues in a simple form.
Company Country
United Kingdom, NTT, Nottingham
Primary country where this project is creating social impact
Additional countries or regions
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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?
Over 6 million people live in 'Fuel Poverty' in the UK and this figure is rising as energy prices rise and the economic crisis deepens. The most financially, physically and emotionally deprived people have to make harsh choices every day around feeding themselves or heating/powering their home. The most vulnerable are those that live in the 1.5 million 'solid wall' constructed Social Landlord owned homes. This issue is not unique to the UK and is repeated across the world. My issue is how such communities can reduce their need for heating in the winter and cooling in the summer to reduce to numbers that die in such conditions (7,800 in the UK in 2011, World Heath Organisation) by increasing the energy efficiency of their homes and reducing their need to heat/cool in changing weather.
The Solution: What is your solution? Be specific!
I have invented (patent pending) a new External Wall Insulation system that cab be quickly installed on homes. Current systems are complex, expensive, require highly skilled installers, can only be installed in fine weather and require complex logistics. The Envirup system is a factory manufactured modular system. These allow for most buildings to be insulated within half the time of current systems, by relatively low skilled installers in almost all weather conditions. The insulation performance is the slightly better than current systems, so the residents of the average UK home will save around £430.00 in home heating costs per year, 9,480 kilowatt hours and 1754 kg of carbon dioxide per year.
My system also has unique economic benefits due to its simplicity.We can create more new jobs from within the communities we install the system. These will include apprenticeships for young and re-training for those our of work for longer. Start-ups can become franchised installers.
The Solution: Why is this solution innovative for your company and industry?
EnvirUP has placed itself in the centre of large organisations to make this project a reality, rather than being simply a service provider to large organisations. We will utilise the skills of existing manufacturers of building products in declining sectors and give them new growth opportunities, through licensing our Intellectual Property.The current handful of products in this sector offer small variations on current systems, We have created the industry's technology leap!
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
Homes with solid brick or concrete walls absorb the outside temperature. So in winter: making the inside very difficult to heat and in summer: very difficult to cool. Our insulation system is quickly (four days for an average home) installed on the outside and radically reduces the effect of outside temperature on the inside of the building. In the winter, the solid walls become a 'thermal' store of heat from inside the house and reduce the internal heating required by half. In summer, the invention prevents solar gains through the walls and keeps the inside of the house much cooler.
Our role as inventor will be to work with the licensed manufacturing partners in each of the countries that will make the system, help them to develop a network of certified/franchised installer businesses and create training centres in colleges to teach people to survey, sell, design and install the system on residential properties (also small non-domestic properties as we develop) to the highest standard.
The Numbers: Within three years after production of the system
*We aim to install the product on 46,000 UK 'socially owned' homes
*Positively affecting over 150,000 lives.
*Creating over 1000 new jobs, with over 200 of these being the first jobs of school leavers/college graduates.
*Carbon Dioxide reductions resulting from lower energy use of 67,482 tonnes per year.
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?
Insulation sector in the UK is worth around £1.5 bn p.a., largely made up of a few large manufacturers, a handful of larger installers and many installation contractors. However, the external wall insulation sub sector is the smallest part, worth around £50 million per year, but the fastest growing part. It is a new and immature market. The main product manufacturers are large multinationals (St Gobain, Kingspan, Celetox, Xtratherm, BASF) creating a reputable market, but with little innovation on the form of new consumer products to insulate homes. They will compete hard against our new product with their huge reputations and marketing budgets, but market growth ahead will create space for new entrants and we will aim to position our product as 'complementary' not simply an 'alternative'.
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 been running my business for ten years, and found a 'gap' when I saw the effect of cold weather on the bedroom of my young son and listening to a similar story from my mother about her bedroom. Both properties had walls facing the cold perimeter of the house. Whilst my mother and I could turn up the heating, I suddenly realised the huge problem for those less fortunate. Over the following year I developed my invention after considering currently available technology and how its complexity was its own barrier to success; like IBM home computers, before Microsoft 'Windows' made computers simpler and easier to use.
Only after reading about the 6 million people living in fuel poverty, did I realise how big a problem I was touching and how many lives this could improve. I really had to take a breath when the numbers hit me like a gust of wind passing on a cold and wet day, I was now on the pathway to make my invention reality in the UK and then as far and as fast as I could.
What has been the impact of your solution to date?
We are in development phase, so the invention is currently 'all potential'. I have spent a lot time working with industry experts, academia, installation experts, utility suppliers, potential manufacturers and social housing owners to fine tune the product with their expertise. We have been informed that this product could be the 'revolution' that could create the biggest single reduction in energy consumption ever, saving up to 45% of home heating costs in one installation. Whilst solar and wind technology are essential for a more balanced energy mix, our solution will ensure that energy is better used.
I have received a letter from potential installer who could transform their business through this product. I have received a letter from the Social Landlord of 29,000 homes who believes this invention could help them reduce the effects of fuel poverty for their most vulnerable tenants. I have support from my local council who want us to manufacturer locally to drive economic growth.
What is your projected impact over the next 1 to 3 years?
We aim to :
-Grow from being a direct employer around 5 people from 2 currently.
-Licence the intellectual property to one UK manufacturer.
-Create over 500 new manufacturing jobs.
-Train and certify 2 large installers and around 20 small-medium installers throughout the UK.
-Create over 500 new jobs within these existing and new companies.
-Assist 10 social enterprises to become certified installers
-Including the first jobs for 200 for recent school/college graduates.
-Installing the system on over 46,000 UK homes.
-Reducing UK carbon footprint by over 67,000 tonne of CO2 per year.
-Saving home owners around £21,850,000 in energy bills per year.
-Licensing the invention in three to five countries in Europe and repeating UK model.
What barriers might hinder the success of your project? How do you plan to overcome them?
We have little experience of licencing Intellectual Property through the market with large manufacturers, installers and multinational energy suppliers. They have their structured approach to business which is multilayered and inevitably slower than my small company.
We have therefore decided to take support from seasoned experts in the various stages of business process that we are going through. It can be a particular issue to find such support too. We are also being very careful who we partner with, looking for strategic fit, cultural fit, high motivation and enthusiasm as the critical deciding factors after financial, technological and logistical capabilities are evaluated. One of the reasons to enter this competition is to help the company along its 'success' pathway.
了解详情↓↑ 隐藏↑ 隐藏What is the benefit or value you're creating for your business?
The business model is to licence the I.P. to manufacturers globally. The manufacturers will therefore pay a fair initial licence fee followed by on-going royalty fees of £18m out of £204m installed product value. This will create long term sustainable revenue for this business. We will invest revenue creating training centres in technology colleges throughout the countries our products is made. Our 'free' training will particularly favour non academic students, to creating sustainable 'eco' careers and supporting new installation start up companies.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
EnvirUP used its intangible assets & capability to develop the inventions technical characteristics. We filed our first UK Patent application in Dec 2011 ourselves. Then checked the products viability with our industry and academic connections, We used the companies very limited resources to develop the idea into a pre-production prototype and technical specifications with local university support. Through 2012 we took the product through the manufacturing to customer supply chain, to confirm the viability of the product and gain interest from potential manufacturers, installers, housing stock owners and energy suppliers (all under signed Non Disclosure Agreements). With a small government grant we filed UK and International (PCT) patent drafted by a patent lawyer in December 2012.
Expand on your answer, explaining the long-term funding and support plan.
We originally sought seed funding to develop the project, but found small investors to prefer cash generating investments, so we carried on fully utilising all our own reserves and completing the pre-manufacturing phase of the project. Our strategy is to partner with an existing manufacture with skills, capacity and funds to make the product and will 'issue' a UK licence to a leading manufacturer (we are talking to 4 potential companies). The initial Licence Fee will fund my company to take the product through product certifications and begin building the sales and installation network, Once the the product is being sold and installed, EnvirUP will benefit from royalty fees, which will fund our training centres to support our manufacturer and find new manufacturers overseas.
Tell us about your partnerships across your company and externally that are key to your project's success.
It makes no sense for us to develop a business plan to raise tens of millions of pounds to build a manufacturing plan and establish an nationwide installation business, when we have found local manufacturers, with the capability and capacity to manufacture our product. We also found businesses that have the technical capability to install our product with only a small amount of training. Partnering makes sense, share the rewards and is sustainable.
What internal support have you gotten for your project? What kind of push-back have you received?
Before spending time and money on the project, we completed our own technical, financial and market review first, confirming our decision to invest our own funds in the project. The much tougher part was building the external network, which took longer than expected and has been a bigger financial drain than planned. But we have accomplished far more using our own resources, learning and progressing the project further than we expected, it was well worth the effort.
My Clean City is a multi-pillar campaign, working at a national level to collaborate with already existing environmental organizations, promoting action regarding climate change.
Our Pillars:
1. To bring awareness to eco-friendly living; encouraging cities at a local level to be involved in reducing their carbon footprint.
Hello Everyone!
Here is a new source of Technology for the Production of Electric Power Generation. It will be very useful in the whole world. We can generate Electric Power in the absence of Water, Coal, Oil, Atomic Sources etc. It will be very beneficial for health, environment, etc. There will be no chance of radiations, chemical reactions etc.
M.Usman
usman4rmpk@gmail.com
once again hello to every one. its very necessary thing to think about environment.its a big profit generated business. i can demonstrate this.
we don't need more funds to do this. because no wants to dead earlier.either Business or Human being. Brief summary
The Rainbow Recycling Campaign is a project to promote consumer and manufacturing responsibility of consumable products world wide. My solution is to use representative colors and symbols that can easily be recognized anywhere in the world. Representative colors and symbols provide a visual cue for anyone to properly recycle disposable products. A RED container represents metals, as metals require extreme heat to melt. A GREEN container would represent paper products as paper products come from trees. A YELLOW container would represent organic products grown from the yellow light of the sun.
SAVORTEX have improved the energy efficiency of hand dryers and have become the first ever British hand dryer manufacturer to achieve a Guinness World Records title for the energy efficiency of its Vortex 550 EcoSmart hand dryer,drying four pairs of hands using less than 24kJ,typically a conventional hand dryer uses 69kJ for one pair of hands dried.The Vortex hand dryer was conceived using sustainable design principles.From the outset the in-house engineering team did everything possible to minimize impact on the environment throughout its life
We want to provide portable green power and renewable energy education to events, concerts and festivals of all sizes.
iSchoolTravel is a set of tools that measures and communicates to-and-from school travel impacts to students, active travel campaign participants and sponsors.
Ecogeaneration NGO has established a unique Solar Demo site to be used for demonstration and promotion of solar appliances. A solar drier is established and is producing dried fruits and berries using the local produce. The Demo site is also used for demonstration campaigns for entrepreneurs, businessmen, NGOs, producers and the public from Armenia, Georgia and the region.
Village Vancouver inspires individuals and organizations to take actions that build resilient and sustainable communities. We are one of several hundred official Transition Town Initiatives spreading across the globe, the first in the Lower Mainland of British Columbia and pleased to join our fellow sustainability pioneers in Victoria, Nelson, Salt Spring Island, and Powell River.
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.
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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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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
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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 09/10/2012 by Gina Starblanket
A sustainable and interactive forum for First Nations communities to share, explore & work towards innovative solutions to their renewable energy needs.
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, Coast and Mountains, Vancouver Island, Thompson Okanagan, Northern British Columbia, Cariboo Chilcotin Coast, Kootenay Rockies, Columbia Basin.
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Established (past the previous stages and has demonstrated success)
Which of the following best describes the barrier(s) your solution addresses? Choose up to two
Access, Cost.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
-Need for opportunities to build upon and share information about renewable energy initiatives provincially/nationally.
-Need for an ongoing forum for First Nations to connect around and learn about various projects, practices and policies involving energy conservation and renewable energy
-Community need for support and opportunities to develop and implement collaborative sustainability projects (energy and resource management, food security, culture, economic development, training and capacity development)
-Need to promote and encourage the sharing of best practices and solutions around community-driven renewable energy projects
-Need to create employment and service-learning options for current students, recent grads and alumni in Science, Tech, Engineering and Math fields
The Solution: What is your solution? Be specific!
-To provide a forum for discussion, education and innovation that brings together BC community members, Indigenous youth, academics, industry representatives, and government to showcase Indigenous community sustainability projects and to share about renewable energy initiatives.
-To work with communities to identify their energy needs and priorities, to share sustainable energy opportunities and build the capacity needed to undertake successful projects. We also invite reps from a range of government ministries to promote policies that will foster sustainable development and energy sovereignty for First Nations.
-While this initiative has been delivered as a 2-day Symposium in the past, it is gaining ground with many attendees and stakeholders having expressed interest in staying expanding the format and staying connected throughout the year. We are thus seeking to integrate more community-building, service-learning, and connection opportunities for students and stakeholders.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
A forum that brings together attendees from all over Vancouver Island, BC, and Western Canadian provinces including industry representatives, youth, and chiefs, councillors, and energy and resource project managers from local First Nations. This year, we plan on integrating an additional career-focused component with the aim of facilitating networking opportunities and connections between First Nations learners and prospective employers/mentors.
Examples of past First Nations Renewable Energy Forum components include
1)Panel Presentations, such as
•A photo essay: “Oil on Lubicon Land” presentation from Melina Laboucan Massimo
•BC First Nations First Climate Change and Adaptation project – Xeni Gwet’in
•Climate Change and Sustainable Communities
•Cowichan Tribes energy planning
•T’Sou-ke Nation Solar project and community Greenhouse Project
•Douglas First Nation Hydro Projects
2)Workshops consisting of:
•Project Planning
•Technology (Solar, environmental Remediation,)
•BC Hydro- Standing Offer program
•Fortis BC Community Energy Solutions
•Goethermal Energy
•Training and Capacity Building
3)Programs for Indigenous youth:
•Building and Designing Wind Turbine Blades
•Presentation from UVic Computer Science, and UVic Aboriginal Students in Science and Engineering
•Traditional Foods presentation
•Campus Tour
•BC Hydro Youth Conservation workshop
The Marketplace: Who are your peers and competitors? Identify others working to address the same needs as you and indicate what sets you apart from them.
While there are several organizations and groups working on First Nations renewable energy initiatives, these are typically industry-driven and do not always account for the socio-economic barriers facing Indigenous peoples regionally and nationally. The proposed initiative is not-for-profit and is unique in its approach, which seeks to foreground both community and student voices in the coordination and execution of all program components. Additionally, the collaborative design of the organizing framework allows us to incorporate interdisciplinary research opportunities over the typical industrial applications and technologies.
This Entry is about (Issues)
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.
Blackfoot Electrical Engineering Masters student Jessica has a goal of helping First Nations communities achieve energy independence: "I'd like to help First Nations communities achieve energy independence using renewable energy technology. In my educational and co-op training, I gained experience with energy and power monitoring, wind turbine design, solar electric installations and solar thermal systems. I hope to help communities implement renewable energy projects that will alleviate energy (diesel) costs for communities off the grid, provide emergency power, and build economic capacity through generated power revenue for on grid communities."
-Jessica Bekker
Please describe the goal of your initiative; outline what you are trying to achieve
-Education and awareness
-Sharing of ideas between community partners and other stakeholders
-Strenghtening partnerships between communities and with government, industry, and academic institutions
-Networking and facilitating connections between students, community members, and relevant industry and government representatives to promote educational and employment-related opportunities.
-Inspiration and mentorship for youth
-Facilitating the collaborative development and sharing of capacity development models and industry-specific knowledge and skills
-Identification of current and future energy needs from community stakeholders to integrate into our institutional approach to community partnership building
-Increased cultural support for student transitions to industry
What has been the impact of your solution to date?
Facilitating education and awareness around community-based renewable energy and conservation projects, as well as traditional ecological knowledge. Promoting continuous knowledge-sharing and an ongoing venue for career and service-learning connections in this field. Sharing visions, best practices, barriers, and challenges around renewable energy initiatives, programs, research, and innovations.
