How do we create local economies which are a reflection of all of our contributions 

for

 every 

stakeholder, just, self-

sufficient yet fit seamlessly 

ALIGNED ORGANIZATIONS

Annie Leonard Story of Stuff 

www.storyofstuff.org

Collaborative Consumption, All About Sharing, Adam Werback, www.yerdle.com  Yerdle

 Part 1. http://storyofstuff.org/podcasts/sharing-

part-one/http://storyofstuff.org/podcasts/sharing-part-one/

DO-WE-KNOW-WHO-WE-ARE-?

BUSINESS PLAN

INDIGENE COMMUNITY Chapter of the

SUSTAINABLE DEVELOPMENT ASSOCIATION*

* Canadian Non-Profit Corporation 1994

PROMOTERS: DOUGLAS JACK (System design), 9662 rue Jean-Milot, LaSalle, QC H8R1X9,

514-365-9594 douglasf.jack@gmail.com  & TED EWANCHYNA (software programmer)

 

 

BUILDING LIVELIHOOD

FOR STRONGER COMMUNITIES

 

BUY & SELL THROUGH CATALOGUING YOUR NEIGHBOURHOOD TALENT, GOODS & SERVICES

 

LES VIVRES POUR LES COMMUNAUTÉS PLUS SAINES

 

VENDRE & ACHETER EN CATALOGUANT LES TALENTS, BIENS & SERVICES DES BON VOISINS DE VOTRE QUARTIER

INDIGENOUS COMMUNITY ECONOMY IN CULTURES OF GIVING & RECEIVING

‘Indigene’ (Latin = ‘self-generating’) + 'Community' (L 'com' = 'together' + 'munus' = 'gift or service')

'Indigène' (Latine = 'généré du soi') + 'Communauté' (L 'com' = 'ensemble' + 'munus' = 'cadeau ou service')

 

Indigene Community www.indigenecommunity.info   Communauté Indigène

 

‘Akwe:kon' Mohawk = 'All of us'

‘DO-WE-KNOW-WHO-WE-ARE-?’ PROJECT SUMMARY

‘DO-WE-KNOW-WHO-WE-ARE-?’ ‘Community’ (Latin ‘com’ = ‘together’ + ‘munus’ = ‘gift or service’) ‘Economy’ (Greek ‘oikos’ = ‘home’) draws upon ‘indigenous’ (Latin ‘self-generating’) African & worldwide heritage stories, here transmitted by Harry Belafonte in Turn the World Around,  https://www.youtube.com/watch?v=PLqb64Pb9So&feature=kp

“We are of the spirit, Truly of the spirit, Only can the spirit, Turn the world around, 
Do you know who I am? Do I know who you are? See we one another clearly?

Do we know who we are? 
Oh, oh so is life, A-ba-tee-wah, ha so is life, Oh, oh so is life, A-ba-tee-wah, ha so is life.”

PRINCIPAL ORGANIZERS

Douglas Jack & Ted Ewanchyna have years association & collaborated over past 12 months March 2013 to Mar.’14 developing ‘Do-we-know-who-we-are-?’ Community Economy online web-based Software with a) Human Resource Catalogue, b) Resource Mapping & accounting for contribution & transaction in a Community Investment & Exchange System. Over 1000 web-viewers worldwide https://sites.google.com/site/indigenecommunity/structure/9-do-we-know-who-we-are 

START-UP DATE

Posting of ‘Do-we-know-?’ website, Beta-Version of Community-Economy software 1st April 2014. We invite the 1st 100 neighbour users in LaSalle-Gardens residents & businesses to post talents, goods & services on these neighbourhood websites. Software refined by12th May for 2 local hired students starting date in each community. Students begin 2 week software & community planning with inscription of their & local committee friends, family & neighbours into the online Catalogue. Version 1.0 software by 1st June.

INDIGENE COMMUNITY

We are associated through Indigene Community a chaptre of the Sustainable Development Association, Canadian Non-profit corporation since 1994. ‘Do-we-know-?’ is designed to enable individuals & families in local walkable neighbourhoods to learn about their family, friends & neighbours’ talents, old & new goods & services, to join together, become members, post their gifts & services with other similar offerings, form in companies as well as support local companies in complementary essential service provision.

 

ECONOMIES OF INTIMATE MULTIHOME (Apartment, Townhouse & Village) PROXIMITY

Proximity of services & intimate economic relations of knowing each other are missing from web & multinational company service outlets in today’s centralized economies as well as government institutional services. Without intimacy, professionals don’t know the whole person, family, multihome or community which they serve on shiftwork combined with several others. All around are friends, family, citizen & business talents & capacities capable of organizing locally. Intimates have breadth of knowledge about each other. Rather than artificial linear one-way professional- institutional-client relations, citizens develop pride  & self-worth in themselves & their ability to give, serve & receive in a full cycle. Young-old, female-male relations need economic recognition. Self-worth develops from contributing knowledge where intellectual ‘capital’ is known accounted-for & appreciated. Businesses expand their offerings, capacities & client base hiring intimates, through local catalogues as well as access needed goods & services for their operations.

SUCCESS FACTORS

Indigene Community organizes the huge gap in service & goods delivery in business, institutions, capital & co-op due to a lack of human-resource recognition, accounting valorization & capital development among all Founder, Worker, Supplier & Consumer stakeholder groups.

START-UP CAPITAL MEM ASSETS : ‘Do-we-know-?’ accounts for contributions of time, expertise, resources, goods, services, money, software, patronage etc. Network of existing home, individual & business, new & used goods & services. 5000 people = earning & spending potential of 50 million $ transactions between LaSalle-Gardens (5000 people).

First 6 month Project Expenses	Financing
1) CAPITAL ASSETS: Community Multihome Office, networks & ‘Do-we-know-?’ economic organization & software invested by Doug & Ted.

