Showing posts with label Social Enterprise. Show all posts
Showing posts with label Social Enterprise. Show all posts

Thursday, May 9, 2013

World’s 8 Most Inspiring Urban Farms

World’s 8 Most Inspiring Urban Farms

With all the media surrounding industrial agriculture and its corresponding technologies — including GMO crops, pesticides, and fertilizers — it might be easy to lose sight of the fact that many people around the world are working hard to create alternative ways to meet our growing food needs in ways that actually reduce our impact on the environment and climate change. This post is for them — the true heros of our generation.

Urban farms and soil-less growing technologies are emerging as viable ways to provide fresh food in urban environments with minimal transportation and resources. Dickson Despommier, the “father” of the vertical farm concept, summed up the key drivers of the movement toward urban farming in an article published in the New York Times in 2009.
“Population increases will soon cause our farmers to run out of land. The amount of arable land per person decreased from about an acre in 1970 to roughly half an acre in 2000 and is projected to decline to about a third of an acre by 2050, according to the United Nations. Irrigation now claims some 70 percent of the fresh water that we use. After applying this water to crops, the excess agricultural runoff, contaminated with silt, pesticides, herbicides and fertilizers, is unfit for reuse. The developed world must find new agricultural approaches before the world’s hungriest come knocking on its door for a glass of clean water and a plate of disease-free rice and beans. Imagine a farm right in the middle of a major city. Food production would take advantage of hydroponic and aeroponic technologies. Both methods are soil-free and use up to 90 percent less water than conventional cultivation techniques.”
We have come across several really amazing urban farm designs on the Internet — like our Architectural Designer, Brandon Martella’s “Live Share Grow” design and others on his ePortfolio jammed packed of innovative urban farms. But most of these concepts are still waiting for funders and developers to bring them to life. This is a collection of our favorite urban farms that are already working to make their communities greener, more sustainable and secure.
Grow. Bloom. Thrive.” -Tim Allens (Founder of #10 on our list. Awarded 100 Most Influential People in the World by TIME in 2010)

Top 8 Urban Eco-Farms to Sprout on Our Planet

1) Sky Greens Farms in Singapore is the world’s first commercial vertical farm of its magnitude. The rising steel structure is able to produce 1 ton of fresh veggies every other day for sale in nearby supermarkets — helping the dense Asian metropolis grow more food locally. The tiny country of Singapore currently produces only 7% of its vegetables locally, so it imports most of its produce from other countries. The farm itself is made up of 120 aluminum towers that stretch thirty feet tall. Only three kinds of vegetables are grown there, but locals hope to expand the farm to include other varieties. The farm is currently seeking investors to help build 300 additional towers, which would produce two tons of vegetables per day. Although the $21 million dollar price tag is hefty, it could mean agricultural independence for the area. And although the produce costs 10 to 20 cents more than other veggies at the supermarket, consumers seemed eager to buy the freshest food possible – often buying out the market’s stock of vertical farm foods.

Sky Greens Farms in Singapore

2) The Pasona HQ office building in Tokyo, Japan is one project that is already growing food for its employees. In what could be the first farm-to-desk project of its kind, the rehabilitated building design grows most of its own food including rice, broccoli, squash, tomatoes, and more. The living walls on the exterior give the building a modern environmentally-friendly look and help reduce the building’s energy needs. Through their urban farm headquarters, the Japanese company is also supporting the education of Japan’s next generation of urban farmers who work in internships to learn about food production.

Pasona HQ in Tokyo, Japan
Pasona HQ in Tokyo, Japan – Before & After pics

3) The Roots on the Rooftop in downtown New Orleans grows organic herbs using aeroponic vertical towers on the rooftop of Rouses Market on Baronne Street. It’s the first grocery in the United States to build an aeroponic urban farm on its own rooftop. A constant flow of water, air, and nutrients through the vertical aeroponic Tower Garden allows the herbs to grow twice as fast, while taking up less space. Parsley, basil and cilantro are among the herbs the farm is growing to package and sell on the building’s ground floor. The innovative garden is the outcome of a beneficial partnership between Rouses and New Orleans-based company A.M.P.S., which has been providing the technical expertise and management services to the grocer’s cutting-edge garden. “We want to show that people can create businesses where they can make a good living and simultaneously do good things to help other people and the environment,” says the entrepreneur behind the project about the impact he hopes to make on the community. The rooftop endeavor has put New Orleans at the forefront of innovative solutions to urban farming, and has shown the positive results that come when established companies work with the city’s emerging entrepreneurs.

Roots on the Rooftop in New Orleans
Roots on the Rooftop in New Orleans

4) Vancouver’s Local Garden was built on the roof of a parkade at 535 Richards Street in the heart of the city. With its innovative growing system they can yield 4 times more than field grown produce and be at 10 times the productivity. A system of 3000 trays is built on a converter belt where in approx. 18-24 days they are able to grow their produce including baby greens, baby kale, other loose leaf greens. Handpicked at the peak of freshness and delivered the same day to local restaurants and grocers, Local Garden is able to provide the freshest tasting produce available without the loss of any vitamins, minerals or nutrients. Produce grown at Local Garden Vancouver are distributed to stores and restaurants mostly within a 10km radius of its downtown location. This significantly cuts down on vehicle emissions and results in a fresher product.

urban farm local garden
Local Garden in Vancouver, Canada

5) Green Sky Growers in Winter Gardens, Florida is a rooftop aquaponic farm on a multi-story building in the city. The plants draw nutrients from a rooftop pond filled with tilapia, forming a closed ecosystem. Ryan Chatterson, facility supervisor for the farm, says all waste generated by the fish is recycled, via natural methods of decomposition. The farm’s main client is a restaurateur housed in the same building. For the in-house restaurant, sourcing fresh produce is a mere one-minute commute in an elevator to the top of the 3,000 square foot, multi-rise warehouse. The remainder of the produce is sold to a restaurant situated across the street. “We have pretty much zero miles from farm to plate,” Chatterson says. “We are producing a premium product for a premium market.” He’s not trying to compete with what he calls, “the guy selling 50-cent heads of lettuces from California.” Instead, the farm works closely with the restaurant owners and plants according to a schedule that best suits their needs. He turns down around six restaurants a month. “They call us looking for produce, but we don’t have enough. It’s nice to be on the other side. We’re not having to market the business, it markets itself.”