Over the past 3 years we have had over 350 attendees from all over Vancouver Island, the province and as far away as Alberta. There have also been over 20 First Nations represented by chiefs, councillors, and energy and resource project managers. We have also had Indigenous youth attendees from Cowichan Tribes, LA,WALNEW High School, Esquimalt High School, and the Saanich Adult Education Centre.
What is your projected impact over the next five years?
To advance this initiative by integrating broader and more diverse representation from regions across Canada. To build on the groundwork laid in the past 3 years by expanding this initiative beyond a two-day event into an ongoing, interactive medium for knowledge-sharing, research and investment, and networking and employment in the fields of renewable energy. To incorporate a greater focus on building career connections and service-learning opportunities with the aim of supporting student transitions out of post-secondary and into culturally-relevant work experiences in their fields of interest. To support communities in identifying their renewable energy needs and interests, building capacity, and facilitating connections with relevant research, industry, and government representatives.
What barriers might hinder the success of your project? How do you plan to overcome them?
This event has been extremely well-received by collaborators and attendees in the past, with students, community-members, and industry representatives expressing strong interest in its continuation. The primary barriers impacting the success of this initiative include the need for adequate funding to carry out the organization and delivery of the symposium in a respectful and culturally-appropriate way.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Deliver a community-driven forum on First Nations Renewable Energy initiatives
任务 1
Continue to resource the event through external funding and grant proposals
任务 2
Encourage active and ongoing involvement of new and existing community partners from the early organizational phase
任务 3
Hire contractor to oversee the collaborative organization of this event
Now think bigger! Identify your 12-month impact milestone
Expand initiative into ongoing First Nations Renewable Energy network and online community
任务 1
Encourage and promote membership in First Nations Renewable Energy Network at next year's symposium
任务 2
Establish online network of individuals and groups interested in First Nations Renewable Energy initiatives
任务 3
Share project ideas, webcast discussions and conferences, facilitate and deliver webinars to one another
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This event is organized through collaboration between UVic's Office of Indigenous Affairs and the T'Souke Nation, a partner with UVic's Aboriginal Service Plan. In the past, we've had other ASP partners and reps from UVic, UBC, Camosun College and the Native Education Centre in attendance. The integration of a service-learning and career component will involve more First Nations partners who have expressed interest in creating additional community-based employment, co-op or mentorship opportunities for current students and recent grads, particularly in science, tech, engineering & math fields.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
The target audience for next year's event involves anyone interested in learning about or working on First Nations renewable energy projects. We plan to increase and diversify our the target audience by promoting the initiative online to make it accessible to regions across Canada. We will also explore opportunities for more distant or remote communities to share their renewable energy projects or ideas through an interactive online medium and learn about initiatives of interest and relevance in other communities, which would bring the scope to an international plane.
What type of operating environment and internal organizational factors make your innovation successful?
Some of the primary factors that will contribute to the success of this innovative network include the close accessibility and availability of skilled faculty, staff and researchers, the strong and active community/student voice that informs the planning process, and the collaborative and community-based nature of the organizing framework for this initative.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
-Offers a centralized resource and online community of people interested in First Nations Renewable Energy solutions and innovation
Created on 09/8/2012 by Mobility Pass
The Mobility Pass will create a pathway for transforming a fragmented regional transportation system into an efficient alternative to single occupancy vehicles.
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Region in BC where your solution creates social impact
Vancouver Island.
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了解详情↓↑ 隐藏↑ 隐藏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
With an enormous infrastructure deficit, going up at $5 billion a year – our roads, water pipes, sewage systems, civic buildings and parks are not being maintained and current reserves cannot replace them at the end of their life cycle. Add to this increasing health care costs due to an aging population and climate change that will damage that infrastructure 3-5 times more than seen historically and we have some huge challenges facing us in the near future. One of the problems facing us is our current reliance on single automobile travel. Our solution would benefit government, corporations, and the public...not to mention the environment, making British Columbia a leader in innovative transportation design and implementation.
The Solution: What is your solution? Be specific!
The Mobility Pass builds off our current university bus pass system. We propose to create a transit network based upon existing infrastructure which will tie fragmented transportation alternatives together harmoniously in order to decrease the use of single automobile travel.
The convenience of the Mobility Pass is built around the use of a smart card payment system that can be utilized for any number of different modes of transportation. The smart card is a reloadable card having a chip allowing it to be refilled automatically or on-line. The card can be charged varying fare amounts, based on its settings, as the users swipes it at any fare box If a user only requires one card to access the various transportation modes and is only required to pay one monthly bill, many users will find it easier to associate with the idea of the Mobility Pass replacing a personal vehicle and making the idea of utilizing fast, seamless public transit 'sexy', 'hip', convenient, a 'no brainer'.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
The Mobility Pass has the potential to help our government and universities meet their commitments to greenhouse gas reductions, increasing public health and safety, as well as contributing to the social economy.
It is both a smart card that provides access to a network of sustainable transportation options, from buses, rapid transit, car shares, and taxis to bike-shares and car rentals, and an online system for Mobility Pass users to plan trips and coordinate activities like ride-sharing. While there will be obvious major environmental benefits, current research suggests there will also be some key social and economic advantages that could provide solutions to current issues and improving our communities. Primary activities include further research and analysis, a business and financial plan.
How?
What makes the Mobility Pass so convenient, is that you use one smart card to access all of your transportation options. This would be a reloadable card, which has a chip allowing it to be refilled automatically, or online, similar to personalized cell phone payment systems permitting pay as you go or monthly plans, offering choices like unlimited bussing.
The website associated with the card would also provide intermodal trip planning and up to the minute rideshare options.
Users will have the option of choosing the mode of transportation they desire, from a wide range of alternatives. Some of the options will include busses, rapid transit, ride share, taxis, ferries, car share, bike share, car rentals and other city-to-city transport options.
The Marketplace: Who are your peers and competitors? Identify others working to address the same needs as you and indicate what sets you apart from them.
The Mobility Pass is similar to Washington State's Orca Pass which combines travel by ferry, train, rail, or bus – with a single card. London, England also has a similar card, the Oyster Card, introduced in 2003, aimed at keeping London's public transport moving faster and more efficiently. The Oyster card is a permanent reusable electronic ticket which is topped up from time to time by its owner. San Diego, Atlanta, the San Francisco Bay Area , Chicago, Los Angeles, New York, and Washington all have transit systems that utilize smart cards. The Mobility Pass plans differ from other systems by being built around successful smart phone design, utilizing proven technologies.
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 Mobility Pass is inspired by the U-Pass, a universal bus pass provided to students at some post-secondary institutions for a discounted price. The idea of the U-Pass came out of a successful project from Washington State University. The University of Victoria U-Pass has shifted so many students from cars to busses that the total number of car-trips to campus has gone down significantly while the total number of students on campus has increased dramatically. The shift from car to bus service provided by the U-Pass represents social, environmental, and economic benefits. The economic advantages came in the form of cost savings for students and the university which no longer required the building of additional parking facilities and has reduced congestion on the roads to campus. This program was so successful it is now being mandated by the provincial government to be implemented in all universities in British Columbia.
Please describe the goal of your initiative; outline what you are trying to achieve
On the community level, benefits of more public modes of transportation include reducing traffic congestion, traffic accidents, air quality related health problems and levels of pollution. Greater use of public transit results in greater amounts of walking, contributing to increased physical fitness and lower health care costs.
The transportation sector is responsible for the largest single share of Green House Gas emissions (37%) in British Columbia. Public Transit produces a third of the greenhouse gas emissions of automobile travel per passenger mile. This single project expanded across the province has the potential to reduce B.C.’s total emissions by up to 25%; a substantial portion of the current commitment to reduce emissions by 33% before the year 2020.
What has been the impact of your solution to date?
The University of Victoria U-Pass has shifted so many students from cars to busses that the total number of car-trips to campus has gone down significantly while the total number of students on campus has increased dramatically. The shift from car to bus service provided by the U-Pass represents social, environmental, and economic benefits. The economic advantages came in the form of cost savings for students and the university which no longer required the building of additional parking facilities and has reduced congestion on the roads to campus. We hope to translate these benefits to a much greater demographic.
What is your projected impact over the next five years?
Projected impacts include social, health, environmental and economic benefits. Social benefits exist through providing increased accessibility of transportation for an increasingly elderly population, keeping them active and mobile. Health benefits for all citizens through a reduction in traffic congestion, fewer traffic accidents, air quality related health problems and increased amounts of walking which contribute to greater physical fitness necessary for health. Environmental benefits are obvious: the transportation sector is responsible for the largest single share of Green House Gas emissions in British Columbia. The Economic advantages of the Mobility Pass are numerous: transportation, health care and infrastructure savings.
What barriers might hinder the success of your project? How do you plan to overcome them?
A barrier to implementation of the Pass is the complexity of the system. A number of different agencies and organizations that will need to be coordinated. The Mobility Pass could be operated as an extension to the current BC Transit service, with BC Transit expanding its current governance to include an additional sector to manage additional services. It could be run under a mobility trust, as an extension to BC transit, or as a private corporation utilizing infrastructure aready in place.
Start-up costs are another barrier. Initially the Mobility Pass could be sold to large employers and educational institutions, providing the system with sufficient funds to begin the improvements and expansion of services making it novel and attractive to early adopters and then the broader public.
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
Register organization and obtain start up funds
任务 2
Create project proposal and continue with research
任务 3
Set up meetings with motransportation
Now think bigger! Identify your 12-month impact milestone
任务 1
Proposal of work and funding presentation
任务 2
Registration documentation
任务 3
Implement proposal of work
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Municipalities and stakeholders require reestablishing but future partnerships would include BC Ferries, BC Transit, University of Victoria, Saanich, Victoria, Pacific Coach Lines, Cab companies, car share and bike share associations.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
We will look to larger markets to expand to - such as the lower mainland (current Vancouver mayor is progressive) and the rest of British Columbia as feasible.
What type of operating environment and internal organizational factors make your innovation successful?
Very high level of planning and organization through the project manager as well as an enormous network of interested organizations (including government and corporate funders) for input and eventual support.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Created on 09/6/2012 by katatcoolworld
Through, art, ceremony and story telling, aboriginal, settler and newcomer communities can collaboratively create environmental, political and social change.
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, Coast and Mountains.
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Established (past the previous stages and has demonstrated success)
Which of the following best describes the barrier(s) your solution addresses? Choose up to two
Access, Equity.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
In the Vancouver area we are all living in un-ceded Aboriginal territory. Both culture, and the environment are being threatened, and never before has there been a need to work together to create change, through non-violent means. The Uts’am Witness Project was born out an urgent need to protect a contested area of the Squamish Nation’s northern Territory from logging. That struggle, originally conceived of as a short term arts, culture & recreation project, to be run out of the Roundhouse Community Centre for one summer, turned into a 10 year project that involved 10,000 people, from the Squamish and other First Nations, from the general public, and even the immigrant communities of Vancouver. While the first Witness weekend faced logger’s blockades, the project successful.
The Solution: What is your solution? Be specific!
Over 10 years, Uts’am Witness succeeded in saving the forests of Sims Creek (TFL-38 according to the BC gov't), and restoring the area to it’s traditional name - Nexw-áyantsut (Place of Tranformation) while enshrining it as protected forever within the unprecedented 500 year Sacred Land Use Plan created by the Squamish Nation. Now it is time to adapt and repeat the model.
The first phase of this project lasted from 1997 - 2007 and, through ceremony and dialogue, resulted in the protection of a contested area of Squamish Nation’s northern traditional territory. This time, our focus will be in online engagement and events taking place in the urban setting in Vancouver.
In the context of a new phase of Uts'am Witness this Project engages members of the Squamish Nation, the general public, artists and environmentalists in a cross-cultural dialogue around issues of Land use and protection, this time with a focus on media, story telling and collaboration.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
We want to upgrade our website to include a story gathering and events feature allowing us to re-engage the community involved in Witness over the decade that it was active, as well as to new people. We will combine this with active networking and co-linking with all the many projects Witness inspired so that the website, and social media offshoots become a dialogue hub over these important issues.
All this will be part of the build up to the launch of our book launch in June, when ‘Picturing Transformation Nexw-áyantsut - Uts’am Witness Stories’ - a gorgeous art-quality coffee table book that tells the photographic story of 10,000 citizens working together over 10 years in love, creativity and activism to save a beloved part of the Squamish Nation traditional Territory (Nexw-áyantsut) from logging, is published by Douglas & McIntyre.
In tandem with this, we will be exhibiting both the photographic artwork, and the final carving by Aaron Nelson-Moody in his "Cedar Woman' series. The previous three are placed on the land, this one will be gifted to the Vancouver area.
As the original project proved, the concept travels well, and has the potential to expand beyond even our current modest vision, if it captures the hearts and imagination of people in the lower mainland.
There will be public Witness Ceremonies marking key moments in this new phase, and the carving of this final 'house post' style carving will take place where it can be viewed publicly, contributing to more opportunities for dialogue.
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.
All across Canada we have been witnessing groups of citizens, First Nations, and artists forming alliances in the face of the issues raised by Kinder Morgan and Enbridge and engaging in ceremony, in dialogue and in protest to protect their indigenous culture and rights and traditional land. Our project is one more way of creating solidarities, through re-engaging with the communities and processes that found a peaceful resolution to the "war in the woods" during the decade of The Uts'am Witness Project, and to use our own book pre-sale and fundraising process to help groups with a similar stake in the issues.
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.
Our book to be published in 2013 tells the long story in images & text of the inspiring journey that was the Witness Project from perspective of the founders and early organizers. To encapsulate, it is with the artwork "Breach of Protocol" that the origin story of Uts'am Witness took place. In 1995 the legendary mountaineer John Clarke, and artist Nancy Bleck were convinced that the only way to save 'Tree Farm License 38', one of the last intact watersheds in BC from logging, was by giving urban people an experience of wilderness. When they happened to meet Chief Bill Williams, watchkeeper over his Nation's northern territory on the Sandbar at Sim's creek, Nancy knew, this was a moment to ask, not tell. She asked his permission to be there. He replied that he supported what they were doing, but the protocol had already been breached, they had all travelled along the logging road to get to this place.
Their conversation started this collaboration. That is the power of story telling.
Please describe the goal of your initiative; outline what you are trying to achieve
We would like to keep our upcoming book accessible to all, while printing it in Canada and using fairer trade practices to distribute it. We would like to use the build up and promotion of the book to engage audiences around the issues within it, as well as to develop a sustainable revenue base to hold ongoing public Witness events in the lower mainland. The ultimate goals of the book, of the project, is to encourage dialogue and to show models of cross cultural collaboration. The stories that emerge can change the world.
What has been the impact of your solution to date?
In 1997 Witness took place in 'Tree Farm License 38' (according to the government) and was named ‘the Randy Stoltmann Wilderness Area’ by eco-activists who identified is as the next key battleground in what was then being described as BC’s “war in the woods.”
In the end, after a decade-long peaceful process, of community engagement, art, and through ceremony, this last intact watershed in Squamish Nation Traditional territory was protected as part of the Squamish Nation's precedent-setting 500 year Sacred Land-Use Plan, which was formally recognized by the BC Government in 2005, and which set the precedent for many nations in BC to create their own plans. The Squamish Nation bought the Tree Farm License, manages sustainable logging in some parts of their territory, and Sims Creek where Uts’am took place was returned to it's traditional Squamish Name, Nexw-ayanstut, which means ‘Place of Transformation,’ designated as permanently protected sacred place, never to be logged.
What is your projected impact over the next five years?
We believe that in the build up to the Book launch (June 2013), we can re-engage thousands of people through outreach and social media, with the web re-build, and with the launch events (Exhibition, Carving and public Witness Ceremonies) we can reach thousands more. We don't think it's unrealistic to re-engage even more than the 10,000 participants that were part of the first phase (1997-2007) of the project in the next five years.
What barriers might hinder the success of your project? How do you plan to overcome them?