2) START-UP COSTS: a. OFFICE OPERATIONS: Ted & Doug invest use of home/business locales to host economy for 1st 6 months Include: I. phone & internet 625$, Home phone & internet are made portable so that students & workers may work from wired & cellular phones. II. websites & software 625$ III. Physical office-space + electric + heating x 1 home-based community office expenses at ~250$/month = 3000$ b. EQUIPMENT: Intake member talents, goods, services with 2 tablet computers with camera + computers’ service contract Total 5,000$ c. INSTRUCTIONAL VIDEO with film-maker Lawrence Levin Vision Media Communications 3000$ d. ‘Do-we-know-?’ FINANCIAL PLANNING Remi Daviet MBA 3000$ e. CIRCULARS: Door-to-door (apartments), Printing costs    1750$ 3) TOTAL 6 month START-UP COSTS a.+b.+c.+d.+e.+f.  =   20,000$

1) Doug 40,000$ MEM Ted: 20,000$ MEM *   2) CSJ Local funds: Canada Summer Student Jobs 2 students x 16 weeks x 10$15 /hour = 12,992$ + 1000$ + CSST = 14,000$ CAD   3) a.b.c.d.e. CLD LaSalle: 10,000$ grant CAD 10,000$ loan CAD   * Internal generated funds: See Financing acquired above

Total Assets, 2) CSJ students + 3) Start Up : 34,000$ Project expenses

Total 34,000$ Finance

 

 

‘Do-We-Know-Who-We-Are-?’ TABLE OF CONTENTS page 4

BUSINESS PLAN SECTIONS.  Click on the Section line in order to go directly to that: PAGE

PROJECT SUMMARY. 2

1 PLANNING AND GENERAL MANAGEMENT. 5

1.1      Mission. 5

1.2      Business offer. 5

1.3      Promoter(s) and business team.. 6

1.4      Corporate structure. 8

1.5      Company objectives. 9

1.6      Timetable of activities. Error! Bookmark not defined.

2          MARKET STUDY. 14

2.1      Overall market analysis. Error! Bookmark not defined.

2.2      Sector analysis. Error! Bookmark not defined.

2.3      Comparative analysis of the competition. 14

2.4      Target market analysis. 16

2.5      SWOT analysis (strengths/weaknesses/opportunities/threats) 17

2.6      Positioning. Error! Bookmark not defined.

3          MARKETING PLAN.. 18

3.1      Product strategy. 19

3.2      Location and distribution strategy. Error! Bookmark not defined.

3.3      Price strategy. Error! Bookmark not defined.

3.4      Communications strategy. Error! Bookmark not defined.

4          OPERATING PLAN.. 20

4.1      Operating strategy 20

4.2      Production process/service delivery. Error! Bookmark not defined.

4.3      Resources required. 21

5          BUDGETED FINANCIAL STATEMENTS. 23

CALCULATION ASSUMPTIONS. Error! Bookmark not defined.

5.1      Project cost and financing. 23

5.2      Sales and sales breakdown. 23

5.3      Purchases and purchase breakdown. 24

5.4      Cash budget. 24

6          RISK ANALYSIS AND ALTERNATIVE STRATEGIES. Error! Bookmark not defined.

APPENDICES. 1

 

1 PLANNING AND GENERAL MANAGEMENT

1.1     Mission

Neighbourhood online web-based Human Resource Catalogue mapping & accounting software ‘Do-we-know-who-we-are-?’ enables family, friends, neighbours & business to interact in economic mutual-aid for essential goods & services in harmony with nature & the environment within Multihome buildings & easy walk distances.

1.2     Business offer

‘Do-we-know-?’ provides local individuals & businesses a wide range of specialists to function economically at home, in communities & world. The online web-based Community Economy software is a device for neighbours to know about the range of talents, goods & services available. Home-based economy benefits from structured planning, critical-mass association & accounting. A huge part of international business is carried out in a system of systematic exchanges (without money). Individuals & local communities are organized to benefit from these formal accounting tools, softwares, relationships & arrangements. 

Concurrent Commerces, e-Marketers, Online-Community-Barter & Government or Private Social Service Institutions engage their ‘clients’, workers, suppliers & even founders passively in one way goods & service provision without considering their talents & ability to invest-in & govern their essential services. Amazon, e-Bay, Kijiji, Craig’s-List kinds of on-line, web-based trading systems for new & used items effectively displayed, marketed & recycled a trillion dollars of goods & services but lack proximity, intimacy & buyer – vendor relations as key elements of quality control.

‘Do-we-know-who-we-are-?’ organizes resource efficiencies for 70% of populations who live in Multihome buildings & neighbourhoods such as apartments, townhouses & village centers:

1) bringing people together in participatory business relations with each other through electronic web-based systems of cataloguing, mapping & accounting. 2) culturing reciprocal investment & exchange systematically with local businesses, thus increasing the effectiveness & stability of our existing economy. 3) 1/3 cost to build / living area, 1/3 cost to heat, maintain, operate & repair. 4) Travel is reduced by 90% through Multihome collaborative economic accounting & resourcing. 5) Livelihood businesses stimulated by ‘Do-we-know-?’ multiply / recirculate resident incomes among fellow residents by many fold (33 times reported among Mennonite communities) & 6) modular proximal infrastructure & animation of human resources compared with detached nuclear homes.

CAVAET: ‘DO-WE-KNOW-?’ responds to communities desiring to apply Indigenous Knowledge for economic benefit, re-integrating/weaving human & natural factors back into local economy. In humility we know that; livelihood systems are sacred to us all as the foundation upon which we act & interact economically as well as live & die by. There are billions of factors involved in any economic study. Our goal’s to animate whole neighbourhood populations culturally. We integrate patterns of existing commercial & industrial systems, transforming them from a holistic perspective of paying at-tention to each & every human & economic factor. Do-we-know-? Is a social-economic experiment.