Green Sky Growers in Florida
Green Sky Growers in Florida

6) The Greenhouse Project, in New York City, is an urban farm that sprouted from a a strategic partnership between a small group of parents and educators and New York Sun Works, a NYC-based non-profit organization that builds innovative science labs in urban schools. The 1400-square foot smart and sustainable hydroponic urban farm opened in the fall of 2010 on the third-story roof above the Manhattan School for Children. The farm is a laboratory, a dynamic classroom in which city kids learn where their food comes from, how much energy is used to produce it, and the relationships between diet and health, food and the environment. To date, about 1200 elementary and middle school students have participated in the project, a hands-on classroom and science lab that encourages the city’s youth to think globally and act locally. The main issues the program aims to address include climate change, the efficient use of water and energy, how to build greener cities, and how to grow a secure and healthy food supply.
The Greenhouse Project on the roof of a public school in NYC
The Greenhouse Project on the roof of a public school in NYC

7) Sweet Water Organics in Milwaukee, Wisconsin – one of our personal favorite urban farm operations — sprouted inside a former industrial factory in 2008. Emmanuel Pratt, the 35 year old cofounder of the farm and its educational arm — the Sweet Water Foundation — transformed the vacant building into an aquaponic wonderland in which nitrogen-rich waste from tilapia-filled tanks fertilizes a variety of vegetables and herbs planted overhead. Sweet Water Organics and Sweet Water Foundation sit side-by-side, in a 10,000+ square-foot factory that formerly assembled mining cranes in Milwaukee’s Bay View neighborhood. The farm sells the fish and veggies to area restaurants —but not before this Chicago State University professor uses them to teach an important lesson about sustainable urban agriculture. 100 miles south, At Chicago State University, Pratt is a Professor of Urban Planning and the Director of the recently birthed, Aquaponics Center on Chicago’s South Side. Pratt repurposed the deteriorating factory into a means to educate everyone from kindergartners to graduate students about how to grow organic produce in the midst of urban decay. After Chicago State oversaw the purchase of the old factory, Pratt began to assemble the Mycelia Project, the overarching name for his hybrid art-meets-agriculture experiment. “When you take the concept of blight and flip it on its head using fish and vegetables, you can show that there’s new life in spaces that have been idle for 20, 30 years,” he says. Pratt has expanded the program to 50 schools in Chicago, Milwaukee, and Detroit through his Sweet Water Foundation to inspire new generations of urban farmers across America. We love his motto—a play on a derisive description of areas in decay and what he hopes a passerby outside the former shoe factory will one day say:
There grows the neighborhood.”
Our newfound hero, Emmanuel Pratt, at his new Aquaponic Center on the South Side of Chicago
Our newfound hero, Emmanuel Pratt, at his new Aquaponic Center on the South Side of Chicago
8) Growing Power in Milwaukee, Wisconsin — is the last but not least urban farm on our list. Will Allen started his adventures in urban farming nearly two decades ago.  The Community Food Center he first started in the heart of his city now serves as a model for how to grow food with no chemicals and no fossil fuels—and with favorable cash-flow. His main 2-acre Community Food Center is no larger than a small supermarket. But it houses 20,000 plants and vegetables, thousands of fish, plus chickens, goats, ducks, rabbits and bees. Allen’s program offers innercity youth and teens an opportunity to work at his store and renovate the greenhouses to grow food for their community. What started as a simple partnership to change the landscape of the north side of Milwaukee has blossomed into a national and global commitment to sustainable food systems. Mr. Pratt, the founder of the blossoming urban farm operations described above, was actually inspired and trained by Mr. Allen. And like Pratt, Allen’s operations have also expanded into nearby cities — primarily Chicago, Illinois and Madison, Wisconsin. 

Will Allen catches one of his farm raised fish at his Milwaukee-based aquaponic farm
Will Allen catches one of his farm raised fish at his Milwaukee-based aquaponic farm

Urban farm projects grow communities and nourish hope. The best ones, in our opinion, will produce more leaders like the social innovators mentioned in this post.

Wednesday, January 11, 2012

Jagriti Yatra - A Journey of discovery and transformation

Jagriti Yatra is an ambitious train journey of discovery and transformation that takes hundreds of India's highly motivated youth on an 15 day national odyssey. The aim is to awaken the spirit of entrepreneurship.The vision of Jagriti is to inspire young Indians living in the middle of the Indian demographic diamond (Rs 40 - Rs 120 per day) to lead development by taking to enterprise. By doing so, they can turn from job seekers to job creators. 


Jagriti Yatra is an annual train journey that that takes hundreds of India's highly motivated youth (with some participation of international students) between the ages of 20-25 and experienced professionals with age above 25, on a eighteen day national odyssey, introducing them to unsung heroes of India. The aim is to awaken the spirit of entrepreneurship - both social and economic - within India's youth by exposing them to individuals and institutions that are developing unique solutions to India's challenges. Through this national event we have begun to inspire the youth of India to lead and develop institutions both nationally and within their communities.

Vision

The vision of Jagriti Yatra is to inspire young Indians living in the middle of the Indian demographic diamond (Rs 40-Rs 120 per day) to lead development by taking to enterprise. By doing so, they can turn from being job seekers to job creators. Apart from this economic argument, they also discover a purpose that is appropriate for their talents. Only if we create a movement around enterprise led development will India’s youth employment and development issues will be resolved.

Message

The message of the Yatra is expressed through Jagriti Geet – 'Yaaron Chalo, Badalne Ki Rut hai' a message is of a positive change through enterprise. Instead of bemoaning what is wrong with the country, our participants and the Jagriti fraternity takes action by enterprise led development to make India better


Tuesday, June 7, 2011

The Ethical Trading Initiative

http://www.ethicaltrade.org/


The Ethical Trading Initiative is a ground-breaking alliance of companies, trade unions and voluntary organisations. We work in partnership to improve the working lives of people across the globe who make or grow consumer goods - everything from tea to T-shirts, from flowers to footballs.