For 10 years Uts'am Witness was almost entirely volunteer run. The co-founders, and over 40 volunteers each summer put in thousands of hours to ensure the project's success. Lack of funding would be our only barrier sustain a new phase of the project, to cover the ‘virutal overhead’ to bring this conversation out of the forest at Sims Creek, and into the urban setting of Vancouver and sustain it over time. One way to do this is to build a more self-managed interactive website, so that the community can participate online and new participants who were not part of the camping weekend can be part of this emerging story. This piece of the overall project will complement the public events and Witness ceremonies that will accompany new art exhibitions and the promotion of the book.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
By April of 2013 Launch Story Gathering tool on website, engage community via social media in preparation for book launch
任务 1
Raised the money to launch the story gathering tool on our website & for eco-printing of the book
任务 2
Re-engage with supporters on Facebook, Twitter and direct email list
任务 3
Pre-sell 3000 copies of the book on SoKap.com, and partner with at least two non-profit groups to do so (through sub-licensing)
Now think bigger! Identify your 12-month impact milestone
October 2013: Recoup partner's investment, with profit to sustain ongoing online & project engagement
任务 1
Presell bulk orders to partners for profitable re-sale before June book launch
任务 2
Successfully launch at least 10 stories on website, increase our social media brand presence & launch events module
任务 3
Use our 'brand' power to network with others to build a stronger movement to protect our sacred waterways and forests
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The Uts'am Witness Society is a non-profit that was formed during the Uts'am Witness Project, mostly to flow through some one-time funding for the "E-Team" which focussed on Aboriginal youth. That evolved into a permanent project, now known as the Aboriginal Youth Ambassadors run out of the Squamish Lil'wat Cultural Centre. Hello Cool World is a communications company that focussed on alternative distribution and social cause campaigns. We are hoping to partner with previous allies, like the Western Canada Wilderness Committee to seek win-win ways to raise project revenue for campaigns.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
Our hope is that the project will resonate internationally, as we already see these alliances naturally forming in today's political climate. The book will come out at a good time. We can sell the book anywhere online in North America, and anywhere at all physically. All aspects of this are part of the solution in terms of dialogue, and even our crowd-funding is storytelling. We are hoping the artwork will be exhibited internationally and in this case we expect that we can sell books. In addition, artwork can be sold, and portions of these sales can also go to the project costs over time.
What type of operating environment and internal organizational factors make your innovation successful?
Our overhead is minimal, and mostly virtual. We may have some warehouse and shipping logistical needs that can be managed via Hello Cool World's fulfilment process for their online store. Our hope also is to re-engage key participants from the first phase of Witness to be part of the organizing team for this new phase, including successful fundraisers, and old & new volunteers. The Uts'am Witness Project was always about conversations, and we are now moving them from around the campfire at Sims Creek to the online spaces as well as the new events that will happen as the book launch rolls out. We can do as much as our resources allow, but the networking potential for movement building will likely prove as innovative, inspirational and as effective as what emerged from the past decade.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
As we are currently without core funding, we can only offer co-promotion. However, once HCW have new web tools built (likely in Drupal 7) we would offer to our like-minded cohorts, and it is our intent that the Ut'sam/Witness "brand' be a tool for cross cultural networking among all those who care about our land and waterways. Our book will also be a resource to share.
Created on 09/5/2012 by k.martin@passion4action.com
iSchoolTravel is a set of tools that measures and communicates to-and-from school travel impacts to students, active travel campaign participants and sponsors.
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, Coast and Mountains, Vancouver Island, Thompson Okanagan, Northern British Columbia, Cariboo Chilcotin Coast, Kootenay Rockies, Columbia Basin.
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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
Throughout North America the number of children who walk or bike to school is declining, to the detriment of children's health and air quality. 49% of Canadian kids get a lift to school, compared to 13% of their parents. NGO's, municipalities,school districts,schools, parents and teachers are beginning to address the issue with programs such as School Travel Planning, Active School Travel, Bike To School Week and International IWalk Week. While these initiatives report improvements anecdotally, or by way of a show of hands survey, currently there is no cost effective solution to obtaining quantitative results data. Program administrators can't accurately measure their program successes. Students have no means of individual feedback, visualizing and measuring their individual impacts.
The Solution: What is your solution? Be specific!
iSchoolTravel(IST) is an engagement and measurement tool that easily and cost effectively captures quantitative data.
Free to use web-based and iPad Apps allow students to determine their school travel distance, enter their mode of travel, then view their fuel cost, calories burned, and emissions impacts in Now and Goal modes.
A school administrator accessible configuration and reporting tool allows for the pre-configuration of the calculator for their school plus configuration travel attitude survey questions. A code is generated, distributed to students,and when entered into the calculator configures the calculator to teacher specifications and facilitates individual student results to be uploaded to a classroom database. Administrators can generate reports detailing full classroom or school-wide travel distances and modes,calories,fuel use and emissions. Used both pre and post active travel program implementation, changes in travel behaviour are accurately measured.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
Example 1. XYZ Elementary School in Kelowna is participating in International Walk to School Week. The school invests it's resources in promoting the program, parents get involved, and hopefully more students walk to school. What is the measurement of success and how does the school justify the investment? Currently through anecdotal evidence only. With IST, the schools administrator registers, configures the calculator with the school location, crafts a program introduction message and establishes specific survey questions. Codes or a unique URL is for each classroom are provided to the students and parents. Prior to iWalk Week students and their parents use the calculator to record their current travel behaviour and set a goal for iWalk Week. Each student's result is uploaded. After iWalk Week is completed the exercise(which takes about 2 minutes)is repeated and results uploaded. The administrator now has Current, Goal and Result data to evaluate the success of the investment in the program.
Example 2. The City of Surrey is investing $30,000 in running a pilot School Travel Planning program in 3 schools in Surrey. The program brings together municipal engineering, school, public safety personnel, teacher and parents to identify impediments (city or school infrastructure, attitudes) to active travel to school and create solutions. Currently, paper surveys and hands up survey's are used to quantify pre and post program travel behaviours. Using the IST tools as in the above example, real qualitative data is now available to justify the program expenditure.
The Marketplace: Who are your peers and competitors? Identify others working to address the same needs as you and indicate what sets you apart from them.
Our market is students, parents, teachers, school administrative personnel, municipalities and NGO's.
Currently, to our knowledge, there is no similar program in the marketplace. The School Travel Planning framework that is becoming the standard across Canada uses hands up surveys for data collection. Clean Air Champions, a Ottawa based NGO does have a trip tracker to measure active student travel but requires significant in-classroom programming to support the use of the tool.
Likewise in the USA there does not appear to be a similar tool set.
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.
Our Aha moment came 10 years ago which lead to a radical career change and the formation of Passion for Action. My business partner and I had "helped" my Grade 6 son on a homework project, adding toggle switches and meters to a sheet of plywood covered with images of household appliances. The meter displayed a value representing the different energy use and associated ghg emissions of each appliance. We were showing it off to my son's teacher who said that this type of interactive tool was what was sorely needed to engage students, and no one else was doing this kind of thing. We then brought it into the classroom where the kids loved it. Visits to other schools and display at community events had the same result, leading us to the radical step of abandoning high-tech management careers and create interactive tools for environmental sustainability and active living education and engagement under a social enterprise structure.
Please describe the goal of your initiative; outline what you are trying to achieve
We are trying to step back in time when more children walked or biked to school then where driven. The number of children arriving at school via private vehicle has risen dramatically compared to the past generation, to the deterrent of children's health and the environment.
While we cannot change this trend on our own, we hope to supply a set of tools that equips students with the real impacts of their travel modes, and to provide school administrators the tool to measure the impacts of their investment in Active School Travel programs.
We hope teachers around the world will encourage students to use the calculator, and that the school wide measurement tools will be adopted by all those who manage programs.
What has been the impact of your solution to date?
An earlier web version of the calculator was developed in 2008. It has been used thousands of times through the Hub for Active School Travel(HASTe) website. However, as BC use only tool it was limited in it's reach.
The iSchoolTravel iteration has only been available in a pilot mode as of mid August and commercially available on September 10th.
The calculator and reporting tools are scheduled to be used by the City of Vancouver to evaluate the current state of active school transportation in 20 schools in the fall of 2012, and for 4 schools in Surrey as part of School Travel Planning Programs.
The use of the IST tools is being promoted Canada wide for use by schools for October's International Walk to School Week. IST is also being introduced at a international Pro Bike, Pro Walk conference in Long Beach California on September 12th.
The iPad App has been downloaded approximately 60 times of which about half are from outside of Canada.
What is your projected impact over the next five years?
We wish to make this tool the North American standard for providing quantitative results for Active School Travel programs. In doing so we will have facilitated the collection of real measurable data that will assist in the development, improvement and funding of Active School Travel programs. The end results will be an increase in the health of our children and improvement in local air quality through more children walking and biking to school.
What barriers might hinder the success of your project? How do you plan to overcome them?
1. Schools are always short on discretionary funds for non-core programming. We have set our pricing as low as $10 per classroom such that a teacher can cover the cost through the small amount of discretionary classroom funds they have available. Likewise at a school level we will keep the annual cost below $100, which hopefully will be considered value for the results of use of IST. We will also work with other prospective funding organizations.
2. NGO's who deliver Active School Programs can take awhile to convince to integrate a new tool set into their programs. There can be a "not invented here" attitude. We hope to prove, through actual use case studies that the IST tools are a cost effective way of collecting data.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Successful use of IST < 25 Metro Vancouver schools, <100 website visit/day, <50 Ipad App downloads/day, <10 other organizations
任务 1
Successfully oversee the use of IST in the Vancouver and Surrey Schools as part of the School Travel Planning Program
任务 2
Continuous awareness building of IST through social media, partner networks, website blog, direct contact
任务 3
Initiate partnerships with key influencing Active School Travel organzations
Now think bigger! Identify your 12-month impact milestone
Use of IST in < 100 schools, <15 NGO partnerships, <$15,000 revenue,
任务 1
Receive commitments of current school subscribers for continued and expanded use for 2013-2014
任务 2
Continuous awareness building of IST through social media, partner networks, website blog, direct contact
任务 3
Develop business partnerships with key influencing Active School Travel organizations, government agencies
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iSchoolTravel (IST) is a partnership between the Hub for Active School Travel (HASTe), a BC Government partially funded society that is management by Passion for Action and Passion for Action. HASTe has a mandate for the promotion of Active School travel throughout BC and will be using the IST tool in their School Travel Planning consulting efforts with various BC municipalities. HASTe is also the BC partner for the Canadian wide Active and Safe Travel Routes to School initiative.
Passion for Action and HASTe are splitting revenues from IST to further development and HASTE core activities.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
Currently IST is targeting students, schools, active travel related NGO's and municipalities across North America. The primary market is BC, followed by the rest of Canada, then USA.
The IST tool is designed to be usable by students and teachers around the world. The iPad app is available globally and the configuration and reporting tools can be subscribed to by anyone. Ideally, variants that use location specific vocabularies and other languages will be developed if there is interest outside of North America.
An Employee Commute version is under consideration for the corporate market.
What type of operating environment and internal organizational factors make your innovation successful?
Passion for Action (P4A) has the experience to succeed as it has been developing similar tools for the past 10 years and has a large network of NGO and Government clients. P4A is a social enterprise with a very low cost overhead. P4A operates virtually with no office overhead. Apart from the two principals, development staff is on a as required contract basis.
P4A's partner in the IST program, HASTe is similarly structured as a low cost non-profit society organization.
Personnel from both organizations passionately believe in the goals encouraging active travel and environmental sustainability.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
The initial development of IST was funded through a portion of HASTe's grant from the BC Ministry of Environment and P4A's internal cash resources. We hope to achieve enough revenue to cover the cost of marketing and support, plus funds for ongoing HASTE activities.
Additional funds are required to expand the reach of IST (iPhone and Android App, French language, and the Commuting version)
Created on 09/5/2012 by cesdlsi@gmail.com
CES has established Department of Livelihood Support Initiative (DLSI) from 2008 in Kanyakumari District of Tamil Nadu. This Department is focusing on building the livelihood capacities of rural entrepreneurs and livelihood revolving fund for economic development of micro entrepreneurs. CES – DLSI has disbursed 40,000 USD under livelihood revolving fund.
了解详情 ↓↑ 隐藏↑ 隐藏组织名称
Crescent Educational Society
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了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
SOIL & MOISTURE CONSERVATION BY CULTIVATING VETIVER ZIZANOIDS AND PROMOTION OF VETIVER ROOT HANDICRAFTS FOR ECONOMIC DEVELOPMENT
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）
The Need: What problem are you trying to solve?
Especially in Neyatinkara Taluk of Kerala State, the agricultural lands are converted to human settlements due to increase of land value. Further the economic policies coupled with natural disasters are not giving much profit on agriculture venture. Hence marginal farmers are disposing the land and occupational migration is observed. The conversion of agriculture land has resulted in soil erosion and decrease of water table. On the other hand, many rural artisans who depended on natural items for making handicrafts are leaving their occupation due to decrease of income. The lack of technology coupled with market linkages are making the rural artisans to leave traditional handicraft making and are involved in construction industry as the income is many fold.
The Solution: What is your solution? Be specific!
CES - DLSI has formed a user group of 10 women. These women will be involved in identification of 1 to 2 acres of land as lease and will cultivate vetiver root. This vetiver cultivation does not require scientific knowledge. Hence the women will procure vetiver stumps and will plant the same. The plants will be harvested in 18 to 24 months and their income will be three times as compared with the cultivation cost. Further the plant will conserve soil and moisture and also the vetiver will not be affected by grazers. It can survive minimum rain. Hence the harvest will not be a problem. This cultivated root will be used as the raw material for handicraft production. The user group will be trained in root handicraft making like mat, hat, handfan, stress ball, scrubber. CES - DLSI will provide market linkages for better income for the 10 families. Better marketing will provide enhanced income for the user group families. Further after harvest, the land will be re-planted.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
1. Formation of user group
2. Making the women of user group aware of the importance of vetiver root
3. Identification of land
4. Land preparation for cultivation
5. Cultivation of vetiver root
6. Proper and regular growth monitoring
7. Training of user group women
8. Establishing production of vetiver handicrafts
9. Cultivation of vetiver root and re-planting
10.Marketing of vetiver handicraft products at various levels
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 peers or rivals working in this area. Also this concept in very new and innovative. We are focusing soil and moisture conservation and also making natural handicrafts by involving women. We can achieve success as this root is having good demand in local market.
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 implemented training and production of handicraft on a small scale. Every month we are doing business on an average of 100 USD. We are incurring expense as we are not having adjustable metal frames for making mats of different sizes and also the cost of procuring vetiver root. Hence if we cultivate and also have our own frames, cutting machines and sewing machine, we can reduce the cost and every month we can do a business of around 1000 USD as we can reduce the cost and thereby reduce the cost of handicraft product.
What is your projected impact over the next 1-3 years?
1. Cultivation of vetiver root in 25 acres of land
2. Conservation of land of 25 acres from human settlements by involving farmers
3. Conservation of moisture and increasing the water table by 3 to 5 feet
4. Formation of 10 user groups
5. Involvement of 100 women in production of natural vetiver handicraft
6. Formation of a cooperative by involving 100 women
7. Promotion of a Export Company to export natural vetiver handicrafts
8. Linkages with local and international markets
9. Increasing the income level of 100 women by 60%
10.Making 100 rural entrepreneurs in 3 years period
What barriers might hinder the success of your project? How do you plan to overcome them?
1. Identification of self motivated women to take up cultivation and we are involved in motivation and awareness building
2. Identification of land and we are identifying 0.5 acres of two bits
3. Funding for the initiative and we are doing business to support handicraft manufacturing and if we get this award we will take up cultivation.
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
Identification of self motivated women
任务 2
Identification of land for vetiver root cultivation
任务 3
Fnding to take up cultivation of root
Now think bigger! Identify your 12-month impact milestone
任务 1
Training and technical equipment for handicraft production
任务 2
Establishing market linkages
任务 3
Identification of additional lands for vetiver root cultivation
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 local community will be educated regarding the importance of vettiver grass. The vellarada block belongs to the foothills of Western Ghats and hence the farmers crops like banana and tapioca are damaged by wild boar, deer, sambar, etc. Hence rural farmers will be motivated for change of cropping pattern for better income. Initially one acre will be cultivated with revolving fund. Economically backward and destitute women will be identified by the local community and involved in handicrafts training.