1.3      Promoter(s)

DOUGLAS JACK, 9662 Jean-Milot, LaSalle, QC H8R1X9, 514-365-9594 douglasf.jack@gmail.com

Holistic Integrated-system’s Designer, Group Dynamics, Economist, Accounting Community Social-Business Advocate began in solidarity with 1^st Nations & ‘indigenous’ (Latin ‘self-generating’) peoples over 48 years, learning about indigenous heritage worldwide including his own Celtic & Mohawk. Work, study (diplomas) & research in accounting, business-management / planning, equipment / architectural design, home & community-center building, government & university research, laboratory chemical analysis, structural-geological mapping, specialized-education & integration. www.indigenecommunity.info

TED EWANCHYNA, 4425 St-Jean, Dollard-des-Ormeaux, QC H9H2A4, 514-684-6863

Information Technology software & programming specialist & professor in University & Colleges. From April 2013 to February 2014 Douglas & Ted have been programming the ‘Do-we-know-who-we-are-?’ Community Economy online web software.  ted@alumni.concordia.ca

The following RESIDENT - SUPPORTER – PROMOTORS have lived in Jardins LaSalle for years & decades. They are among 100 individuals on our LaSalle-Gardens Mutual-Aid committee contact list & represent hundreds of neighbours, extended families, friends & organizations as well as language & cultural capacities to reach out, organize community & cultivate economy.

Joel Joseph ehrgeiz0@gmail.com 514-366-8872 Entrepreneur, Business Manager, Electronic Specialist at his store A-Z Electronics on Dollard Avenue in LaSalle. Joel has been promoting the adoption of an electronic web-based community trading system for over a decade among his active customers as well as among LaSalle businesses such as a 2^nd Hand Book Store, Restaurants, a Bakery & other stores.  https://www.facebook.com/pages/A-to-Z-Electronics/137802086171

Simon O’Kill simonokill@hotmail.com  from LaSalle-Gdns, Dawson College CEGEP student is interested in being one of our CSJ intake workers for cataloguing talents.

Kiril Dolgih kirildolgih@hotmail.com  514-567-0474 Conservation de la faune, Russian, French & English speaker

Elaine O’Kill elaine.okill@gmail.com  home support, social-work, mother.

Alain Lebel alainlebelny@yahoo.com 514-771-5677 maitre-menuisier, sculpteur, magicien, gerant des restaurants a NY, French, English

Ingris Zepeda yomarazepeda@gmail.com  Organizer, translation French, Spanish, English

Damase Gauthier 514-363-9864, Master Electrician retired, former President Cherry-Lane Community Garden.

Resham Singh yabolina@yahoo.com  514-312-5944 & 514-206-7530, Financial Security Advisor (Insurance & Investments, CI,DI, RESP, RRSP) Sikh community, LaSalle.

Alain Farmer  alain.farmer@yahoo.com  514-762-0330, Animation of Old Folks Home residents on rue Louis-Fortier & Jean-Milot with mother, software programmer.

1.4         Corporate structure

1.4.1     Legal form of the business

Indigene Community (IC) chapter of the Sustainable Development Association, Canadian Non-Profit Corporation since 1994 devoted to ecological design across all professional disciplines in industry, business, academia & now domestic & community service economy. IC’s constitution & memorandum of agreement among members are based on ‘indigenous’ (L. ‘self-generating’) ‘community’ (L. ‘com’ = ‘together’ + ‘munus’ = ‘gift or service’ economic self-organization practices. Indigenous worldwide corporate (Production-Society & Guild) law, predates & integrates colonial corporate, business & institutional law so as to include domestic & community goods & service production as well as commerce & industry.

MULTISTAKEHOLDER / NON-PROFIT

IC includes all economic stakeholders: Founder, Worker, Supplier (Vendor) & Consumer contributors members grouped into Associations. IC employs time-based Human Resource Accounting for contributions of Expertise, Labour, Goods, Services & Patronage, recognized, recorded & valued at market-rates as MEM (‘Money’ from Egyptian / Greek ‘Mnemosis’ = ‘Memory’). MEM are valued at the Quebec Minimum Wage, March 2014 = 10$15 /labour hour, an introductory livelihood wage rate for basic labours. MEM loans draw market interest rates (Bank of Canada plus sector rates) without dividend or split & subject to minimum & maximum owning limits. Vendors set prices, market & advertise talents, goods & services for success at Market-rates (eg. 30$45 wage or service of 30$45 = 3 MEM (at 10$15). In order to purchase, Consumer members must have adequate positive MEM credit account balance. Consumers lower transaction fees & transaction investments at higher MEM levels. Trust factors for Vendors, Consumers & the corporation increase with higher levels of invested interest.

‘INDIGENOUS’ (Latin ‘SELF-GENERATING’)

Stakeholder contributions, experience, expertize & decision-making acumen are represented by MEM. Vendors invest 8% of each transaction. Contributors of human energy & materials must be compensated so as to continue the cycle. MEM integrate human values of Capital (L ‘cap’ = ‘head’ = ‘decision-making knowledge’), Currency (‘flow’), Condolence/ Social-security (insurance), Collegial Education (accreditation), Communication (math-based) & more. As a whole community value system, MEMs remember all contributions for decision-making, resource flow, financial-security, experience-knowledge-accreditation & collaboration.

STAKEHOLDER GOVERNED

Present corporate, for-profit non-profit & cooperatives fail because they don’t: structurally recognize stakeholder contributions & intelligence through human resource accounting. Each person is a ‘voice-of-the-earth-speaking’ for ecological factors of production & prosperity. Hierarchal linear ‘corporate’ (Latin corps = ‘body’) structure & resource extraction models of economy destroy abundant resource ecologies, & stakeholder participation worldwide to the point of threatening life on earth in our time & potentially for all time. IC’s constitution organizes a whole cycle of stakeholder complementary investment & participant motivations. See IC. C. Relational Economy section: https://sites.google.com/site/indigenecommunity/relational-economy/3-rateable-corporations  & D. Participatory Structure treat various aspects of this important factor for human & biosphere accounting, recognition & governance structures.