Our vision is a world where all workers are free from exploitation and discrimination, and work in conditions of freedom, security and equity. This year our corporate members' ethical trade activities touched the lives of over 9.4 million workers.

What is ethical trade?

Ethical trade means that retailers, brands and their suppliers take responsibility for improving the working conditions of the people who make the products they sell. Most of these workers are employed by supplier companies around the world, many of them based in poor countries where laws designed to protect workers' rights are inadequate or not enforced.
Companies with a commitment to ethical trade adopt a code of labour practice that they expect all their suppliers to work towards. Such codes address issues like wages, hours of work, health and safety and the right to join free trade unions.

Why is ETI needed?

'Doing' ethical trade is much harder than it sounds. Modern supply chains are vast, complex and span the globe. Labour issues are themselves challenging. For example, what exactly is ‘a living wage'? What should a company do if it finds children working in a supplier's worksite? Evicting children from the workplace can, paradoxically, make their lives worse.
ETI brings corporate, trade union and voluntary sector members together in a unique alliance that enables us to collectively tackle many thorny issues that cannot be addressed by individual companies working alone.

Watch a six-minute video about our first decade



Tuesday, December 21, 2010

Sustainable Urban Enterprise

It is not just the world’s mega-cities like Sao Paulo, Mexico City and Shanghai that will need to evolve in response to a range of issues like climate change, resource scarcity, population growth and changing lifestyles. All of Britain’s cities will need to look at how resilient they are in the context of these challenges. How can they provide the right environment for sustainable enterprise to flourish?

Businesses consider a range of issues when deciding where to locate, looking at practical issues such as proximity to market, transport and communication links. They want an environment that will attract the people who are crucial to business success. Businesses look to the public sector to provide incentives, support skills development and create places where their employees want to live.

But sustainability is also rapidly becoming a factor for forward thinking businesses as outlined by Forum for the Future in “Sustainable Urban Enterprise: creating the right business environment in cities” (Sustainable Urban Enterprise). Commissioned by economic development company, Opportunity Peterborough, the report found that traffic issues are the most prominent frustration with current business locations, with one in three business leaders citing poor public transport, traffic congestion or commuting times as their biggest gripe. But while efficient urban mobility will be become critical, a desirable business location will also mean access to a clean, green, and culturally vibrant city centre – enhancing the quality of life for employees and the visitor experience. Highly efficient and flexible ‘green’ premises are also likely to become more important for businesses.

The report, which aims to help cities to better understand and respond to future sustainability trends, outlines the following framework for creating a sustainable business environment:

Proximity to market - Think connectivity, rather than physical distance. Web-enablement, supply chain flexibility including local sourcing, and resilient logistics will all be important.

Communications - Think access, rather than movement. Interconnected low-carbon transport, reduced urban sprawl and ICT systems to connect people can support businesses and peoples’ work-life balance.

Access to resources - Think lower consumption, and higher quality of life. Regional supply chains and storage for key resources, resource-efficient infrastructure, recovery and recycling will all help cities ride out fluctuations in resource availability.

Provision of utilities - Think independent supply streams. Local energy generation, smart metering, smart grid technologies, and closed-loop utility systems, such as heat recycling can reduce a city’s environmental impact and enhance resilience.

Land/space premises - Think systematically about the interaction between buildings and the urban infrastructure around them. Urban planning needs to foster climate change adaptation and the provision of flexible, resource and energy efficient workspace.

Access to talent - Think about matching green skills to green business needs. A dynamic research sector for green skills, mechanisms for linking talent to ‘green’ jobs, programmes to boost sustainable skills and links to like-minded companies.

Attractiveness of place - Think about designing the city for people, not cars. Accessible amenities, attractive, walkable neighbourhoods with integrated business space and improved access to community information can enhance quality of life.

Government incentives - Think big AND small: infrastructure investments need to be big, but community planning should be small-scale. Cities need a clear vision of a sustainable future to guide bold investment in infrastructure, whilst fostering local entrepreneurship and innovation at the community scale.

Project Team
Ivana Gazibara, Senior Sustainability Advisor
Fiona Dowson, Senior Sustainability Advisor
Martin Hunt, Head of Built Environment
Sam Kimmins, Principal Sustainability Advisor

For more information contact
Ivana Gazibara:
i.gazibara@forumforthefuture.org 020 7324 3673
or visit: http://www.opportunitypeterborough.co.uk/

Tuesday, September 28, 2010

Beyond business as usual: ten principles to promote Nigerian social capitalism

Beyond business as usual: ten principles to promote Nigerian social capitalism

by Jacqueline Copeland-Carson

‘Wealth is not what a man has; it’s what he gives away.’

Ancient Nigerian proverb about philanthropy

The current recession has caused worldwide soul-searching about whether conventional capitalism is the right economic model for the 21st century. Cyclical and rapacious recessions and a dangerous depletion of natural resources, along with growing gaps between the haves and have-nots, increasingly threaten all countries. The remarkable growth in the non-profit and philanthropic sector across the world, even through the recession, is in part an effort to create alternative strategies and institutions to help communities failed by so many of the 20th century capital models. The West rarely looks to Africa for social innovation. However, some of the most promising models are coming from Africa’s emerging third sector.

While African poverty has grown over the past few decades, African wealth has as well. And a handful of wealthy Africans are beginning to take leadership roles in addressing their country’s social problems and transforming the destructive economic and political systems that cause them.

Often hidden in plain view of a mainstream media blindsided by Africa’s  undeniable challenges is an indigenous philanthropy and social innovation movement that is creating new models that, if promoted and encouraged, could create more sustainable development strategies and a compelling alternative to conventional capitalism that the world could emulate. The global press does a good job of highlighting the formidable political, economic, social and environmental challenges facing African countries. Indeed, conventional capitalism models that focused on extraction of wealth and natural resources without replenishing them have caused underdevelopment in Africa since the slave trade and colonial eras.