了解详情↓↑ 隐藏↑ 隐藏将您的合作伙伴关系告知我们：
CES - DLSI is supporting Nuthana Trust a CSO in Kanyakumari District in implementing livelihood support revolving fund for a total of 15,000 USD. We have supported Pico Palace a CSO from Trivandrum District in training and production of Vetiver root. We are also having a forum of rural artisans group and coordinating with 5 CBOs in identifying the problems of rural artisans, the present condition, handicraft products, etc are we are trying to revive the same.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
1. Information sharing
2. Publication and research
3. Market linkages
4. Financial support
We are creating a shared use facility to enable those with skills in time honored practical skills in home maintenance and economics to develop businesses while educating and serving others with less skills who want that knowledge or products.
Created on 09/3/2012 by Sava Stefan
ECOpavement is here to bring an innovative solution to alarming environmental hazards because of plastics
We can dramatically increase the rate of recycling plastic by having an intensive construction material used for paving made from plastics. Why not have 700 years of resistance where you want it, on your road and not in the water killing 1000000 animals per year.
了解详情 ↓↑ 隐藏↑ 隐藏网站
ecoinfrastructure.blogspot.ro
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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）
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?
There is more than one problem I want to solve:
Plastic bottles represents alone 50 % of the recycle waste in the dumps, not mentioning other type of plastics.
It takes around 700 years to recycle this
1 000 000 sea creatures killed per year because of plastic dumped in sea
The plastics that are recycled are an average of 10 % of total plastic available in one year.
Infrastructure building has a very high carbon footprint because of the inefficient logistics and reduced lifetime of some materials.
The Solution: What is your solution? Be specific!
Use plastics in construction materials. The first step is the pavement brick. What we have designed and testing now is a successful solution that can significantly reduce to Carbon footprint worldwide very fast right now.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
Using this kind of brick brought a lot of new features we didn’t really expected when we first sketched the idea:
- it uses any plastic that can be recycled. The PET is around 50 % rate, but the other plastics are all around 8-9 % rate of recycling.
- in our prototype we use other industrial waste which is very hard to recycle.
Third of all It comes for in a market where the highest demand is for brick pavement.
- the density is aprox 3 times less than normal cement brick, which reduces at least 3 times the traffic needed to deliver to clients
- this is also come in handy in bringing new design that allows further reduction in CO2 and labor costs for the final client because it take 70 % less resources to install (time and energy). Basically the whole solution may come a minimum 50 % less than any other traditional system, but has a lifetime durability.
- Also, the design eliminate the weeds that usually grow between traditional cement bricks.
- The manufacturing process is not so elaborate, so a new factory can be built in record time anywhere in the world close to a plastic recycling center.
We intend to produce also our own recycling unit to our specific needs to be able to cut further more the cost of the product and reasearch new products.
- I’ve seen constructions stores that have Carbon footprint bar for each of their pavement bricks. This means the market has already did the first steps towards green products, so I think now is the right time to step in.
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?
So far I haven't seen a similar product as ours on the market.
Even there were to be, we would still have a competitive advantage because of the recipe and design.
Basically the installation cost on traditional pavement is between 2 and 4 times higher than the product itself in US and Western Europe. Bringing a reduction of 50 to 70 % here gives the product the best ratio money/quality among competition, while keeping a good profit rate for expansion.
One important challenge would be the short time the competitors start to bring their own recycled materials. This situation requires careful planning and evaluation. I consider collaborating with bigger player with experience and important visibility in the market toward implementing this new product.
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?
We had this idea long time ago, but one month ago we decided to restart the tests. We think we will have a product ready to sell between 2 and 4 months.
What is your projected impact over the next 1-3 years?
Being the pioneer in this business I wish to motivate our competitors to
increase the rate of plastics recycled with 10 % .
Having the product available on Europe and US.
Developing new products in pavement but also in other construction related domains.
What barriers might hinder the success of your project? How do you plan to overcome them?
Being a very complex industry, there might be a lack of professional expertise and bad strategy along the way. I plan to take an experienced investor in this field that can offer us some support, also covering any shortage in money flow.
Also, concerning money flow I already applied to governmental founds to be able to raise money. In our country there are still unutilized founds on environment. With a capable team we can get a steady flow coming on from this way.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Start selling the first bricks
任务 1
Settling out for the final recipe and design
任务 2
Do legal tests and certifications
任务 3
Sell first bricks and start production
Now think bigger! Identify your 12-month impact milestone
Bring the factory in Iasi to full capacity
任务 2
Improve production process efficiency
任务 3
Achieving 3 shift producing cycle
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.
We had a prototype actually 4-5 years ago.
It was just a curiosity to see what happens if we "bake" some waste we found around the company my father was working.
There was a pizza plate we mixed the ingredients and finally we got something hard and so sticky we could get out of the pizza plate. But we gave it hammers and it resisted.
Then, the recycling was not such an issues or at least I didn't payed attention to it.
THen at the end of this summer, I was thinking that from all the ideas I have that is the one with the biggest impact and now is the right moment to bring it to life. Of course meanwhile we lost the prototype and forgot the recipe. So it took quite a while and a lot of test to get it again right. Not to mention that we didn't have the same materials as were on the first prototype.
Now, looking on figures and the current situation in the world I think we are at the right moment at the right time. This should work.
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As I previously mentioned we have the support of the local company to use their factory together with employers and legal permits. This is the place my father developed products and produced since 15 years ago.
Finding the right investor is tricky, but not impossible. I like to work with people I feel comfortable and I like. So I think in 3 to 6 month we could find the right persons.
Other partnerships are always welcomed. We want to have our own collecting and recycling plastic unit here in Iasi to our need, so we are considering collaborating with other NGO toward this goal.
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 am interested in finding some people who know construction business and can facilitate acces to some foreign markets.
Created on 08/31/2012 by Chris36
CSI is here to get the EVCS installed at your local parking lot. Our goal is to make sure there is a EVCS every 30km. There will be so many charging stations installed that the consumer won't have to ask "where do I charge my car?"
了解详情 ↓↑ 隐藏↑ 隐藏该组织在哪些国家/地区创造了社会影响力
Canada, BC, Vancouver island
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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：
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?
All we need is the equipment to get started. We have a large customer base ready to have EVCS installed. The potential for this to become huge is there since all the auto manufactures and govenments are on board to make this A reality and not a bust.
The Solution: What is your solution? Be specific!
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
The average person only travels 30km a day which make Electric cars the new phase of transportation. We would like to make a regular customer not have to worry were the next charging station is. We would like to see in 15yrs the same amount of EVCS as normal gas stations.
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 other electric companies on the island that can sell and install the EVCS but none have pushed or marketed it like we have.
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 supply chains.
What has been the impact of your solution to date?
Having the customer base ready for us to install the stations throughout there property
What is your projected impact over the next 1-3 years?
Within the first %yrs we hope to have the island connected and then move to the rest of bc as well as canada
What barriers might hinder the success of your project? How do you plan to overcome them?
Getting funding to start up. We have tried to get funding through the governments but they only give funding for the stations not the installer.
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
Purchasing the equipment we need
任务 2
Installing stations throughout the large company base we alreday have
任务 3
expand our cliental throughout Vancouver island
Now think bigger! Identify your 12-month impact milestone
任务 2
Move on to installing in b.c.
任务 3
Have a wrehouse built to store the equipment
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
I just got sick of watching other people get started on making money with ideas that i have thought about in the past. watching T.V onenight and seeing a company get funding from the government so i thought i should give that a try.
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we ahve two electric companies that have partnered.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Funding is the only thing holding us back.
Created on 08/31/2012 by reapbenefit
Reap Benefit works with the aim of making green a habit. Through systemic changes, we bring about personal transformation. This will be driver to bring about greater "green" habits in low income settlements and government schools.
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了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Reap Benefit - Making Green a Habit through rewards
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 problem are you trying to solve?
Last year, Bangalore, one of our most progressive cities has had 700-1000 tonnes of garbage strewn inside the city daily, overdrawn electricity and water plunging surrounding villages into darkness and drought. These problems have manifested over the past decade. India's young demography- its dividend is becoming it's biggest curse. This not only demonstrates failure of the government but also the "awareness" of the highly employable youth of keywords. If only education had given them a chance to practice what it thought such things would be different. Environment is just a buzz word and it's education a mere formality, this lack of application will be curse considering India's demography.
"Nothing in the world is more dangerous than sincere ignorance and conscientious stupidity".
The Solution: What is your solution? Be specific!
REAP BENEFIT is a unique program promoting sustainability, where students would be rewarded for taking everyday green actions in day to day lives. It will empower them to make a collective impact on the environment by increasing recycling, reducing household energy usage and taking other simple steps towards greener lifestyles. Our endeavor is to make sustainability a fun filled activity.
We believe that if right “green” habits, are inculcated in the younger generation, it will have a ripple effect in all forms of life while the rewards will act as reinforcement and motivation. This not only would provide practical support/framework to schools to work more sustainably but will also drive quantifiable environmental, social and financial benefits.
We build low cost innovations with the students in institutes.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
For ex- Power consumption is a major concern for institutions. The energy audit by students found that the computers were on the whole day (in screensaver mode) contributing to a large section of the bill.Our students developed a PC power Management software which put computer to sleep or hibernate and upon resume, informed the user of the power savings, CO2 savings, and cut power consumption drastically. The users not only became aware of their usage patterns but put the PCs to sleep when not in use cutting the power consumption of the PC by 95%.
Another instance would be: We were sensitizing students to understand local bio diversity in their campus. Reap Benefit realized that using the ubiquitous mobile phone with GPS could help locate the position of a tree and its species but also made students aware about the interdependent wild life which exists.This exercise provided the management with a valuable database of the existing bio diversity and its environmental impact beyond the campus.
We strongly believe in making noticeable systemic changes. This allows for evaluation of students efforts. Such noticeable changes inspires others to make a difference and allows one to connect with the issue. The management and parents see the effects of the interventions, changing their mindsets. The intervention builds a platform for the students creating a lasting change in the culture of the institution which can be seen and quantified. This makes the system organic, able to evolve and adapt to the changes.
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 marketplace either has ngo's creating environmental awareness or companies deploying expensive environmental changes. We are a hybrid model and want differentiates us is:
1. Focus on systemic changes as a driver for personal transformation: Actions always speak louder than words
2. Rewarding to provide positive re-enforcement.
3. Focus on constant innovation. The dormant student community uses its skills to solve problems which can be used in other institutions- private or low income
4. Profiling: We intend to use internet to project successful stories and break information barrier.
Some of the challenges we face are:
1- Some ngo's have a vast network built over years which is difficult to penetrate.
2- NGO's provide awareness for free which deters payment for our services
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 technology.
What has been the impact of your solution to date?
1.Engaged 5,000 youngsters directly and 50,000 youngsters indirectly
2.Reduced carbon footprint of partner educational institutions by 57 tons (CO2e)calculated based on the amount of waste (47 tonnes) we have helped divert to recyclers through partnerships.(CO2 calculations are based on IPCC Guidelines considering the scenario where the waste would have reached the landfill.)
3.Deployed PC Power Management Software in more than 400 PC's across multiple institutions.
4.Water Barrel innovation has decreased fresh water usage by 50 liters everyday for 200 working days in a year across 3 institutions
5. Developed tools like carbon calculator, waste calculator, water visualizer enable students to understand their own impact
6. Participatory theater, mind mapping tools which builds a sense of ownership and emotional connect
7. Facilitate research with teachers and students to communicate new findings to a wider audience
8. Our existing work has also been presented as a reseach paper
What is your projected impact over the next 1-3 years?
General:
1:Engage 1600+ students and implement Low cost systemic changes in 40+ low-income under resourced government schools where environmental issues impact personal hygiene,sanitation and energy/water bills
2: 2013: 35,2014: 55, 2015: 80 new educational institutions directly engaged.
3: Profile 500 institutions
Waste:
4:Divert 700+ tonnes of solid waste from landfills by connecting with recyclers and decentralized systems
Water:
5:10,000 litres of water saved per day, 200 working days
6:Water Barrel: Reuse 200 litres of water per day* 200 working days
Energy:
7:PC Power Management Software: 3500+ PC's
8:400 CFLs installed
Bio Diversity:
9: Map trees and plant medicinal plants in 200 institutions
10: Involve students in 7 new research projects
What barriers might hinder the success of your project? How do you plan to overcome them?
1: Multifocus: Unfortunately in India, institutions are resistant to specific environmental issues and need comprehensive environmental solutions which means we need to have a multi focused approach which is distracting. We have a diverse and experienced advisory board which will guide us to overcome challenges.
2:Team: We are a small team wanting to expand our operations but lacking man power due to funds. We have a financially sustainable model and are applying for investments,grants,crowd sourcing which will helps us attract skilled human resource
3:Continuity of low cost innovations: Use the community approach in engaging the active student population with developing new solutions.Continuing our research will help us to identify needed solutions and improve efficiency.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Noticeable changes in 10 Low-income under resourced government schools and contrast with a study in private schools
任务 1
Systemic Changes in 10 low-income under resourced government schools
任务 2
Complete a series of in-school research projects to understand the general awareness levels of students to develop policy
任务 3
Revise existing evaluation mechanism to objectively assess performance of ourselves and programme
Now think bigger! Identify your 12-month impact milestone
New Innovations and Products
任务 1
Build Waste Management System and Design in a slum in Bangalore along with students
任务 2
Develop PC Power Management software further to optimize servers and and modify existing urinals as waterless
任务 3
Explore possibilities of installation of low cost Bio Gas plants in educational institutions and earthen composting solutions
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.
Problem: As a passionate 21 year old Bangalorean, I was disturbed by the changing landscape of the city - garbage strewn all over. The inhuman conditions of waste collectors and the deteriorating environment of the 'garden city' pained me. I realized the lack of applicability of my education was responsible for the damage despite the going-green rhetoric.
Disoriented after graduation, I was selected for a nation wide journey of 9500kms. I was taken aback by the high levels of awareness among my peers there but was startled when I realized that the lack of practical application of this knowledge was the root cause of the problem. After the journey, I conducted a pilot and was involved in collection,segregation,disposal of solid waste from 250 houses for 6 months. This unique opportunity exposed me to the realities of "like minded friends" who leave once their purpose is served. Yet I persevered.
When thinking about why I didn't give up, I realised it was because I believed.
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For Innovation- we are working with organisations like ATREE, Selco Foundation and people like Mrs Almitra Patel-Supreme Court Committee,Solid Waste Management, Mr Ayyappa Masagi- Water Expert to sustain innovation. We are mentored by Mr Rustam Vania- founder editor and designer of Gobar Times, a monthly magazine supplement to Down To Earth, the science and environment fornightly published by the Centre for Science and Environment.
We work with networks, like the Adamya Chetana Foundation, which has a network of 300+ government schools. In talks- Youth Alliance, Selco Foundation and CMCA.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Due to our on-ground nature of work and constant focus on systemic changes, personal transformation and innovation, we get a constant source of information and ideas. We are open to sharing this for research and innovation. As we are technically strong, we are open to exchange of environment related pro-bono work for support in other areas. We can share resources from our network.
Created on 08/30/2012 by PeoplePowerProductions
We want to provide portable green power and renewable energy education to events, concerts and festivals of all sizes.
了解详情 ↓↑ 隐藏↑ 隐藏组织所在的国家/地区
Canada, BC, Salt Spring Island
Country where this solution is creating social impact
Region in BC where your solution creates social impact
Vancouver, Vancouver Island.
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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
The bikes and solar power unit is a huge attraction at events, concerts and festivals. It's an interactive way for people of all ages to understand how alternative energy works and how it can be used in a community gathering setting.
When the bike/solar unit is setup at a festival it can reach thousands of people per day.