1.5         Company objectives

OBJECTIVES   YEAR 1	Do-We-Know-? animates local ‘economy’ (Greek ‘oikos’ = ‘home’) by identifying local resident citizen talents, goods & services with an invitation for all to invest & exchange. ‘Indigenous’ (Latin ‘self-generating’) Nations place ‘domestic’ (home) & ‘community’ (L ‘com’ = ‘together’ + ‘munus’ = ‘gift or service’) goods & service ‘economy’ at the core of economic planning with commerce & industry as integrated subsets. Indigenous peoples seek to live & collaborate in100 person critical-mass domestic multihome complexes such as Longhouse (apartment), Pueblo (townhouse) & Kanata (village). Indigenous Production-Societies/Guilds organize ownership of land, resources & the means of production within worldwide recognized Production Society / Guilds, form of ‘corporate’ (L ‘body’) ownership where all specialized contributions are grouped & recognized through the universal String-shell accounting for integrated values with progressive ‘share’ ownership. Domestic or community service, so-called ‘women’s-work’ is recognized, accounted-for & organized in key specialized multihome domestic & community service economies. Industry & Commerce are recognized as subsets of the primary ‘oikos’. The average multihome building (preferred market for ‘Do-we-know-?’ in Montreal, Quebec, Canada & world has 32 units with 100 residents. 70% of people worldwide live in multihome dwellings. Condominiums, participatory, co-op & rental complex have inhouse essential service economies of earning & spending ranging from: ~ 1 million$ / building at welfare rates of ~30,000$ /year/ household. eg. LaSalle Gardens http://www.city-data.com/canada/LaSalle-City.html http://www.conferenceboard.ca/hcp/hot-topics/caninequality.aspx  to up to Residents & Businesses are presently unserved or underserved by present commercial & industrial economies.
MARKETING PLAN	LaSalle Gardens Mutual-Aid Committee, 100 persons is organizing resident members & local business ready to network ‘Do-we-know’ among friends, family, neighbours & clients. Residents invest talent, goods & service into existing & developing businesses to become co-owners grouped with those of similar ilk. With multiple complementary resident strengths, everyone feels at ease to contribute, whereas are reticent to spend just money. Unlike the Queen, none of us print money but all make impressions by applying talents. 1000s of owners network-market & reinforce cultural business. Vendors, Consumer & Businesses increase MEM ownership, group service & reduce 10% transaction administration fee rates & obligatory 8% investment. - 2 Local resident Students hired x 16 weeks on Can.Sum.Jobs act as talent intake registrars for friends, family, neighbours & businesses through word-of-mouth, local organizations eg. LaSalle-Gardens Mutual-Aid committee, Parc Menard Swimming pool, ethnic-group contacts, web-site connecting, local organizations, stores, restaurants (eg. Jah-B) Friperie LaTriade, bus stops etc. Growing revenues allow us to hire outreach, organizing, programming & records staff in LaSalle-Gardens. - Vendor residents start selling talents, goods & services April 2014 with 5 members growing to 1000 investing members households by the end of 1st year March’15. Members own & operate within specialty groups, promote Catalogue among their own contacts as part of their own business, all the while gaining awareness for community economy. - Vendors post ‘text’ descriptions of dreams, talents, goods & service for free within each community website. Pictures / videos eg. You-Tube of self or talents are charged internet usage fees up to 1 Gigabytes, at 10$15 / year. Prospectus describes web-services. - Communication of Do-We-Know-? has started for the past 6 months through various electronic media, website, communications & print media. - Joel Joseph, A-Z Electronics advocates within his business network & customer base for community web-based Trading system. - Investment & Exchange is business for whole community to sell, invest & make livelihood, joining in ‘companies’ (L ‘com’ = ‘together’ + ‘pan’ = ‘bread’) with those who offer similar talents & inviting their friends, family & neighbours in the talent of the whole community.
OPERATING PLAN	- Incrementally increasing participation in Do-We-Know-? through cataloguing, mapping & accounting for investment & exchange within LaSalle-Gardens (aka ‘the Heights’) during the 1st 6 months creates a working capital which supports the operation of participating multihome businesses by the 7th month. - Vendor & Consumer benefit from lower markups tied to investment levels. Motivated sellers & buyers invest in Do-We-Know-? as well as joining specialized Production Societies to increase their talent, goods & service offering. Participant motivation provides network outreach to whole population. Invested interest & ownership provides for deepened relations & quality control. Grouping of specialties provides quality control from within each area of expertise. - Exponential Growth Vendors & Consumers actively market their community business through their own contacts for livelihood & professional benefit all the while increasing their MEM ownership through strategic & transaction investing. We estimate everyone who is posting talents, goods & services, making transactions, investing as an owner & joining with similar talents in Production Society companies will contact on average a few people per month to join the system, who make a couple of transactions. - ONLINE FINANCIAL WEB TRANSACTION with PayPal, Credit-Cards (Visa, Master-Card), Banking Cards require specialized accounting software as well as security softwares & security measures & procedures to safely handle Member Accounts. Highly specialized online financial transfer programming is handled by experts. Richard Noel 514-591-6102  richard.noel@greenparty.ca from Ile-des-Soeurs, Verdun is an expert on online transaction who works with large companies in financial security, with whom we are consulting.
DO-WE-KNOW-? FINANCIAL  PROJECTIONS	1st ½ YEAR INVESTMENT & EXCHANGE Apr. May Jun. Jul. Aug. Sep.Oct. 2014 Average exchange = 20$ Talents Catalogued= TalCat = talents, goods & services. REVENUES BETA Software 2014 VERSION:   April 100 TalCat, 20 investment & exchanges InvExch x 20$ average / transaction (tran) = 400$ tran = 10% Administration 10%Adm fee = 40$ + 8% Transaction Investment 8%TranInv = 32$ MEM). 5 Vendor investors Vendinv = 50$75 MEM. 10$15 WebAdm May 200 TalCat, 40 InvExch. = 800$ trans. (10%Adm = 80$ + 8%TranInv = 64$ MEM). 10 Vendinv = 101$50 MEM + 30$45 WebAdm VERSION 1.0 JUNE 2014 June 400 TalCat & 80 InvExch. = 1600$ trans (10%Adm. = 160$ + 8%TranInv = 128$ MEM), 20 Vendinv = 203$ MEM + 60$90 WebAdm July 900 TalCat & 200 InvExch. = 4000$ trans (10%Adm. = 400$ + 8%TranInv = 320$ MEM), 40 Vendinv = 406$ MEM + 121$80 WebAdm Aug. 2000 TalCat & 450 InvExch = 9000$ trans (10%Adm. = 900$ + 8%TranInv = 720$ MEM), 80 VendInv = 812$ MEM + 243$60 WebAdm Last month of 2 CSSJ students. VERSION 1.1 SEPT. 2014 Sept. 4100 TalCat & 1000 InvExch. = 20,000$ trans. 10% Adm. = 2000$ + 8%TranInv. = 1600$ MEM, 160 Vendinv = 1624$ MEM + 160 VendInv = 1624$ MEM & 487$20 WebAdm 1st ½ YEAR TOTAL on 7700 TalCat with 1790 InvExch tran = 35800$ tran » 3580$ 10%adm + 2864$ 8% TransInv MEM +315 VendInv = 3197$ MEM VendInv­­­­­ & 954$10 WebAdm   2nd ½ YEAR INVESTMENTS & EXCHANGES (7 – 12 months) Oct.Nov.Dec. Jan. Feb. Mar. Oct. 8200 TalCat & 2000 InvExch = 40,000$ trans 10%Adm. = 4000$ & 8% TranInv = 3,200$ MEM + 320 VendInv = 3248$ MEM & 964$40 WebAdm Nov. 16400 TalCat & 4000 InvExch. = 80,000$ trans 10%Adm. = 8000$ & 8% TranInv = 6400$ MEM + 450 VendInv = 6496$ MEM & 1928$80 WebAdm Dec. 32800 TalCat & 8000 InvExch = 160000$ trans 10%Adm = 16,000 & 8% TranInv. = 12800$ MEM + 650 VendInv = 12992$ MEM & 3857$60 WebAdmin VERSION 1.2 JAN 2015 Jan. 65600 TalCat & 16000 InvExch = 320000$ trans 10%Adm = 32,000$ & 8% TranInv. = 25600$ MEM + 750 VendInv = 25984$ MEM & 7715$20 WebAdm Feb. 131200 TalCat & 32000 InvExch = 640000$ trans. 10%Adm = 64,000$ & 8% TranInv. = 51200$ MEM + 850 VendInv = 51968$ MEM & 15430$40 WebAdm Mar. 262400 TalCat & 64000 InvExch = 1280000$ trans 10%Adm = 128,000$ & 8%TranInv = 124000$ MEM + 1000 VendInv =103936$ MEM & 30860$80 WebAdm 2nd 1/2 YEAR TOTAL on 516,600 TalCat 124,000 inv/exch At ~20$32/trans totals 2,520,000$ trans. = 252,000$ 10%Adm & 8%TranInv =223,200$ MEM + 1150 VendInv = 204,624$ MEM & 60,757$20 WebAdm