Despite its bad rap in the international press, Nigeria − along with Kenya, Ghana and South Africa − is one of the most promising social innovators in sub-Saharan Africa. Building on centuries-old giving practices, it is beginning to blend its traditional approaches with western techniques to create wholly new philanthropic and social investment models that could establish the new models of capitalism the country needs for sustainable development.

Businessman and statesman TY Danjuma has created Nigeria’s first indigenous foundation, using his personal wealth, and has hired a dynamic executive director, Thelma Ekiyor, who has international philanthropy experience. Using a social change giving strategy, TY Danjuma Foundation funds education, health and economic development. But it also recognizes the importance of promoting Nigeria’s philanthropy movement and creating a new business ethics through exemplary governance practices. The foundation also aims to support Nigeria’s traditional giving circles and promotes regulatory reforms that would encourage other wealthy Nigerians to give.

With pending, albeit controversial national legislation, Nigeria may be the world’s first country to require CSR. In addition, Nigeria has a growing number of social entrepreneurs who, especially with additional support, can create best business practices to resolve the country’s challenges.
But Nigeria still has a long way to go to build its emerging third sector into a tool to reform capitalism. Any effort to instil social principles into the profit motive of capitalist institutions − whether they are companies, foundations, NGOs, governments or social enterprises − is fraught with tension. Social capitalism is not a panacea for the breakdown of societies and markets. And Nigerian social capitalism is subject to the same pitfalls of social investment and philanthropy as anywhere else.

Ten principles to advance Nigeria’s social capitalism

The third sectors of western countries certainly have their challenges and need reform to advance more equitable capitalist practices. Nigeria and other African countries, since they are newer to the sector, can learn from the West’s mistakes. But Africa also has much to teach.  Here are ten tips that might help Nigeria and other African countries improve global social capitalism through its third sector.

1  Recognize, respect and reinforce indigenous Nigerian social capitalism philosophies, structures and practices

Build on Nigeria’s homegrown wisdom and institutions passed down by elders over millennia. Discarding them for Western approaches that seem more modern but sometimes don’t fit, or even make our predicaments worse, has been the bane of African development.

Although they may be unknown to mainstream philanthropy, Nigerians, like all Africans, have longstanding traditions of social enterprise, business ethics and philanthropy. We should document and practise them, mixing their best elements to adapt models such as foundations to African conditions and priorities. The West does not have all the answers to the world’s problems, and some of the most intriguing solutions are coming right from Africa.

2  Adapt appropriate business practices to the special conditions of social capital markets.

If you represent a corporation considering or already operating a social responsibility and investment programme, or even if you are a philanthropist who wants to use market tools to support NGOs, remember that most successful investors in business stay in for the long haul; they know their risk tolerance and they maintain diversified portfolios.

The same should be true for philanthropists and social investors. Because of the fear that a promising but unproven idea or leader might not work in the short term, some philanthropists and social investors avoid supporting new programmes and organizations.

It is difficult to predict the success of any organization. However, sometimes the least proven leaders or a new untested idea can have the greatest potential long-term social payoff by expanding justice and advancing social consciousness.

3  Develop appropriate measures of social impact for your business or philanthropy.

Social capitalism models must be willing to let go of measures of success that don’t work well where the market has obviously failed to provide social goods that society needs − such as access to basic healthcare, safe housing, clean air and water, and protection from violence − recognizing that these inequalities, which often play out across ethnic, racial, gender, religious or class lines, can be the most difficult to fix. Patient, early capital and a high-risk, high-reward investment posture are often required; a quick fix with quantifiable short-term results may not be possible.

4  If you have the financial means, create a well-managed, professionally run philanthropic or social investment organization or programme.

It is not only the funding that you can provide, but also the example you set, of Nigerians supporting Nigerian social enterprise and philanthropy, that will help create a social capitalism ethic focused on giving back for social change. As a wealthy foundation, you are also in a better position to speak out for public policies that benefit the poor and vulnerable. Hold yourself accountable, creating publicly available reports on your funding as well as the success of your grantees.

Don’t keep your money to yourself, creating a prestigious-sounding foundation that does little. Create investment strategies to grow your foundation’s capital and consider socially conscious investment strategies that reward companies with ethical practices and a positive social impact, while reflecting your foundation’s mission. These approaches will set a new model of social responsibility and build confidence in the NGO and social enterprise sector, encouraging more investment that the country so desperately needs. Harness the power of the internet to create socially responsible, innovative enterprises that promote the public good while creating new economic opportunity for yourself and others.

5  Remember you don’t have to be rich to be a philanthropist or social investor.

It is the small everyday acts of compassion and justice of everyday people that ultimately build a nation. Time, talent and courage matter as much as treasure in promoting social change. Everyone can treat their neighbour with empathy. Everyone can donate some time. We all can donate some money − no matter how little − to a worthy cause, or share ideas. In fact, do not discount the power of ‘poor people’s philanthropy’ − the small amounts of money pooled over many people over time. It is the basis of every successful social movement in history, including the American anti-slavery, African liberation, civil rights and anti-apartheid movements, to name just a few. And it can be the basis for a Nigerian social capitalism movement. The key is to be more strategic − have a vision of a better future, create a mission and strategy to achieve it, and then pool resources across the community to make the vision real. A thousand acts of kindness and collective action can and do move nations.

6  Walk the talk of social equity.

A Nigerian proverb says: ‘You can best coil a fish when it’s fresh.’

Nigeria’s social capitalism movement is just starting and now is the time to learn from others’ mistakes and create institutions that are more effective and sustainable, building our communities and even the nation.
If you represent a company, foundation, NGO or social enterprise, it is critical to have ethical and equitable organizational practices that treat men and women fairly; try to represent Nigeria’s ethnic and religious diversity in its governance as well as in its vendor base and, in some way, create opportunities for the country’s increasingly disaffected youth. Even if your organization is small or in a start-up phase with few resources for a grant or social investment programme, setting a good example of social responsibility and reporting it to the broader community can go a long way towards establishing an inclusive, tolerant and just culture of giving and society.