We can demonstrate that events of all sizes can embrace alternative energy, as well as teach people how they may be able to use bike and solar power at home, work or elsewhere in their lives.
There is a need for sustainable energy at events and the current options are next to none. Our system can provide power for any aspect of events- stages, cooking, lighting, sound, music, operations etc.
The Solution: What is your solution? Be specific!
We have an 8kw bike/solar trailer that can provide alternative energy at events, concerts and festivals.
The trailer is 14 feet long and is towed by our biodiesel truck.
There are 4 solar panels on top of the trailer totaling 900W. They go through a charge controller to 12 batteries weighing a total of 1900lbs. The current then goes through our 2 4KW inverters, through our breaker panels and can power 120V or 240V standard AC.
We also have 2 bike power units that take 3 bikes each. The bikes turn a pipe, which then turns a generator and puts out 24V electricity to the batteries in the solar trailer. 6 cyclists can all ride at once generating electricity.
The trailer is open for people to see how the power is inverted from DC to AC, how the batteries work, what the readings are on the displays etc.
We also have bike blenders to use for food vendors, for sampling smoothies or as demonstration of other uses of bike power.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
Most events that take place in parks, forests or remote locations need to use generators for electricity. These generators are noisy, smelly and use fossil fuels to run.
Our system is 100% renewable energy. We harvest solar power from the sun and generate power with bicycles. The system is silent and user friendly.
There is informative signage and information available for people with questions. Plus we have staff on hand to do system support and talk to people all day and night. Our bike power system has staff and volunteers to help people on and off the bikes, as well as answer questions.
Our system is capable of putting out 8KW of power. This is enough to power a medium size stage, an entire small festival or a large family home. We have long outdoor rated extension cables able to cover long distances so the trailer can be parked with optimum exposure to the sun and still provide power up to 250 feet away.
Upon approaching the solar/bike power unit for the first time the average person has many immediate questions.
"How does it work?"
"How much power are you getting right now?"
"How much power can it put out?"
"How much power can the batteries hold?"
"How much power are the bikes putting out?"
It's our goal to not only answer these questions but to engage the patrons to the larger questions of: "What is possible with sustainable energy?" and "How can I support sustainable energy in my life?"
The response from people at events is overwhelming in support of sustainable energy and our system.
The Marketplace: Who are your peers and competitors? Identify others working to address the same needs as you and indicate what sets you apart from them.
The marketplace for portable green power is very small.
We are unique in our approach to creating a system that is portable with large enough capacity to be widely used at events.
We collaborate with Energy Alternatives from Victoria BC. They provide materials and technical support for our system as well as refer clients to us. We also refer clients to them who are looking for typical household or business systems.
We have come across a couple of businesses in Vancouver with pedal powered blenders (Vancouver Convention Center) and some small scale bike power units, mostly used for demonstration. We have collaborated with PEDAL, a non profit organization who have bike blenders, coffee grinders and small power units.
We welcome collaboration and competition providing green power.
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 produce concerts and festivals for a living. I'm also living as sustainably as possible by growing my own food, burning biodiesel in my vehicles, riding my bike etc....
I wanted to find a portable green power solution for events I was working on and after extensive research I discovered there were no options.
I worked on a design and collaborated with Energy Alternatives to create a portable green power system capable of providing sustainable energy at events, concerts and festivals.
We wanted to create a system that was capable of bike and solar power. The bike power is very interactive and provides a physical way for people to contribute to the event.
Our goal is to provide as much portable green power as possible for events, concerts and festivals. The difference we can make by using less generators or grid power is enormous. Renewable energy is an investment, then the power is clean, quiet and sunlight or people power is free!
Please describe the goal of your initiative; outline what you are trying to achieve
Our goal is to provide portable green power to events that can benefit most from the service.
In our experience the events working hardest to achieve the highest standards of sustainability cannot afford the costs of our power system.
We would like to be able to choose a handful of events most inline with our values who could most benefit from portable green power.
We also want to provide greater education for our activations. Printed material, signage and interior decorating of the trailer are all on our list of upgrades to enhance people's understanding of our renewable energy system.
What has been the impact of your solution to date?
Our greatest impact has been providing power for festivals or certain areas of festivals that would have otherwise had to pay for generator power.
We were able to take a small festival in Victoria BC off the grid. They had a stage, some exhibitors, inflatables etc. It was all able to be powered by our system.
In Surrey BC we were able to provide green power for the City's 3 car fleet of electric vehicles at a big Earth Day Festival.
At the Folk Fest in Vancouver we were able to take a stage entirely off the grid for 2 days.
We have been able to demonstrate that portable green power is possible. We have interacted with tens of thousands of people at many events and answered endless questions.
We have provided information and education about solar power, bike power and bike blenders. We have provided an interactive experience where people can ride the bikes and generate power while watching a giant screen with the Stanley Cup Finals or a festival stage.
What is your projected impact over the next five years?
Our impact over the next 5 years will be to expand the portable green power business to take more events off the grid.
We aim to collaborate with other businesses and events to develop new systems and custom systems specific to some uses. By working with festivals year after year we can help them reduce their power needs by finding more efficient equipment and optimizing our system for their event.
Our goal is to each year double the amount of events we are at to reach more people each year. Education is a priority for us and our staff are eager to introduce more people to green power.
We aim to have more events make portable green power a priority in their budgets and operations plans.
What barriers might hinder the success of your project? How do you plan to overcome them?
The main barrier to our success are working with event organizers to have them make portable green power a priority. While most events are initially very positive, once they crunch the event budget numbers they determine that our system is too expensive compared to a generator rental.
Most of our events have been large events with many corporate sponsors where we interact briefly with large crowds.
We would like to expand our market to include more large events, smaller events, community events and schools.
We aim to overcome our challenges by working far in advance with event organizers to find funding for our system. We can help them by efficiently routing to their area and ideally have a subsidy program that sustainable events can apply for where we can offer them a discount.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Develop plan to provide portable green power to sustainable events and provide renewable energy education.
任务 1
Create comprehensive list of potential events who could benefit from our system.
任务 2
Contact potential events with questionaire about what services they would like to have and their budget for green energy
任务 3
Develop educational printed materials, signage and decor of the bike and solar power system
Now think bigger! Identify your 12-month impact milestone
Provide portable green power and renewable energy education to events, concerts and festivals of various sizes.
任务 1
Confirm 20 events for spring/summer 2013
任务 2
Devolop educational program for events by having materials, trained staff and volunteers at each event
任务 3
Create system of tracking impact at events for amount of people reached, amount of energy used and seek feedback.
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Our partnerships have been with the City of Surrey and BC Hydro.
The City of Surrey secured BC Hydro as a sponsor for the bike and solar powered stage at events in 2011 and 2012. We worked with BC Hydro on the activations.
We also worked with BC Hydro as they sponsored the Stanley Cup Playoffs in 2011 in conjunction with CBC and the City of Vancouver. We provided bike power for the large video screen and worked with BC Hydro on that activation.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
The bulk of our work has been in Vancouver and on Vancouver Island.
We have been contacted by events in Alberta and the interior of BC. We have done 2 events in the interior of BC in the past 2 years.
It's our goal to expand to all of BC and Alberta. The interior of BC has many festivals of all sizes which could benefit from portable green power. Alberta also has many events which could benefit from our system and there is a strong appetite for innovative solutions in renewable energy.
What type of operating environment and internal organizational factors make your innovation successful?
James and Shannon have extensive experience over the past 15 years in leadership, communication, facilitation, teaching, research and event management.
Relationships are a priority for us. It's not easy being a new business with new technology that is constantly changing and needing maintenance. We work closely with our staff to make sure they are comfortable in their roles and make sure they know they can come to us with questions, concerns, ideas and feedback.
We inspire our staff to be leaders and empower them to make decisions, while offering support along the way.
We also work with our clients to help them understand our system and the benefits of renewable energy.
It's our goal to educate our staff, clients and event patrons.
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 enjoy collaborating with other organizations. Renewable energy and especially the bike power is a high maintenance system that requires a lot of manpower and cooperation with event organizers.
We would love to collaborate with businesses on different funding models and activation ideas at events.
We are also interested in working with other events on collaborating on site at events.
Afro Energy Solutions PLC (AES) is an early stage private company established in Addis Ababa, Ethiopia. The company will engage in the distribution of all types of solar lanterns in Ethiopia.
Our solar lantern distribution company is currently building up its own distribution network from scratch. The company is recruiting farmers, housewives and teachers to sell solar lanterns in rural communities. The company is also recruiting retail shops which sell other goods to begin selling solar lanterns.
Created on 08/28/2012 by SEED project
Seniors renew city greenhouses for organic food production, that creates social and economic programs.
了解详情 ↓↑ 隐藏↑ 隐藏组织名称
SEED project. Seniors Economic Environment Development ent
Country where this solution is creating social impact
Region in BC where your solution creates social impact
Columbia Basin.
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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：
开始（刚开始运作的试行阶段）
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
Nelson is a small mountain community of 10,000 people. There are many seniors and families on fixed low incomes, who cannot afford fresh vegetables, particularly in winter when much food is imported. Many seniors suffer from malnourishment , isolation and depression, during our long dark winter months, which often cut the community off from the outside world. Combine this with 2 city greenhouses, unused and empty for 11 months of the year, due to cutbacks.
SEED elected to renew the greenhouses,with organic vegetable production, in order to enhance the health and wellness of the community. We saw that growing fresh vegetables would offer economic and environmental wellness. The greenhouses would provide a vibrant social center for community development and growth!
The Solution: What is your solution? Be specific!
Grow organic fresh vegetables for 10-11 months of the year: Spring, Autumn, Winter. Utilize underused city greenhouses, to conserve our resources and enhance the environment. Donate produce to low income groups. Sell produce to commercial outlets to cover costs.Create social programs in and through the greenhouses for Education and for social/cultural participation of seniors.Train youth in work skills: horticulture, permaculture, food preparation, nutrition.Partner with Food Cupboard and with Schools and Selkirk College in gardens programs. Film SEED for Education and promotion.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
Planting Day: Sept 7, 2012. 20 volunteers will plant and transplant vegetables as SEED moves into the 2 city greenhouses in Lakeside Park. Youth learn plants/soils skills.Plant for 1/2 greenhouse; start small.Schedule gardening crews.
End Oct, begin Nov: first harvest. Donate to food cupboard.Rotating harvests.Plant and expand to 3/4 greenhouse. Youth build planter boxes/ learn gardens skills.
Dec, 2012-Do feasibility study, to plan sales and shares.Project yields and value.
-Nov/Dec: renovations..set up light units..sparkling and welcoming greenhouses!Involve youth .
-Jan, 2013: do website: involve local youth and talent.
-do online campaign for marketing.
Sept 2012-Oct 2013: film SEED events, for our documentary`Oscar night,` Nov 2013. Involve youth.
Feb 2013: Harvest.Donate.Train youth.
March 2013: expand planting to full greenhouse.
-Set up veg plot for people with disabilities, Nelson Cares clients.
May/June/ 2013: harvest for donate and small sales.
Summer: not in use.
Aug 2013: resume planting, BOTH greenhouses.
Sept 2013: set up social programs, with seniors,disabilities group, schools, college.Workshops on veg: growing, preserving, cooking and nutrition.
Autumn, 2013: expand sales and marketing. Target 6 market outlets in community. Goal $2,000.sales, through to end of Spring,2014.
2013-2014: sales to completely finance the sustainability of the greenhouses.$5,000. by end 2014.
2015: lobby for third greenhouse to build on city green space.
The Marketplace: Who are your peers and competitors? Identify others working to address the same needs as you and indicate what sets you apart from them.
Peers: no local winter veg greenhouses, beyond mixed salad greens . Nelson relies on imported .Nearest greenhouse is for profit and specializes in sprouts and some salad greens.
All other competitors are for profit, and are not local greenhouses.
The Markets: supermarkets, restaurants, hotels, co-op market, farmers market.Save and sell seeds..Lease gardens plots to community groups.
Unique:Continuity Donations: food cupboard and low income housing projects.
Unique: Shares of veg to volunteers...no other greenhouse or gardens do this, year round.
PEERS: supporters of food security in Nelson, including PRO-city council.
Peers: Kootenay agriculture alliance, for food security.
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.
SEED staff created verbal `walkabout`questionnaire re environmental and economic improvement in city green areas. We wanted to create seniors initiatives for seniors, youth with barriers, and disabled , who tend to be marginalised and undervalued. Baby boomer seniors( that`s us) also want social reform and have the skills and drive..Parks staff suggested the obvious need for revitalizing greenhouses that were mostly empty and underused for the past 10 years. We thought hmmm..Greenhouses and seniors both needed renewal!Both need investment! How could we resist??! SEED then noted city`s thrust to improve social involvement,wellness, and economy for seniors. We mixed this with City`s plan for sustainable local food production , not to mention the economic struggles for low income groups to afford fresh produce . SEED computed these factors,and Voila..the SEED project came alive!
Please describe the goal of your initiative; outline what you are trying to achieve
Successful, harvests organic vegetables, grown and managed by seniors and youth in partnership.Produce to sell and donate back into the community,with food shares for volunteers.
Reduce poverty and poor health by providing affordable vegetables to low income groups, and by offering the education and training in how to grow and cook vegetables.
Improve the environ by using existing resources to support local self sufficient vegetables production, with minimal energy consumption beyond upgrading the lighting.
Cover costs with commercial sales, and a market program plan over the next 3 years.
Create programs to enhance social wellness and involvement of seniors and of marginalized groups.
Create a venue for employment training and mentoring of youth and adults .
What has been the impact of your solution to date?
-Great excitement and support from community.
-Many volunteers for gardens and food distribution.Many seniors and `all ages` volunteers have come forward, Families also want to be involved.Social wellness thrives!
Fundraising:-Many donations: markets, Credit Union,, businesses,hotels, individuals.
-Full city council support.
-Parks are happy with the prospect of beautiful and fluourishing greenhouses..this offers tourism appeal .
-Formed many community partners, such as food cupboard, college, schools, employment agencies,Retirement group, and youth skills program.Community development has begun, before we have even planted our first half greenhouse!
-Students have been filming SEED , with mentoring and guidance.We are creating film for education and promotion in 2013-2014.Students learn skills with media.
- Students have created a research library, for Nelson
What is your projected impact over the next five years?
-Quality sustainable food production in two city greenhouses, with shares and sales, donated food and seeds saving.. Inter generational plots for varying groups.
-Improved health and mental wellness for seniors, families,disabled, low income groups,housing projects.
-Thriving social center, training and education programs in the greenhouses.
-Full media promotion in pod casts, on line education, SEED videos.Goal is education in food security, and in how undervalued groups can make a social contribution and create a social enterprise.
- Beautiful therapeutic environment where people can come to help out, or to sit and contemplate, or to socialize.
-Quality food in demand by commercial markets...sales to support the costs only.
- Cultural/social enrichment
What barriers might hinder the success of your project? How do you plan to overcome them?
-Costs for renovations and repairs: $10,000.
-Start up costs for materials such as seeds, soil, fertilizers, planter boxes, meters,and very expensive light units: $10.000, but last for years.
-need to provide salaries for two full time people: one to manage the greenhouses; the other to manage grants,and the social, education and employment training programs.
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
Renovate and repair greenhouses for full productivity and light.Parks will supervise quality.
任务 2
Two measurable quality harvests, with expansion to growing veg in one full greenhouse. Do feasibility study , projected value .
任务 3
Successfully train 4 youth from skillslink program, and 2 students from other employment programs. Tasks of building and plants.
Now think bigger! Identify your 12-month impact milestone
任务 1
Social and education programs:garden, soils, and food skills for school children and college students and seniors, on site.
任务 2
Fundraise with goal $60,000. 2012-2014. Federal and provincial grants, plus donations from businesses and financial insitutions.
任务 3
Video and media campaign for education,sales, and promotion. `Oscar ` film night, Nov 2013...THE SEED STORY.
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Selkirk College, Continuing Education,offers education/training courses for SEEDS staff and gardeners, and they want to offer programs such as food science or permaculture in the greenhouses.