 

General objectives	(Year 2):                     Specific objectives
Marketing plan	- Give tools to members to  promote their Catalogue, Investment & Exchanges in LaSalle Gardens. These networks of individuals, media articles & web-publicity will cause citizens from other communities to implement ‘Do-We-Know-?’. - Reaching out continually to all customers within neighbourhoods & beyond to form new nucleus of Vendors & Consumers in various cities. Sale, promotion & training for ‘Do-we-know-?’ software. -
Operating plan	- After: - 6 months an operating budget for staffing, participatory management, advertisement & continual deepening Community Economy is achieved.  - 12 months thriving expanding economy. - Local neighbourhood residents use web-based software to animate human & physical resources to recapture & add-to the dollar economy in intimacy, natural relationships & proximity, most absent from present monetary-capital economy. -
Financial projections	- SEE Financial Projections P. 10 1st ½ YEAR TOTAL on 7700 TalCat. 35800$ transactions » 3580$ 10%adm + 2864$ 8% TransInv MEM +3197$ MEM VendInv­­­­­ & 954$10 WebAdm - 2nd 1/2 YEAR TOTAL on 516,600 TalCat 124,000 inv/exch At 20$32/trans totals 2,520,000$ trans. = 252,000$ 10%Adm & 8%TranInv =223,200$ MEM + 1150 VendInv = 204,624$ MEM & 60,757$20 WebAdm - As per our current estimates, we expect to reach a 50% maximum ceiling of resident participation in the ‘Do-we-know-?’ web system.

 

2       MARKET STUDY

2.3      Comparative analysis of the competition/potential collaborators

Note: IC offers a full range of essential talents, goods & services. We join our resident & business talents to add-to & improve the performance of each specific business & institution.

 

Introduction: ‘Do-we-know’ is significantly different from:

1) Commerces, stores & restaurants which operate in the monetary & capital markets mostly selling new products from industrial production.

2) e-Marketers eBay, Kijiji, Craig’s List, Amway & other distant unknowing web-based marketers, because of the feedback cycle for product & service qualities found in our organizing of friend, family & neighbourhood networks, capacities, governance & proximity. Email communications sent to these for possible partnership development.