7  Remember that the third sector is more than an industry; it is a movement.

As third sectors advance, becoming more professionalized, they can lose their souls, becoming overly professionalized and fragmented, separated from the experience of society’s most vulnerable and divorced from their founding values and mission.

Nigerians should retain and strengthen the porous lines between philanthropy, social investment, corporate responsibility and social activism that seem to be a potentially distinctive feature of its emerging third sector. Respect for dissent, a focus on system reform and collective action will not only help strengthen the sector but also maximize its potential to promote more just and responsible capitalism that more sustainably develops the country.

8  Support the women.

As the old African saying goes: ‘Give a man a fish and he will feed himself; give a woman a fish and she will feed the nation.’

In all societies, women are the primary caretakers of vulnerable people − the sick, elderly and children. The international development literature shows that when women become financially stable and successful, they tend to reinvest that money in the immediate and long-term advancement of their children and families, as well as having high levels of community volunteerism. Whatever donations you give, or whatever social enterprise programmes or philanthropy programmes you establish, be sure to include women as it will help accelerate development.

9  Create more confidence in Nigerian NGOs.

Nigeria’s emerging social capitalism movement would be more successful if, as in other African countries, governments established regulations to encourage and monitor social benefit activities but also to protect the free speech of foundations and NGOs that speak out for social justice. There needs to be government-provided financial or other incentives (perhaps fund-matching programmes, as tax offsets may not be feasible due to the challenges of even collecting taxes in Nigeria) to encourage wealthy people to create foundations that truly serve the public, as well as rules to promote ethical practices among NGOs.

10  Remember to live all that is good about Nigeria.

Many Nigerians have, unfortunately, bought into the unfair international stereotype of the country as overrun with greedy, untrustworthy, cold-hearted capitalists who will do anything to make a quick buck. This is only one side of the equation. Nigerians are especially enterprising people. Use this enterprising spirit to recognize that each and every social problem of this country is also an opportunity waiting for some of that old-fashioned ‘can do, against all odds’ Nigerian spirit and know-how. And remember that this spirit extends to Nigerians living abroad, who annually give almost US$10 billion to family and causes in Nigeria. Recapture all that is good about Nigeria and the future can be bright. Fixate on what is wrong with Nigeria and you will unwittingly perpetuate it.

In conclusion

Building on old traditions and new practices, Nigerians can forge a more just capitalism, a uniquely Nigerian brand of social capitalism that profits the country. But believing in Nigeria’s social capitalism potential is not enough to make this movement real.

As another Nigerian proverb says: ‘The people of a community are responsible for making it better and if the community goes bad, the people are accountable too.’ Only Nigerians can make this possibility of a new path to capitalism a reality, joining the billions of voices across the planet who say that business as usual continues destruction of our countries, our communities and, ultimately, our planet.

Jacqueline Copeland-Carson is President of Copeland Carson & Associates, a global social development consultancy. Email jcc@copelandcarson.net

This article is excerpted from an address delivered on 1 May 2010 to The Platform, a community action convention, sponsored by Covenant Christian Center of Lagos, Nigeria. Go to www.copelandcarson.com for the full speech.

Monday, September 6, 2010

Lesson Plans for The New Heroes

These classroom materials are written for students in grades 6-12 to deepen their understanding of the world and related social issues. These activities will raise awareness of individuals who make a difference and show how problem-solvers begin and carry out their work. Students are likely to have many questions after viewing The New Heroes series. These classroom resources will help them answer questions raised by these powerful stories.
We hope to help students understand the following:
  • How do people really make a difference?
  • What is their approach? Their vision?
  • What are the steps or process to making a difference?
  • What kinds of people are good at this? Are there common characteristics and/or personal attributes that visionary problem-solvers have?
  • What do you care about?
  • What do the people around you need?
  • What is going on around you right now, in your own community?
  • What would you need to do now to get going?
As a result of these learning experiences, students should be better able to:
  • Recognize both problems and potential solutions to local issues.
  • Recognize that there are different levels of entry into involvement in social issues.
These resources contain two different types of materials to use in conjunction with the video series in your classroom. Lesson plans address themes that appear in multiple stories in the series and use short, specific video clips to explore the themes. Unit plans dig deeper into each of the four episodes in the series and use the full 20-minute video stories from the four episodes.

Knowing History, Serving It: Ashoka's Theory of Change

Ashoka's job is to make Everyone a Changemaker™. To help create a world where everyone has the freedom, confidence, and skills to turn challenges into solutions. This allows each person the fullest, richest life. And a society so constituted will evolve and adapt faster and more surely than any other: Each person, rather better than the body's white blood "attack" cells, courses though society spotting challenges and then conceiving and putting in place the next, better step.

Ashoka's own community of changemakers has the opportunity to make a very big difference — and therefore the responsibility to do our best — in advancing this goal. We have this opportunity for several reasons:

1. Ashoka understands and serves a historical process, the transformation of the citizen half of the world's operations from a pre-modern to the same entrepreneurial and competitive architecture that has driven business ahead over the last three centuries. Such fundamental structural change is historically extremely rare.

2. Ashoka is an association of a large share of the world's leading social entrepreneurs. Its values and culture are sharply, deeply, and strictly focused on serving this core membership. No one knows them, their needs, their life cycle, their very distinctive perspectives and ways of thinking, their values, and their dreams as well. Moreover, Ashoka is uniquely positioned to see both the individual pieces and the emerging patterns created by this "client base" across the world.

3. Ashoka has been deeply engaged in learning from and learning to serve both this historical process and its leading social entrepreneur constituents across the globe throughout the last quarter century. These years have been the years when the citizen sector, led by its entrepreneurial cutting edge, "tipped" irreversibly onto its new competitive path and entered a period of rapid catch-up productivity acceleration and growth. Ashoka now has a rich pipeline of proven, high leverage interventions ready to spread globally and an institution that spots needs and then builds and adapts quickly.