-Retirement BABY BOOMERS want social contribution and activism in food security..they are 70% of our volunteers.
- Kootenay Career Services, and employment training programs like the EDGE or Skills link youth want to support clients with job skills and social aptitude. SEED may help youth to consider careers in farming, horticulture,landscaping, environ technology, etc.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
-LOW INCOME families, and seniors, Nelson and area.. Low income housing projects, under Nelson Cares society.They want a plot for disability clients.
-KOOTENAYS REGION for organic food market sales.
-B.C. greenhouses, for research, and mutual empowerment.Grand Forks; Salmo,Banff, Nelson, Rock Creek.
-Baby boomer retirement seniors, who want social contribution and environmental conservation of local resources.
-Food security network, for education and to offer support
-City of Nelson sustainability plan...local food production to support the economy.
What type of operating environment and internal organizational factors make your innovation successful?
Greenhouses are basically operational, now. They do need repairs, in future.
Volunteers and staff are passionate,dedicated and innovative .They will work for the project ideals.
Favourable political climate, with environmental council
Nelson citizens want productive, greens greenhouses, and more than two.
Earth Matters( Nelson Cares society) supports the food gardens, and wants to have plots for disability `special needs` clients, plus low income population .
Food cupboard needs our fresh produce, and offer advisory support.
Parks staff help,as they want their greenhouses to be vital and useful.
Expert garden/ greenhouses/farms consultants volunteer their services for Business studies,assessments, operations, materials,and problem solving..we have the best guidance.
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 want :Salaried on- site staff.
Sponsorship from large foundations, such as J.W.McConnell foundation.
Sponsorship from alliance of Cooperatives, which does exist in the Kootenays( koop). We are not a co op, but share similar principles.
Funding from ENP...feasibility study.
Funding from B.C. gaming commission...we will apply.
Funding from Columbia Basin trust
Grant from Nelson RDCK
Created on 08/27/2012 by NikaMoeini
Our solution is to create SWAG clubs in high schools throughout BC which engage youth in sustainability projects and environmental awareness.
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：
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
Which of the following best describes the barrier(s) your solution addresses? Choose up to two
Access, Equity.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
Our solution is needed to help youth around British Columbia become more environmentally friendly. It engages youth through mediums that are appealing to them, such as social media and exciting videos, to expand their knowledge of environmental issues. Before the creation of SWAG Canada, many Canadian schools did not offer environmental clubs to their schools, but now Canadian youth can have an outlet to express their ideas for helping the environment and create clubs in their schools. Many Canadian schools were also old and were using energy-consuming lights and equipment, and through SWAG Canada we hope to retrofit those schools while inspiring youth.
The Solution: What is your solution? Be specific!
SWAG stands for Students Working in Alliance for Green. We are a coalition of International Baccalaureate students working to promote environmental awareness, in a mission to bring youth together in synergy and work for a better tomorrow. As an environmental awareness group, we hope to advocate on behalf of the environment and create events that aim to engage youth with their planet. Through merchandise and social media, we hope to promote sustainability to get youth just as passionate as we are about saving the earth! By creating chapters in local schools, we are providing them with the resources and leadership to create community gardens and recycling programs. Our solution addresses the need for students to take real action in their communities for the environment and having the resources to create environmental clubs in their schools.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
Our solution hopes to make every school in Canada more sustainable through school projects. One of these is school gardens. We want to promote the consumption of local food, and encourage students to take leadership roles to create the garden. SWAG Canada would help students achieve the resources they need to initiate such a project, and the students would implement it themselves with the help of a teacher advisor. Through this program, the ecological footprint of the school would decrease, and fresh food would be provided to students. This same model would apply to the recycling, retrofitting and Earth Week program we would help initiate in all schools.
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.
What sets SWAG Canada apart from other national environmental organizations is how we are fundamentally created by a group of passionate young people. We are all still in high school, so we can implement our solutions inside our own schools. We have a vast network of contacts our age, and can easily spread our message and create our movement. We have a vision for engaging as many youth as possible with their environment, and changing what it looks, feels, and means to be "green".
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 International Baccalaureate World Student conference involved 330 IB students from 37 different nations. We met in groups and discussed global issues and how to resolved them. Our group created S.W.A.G. International. We knew that "being green" seemed really overrated to the majority of youth, so we went on a mission to rebrand what being green really means. Using technology and social media, we wanted to engage youth to really be inspired to take action. Hence, we created a video called "flip" (find it here:http://www.youtube.com/watch?v=fQhC05WXiJQ), which was received to a standing ovation by the youth at the conference. Everyone in the room was so invigorated with energy and passion, and we really wanted to bring that same feeling we had to more youth around the world. So SWAG International was created. We have Country Representatives from the conference who are going to start their own SWAG chapters in their schools, and SWAG Canada is the Canadian chapter of this initiative.
Please describe the goal of your initiative; outline what you are trying to achieve
We want to inspire as many youth as possible to create real change for the environment. We want to show them what we as high school students are doing, and that it's not actually very difficult to create projects that make an impact. We want to provide schools with the resources they need to become a lot more sustainable, whether it is through school gardens, recycling and compost, earth week or other projects. We want to really change what it means to be green and sustainable, by creating videos and content and art that people find remarkable and inspiring.
What has been the impact of your solution to date?
Our one video, "Flip!", has been viewed over 1000 times and shared by about 70 students, reaching a total of 27 000 people on Facebook. Starting in September, we are going to have SWAG chapters in the countries of Colombia, Indonesia, Malaysia, India, Venezuela, America and Canada. In Canada, we have provincial chapters in both Ontario and British Columbia. All school chapters are going to initiate school gardens, recycling and compost projects, and social media campaigns, as well as whatever needs they see in their province/country.
What is your projected impact over the next five years?
Over the next 5 years, we hope to have chapters in the majority of Canadian high schools. We want to reach out to other countries as well through the connections we make, such as to African and European countries. Most of all, we want to create an environmental movement among youth, and really make their voices heard.
What barriers might hinder the success of your project? How do you plan to overcome them?
Barriers may include lack of funding, which we can solve through fundraisers. It might be a barrier for us to expand to other high schools in the province, but we will overcome that by networking and connecting with environmentally aware individuals to expand our networks.
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
Grow programs already in place at schools
任务 2
Outreach - reach out to other schools
任务 3
Reach out to the community
Now think bigger! Identify your 12-month impact milestone
Partnership with another youth organization
任务 1
identify youth organizations with same values
任务 2
contact them and negotiate with them
任务 3
have meetings to decide on events run together
了解详情↓↑ 隐藏↑ 隐藏将您的合作伙伴关系告知我们：
Currently, we have a partnership with OneProsper international which helps disadvantaged farmers in India increase their yields through drip irrigation systems. We help fundraise for them, since their values of sustainability are in our organization as well.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
We are targeting all high school students around the world actually. SWAG International has bases in 13 countries including Venezuela, Mexico, the United States, Indonesia, Malaysia, Hong Kong, Kenya, Jordan, and more. We are doing this to create a global movement of youth who are passionate about change, and we want to help them feel that they are part of a movement bigger than themselves.
What type of operating environment and internal organizational factors make your innovation successful?
We work in an environment where all ideas are welcome and considered. We know that communication is the key to resolving many issues so we try to have fair and open communication between all members. We aim to keep organized and keep accounts of all our members, initiatives, locations, ect. We have a team of strong leaders as well, who are willing to go the extra mile to help the organization reach its' potential.
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 have a large team of youth who are very excited to work with various initiates, so we have plenty of human resources and talent! Through our social media platforms, which reach a wide variety of youth, we can promote the other initiatives. We can also provide our ideas and input on solutions.
Created on 08/24/2012 by LocalSwitch
Approximately 50 words left (400 characters).
了解详情 ↓↑ 隐藏↑ 隐藏组织所在的国家/地区
Ireland, TP, Cloughjordan
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The Need: What problem are you trying to solve?
Ireland imports energy (fossil fuels)at a cost of 6 billion € a year & this cost is rising.This is a staggering loss of wealth.Our mission is help communities to put this loss into reverse and keep much of this wealth within Ireland,& instead of exporting cash -use it to create new enterprises.We want to switch communities in Ireland one by one,to begin producing their own energy, food & transport enterprises as much as possible from the resources within their own community.As we do this, we aim to help create 50 jobs in each community per 1000 head of population over a 5 year period.This aim can & will be fulfilled if there is sufficient buy-in from the community.Its our function to enable this buy-in,& to provide communities with the means and the opportunity to make this positive change
The Solution: What is your solution? Be specific!
Our plan is quite simple, while at the same time needs good effort and time to roll out:- We set up a FESCo.(Food and and energy sovereignty company) This is a company with a strict focus of aiding the beginning of enterprises in its own electoral area, enterprises that are given heavy support locally. The FESCo setups community owned enterprises that are owned locally, supply locally and keep wealth local. These enterprises fall under energy food and transport and isolate communities from rising energy (oil) and food prices. Some of these are completely new business models while others are already working in many countries.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
LocalSwitch engages with a community and identifies the local resources that are available. Energy initiatives can be any of the following but not limited to, Windfarms, solar pv farms, district heating, micro hydro, biomass, biogas, solar thermal,housing retrofits,(energy saving upgrades). Food initiative examples,Community shared agriculture, community farms, allotments, shared orchards, aquaponics, home growing initiatives, community recycling/zero waste initiatives, waste to energy initiatives, fuel crop co-op's.Transport examples electric vehicle car sharing, community owned vehicles, electric /cargo bike sharing.
Specific example: We setup a FESCo in a particular community-we fund raise to pay for the employment of a community cataylst-this person builds a subscriber base/association of local people who wish to make cost savings on their home heating oil bill. The catalyst matches suppliers to the market and sets up a wood fuel supplier,a wood burning stove retrofit supplier and the subscriber base. The subscriber base can pay for the capital cost in a number of ways, Irish Government Energy saving grants, a pay as you save scheme facilitated through local credit union or personal upfront payment. The wood fuel supplier creates a fixed contract with the FESCo to supply to it subscriber base. The subscribers benefit from a lower fixed home heating cost and isolate themselves from rising oil prices.The wood co-op is based on a renewable harvest cycle.Local employment demand is created through wood supply and housing retrofit.
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?
This is a not new initiative to Ireland, energy co-ops and food co-ops exist worldwide. We are not reinventing the wheel here. We are tweaking some of the business models that exist in other and bringing them all under one umbrella. No one has done this in Ireland. National utilities and foodchains could be looked upon as competition, but these organisations take money out of the country. Local based, locally owned community initiatives will begin to make sense in these poor economic times. The challenge we face if getting this off the ground and initiating our first 5 FESCo's.
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?
We have opened our first Hub in Borrisokane Co Tipperary. National green TV personailty Duncan Stewart champions our cause has was at the official opening.Each hub host's local training and community meetings for subscribers. A hub also showcase potential technology of local partners/suppliers. We have recieved local and nation press coverage and are in the process of seeking funding from numerous sources including national and international companies.eg Kingspan, Mitsubishi electric.
Funding is all that is holding us back.
What is your projected impact over the next 1-3 years?
We aim to Locally Switch 6-12 communities per year, creating between 1800 and 3200 jobs directly and indirectly from the enterprises to be setup.
What barriers might hinder the success of your project? How do you plan to overcome them?
Funding! Overturn ever stone to make this happen, its the right way and one of the best ways to get the country of Ireland up off its financial knee's. It will create positive atmospheres in each community and have positive health benefits from local organic food production. We look for national grants, philanthropic support and companies to partner with.
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
Launch Fesco, including local catylst employment
任务 3
Setup community enterprises
Now think bigger! Identify your 12-month impact milestone
任务 1
Secure major permanent funding streams
任务 3
Grow campaign to National level
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 3 founders were all living near the eco village of cloughjordan, Aidan O Brien was involved in the building projects, Ross Rabette was involved in the district heating systems and Michael Newham Lived in the area. There were lesson to be learned from the eco-village project and the benefit's were enormous.The 3 men got together and looked at the practicalities and the positives of the setup, some stigma is associated with eco and green and hippy type stereotypes so they all and said , "lets stripe away the green veneer and look at the practical elements of cost saving which can be applied to every community. Combined with concern for rising oil and food prices, a destabilizing economy and carbon pollution, they embarked on the creation of LocalSwitch.
了解详情↓↑ 隐藏↑ 隐藏将您的合作伙伴关系告知我们：
Part of our fund raising requires the local communities to raise their own funds. We facilitate this through small donations form partner companies who donate product for a renewables themed raffle. The include Irish companies as much as possible.Thermomax solar,Ecograte,Ecopal,Boru Stoves,Danfoss,CosyHome Store,Mitsubishi Solar PV,Saint Gobain/ Gyproc,Dimplex Renewables,Carey Glass Solar,Grow Green Solutions
D-Plant,Quick Crop,Get up and Grow.
These are just some of the companies who have donated product for community raffles.
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 welcome collaboration on social enterprises business models and impact on local communities.
Created on 08/16/2012 by hampat
This is School management information system that will be used to monitor and support the primary school drop outs in Uganda.
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
Follow up Information system for primary school drop outs in Uganda
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?
I want to collect all the details or history of primary pupils who drop out of school,follow them and establish the cause for dropping out,then assist them in identifying skills and or getting them connections that can assist them survive in their communities.
The Solution: What is your solution? Be specific!
To help the primary school drop outs get some vocational skills for self employment because in Uganda primary school drop out is equivalent to a person who never went to school.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
Creating a computer information system this is already being developed.
Moving from primary school to another recording all pupils schooling.
moving to schools to update me on the enrollment every term and getting those that have dropped out.
following up the pupils that have dropped out.
establishing the cause and finding solutions for them either by vocational skills training or getting them connections to assist if they are still willing to go back to school.
The skills i am to give include; soap making, charcoal briquettes making from agricultural waste,and making fuel saving stoves.
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?
Adult education institutions. They have established vocational institutions however they pay fees which is of my advantage because i shall be giving skills for free of charge.
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 technology, Access to economic opportunity, Policy change/advocacy.
What has been the impact of your solution to date?
on average the primary school enrollment in primary one is 300 pupils by the time they reach primary seven, they are 50. So my focus will be to see the 250 pupils from each school who drop out what they do why they drop out and what they could have loved to do. This will reduce the unemployment level with a very big percentage.
What is your projected impact over the next 1-3 years?
In 3 years i should have completed Butaleja district which has 107 primary schools.
What barriers might hinder the success of your project? How do you plan to overcome them?
Some Head teachers have a fear of being questioned by the District officials about the turnover of pupils. It is like they are not doing their job. my work may be taken in that direction. I will be very transparent as possible to eliminate this and will involve them in the project activities.
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
Design the management information system
任务 2
Mapping of primary schools in the district
Now think bigger! Identify your 12-month impact milestone
任务 1
Design the management information system & Testing the database
任务 2
Mapping of primary schools in the district
任务 3
Sensitizing primary school head teachers about the project
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
During implementation of the hand washing with soap project in schools a project that is aimed at preventing diseases cause by poor hygiene, I had a private discussion with one of the head teachers who had displayed the enrollment for each class over 5 consecutive years. Then i noticed that almost each year only 45-50 pupils sit for their primary living exams and yet in primary one there were over 300 pupils enrolled. When i inquired he told me that there is no one concerned of these pupils where about. Some marry, get pregnant,some lack basic needs for education and some transfer to other schools. This moved me to think that these pupils need to be helped and hence the idea. Since am an IT professional i thought of the database that can assist stakeholders to know where they go and why.
了解详情↓↑ 隐藏↑ 隐藏将您的合作伙伴关系告知我们：
I need partners that can help me in the designing, and transport to all schools intend to visit.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Help in website designing, database designing and innovative ideas that can help communities eradicate poverty in their homes.
Clean energy solutions that work for remote communities.
Created on 08/7/2012 by jmcilroy
The BC Women in Energy Network fosters the success of women in the BC energy sector while raising the profile of the industry and the women working in it.