3) On-line Community ‘Barter’ Systems such as Local Exchange Trading System LETS (D. Jack involved with the founders of British Columbia’s Slocan Valley LETS system in the 1970s, Banc d’échange communautaire en service BECS (Montreal), Magenta (Privately organized 1980s Montreal barter system), Jack-of-all-Trading-Units, JOATU by Jamie Klinger, Skill-Share Ste-Emelie/St-Henri. Douglas Jack was brought to give a workshop on Indigenous Economy to the EF Schumacher 2004 international conference : Local Currencies in the 21st Century at Bard College near Albany, New York. All Barter systems organize credit, trades & currency with good intention but leave-out: multi-stakeholder, investment & owner-intelligence of citizens, thus failing to thrive.

4) Government & Private based Social Service Institutions are organized hierarchally around client deficits (needs-based assessments) ignorant of their strengths, with clients as passive recipients of often inappropriate services because of the lack of client voice & empowerment in linear hierarchal institutions. Yet clients need to be valued & to value themselves medically, socially & economically. ‘Do-We-Know- ?’ organizes complementary ‘community’ (Latin ‘com’ = ‘together’) + ‘munus’ = ‘gift or service’) talents, goods & services, so that strengths are considered & employed in an inter-dependent & complementary way.

 

Selection of analysis criteria:

- Catalogue, Mapping & Accounting animation of citizen-client whole person & community talents, goods & services for giving & receiving. Whole community integrates domestic-community, commercial & industrial goods & services.

- Credits from various contributions given MEM value so that all community contributors can interact economically.

- Welcoming, Inclusive, Participatory Economy for individuals, families, multi-home, communities, business, institutions etc. as fractals of the whole.

- Quality-control for goods & services by all stakeholders empowered as recognized & voting contributors.

- Adding value to existing economies & structures, integrating all stakeholders as contributing participants through accounting recognition of key contributions.

Collaborator/competitors by category	Strengths	Weaknesses	Do-we-know? Competitive advantage
Competitor 1 Street & Shopping Center Mainstream Commerces, stores & restaurants	-known -habitual -commerce cycle understood	-no client strength recognized -objectifies citizen -ignores hidden human & environmental costs.	-animate & involves whole person in trade, not just money. -whole subjective livelihood cycle, giving & receiving
Competitor 2 On-line good & service e-markets: Amazon, e-Bay, Kijiji, Craig’s-list, Skill-Share Ste-Emelie/St-Henri etc	-accessible by internet & mail systems -2nd hand goods with low expense - -	-little quality control & relationship knowns -difficulty of assessing exact product qualities -ignores hidden human & envir. costs	-accessible, low commerce-market expense & familiarity -New & 2nd hand goods low cost -Client touches, sees product before purchase.
Competitor 3 On-line & Local Community Barter Exchange Systems	-expands community value beyond money to exchange credits. -activist led.	-No recognition for capital development contribution. -Lack multistake-holder participation	-combines human resource value with contribution capital, local ownership & vast selection
Competitor 4 Government Institutional & Private Social Service institutions Eg. Churches, Mosques, Synagogues, Old-Folk-Homes, Segregated Handicap Institutions	-tax funded -care of poor, weak & ill -devoted resources -safety standards -specific illness, handicap, needs targeted by specialists in each discipline.	-expensive -segregating -isolating -poor safety performance -typically 5 staff / day = 1800 changes of the guard / year with little continuity of knowledge about client conditions. -Treats illness rather than whole person.	-affordable to all -integrates capacities -community resource mix of giving & receiving for physical & mental health -animates client, family & community strengths. -empower clients & family knowledge for safety & quality. -inter-disciplinary

2.4                  Target market analysis

Community Web-based Economy (software convened) animating neighbourhood complementary interactions of human resources to know about each other’s capacities, interact in proximity & meet all human needs to both give & receive talents, goods & services. Idle & waylaid human & physical resources augment present monetary capital economies.

Primary segment: Individuals & families living in multihome dwellings & neighbourhoods, get to ‘know-who-we-are’, collaborate & form companies with similar talents/sectors, are credited for transactions & services with MEM, earn, invest & spend. There is animation of ‘domestic’ (multihome infrastructure such as food-preparation, care of young, differentially-abled & elderly) & ‘community’ (L ‘com’ = ‘together’ + ‘munus’ = ‘gift or service’) ‘economy’ (Greek ‘oikos’ = ‘home’) as well as commercial & industrial activities, through cataloguing, mapping & accounting.

Percentage of first-year earnings generated by the segment = 100%

1^st 6 months with 7700 Talents Catalogued online generate 1790 resident transaction worth 35,800$ resident revenues supported by 3580$ Administration Fees &

6061$ MEM investments through: transactions = 2864$ MEM + choice 3197$ MEM

2^nd 6 months with 516,600 Talents Catalogued online generate124,000 investment & exchange transactions worth 2,520,000$ resident revenues supported by 252,000$ 10% Adm

 

Target territory: LaSalle-Gardens / Heights, LaSalle-Montreal (aka ‘The Heights’.

Interested local community activists: West-Park Village DDO, Ted Ewanchyna, Ile-des-Soeurs Verdun (Serge Bellemare), Notre-Dame-de-Grace (TransitionsNDG), St-Lazare (Dag Radicevic Dag Radicevic dagrad@sympatico.ca  514-455-6241) & Fredericton New-Brunswick

Buying behaviour:  Number of clients needed to achieve target earnings for this segment:

COMMUNITY OWNED & OPERATED: In the 1^st 6 months we involve 315 investing Vendor, Worker, Consumer & Fund -members & 1790 individuals / business ownership investment & exchange transactions monthly in LaSalle-Gardens achieved through resident & business participation in improving their own livelihood/ business support networks. Residents join with similar talents to provide quality responsible intimate goods & services in closer proximity. The consumer (client) invests, receives purchase accreditation & is celebrated for their own talents, goods & services. Word-of-mouth advertizing simultaneously received from multiple neighbourhood contacts gives neighbourhood economies huge advantage. Despite all of the false advertising, no business with monetary-capital, non-profit or cooperative is achieving these cultural empowerment goals.