4. As the field matures, Ashoka is no longer alone. It has a growing number of partners and potential partners.

Ashoka is enormously strengthened by the flow of both ideas and practical collaborations from these partners — from our decade old colleagueship with Avina/Nueva in Latin America to the month old alliance between changemakers.net and The Skoll Foundation's "Social Edge". Ashoka has helped about fifty groups learn as much as possible from its venture methodology and then get started providing analogous services to one group or another. Its new "strategic diamond" organizational focal points are specifically designed to weave whatever strengths exist in the areas where Ashoka is working together with its own and its Fellows' programs in order to maximize the synergies among all these pieces.

Ashoka's core strategy is to find and drive home the highest leverage, most important interventions appropriate to each historical stage that will (1) advance social entrepreneurs and social entrepreneurship and (2) speed the transformation of the citizen sector and, more importantly, enable it to crystallize in the wisest possible ways.

Ashoka is an entrepreneurial institution serving entrepreneurs. Its opportunities require strongly intrapreneurial leadership. It must therefore be an integrated/decentralized institution staffed by collegial/intrapreneurial people.

Ashoka's first contribution was to create the functional equivalent of the venture programs that help top businesses take off. Helping one of the world's leading social entrepreneurs have the freedom and key supports necessary to fly is very probably the world's most highly leveraged, highest impact investment:
  • It launches a big idea that over time is likely to change its field on a continental scale.
  • It launches the social entrepreneur into a lifetime of high impact, independent changemaking.
  • It helps create the institutions needed to support both.
  • Its intervention comes at the moment when a little help means the world.
  • Each successful social entrepreneur and idea becomes a highly contagious (because enormously empowering) role model that encourages hundreds of others to care and to take social initiative.
  • Such social entrepreneurs are the cutting edge of the democratic revolution — citizens exercising power in society by organizing ideas and others.
  • Leading social entrepreneurs launch key pattern changes that ripple across applications and geography (every bit as much as major scientific break-throughs) — opening opportunities for myriad local changemakers. The growth of social entrepreneurship spurs the growth of the broader citizen sector, which in turn helps today's entrepreneurs and helps create more tomorrow.
  • Over its first decade Ashoka often said: "There is nothing more powerful than a big pattern-changing idea if it is in the hands of a first class entrepreneur."
  • Then Ashoka learned there is something that is more powerful — a community of leading social entrepreneurs working together.
  • As the field has evolved, the Ashoka team has developed new programs fitted to the needs of each phase. Each possible program must meet two tests before Ashoka will commit to it:
  • Will it make a major difference to the development of social entrepreneurship and of the competitive citizen sector globally?
  • Can Ashoka make it happen? Do we clearly see the "jujitsu" leverage points that will allow us to replace today's seemingly granite wall of current practice with a vigorously self-multiplying new pattern?

Ashoka encourages (e.g., through its Global Collaborations challenge) Fellows, staff, and others in its community to propose and begin to test possible programs. Many of today's key programs started this way. However, as the ideas progress towards large scale, Ashoka applies these two tests ever more tightly.

The table that follows provides sketches of several phases in the evolution of our field (our "market") and provides examples of Ashoka responses.

Ashoka's interventions take place on three different but interconnecting planes:

1. It launches and provides full life cycle support for individual top tier social innovations, entrepreneurs, and their institutions: stipends, community, and specialized inputs from strategic partners in management, communications, law, technology and finance.

2. It is building patterns, frameworks, supports, and institutions that allow the members of the community to have impacts far greater together than they could apart. Two examples: (1) the mosaic initiatives, which allow leading social entrepreneurs working on the same broad issue to share ideas, select those that are the most universally useful, and work as a team to spread them and tip their field globally, and (2) collaborations across the profession to address its greatest common strategic needs e.g., encouraging many more people to join our new and mushrooming field.

3. It is helping to build key elements of the field's long term architecture — e.g., the creation of much-needed new financial service institutions to serve the sector.

Often interventions are important on several levels. The mosaic initiatives, for example, greatly enrich individual Fellows who can complement the principles and approaches they developed with those created by the rest of the field. Second, by working together to articulate and then market these principles, they can affect the lives of far more people far more deeply than they could working alone. Moreover, by helping one another and then collaborating to market their joint product, the intensity and value of the fellowship or community will grow sharply. Third, after several such powerfully successful experiences, the field will know long into the future both the great value of and how to organize such mosaic initiatives wherever a new issue comes into focus. The field will have gained the capacity to engage in group entrepreneurship — probably the most important shared capacity this field can have.

In the 1980s, Ashoka developed and then, over four years, went to global scale with its first major contribution or "product": launching and helping leading social entrepreneurs and their ideas succeed. This remains a cornerstone contribution, and we believe it always will be because the need for social entrepreneurship will only increase with time.

In the 1990s, Ashoka's market matured rapidly creating multiple and strongly interdependent new needs. The membership, which we individually and collectively exist to serve, then insistently drew us in to deal with these new needs and opportunities.

We have developed, by and large tested and refined, and now are ready to move quickly to implement these new programs. We are now entering our second period of rapid growth.

This second cycle is significantly different from the first. It involves more elements. Much of the power comes from the synergy among them. Many elements focus more on systemic change than direct service to individual entrepreneurs. This cycle is more complex and variable. Moreover, because the field is moving faster at this more mature stage, we have less time.

This next stage in the field's evolution requires new institutions. Much of Ashoka's work product in this new cycle is new processes and institutions.

Success also requires Ashoka to evolve significantly. A few examples:

  • Each program (e.g., every mosaic initiative, stimulating a new social financial services sector, or the fieldýs Academy) must have a dedicated, powerful global intrapreneur to succeed. Ashoka, therefore, must look increasingly like a flat professional firm with a growing number of "partner" intrapreneurs, supported by high quality "junior partners" and "associates."
  • Leadership must come very significantly from Ashoka's leading social (and business) entrepreneur core membership. These members and Ashoka staff should be largely interchangeable, both in terms of initiating and running projects and, as much as possible, in terms of careers. Another reason staff must be "collegial intrapreneurs."
  • All these intrapreneur-led global programs must be melded with one another and with the increasingly rich body of institutions the citizen sector is developing regionally. Ashoka's new cross-cutting practice groups will help with the first part of this challenge.