了解详情 ↓↑ 隐藏↑ 隐藏组织名称
BC Women in Energy Network
组织所在的国家/地区
Canada, BC, North Vancouver
Gender of Innovator
Female
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Name Your Entry
Women in Energy Video Profiles
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）
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?
The BC Women in Energy Network looks for ways to raise the profile of women in the energy sector in order to increase awareness around career opportunities for young women. Mainstream media does not portray women in engineering, science, technology or resource sectors. Young women therefore do not grow up with an awareness of the full range of career opportunities available to them. And the engineering, science and tech (specifically energy) sectors remain male dominated, often with corporate cultures that women do not find appealing. The energy sector is diverse and far-reaching,and has a strong impact in the remoter regions of BC. Through the use of technology and social media, information and opportunities can be shared faster and easier.
The Solution: What is your solution? Be specific!
The video project, featuring profiles of women in the energy sector, will increase the BC WEN's ability to reach a wider audience and target young women. The BC WEN is proposing to produce a series of short profile videos that feature members of the organisation. Interesting women doing fascinating work across the province and across the industry. The videos provide information and inspiration and the use of social media allows for discussions and sharing ideas and opportunities BC WEN videos will be profiled by setting up a dedicated Vimeo channel.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
The videos are a part of the activities of the BC Women in Energy Network. The Network's goal is to increase the role that women play in the BC energy sector and to primarily support women in achieving their own defined level of success. We want women to feel that they are achieving their own professional goals, being valued in the workplace and balancing their person and work life. Part of this becomes building a community of people and support where individuals can share information, learn of opportunities, and create change. Young women will have an opportunity to see this, to see women making a difference and feel that they can achieve the same success and be a part of the industry and community.
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 number of women's networks that focus on leadership development and business connections. However none of these are specific to the energy industry. We are actively working with these other organisations to find ways to collaborate, but our success relies on financial support and membership. We therefore need to clearly differentiate ourselves and build a case for members and financial sponsorship.
It is important for young women to see a broad range of career options and opportunities, and ways that they can make a difference. Profiling women in the energy sector ensures that the opportunities young women see aren't narrowly focused.
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 education/training, Access to economic opportunity, Policy change/advocacy.
What has been the impact of your solution to date?
The BC Women in Energy Network has been hosting events for approximately one year. In that time we have held at least one event each month, with a number of site tours at energy generation facilities, speaker luncheons with women in prominent leadership positions, receptions, and informal networking opportunities at community events.
Our aim is to increase the awareness of the energy sector in BC and the impact it has on all our lives, and most importantly the important role that women play in that industry. By profiling women we can create better awareness around opportunities for young women. By creating opportunities for women to network, sharing information and support each other, we can aid in seeing more women in leadership positions.
Our events see an average of 25 people per month, while social media, email newsletters and the website are used as tools for communications and networking.
What is your projected impact over the next 1-3 years?
We aim to produced videos that can then be released once a month. As long as we are able to financially support the production of videos we will continue with this schedule. We will find ways to increase the community of discussions around the women profiled, and increase the breadth of women in terms of geographical area in BC and sector area.
What barriers might hinder the success of your project? How do you plan to overcome them?
Being able to reach our audience effectively. We don't necessarily need a large quantity of viewers for the videos, but we need the quality. We need to be able to get the right people to watch them. In this case, we want young women in the late stages of high school and early stages of any post-secondary education. We may need to work directly with the academic advisory offices in order to effectively reach our target audience.
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
Develop a target audience strategic plan
任务 3
Find partners for distribution, media and sponsorship
Now think bigger! Identify your 12-month impact milestone
任务 1
Creation of an interactive web channel
任务 2
Hosting a web chat where young women get to interact with industry leaders and ask questions
任务 3
Videos of international women in energy to broaden the scope and impact
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
The founder and Executive Director of the BC Women in Energy Network participated in a conference that focused on women working in the BC natural resource sector. She had been working in the energy sector for a couple years and had experienced what is was like to be one of the only women in the room, and often the only young woman. The women in resources event opened her eyes to what can be achieved when a room of only women come together. She realised the potential for having a women in energy network and gradually developed plans for what it would look like and what it could achieve. From the early stages the concept for the Network went beyond just providing networking opportunities for women already working in the industry, she realised that we must also educate young women on what opportunities are out there. And primarily start to shift how young women think about themselves, which stems from the very narrowly focused profile provided by popular media.
了解详情↓↑ 隐藏↑ 隐藏将您的合作伙伴关系告知我们：
We are working to have partners with other women's organsisations and are currently part of two Vancouver based groups, Women Non-profit EDs and CEOs and the WEB (Women in Business) alliance. These groups finds ways to support each others efforts, share information and look to hold joint events where possible. We also work with renewable energy associations such as Clean Energy BC and the BC Sustainable Energy Association, as well as the BC Environmental Industry Association, to promote each others events and look for areas of joint work.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
We are always looking for ways to collaborate with other organisations and would be happy to help with strategic planning, sharing information, holding joint events or establishing joint programs.
Created on 08/5/2012 by Ravindra Agenttech
Mission ( www.agenttech.org)
To demonstrate the best in class "An automated wireless sensor based power and water saving "Green Technology" product ( WiAgri)" and to be recognized as trend setters in Green technology. Our engineered and manufactured patented products have the power to transform our customer’s lives and business.
http://www.agenttech.org/Brochure.pdf
了解详情 ↓↑ 隐藏↑ 隐藏组织名称
Agent Technologies s/w Pvt Ltd
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
An automated wireless sensor based power and water saving "Green Technology" product.
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?
An automated wireless sensor based power and water saving "Green Technology" product ( WiAgri)
Across the globe, we are all aware that the 21st century has been called the "century of the environment.” The current unscientific way of irrigation contributes lot of other global alarming issues viz., YOY ground water level going down, upward trend on drying bore wells, and increase in the contamination of health hazardous chemicals in water. It’s our responsibility to use optimum natural resources, so that our future generation live happily on this planet. In this novel product we have demonstrated how to use electricity and water optimally. In field test, we have demonstrated that our product saves around 35% electricity and 45-55% water. Patents pending on WiAgri.
The Solution: What is your solution? Be specific!
Our solution (WiAgri) is smart and efficient wireless moisture, photosynthesis sensor with automatic water valve and pump controls with built in analyser.
Our Product consists of:
(a) Moisture, photosynthesis, water level sensors
(b) Low power encrypted wireless module with controller
(c) Water valves and actuators.
(d) Interfaces to mobile/smart phones/ gadgets ( optional)
Primary demonstration of our product is done in Agricultural sector, since it consumes huge electric power and water.
Power hungry irrigation pumps (IPs) consume around thirty five per cent (35%) of the state (countries) electric power. Therefore we propose a smart and an efficient wireless moisture, photosynthesis… sensors with automatic water valve and IPs controls with analyser namely WiAgri for better tomorrow.
http://www.agenttech.org/Agenttech_Presentation_PowerWaterGroundwater_Sa...
http://www.agenttech.org/Agenttech_PowerWaterGroundwater_SavingProduct.pdf
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
Primary demonstration of our product is done in Agricultural sector, since it consumes huge electric power and water.
Please refer the following presentations about our Product:
http://www.agenttech.org/Agenttech_Presentation_PowerWaterGroundwater_Sa...
http://www.agenttech.org/Agenttech_PowerWaterGroundwater_SavingProduct.pdf
Wi Agri product advantages
• Wireless, automatic, and efficient scientific drip irrigation during photosynthesis period will save 65-70% of water.
** Government
-Year on year (YoY) 25- 30% cap reduction in subsidy on irrigation pumps
-YoY agriculturist’s go for higher power water pumps, since ground water
-level goes down which intern increases the cap on agriculture electricity subsidy
-Cost per unit production is INR 3.08
** Environment
- Ground water level will be maintained at same level. WiAgri saves 65% water and erosion and uneven distribution of manure and yields good return on investment
-Sensor based WiAgri product saves lot of water on clay/sand soil.
-Reduce concentration of Fl, N, Cl in water.
- Few parameters are localized in nature
** Agriculturist/Farmer
- Reduces labour and higher power rating pump purchase cost.
-Automation reduces labour cost and other expenses
- Once ground level is maintained at same level, then agriculturist no need go for new bore-well after 3 years. This will reduce buying new high power water pump and others.
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?
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, Policy change/advocacy.
What has been the impact of your solution to date?
What is your projected impact over the next 1-3 years?
We would like to implement this product in few states across India'
Exploring opportunities in Nameebia( already High commmission representative visited )
It will imapact hugely on power and water saving. Therefore, we call this is a huge impacting Green technology.
What barriers might hinder the success of your project? How do you plan to overcome them?
We need to educate Government power sector officials and respective ministers.
We have already demonstrated our product to few NGOs on its impact on environment. They have convinced on our product results and placed an order for few implementations.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Unbiased government agencies field test report, educating decission makers
任务 1
Get reserch report from agricultural universities on our product advantages
任务 2
Quantitatively prove the power saving with and with our product to Government power supply authorities
任务 3
Explore similar product in other states of India and developing countries in particular
Now think bigger! Identify your 12-month impact milestone
Demonstrating the advantages of Green technology even to a layman.
任务 1
Quantitatively impact of this product for citizens
任务 2
Train both agriculturists and govt bodies on precission agriculture products
任务 3
Explore all the advantages and best known methods on Green technologies to developing countries
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.
了解详情↓↑ 隐藏↑ 隐藏将您的合作伙伴关系告知我们：
We are in the process of exploring various partner ship models.
This could be technological, or joint venture, long term mutual benifit business model opportunities
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 08/4/2012 by jnoble
VINEC is striving to make renewable energy affordable and accessible to all members of the Vancouver Island community via a cooperative movement.
了解详情 ↓↑ 隐藏↑ 隐藏组织名称
Vancouver Island Natural Energy Co-op: VINEC
Country where this solution is creating social impact
Region in BC where your solution creates social impact
Vancouver Island.
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
Cost.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
As an island community, Vancouver Island has a higher than average need to develop energy independence through investment in renewable energy. As the capital city of BC, Victoria has a unique ability to demonstrate the viability of renewable energy installations. Victoria is also an ideal city to launch because of the importance of environmental sustainability to the members of the community. General public opinion is often that renewable energy such as solar and wind power are too expensive to justify the return. VINEC aims to make investing in renewable energy more affordable and accessible while maximizing the effectiveness and impact of every dollar spent.
The Solution: What is your solution? Be specific!
VINEC would be a collection of businesses and individuals interested in working towards a future of sustainable power generation on Vancouver Island. VINEC takes a community based approach to funding by providing a forum for like-minded people and organisations to combine their buying power in order to install small, medium, or large scale green-energy projects that feed into the local grid. This allows for meaningful and affordable investments. As the Co-op designation suggests, a percentage of profits from the installations is shared amongst members and put towards new installations.
Once a member is repaid for their original investment they have 2 options:
1) Keep receiving the dividends of their investment.
2) Donate all or additional-future dividends to the “Future Project Fund.”
The "Future Project Fund" would be put towards new community renewable energy installation. These projects are funded strictly from donated dividends or other donations.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
To provide an example, a community center is identified as an ideal candidate for receiving a solar power installation because of it access to sun, large available roof space, and it's positive effect on the community.
The Community center will first agree to give VINEC any profits generated from unused energy sold back the grid. They will also identify the average energy consumption for each month and agree to pay that same amount moving forward. The cost-difference between that monthly average and their actual energy bill after the installation is in place is collected by VINEC and distributed to it's members until they are repaid their original investment. The amount of money each investor/member receives monthly will be a percentage proportional to their original investment. Investors may also choose to have their dividends donated to the "Future Project Fund".
Once all members have had their investment returned, only 25% of the 'cost-difference' is collected by VINEC and the community center will begin to benefit from 75% of the savings. This 25% of continued collection will go towards supporting VINEC as well as the "Future Project Fund". However, the revenue generated from unused energy being sold to the grid is always given to VINEC.
The recipient of the "Future Project Fund" will be chosen by members of the co-op. The goal is to make these installations in third-world communities that do not have access to cheap or reliable electricity
VINEC will use word-of-mouth, social media, and local media support to spread awareness and promote interest.
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.
Within BC, the only peer we are aware of is CowPower. The thing the sets VINEC apart from them is that our renewable energy installations are, by nature, local to the community investing in them. They are also designed to benefit more urban centres rather than rural farmers. We dont want to compete with CowPower as they are doing great things. They do offer a different type of service as well.
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 founders of VINEC sought to make renewable energy more common and affordable in our own community. After devising the plan of a co-op based investment into natural energy we quickly realized its potential and how easily things can change on a small scale and escalate to a larger one. Not only will natural energy become more readily available and affordable, but it can easily start to replace other non-renewable energy sources in the Vancouver Island area. Yet the potential to benefit the environment and ourselves is not limited to the relatively small scaled Victoria region, or even Vancouver Island; this community based approach has no limits on the size of the community that fuels it. There is potential for our energy solution to spread across the province, or even further.
Please describe the goal of your initiative; outline what you are trying to achieve
VINEC's goal is is to help provide accessible and affordable renewable energy to Vancouver Island. We will achieve this by using a the cooperatives group purchasing power to install renewable energy sources where before there was no way. Once operational, the renewable sources will feed energy back into the grid from which community members will draw their own energy. The money saved by creating renewable energy will then be proportionally distributed throughout the investing partners of the cooperative and towards future installations. This will create a sense of community initiative to turn Vancouver Island, and Victoria specifically, into a sustainable environment. Everyone will benefit and everyone will be involved.
What has been the impact of your solution to date?
The impact of natural energy based cooperatives, or solar gardens, have proved to be beneficial and successful in other regions of North America. These previous initiatives have proved that even small investors can collaborate to fund a larger based renewable energy system and still earn their money back by being a member of the Co-op. With the environmental and financial benefits of cooperative based approach to natural energy, the impact, popularity, and success of the organization will continue to grow.
What is your projected impact over the next five years?
Over the next five years, the VINEC's projected impact will be a significant increase in renewable energy sources in the Victoria region specifically. With a growing member count the organization will be providing a more sustainable way of life to our community members. Specifically, we are aiming to install solar panels on large community centres where a larger and public area can be fueled by natural energy. With such large offsets our Co-op members can already start receiving dividends on their investment and VINEC can start to expand province wide.
What barriers might hinder the success of your project? How do you plan to overcome them?
VINEC's foreseeable barriers are both startup money, and initial investment. We plan to market the idea well and target large companies who are seeking to be more environmentally friendly and can prove to be great initial investors. These barriers may hinder us initially, but the core concept of our initiative is to tackle non-renewable energy as a cooperative team; we will not be acting alone. It will be a snowball effect of popularity once investment and installations start. More people will see how easy it can be to provide renewable energy to our communities. As the investments increase, the renewable energy projects increase, and the return to members increases as well in a positive feedback loop.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Install our first energy project, record energy production, redistribute return to Co-op members
任务 1
Identify an ideal location for our first renewable energy project.
任务 2
Advertise and market the project and VINEC's model of investment to raise funds.
任务 3
Raise enough funds to complete the renewable energy project.
Now think bigger! Identify your 12-month impact milestone
任务 1
Identify a large community based building, such as a community centre, willing to house a renewable energy project
任务 2
raise enough funds to install multiple renewable energy projects on the building to offset its large energy costs.
任务 3
With the return from that large project, seek out other large projects on the Island.
了解详情↓↑ 隐藏↑ 隐藏将您的合作伙伴关系告知我们：
As a cooperative, VINEC will have a partnership with every member that signs up. Once invested, a member will monetarily receive dividends from every future project. VINEC has discussed future collaboration with another Vancouver Island based Energy Co-op that focuses on installations called Viridian Energy Co-operative. VINEC plans to form partnerships with local community centers who would benefit greatly from our co-op and are perfect candidate locations for installations.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
VINEC will start by targeting the Victoria and Southern Vancouver Island area in order to start out. This is due to the larger population with demonstrated interest in reducing environmental impacts. However, VINEC will not target specific populations, it is an open co-op that benefits from more members from all over.