2.5          SWOT analysis (Strengths/weaknesses/opportunities/threats)  

PRESENT ECONOMY: 70% of neighbourhood dwellers live in apartments, townhouses & village centers immersed unaware of 1000s of specialties & interests all around. We don’t know our fellow residents & don’t interact to generate livelihood together. The Consumer domestic & community service economy is as large as the Producer industrial-commercial economy but without organization & tools for our knowledge & tools. In driving the super-highway to hierarchal work, school & play in structures, citizens become isolated & try to be generalists, with cupboards, shelves & storage rooms filled with expensive specialized tools & articles. We use these rarely, often not even yearly or even in decades. Priorities change, but cupboards remain full. Given cost-of-space, we throw more of this unused capacity into the garbage each year than we sell, recycle or reuse. eBay, Kijiji etc require expensive shipping. Massive inefficient continental (trillion $ yearly) economies waste physical & human resources destroying ecologies worldwide. Damage follows the basic hidden operating instruction of money, “Get me more of this good or service!” Detached worldwide monetary systems are unaware of impacts. Agents employed in finance & sourcing, act to transfer embedded costs to the detriment of 3^rd World ‘others’, with or without awareness of 1^st world consumers.

In work & business few are fulfilling their deeper dreams of collaboratively contributing meaningful talents & intelligence to make the world a better place. 40% of the Canadian Export Economy is based in raw materials & finished products for arms, munitions, security & war. USA has the same 40% war-economy level reflecting interests of primarily resource-extraction companies. Canada is #1 in both forestry & mining company activity per capita worldwide destroying land, air, water & biosphere ecologies everywhere. In protection of false ‘economy’, Canadian companies employ huge paramilitary forces & choose our role as #3 in war economy per capita worldwide. As a specialist who has worked in structural geological research with the Canadian & US Geological Surveys, Forestry, Pulp & Paper quality control as well as in organizing & employed in urban recycling system, Douglas Jack can attest that there’s 1) greater mineral-ore density sitting refined in urban garbage than in the most lucrative mountain mine, 2) more refined high quality paper & wood product in our garbage than in forest wood lots.

STRENGTHS	WEAKNESSES
Do-we-know-? Software enables people to self-organize according to their strengths in complementation with the diverse strengths of family, friends & neighbours. People are proud of their talents as well as their dreams especially joined with others of similar interest. People are curious about neighbours & community members	Individuals, family & communities have been ‘put-to-sleep’ / ‘dumbed-down’ through media, education & unsustainable lifestyles for responsibly living within limited physical & human resources. Reaction against the other by capitalism & socialism as right & left wings of a once integrated ‘indigenous’ whole have created a flightless bird of economy.
OPPORTUNITIES	THREATS
‘Do-We-Know-?’ appeals to citizen pride & curiosity for showing our capacities & knowing the capacities of others around us, animates our strengths, joins us together in collaboration & enables us to make livelihood & meet needs locally.	Competitors are all potential collaborators which ‘Do-we-know-?’ makes strong & resilient, resource-efficient & ecologically responsible. We’re all richer multiplying business & resident earning & spending capacity in harmony with nature.

 

3       MARKETING PLAN

COMMUNICATING ‘DO-WE-KNOW-? PRODUCT CHARACTERISTICS TO OUR CONSUMERS

We help neighbours & business self-promote the talents, goods & services as part of a whole. Community web-sites spotlight ‘indigenous’ multihome residents & business. Everyone knows mainstream advertisers have other masters than the communities in which they sell.

LOCATION / DISTRIBUTION NETWORK

Locating right in the midst of densely populated walkable multihome living complexes & neighbourhoods, privileges ease-of-access, interaction & proximity, where young & old, female & male, friends & family contribute to each other through cataloguing, mapping & accounting for their contributions, brings huge economies not available in the $ commerce-only economy.

PRICE SCHEDULE 

Residents & Businesses decide their own prices for talents, goods & services. Their own deep knowledge about product qualities, tailored goods & services & the market itself will reinforce appropriate pricing. We advocate market-rates, but residents & business establish their own catalogue prices. Joining similar resident & business specialties together, they form a small companies offering greater diversity of goods & services & support each other in this decision-making process. We support individuals & businesses in their desired professional talents, goods & services. We carry a wide range of 2^nd Hand Goods & people centered services at better prices than 1) mainstream commerce, 2) online marketers, 3) perpetually under-capitalized ‘Barter’ systems or 4) social services can ever provide. These four are outsiders to personal resident consumer lives. Indigene Community organizes multihome residents for individual & business strengths so as to have an economic reciprocal relationship with these four, on-equal-terms. Vendor Cost / transaction = 10% of talent, goods or service sale made.

Posting of ‘Text’ description of business, individual or Talents = FREE. One Gigabyte Vendor member space for Pictures or Video = 10$15 / year/GB. Vendors are required to invest 8% of each transaction for MEM ownership, repayable as finances permit or within the context of minimum & maximum MEM holdings are required of members. Transaction administration fees & MEM investments are reduced with higher levels of MEM ownership, hence fees are transferred over to business, companies, caucuses or Production-Society/Guilds. Consumers can lower transaction adm. Fees through certain levels of MEM ownership.

 

 

COMMERCIAL ACTIONS

Timing

Frequency

Budget

Projected Sales

3 Mar 2014

Sharing of Business Plan with Community Partners Reach out to Community Advocates Financial Planners, Software Programmers etc.