Far more important are Ashokaýs four main "strategic diamond" teams. They are comprised of Ashoka's front line staff and other active members of its community in the four regions with 85 percent of the worldýs citizen sector activity. While Ashoka will provide appropriate lesser levels of service elsewhere, it will focus its implementation and integration efforts in these four areas. Each of these four teams (and their leaders) have three performance goals/measures for the next five years: (1) contributing importantly to building as strong and wisely designed a citizen sector in their diamond as possible; (2) maximizing service to Ashokaýs core top business and social entrepreneur members; and (3) building a brilliant team. To succeed, they must mesh all the program ingredients available into a carefully phased, maximally mutually reinforcing action program. Getting the relationship right between these diamond teams and the global cross-cutting program intrapreneurs is critical.

Not every intrapreneurial initiative will fully succeed. There are too many variables, ranging from intrapreneurial skill to the occasional perfect storm in the surrounding environment.

However, Ashoka's overall program, even if it seems ambitious, is very, very likely to succeed. In addition to the factors listed on page one, Ashoka's design is robust:

  • Intrapreneurs and entrepreneurs intervene at any decision point headed in the wrong direction. They are also the ultimate realists and change their ideas whenever needed to succeed.
  • Parallel programs and redundancy provide further strong insurance. Ashoka has, for example, a dozen programs designed in whole or part to shift the citizen sector onto a path of re-engagement with business. If eight or ten pass the "jujitsu" point of take off, we will probably achieve our purpose. We plan for only one-third of the promising mosaic initiative programs that win small early stage investments to make it to the expensive marketing stage. And, even if several that do enter the marketing phase only have modest impact, the others that fully succeed will be sufficient to provide the energy needed to give our field the capacity for group entrepreneurship. Another example: Changemakers and the mosaic initiatives are both designed independently to tease out and develop the universally empowering principles embedded in the entrepreneurs' practice. If both work, they feed one another. If one fails in one area or even overall, the work still goes ahead.
  • Ashoka encourages and helps other institutions to join the work.

To succeed, Ashoka must be a special community. One that understands its rapidly evolving market. One that is entirely open to its members/clients and their ideas. One that is as rigorous and tough-minded as it is open and creative. One that is as intrapreneurial as its members/clients are entrepreneurial. One that is, therefore, constantly experimenting and learning and improving. One whose intrapreneurs see and care as much about the whole as they do about their piece — and who will, accordingly, weave the pieces together to great mutual and overall benefit. One where the internal spirit mirrors the quality of the global community it serves and is helping to build.

Ashoka the organization must provide the value-based home, the framework and supports, and the discipline necessary for such a community to grow and flourish. Doing so is our biggest challenge.

Bill Drayton, Chair 


http://www.ashoka.org/node/986

The Entrepreneur's Revolution and You

What is a Social Entrepreneur?

Social entrepreneurs are individuals with innovative solutions to society’s most pressing social problems. They are ambitious and persistent, tackling major social issues and offering new ideas for wide-scale change.
Rather than leaving societal needs to the government or business sectors, social entrepreneurs find what is not working and solve the problem by changing the system, spreading the solution, and persuading entire societies to take new leaps.
Social entrepreneurs often seem to be possessed by their ideas, committing their lives to changing the direction of their field. They are both visionaries and ultimate realists, concerned with the practical implementation of their vision above all else.
Each social entrepreneur presents ideas that are user-friendly, understandable, ethical, and engage widespread support in order to maximize the number of local people that will stand up, seize their idea, and implement with it. In other words, every leading social entrepreneur is a mass recruiter of local changemakers—a role model proving that citizens who channel their passion into action can do almost anything.
Over the past two decades, the citizen sector has discovered what the business sector learned long ago: There is nothing as powerful as a new idea in the hands of a first-class entrepreneur.

Why "Social" Entrepreneur?

Just as entrepreneurs change the face of business, social entrepreneurs act as the change agents for society, seizing opportunities others miss and improving systems, inventing new approaches, and creating solutions to change society for the better. While a business entrepreneur might create entirely new industries, a social entrepreneur comes up with new solutions to social problems and then implements them on a large scale.

Historical Examples of Leading Social Entrepreneurs:

  • Susan B. Anthony (U.S.): Fought for Women's Rights in the United States, including the right to control property and helped spearhead adoption of the 19th amendment.
  • Vinoba Bhave (India): Founder and leader of the Land Gift Movement, he caused the redistribution of more than 7,000,000 acres of land to aid India's untouchables and landless.
  • Dr. Maria Montessori (Italy): Developed the Montessori approach to early childhood education.
  • Florence Nightingale (U.K.): Founder of modern nursing, she established the first school for nurses and fought to improve hospital conditions.
  • Margaret Sanger (U.S.): Founder of the Planned Parenthood Federation of America, she led the movement for family planning efforts around the world.
  • John Muir (U.S.): Naturalist and conservationist, he established the National Park System and helped found The Sierra Club.
  • Jean Monnet (France): Responsible for the reconstruction of the French economy following World War II, including the establishment of the European Coal and Steel Community (ECSC). The ECSC and the European Common Market were direct precursors of the European Union.
To read more about social entrepreneurship, click here.

The Entrepreneur's Revolution and You

August 2, 2000

The most powerful force in the world is a pattern-changing big idea - if it is in the hands of an entrepreneur of equivalent ambition.

Each such major pattern shift triggers cascades of follow-on innovations, adaptations, and local applications. The railroad and today's digital revolutions are prime business examples.

"Social entrepreneurship has multiplied, competition has arrived, and the sector is racing to catch up. Building the new institutions needed to support these historical forces is, of course, Ashoka's purpose. "
This is just as true in the social arena. Florence Nightingale redefined her field every bit as much as Andrew Carnegie did his.

Whether or not society generates a vigorous flow of these critical major innovations depends on its ability to foster and support the entrepreneurs. The economic success that has transformed the world over the last several centuries has ultimately been rooted in society's learning, first, how to tolerate business entrepreneurs and, then, how to support and reward them generously and at every step.