What type of operating environment and internal organizational factors make your innovation successful?
VINEC's small governing body and open communication makes success easy. The goal of our organization and its popularity in the Victoria and Vancouver Island region coincide making it clear there won't be a shortage of willing members.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Investment is a key component that VINEC needs to start off. As recent University graduates looking to start an organization, VINEC requires initial investment to start off. However, once implemented, VINEC's success will snowball. VINEC is willing to support and collaborate with many other solutions through networking and mutual colaboration on projects that seek to better our environment.
Created on 08/1/2012 by markhoroszowski
A Global Experteering Network: Inspiring and enabling professionals to donate their expertise to social enterprises around the world.
了解详情 ↓↑ 隐藏↑ 隐藏组织所在的国家/地区
United States, WA, Issaquah, King County
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了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
A Global Experteering Network
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）
The Need: What problem are you trying to solve?
According to the World Economic Forum, Social Enterprises are performing under their potential due to lack of access to quality talent, coaching, networks, and information.
Meanwhile, professionals around the world are seeking more fulfilling and meaningful experiences. And employers and universities are struggling to economically provide enough experiential learning and skills-based volunteer opportunities.
The Solution: What is your solution? Be specific!
Connecting Professionals directly with Social Enterprises from around the world in order to effectively scale international, skill-based travel volunteering: Experteering
Our online platform matches and educates Pros and SEs much like a dating site. In addition, the platform:
+ Uses a payment mechanism to verify members
+ Provides expert-contributed resources, training, and discounts
+ Uses a proprietary hosted discussion tool to scale creation of ‘statements of work’
+ Can be white-labeled by partners, and/or provide custom impact reports
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
1. Social enterprises (SEs) post their business need to the MovingWorlds online platform.
2. It matches them to professionals (Pros) eager to donate expertise in exchange for a short live/travel-abroad experience.
3. The SEs and Pros connect online - much like a dating site - and discuss project specifics and room & board arrangements.
4. The Pro travels to the SE and completes the project, and then both submit a report on impact.
5. When the Pro returns home, he/she can continue to support the SE virtually.
6. Reports are aggregated to share with impact and development partners
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 volunteer placement and work-abroad entities exist (i.e. Idealist, Global Volunteer Network, Catchafire), yet none focus on scaling international, skill-based volunteering:
1. Scalability: Using technology and crowd-sourcing, not staff, to 2. aggregate/verify quality Pros and SEs from around the world
2. Impact Reporting: Measuring and sharing impact of every engagement
3. Security, Safety and Liability: Using proprietary ‘Mutual Engagement Details’ hosted conversation to ensure all details for a successful engagement are recorded online.
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.
What has been the impact of your solution to date?
While the platform has not yet been live, we have complete a "concierge MVP" to connect Pros to SEs.
Impact for each audience includes:
Pros - return home more globally conscious and volunteer more locally.
SEs - receive effective guidance to improve business direction
What is your projected impact over the next 1-3 years?
Our goal is to facilitate over 3,500 matches, resulting in over 280,000 hours.
Stories, anecdotes, and impact reports will be used to collect specific results, including job creation, reduction of carbon footprints, and knowledge transfer.
What barriers might hinder the success of your project? How do you plan to overcome them?
Our biggest challenge is filling the marketplace with quality, safe Pros and SEs. We are working with partners (like impact investors and employers) to make sure we have access to both sides.
Also, in order to ensure quality matches, we have developed and are testing a "engagement details" tools to help SEs and Pros plan their trip together.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Confirm 10 partnerships with impact investors to support funded/growing companies, and help unfunded companies get support
任务 1
Work with current impact investor partners to finalize and test value proposition.
任务 2
"Package" the offering, and talk to at least 2 reps from as many of the 500+ impact investors globally
任务 3
Complete Tasks 1 and 2 by month 4 to close partnerships by month 6.
Now think bigger! Identify your 12-month impact milestone
Develop partnerships with 25 corporate partners to ensure quality flow of professionals
任务 1
Work with current employer contacts to better understand needs, and our ability to support corporations CSR and HR programs
任务 2
"Package" MovingWorlds and test offering to HR, Training and Development, and CSR reps at over 100 companies
任务 3
Complete Task 1 and 2 by month 6 to leave 6 months to close partnerships with 25+ partners
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 Serendipitous Story:
After co-founding the BID Network in 2004, Derk (from Holland) moved to Latin America to expand the BiD Networks footprint there. In 2011, Mark (from Seattle, WA) left the successful digital strategy agency he had founded to donate his skills around the world. While supporting social enterprises in Buenos Aires, he met Derk at a startup event.
The two connected over their passion to support global development by addressing the “talent gap” facing SEs - an issue that the World Economic Forum classifies as the biggest barrier to growth following access to capital.
After 6 months of planning and many business trips to build initial partnerships (i.e. to New York, Washington DC, Colombia), they received endorsement by a variety of launch partners (Grassroots Business Fund, Acumen Fund, Net Impact, etc.,)and incorporated. They began recruiting Jonah immediately, a skilled programmer and fellow Experteer himself. Mark had previously worked with Jonah in 2009.
了解详情↓↑ 隐藏↑ 隐藏将您的合作伙伴关系告知我们：
Pre-launch, have access to over 45,000 SEs and Pros to help fill marketplace:
To find quality SE and Pro Partners: Acumen Fund, Grassroots Business Fund, Upaya Social Ventures, BiD Network, Kotter International, Global Brigades, Net Impact, NESsT, Eco Zoom, Inter-American Development Bank, Start Some Good, GreenEmpowerment.org;
To Accelerate Promotion partners: Aspen Network of Developmental Entrepreneurs, Network for Good, LinkedIn For Good, Mashable, Huffington Post, Global Impact Investors Network, US Chamber of Commerce Business Civic Leadership Center, SustainAbility, and growing…
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Experienced with lean startup methodologies and strategic marketing. Would be honored to support fellow SEs in any way.
Created on 07/20/2012 by Alayna Buckner
Groundswell organizes organizations and residents to purchase clean energy at deep discounts, creating new economic opportunities in local communities by growing consumer demand and driving business to local contractors. We also alleviate energy costs for low and moderate income residents in underserved communities and promote social welfare by reinvesting savings into community programs.
了解详情 ↓↑ 隐藏↑ 隐藏组织所在的国家/地区
United States, DC, Washington, Washington
该组织在哪些国家/地区创造了社会影响力
United States, DC, Washington, Washington
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了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Growing Demand for Local Clean Energy Products in Underserved Communities
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 problem are you trying to solve?
Robust local energy efficiency and clean energy economies hold incredible promise in combating the interrelated economic and environmental challenges we face today.
However, these sectors have not grown at the rate needed to achieve scale. This stalled growth is due in large part to the limited consumer demand for these services at the local level. Informational, cost, and social barriers prevent everyday consumers from taking advantage of new cost-saving clean energy solutions.
These barriers are especially difficult for underserved communities, as lower income residents require more outreach and support when adopting new clean energy products and services. This means that the people who can most benefit from reduced energy bills are being left out of the new clean economy.
The Solution: What is your solution? Be specific!
The mission of Groundswell is to unlock communities' shared economic power to grow sustainability and expand prosperity on the local level. Our strategy is to organize families and community organizations into collective purchasing groups and provide them with the information, tools, and support they need to leverage their shared purchasing power and secure significant savings on energy costs throughout the year. Our model works to create new economic opportunities in local communities by driving business to local contractors and growing demand for new clean energy solutions.
Our solution is to provide the missing link in local clean energy economies: the knowledge and support organizations and families need to become aware of their collective economic power, and then leverage that power toward energy savings and local social benefit. Ultimately, our model fuels greater demand for clean energy, grows the market itself, and changes consumer's perceptions about what is possible.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
Groundswell organizes community organizations and residents to purchase clean energy at deep discounts, with the goal of alleviating costs for low and moderate income residents and promoting social welfare by reinvesting savings into community programs. Our work also aims to facilitate sustainable practices by local residents and organizations, thereby reducing impact on the environment, and grow the local green economy by working with local businesses and service providers.
The Community Power Project: Groundswell partners with non-profit organizations to leverage their collective buying power to purchase clean electricity together at a reduced rate (roughly 15-20% less). These organizations then reinvest the savings into their work, and support a weatherization fund for low-income residents. Over the past two years, Groundswell has mobilized 109 organizations in D.C. and Maryland to purchase nearly $5 million in clean electricity: for example, SEED Charter School will save $38,000 on energy bills in one year.
Strong Homes Program: Groundswell guides homeowners through the entire upgrade process, ensuring that homeowners’ interests are represented and that they receive high quality work at a competitive price. Homeowners in turn select local contractors with good hiring practices. In 2011, Groundswell partnered with the D.C. Sustainable Energy Utility to complete energy efficiency upgrades in middle and low-income households across the city. Groundswell successfully recruited 255 homeowners for retrofit work in targeted underserved neighborhoods across D.C.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
Three complementary organizations are:
• Evergreen Cooperatives, a for-profit co-operative of businesses that brings green jobs and community wealth to Cleveland. It focuses on wealth building at the local scale.
• Green for All, based in Oakland, CA, a national nonprofit committed to building a national green economy that supports vulnerable populations. It is focused on policy change and movement- building rather than market intervention or implementation.
• Institute for Sustainable Communities, which helps communities address environmental, economic, and social challenges through training and mentoring. It provides technical expertise and leadership training with strategic investments in local organizations, but its primary focus is on issues broadly and globally.
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, Policy change/advocacy.
What has been the impact of your solution to date?
In the past two years, Groundswell has:
• Mobilized over $6 million in clean energy investment, abating 5,000 tons of carbon
• Moved over 300 residents to complete home energy efficiency upgrades across D.C. and Maryland, helping each household reduce its energy bill by 15-20 percent.
• Helped 670 households access reduced energy prices while also transitioning from conventional energy sources to clean energy.
• Organized 109 nonprofit institutions through its Community Power Project, saving each participant up to 20 percent on energy bills, which they can reinvest in their social missions.
• Influenced the D.C. government’s decision to include job equity standards in its $21 million Sustainable Energy Utility (SEU), a program that delivers energy efficiency products and services for D.C. residents
• Secured 6 partnerships with clean energy businesses, fueling job opportunities for D.C. residents
What is your projected impact over the next 1-3 years?
Groundswell is currently finalizing its national growth plan, which will lay out the organization's plans to expand its model to new cities around the country.
In our Community Power Program, Groundswell will work with at least 6 additional organized constituencies in 3 cities in 2012. It will triple the size of its 2011 purchasing group and participating institutions will contribute at least 15% of their savings to programs that support disadvantaged communities.
Our Strong Homes Program will replicate its model outside the DC region to one additional city in 2012. It will complete 9 group purchases of efficiency upgrades, with over 150 homeowners supporting at least 11 local businesses. Social standards and community benefits will be integrated into the purchase agreements.
What barriers might hinder the success of your project? How do you plan to overcome them?
As we replicate our model into new cities and markets, one challenge is ensuring we maintain control and fidelity to the core elements of our business model while also being sensitive to the differing needs and perspectives of new communities. If we lose touch with achieving outcomes most needed by communities in need, we feel we will have come up short. Strong partnership with longtime organizations serving communities we are bringing new impacts to will be imperative.
Another challenge is assessment of new market dynamics: are there different regulatory regimes, what is strength of clean energy business sector, are there enabling policies and political will? These factors vary widely across city and state markets and have deep bearing on our success in achieving our social outcomes.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
任务 1
Complete national growth planning process
任务 2
Triple the size of the Community Power Project's Community Energy Purchase group
任务 3
Ensure institutions commit to contributing 15% of their savings to programs that support underserved communities
Now think bigger! Identify your 12-month impact milestone
任务 1
Expand our partnerships and geographic scope by working with at least 6 additional organized constituencies in 3 metro regions
任务 2
Replicate a Strong Homes Program model outside of DC metropolitan area
任务 3
Support at least 11 local energy efficicency businesses in D.C. while integrating social standards into the service agreements
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
Groundswell's Founder, Will Byrne began developing his idea in 2009, when he and friends developed a program, built on the community organizing tactics of the 2008 Obama for America campaign, to mobilize homeowners in the District of Columbia to weatherize their homes together and create new equitable jobs for D.C. residents. They were inspired by their initial experiences working on helping weatherization job training programs to serve D.C.’s homeless populations. They found that, while there existed many high-quality job training programs for residential weatherization work, the majority of graduates from these programs couldn’t find jobs because local businesses didn’t have enough demand for their work to take on new employees. Will and his friends hypothesized that they could use community organizing tactics to create new demand for weatherization services; that people are more likely to take action to weatherize if the messages come from their friends, neighbors, and peers.
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Groundswell enjoys strong relationships with community residents, program participants, institutions, and membership networks. A Steering Committee of these members work with Groundswell staff to design and implement each project. We also work with D.C. Sustainability Energy Utility, Maryland’s Dept. of Housing and Community Development, Metro Industrial Areas Foundation, Greater Washington Interfaith Power and Light, CLAIM, and the Montgomery County Sierra Club. In 2012, Groundswell is prioritizing targeted outreach to affordable housing partners and low-income public charter schools.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
We would be happy to discuss potential collaboration with other organizations working to organize the collective power of consumers for social good.
The project I have in mind is an alternative green building method which greatly reduces the burden on our forests.
Created on 07/15/2012 by JT3641
Desal, Inc. was founded to create drinking water for future generations by using a sustainable, renewable method of desalination.
了解详情 ↓↑ 隐藏↑ 隐藏组织所在的国家/地区
United States, GA, Macon, Twiggs County
该组织在哪些国家/地区创造了社会影响力
United States, GA, Darien, McIntosh County
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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
The Need: What problem are you trying to solve?
Water scarcity issues are getting worse every day. This idea will solve these.
The Solution: What is your solution? Be specific!
We have developed a process that can desalinate seawater at a cost approximately 35% lower thasn current competitors.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
We use renewable energy to provide our input energy and recycle the energy to maximize the return on investment. We have multiple product lines from this operation. Desalination provides sustainable drinking water for the future.
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 competitors range from multi-billion dollar companies to single person operations. The US federal government is currently investing funds into researching this opportunity area. We are differentiated by our desire to provide safe drinking water at an affordable price. We are focused on creating Zero negative impacts on our environment.
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 economic opportunity.
What has been the impact of your solution to date?
We are in idea phase and will be constructing the prototype facility soon. We will show that desalination can be accomplished by creating no negative impacts on the environment and without destroying our source waters.
What is your projected impact over the next 1-3 years?
When the full scale plant is finished, it will have a capacity of 100 million gallons per day. This alone would eliminate the current draw-down of Savannah and Brunswick Georgia. Reducing the draw-down would slow and possibly reverse the salt water intrusion currently happening to the water table.
What barriers might hinder the success of your project? How do you plan to overcome them?
Bulk water is sold primarily through water authorities. Some areas, such as our target location, bid out the water. We will need to secure the contract to be the primary supplier or create a joint venture with the contract holder. Also, the water systems in the United States are still fragmented. These will need to be connected. We have a plan to accomplish this and initial screenings with local authorities have been positive.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Our six month milestone is the beginning of the construction of the prototype plant.
任务 1
Locate funding for Step 2.
任务 2
We need to purchase the remaining materials.
Now think bigger! Identify your 12-month impact milestone
Successfully operate prototype for six months to have empirical data to verify business plan.
任务 3
Document operations and sales.
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 1998 while completing my MBA, a professor was talking of the value of materials and how location impacts that value. He said that water was more valuable than oil or gold in certain situations. I was injured in 2006 and was laid up for a few months and remembered this. So I started researching water. I found most of it is in the oceans but not drinkable unless desalinated. The UGA study claimed it was too expensive to be a viable option. So I began studying the different methods and their cost structures, found the single largest cost component, found a way to significantly reduce this and have finished a business plan to make it all happen.
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None to date. However, we will be seeking future partners in the areas of bottled water, wholesalers for salt, other minerals, and energy.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