Social entrepreneurs have not been so fortunate. Probably because they made governments nervous, they long experienced more persecution than assistance. Florence Nightingale was an exception.

The direct result has been the notorious squalor of the social sector. Inadequate innovation - especially when compared to the steadily compounding productivity gains achieved by an entrepreneurial and competitive business world - has left social organizations sclerotic, service quality poor, costs high, salaries low, and repute lower still.

The last two decades have seen an extraordinary historical turning point, the breakout of the social sector from this squalor. Across most of the world, the logjam suddenly broke. Social entrepreneurship has multiplied, competition has arrived, and the sector is racing to catch up. Building the new institutions needed to support these historical forces is, of course, Ashoka's purpose.

In country after country the number of citizen organizations is up a hundred, even a thousand-fold. Tiny Slovakia went from a handful in 1989 to over 10,000 last year. According to the overall economy of the countries studied by the Johns Hopkins Comparative Nonprofit Sector Project, "the nonprofit sector outpaced the overall growth of employmentý by nearly 2.5 to 1."¹ According to the conservative estimate of the Yearbook of International Organizations, the number of international citizen sector organizations (defined as groups with operations in more than one country) has reached more than 26,000 today, up from 6,000 in 1990. The magazine World Watch provides corollary data on the number of citizen sector groups operating at a national or local level. Approximately 1 million such organizations work in India. Of the approximately 2 million citizen sector organizations working in the United States, 70 percent of them were established in the last 30 years. Eastern Europe has seen well over 100,000 organizations established in the seven years following the fall of the Berlin Wall.²

With learning and maturity, the average size, skill level, and competitive sharpness of these organizations has also increased. They are, moreover, becoming far more than the sum of their parts: We are seeing the emergence of the same sort of open, competitive-yet-collaborative relationships that marked the birth of the modern competitive business sector three centuries ago.

This revolution in the organization of human society has gone little noticed. Even though extraordinarily rapid in historical terms, its pace does not fit the shutter speed of either the press or political cycle.
"Because leading social entrepreneurs dealing with the sort of truly major pattern changes that Ashoka seeks out are grappling with historical forces that span the globe, social entrepreneurship is the first profession being organized at the global level."
Nonetheless, when the history of these times is written, no other change will compete with it in importance. This sort of fundamental transformation in how society organizes itself is a tectonic shift far greater than the railroad or the creation of the nursing profession. This change is, moreover, essential to human evolution and survival: It opens the way for us to adapt far more quickly and with self-preservative balance to the social and environmental challenges our business success has unleashed.

The job of the pattern-change social entrepreneur is to recognize whenever a part of society is stuck in an inefficient or harmful pattern, to conceive a better and safe alternative, to make that vision realistic and then a refined reality, and then to persuade his or her entire society to make the leap to this new way.

Spotting and solving these problems requires the entrepreneur because only (s)he is married to a vision and cannot rest until it has transformed all of society. No other type has this inner need. Scholars and artists come to rest when they express an idea. Professionals when they solve a client's problem. Managers when they have enabled their organization to succeed.

This need makes the entrepreneur persist for years and decades thorough all these steps and despite the resistance of myriad inertial forces that would frustrate others. They instinctively reject solutions that depend on local circumstances that would not work universally. Every day they are listening carefully and realistically for problems and openings. If something doesn't work, it is gone. The idea is constantly evolving and strengthening.

The entrepreneur goes after what is stuck. It could be society's failure to deal effectively with corruption. Or prohibitively expensive rural electrification arrangements. Or land ownership laws that make it virtually impossible for people to work together in a multiple use forest environment. Or trade unions stuck in the heavy industry era that have not evolved to serve the growing portion of today's work force that is mobile. Or. . . . The needs are endless, and they will only grow as change accelerates.

Ashoka: Innovators for the Public is the world's association of leading social entrepreneurs. That is to say, social entrepreneurs introducing changes that will significantly change the pattern in their field (e.g., young people or the environment or human rights) across a giant country (e.g., India or Brazil) or a multinational region of equivalent size.

Ashoka's most important job is to help our rapidly emerging field develop the institutions and patterns that will enable it to contribute as powerfully as possible, that will allow all of us in the profession to collaborate, to help one another, to be far more than the sum of our parts.

Because leading social entrepreneurs dealing with the sort of truly major pattern changes that Ashoka seeks out are grappling with historical forces that span the globe, social entrepreneurship is the first profession being organized at the global level. This is a challenge that requires constant vigilance lest we slip into narrower, most commonly national, lines of thinking.

Ashoka is the field's first professional association. It, for example, has launched an initiative designed to help the citizen sector learn that it can and must build its own broad base of grassroots support (money, time, and information). Otherwise over-reliance on a few foundations and government will lead to both inadequate support and co-option. Ashoka is also working to define and encourage the development of new forms of financing for the sector that could serve the many needs that foundations and government find difficult to reach.

Ashoka is also building new patterns of collaboration among Fellows working on the same issue globally, e.g., the over 300 Fellows working with young people or the 143 Fellows bringing innovation to health. Each has a powerful but partial answer. Only by bringing all these ideas together can one see the few universal principles that could help anyone wrestling with the issue. There simply are too few trees in any one country to see the forest.

Over the next year Ashoka will launch a global Academy for the field's most successful practitioners. It will also experiment with the first firm for practitioners (analogous to the first law or consulting firm) that will allow members to benefit from the sort of economies of reputation, recruitment, common services, cross-fertilization, and colleagueship that the older professions have long enjoyed.

Over the last two decades Ashoka, acting as the field's first venture support group (analogous to the venture capital firms of business), has helped launch over 1,000 important new social change ideas, the long careers of the social entrepreneurs behind them, and the institutions needed to support both. This critical service, which is what Ashoka is best known for and most experienced in providing, will continue as long as there is a need for social change.

Each such entrepreneur and idea that succeeds, moreover, encourages many others to care for society's wellbeing and to champion changes they feel are needed. The multiplication of such decentralized concern and effective action is, of course, the essence of the democratic revolution.

- William Drayton