Invest/Loan time-energy-expertise by principal developers

Institutional support & funding from university & government entities

1 Apr

Launching of D-W-K-? software Beta-version on 1 Community website for LaSalle-Gardens

50$ hosting / web-site = 100$/month. Telephone + internet = 160$/month

400$ from 20 vendor transactions with 40$ 10%Adm +

12 May

week = wk

2 students hired on Canada Summer Jobs

10$15 x 40 hr. /wk x 16 wk = 640 hr

Students register Vendor Talents in 2 communities

1 June

Adminstration = Adm

‘Do-we-know-?’ software Version 1.0

Ted & Doug invest/loan

1600$ = 800 Vendor transactions with 160$ = 10%Adm

1 Sep.

Version 1.1 2 CSJ Student contract ends. Neighbourhood workers hired personel continue managing & promoting system.

3580$ in Adm fees + 6061$ MEM (capital considered as member loan)

20000$ member sales

1 Jan. 2015

Talents Catalogued = TalCat Transactions = Tran

Version 1.2 4 community websites operating. Each web-version adds client functions giving incentive for participation.

32,000$ admin revenues, 51584$ MEM invested by 750 Vendors

65600 TalCat, 16000 tran, 320,000$ member sales, 7715$20 Adm Website GB revenue

4       OPERATING PLAN

4.1      Operating strategy

List your business’ principal production methods and procedures.

1) Development of NEIGHBOURHOOD WEB COMMUNITY ECONOMY SOFTWARE for Cataloguing, Mapping, Accounting for Investment & Exchanges. Continual Web-version Updates designed for diverse community characteristics.

2) Implementation of NEIGHBOURHOOD WEB-LISTING OF LOCAL TALENTS, goods & services with progressive participatory ownership involvement by all specialty individuals & businesses. Members promote ‘Do-we-know-?’ among their networks inviting friends, family, neighbours & community members to list their own talents as well as benefiting with others.

3) LOCAL STUDENTS PROMOTION ‘Do-we-know-?’ among friends, family & community individuals, businesses & organizations. Promotion among social-e-media networks & as community interest articles in newspapers, radio, TV.

4) SELF-GENERATING PROFITABILITY of system encourages multiple communities to adopt ‘Open-Source’ software.

5) MULTI-DISCIPLINARY approach to Asset-Based Community Development Economy ABCDE. We inspire by valorizing resident gifts. Over the past 20 years Doug & partner Rebecca have:

a) planted over 50 mostly food trees, fruit-bushes, perennial-herbs in a Polyculture Orchard of over 200 square metres. Many children & their parents have become involved. 2011 Doug innovated, designed & built a Cement-board Composter for food & paper cuttings which provides rodent (rat, mice, squirrel, groundhog, racoon, skunk etc) free composting in compact urban environments.

b) EXEMPLIFYING INNOVATION: 2014 Doug is building a demonstration Linear-Axis-Helical-Windmill, which captures 12 – 15 times wind concentrations (speed & density) from wind diversion on wind-shear surfaces such as windward wall building edges & roof-lines. Dag Radicevic Electrical Engineer / Physicist is providing consultation. Through showing innovation in a prominent publicspace, people loosen-up & eager to show & undertake their own projects.

c) 2014 Doug is building a prototype 36-inch wheel Ergonomic Cycle.

d) 2014 Doug is building a prototype 28 cm Stride Wheels to replace Roller-blades.

4.2      Resources required

• INFORMATION

Indigene Community webpage https://sites.google.com/site/indigenecommunity/structure/9-do-we-know-who-we-are  ‘Do-we-know-?’ section / page has communicated the Community Economy concept among residents & activist for 6 months now. During the process of writing this business plan we’re reaching out to  interested parties, some of whom appear in this document. Rather than sending out ‘commercial’ information, we communicate with people & businesses about their talents, goods & services as well as possibilities for involvement. Indigene Community employs a tracking code on the website to permit Google Analytics to gather statistics on the number & nature of visitors in aggregated data.

As of 18 March 2014 since 3 years & 231 days from its launch on the 27 July 2010, 7621 different visitors have visited IC www.indigenecommunity.info  9776 times reading 17,200 sections (called pages) from 129 countries across every continent & ocean. Over 100 individuals have joined IC from countries worldwide through Indigene Community Facebook page having now made many 100s of dialogues & exchanges almost every day on a host of human livelihood issues from a number of centres : Quebec, USA, England, India, Australia, France, Brazil, South-Africa, Serbia etc.  https://www.facebook.com/groups/indigenecommunity/permalink/680425091999690/

• HUMAN RESOURCES

Animation of neighbourhood resident & local business talents, goods & services. Joining similar interests together into companies. Advertising talents among friends, families, organizations & businesses. MEM recognition for the contributions of Founder/Funders, Workers, Suppliers (Vendors & others) & Consumers. Caucusing of like-interests among Vendors & stakeholder Associations with specialist management of goods & service economies.

• SUPPLIERS

Individual & Business VENDORS provide talents (eg. Consulting), goods (new & 2^nd Hand) & services. Suppliers also include such as INTERNET web hosting, e-accounts, BANKING (eg. Bank or Caisse Populaire) services for member credit & MEM investment accounts, OFFICE space & equipment (Eg. Apartment Complex or Condominium space) & others who are supplying talents, goods & services to ‘Do-we-know-?’ from an outside location. We prefer Suppliers who are invested into ‘Do-we-know-?’ in their neighbourhoods & provide MEM recognition for specific contributions as well as a voice within specialized Production-Society (Guilds) – companies as well as within each neighbourhood’s Supplier Association.

• MATERIAL AND FINANCIAL

Over the past year March 2013 – 14 Douglas Jack (‘Do-we-know-?’ Systems Designer & Implementer) & Ted Ewanchyna (Software designer & implementater) have been developing the ‘Do-we-know-?’ system & software.  We’are launching the system in LaSalle-Gardens. We provide systems & web expertise, office-space, web-site hosting, telephone & organization. We evaluate these contributions as loans / investments translated as MEM estimated at 60,000$ MEM. All member contributors to the projects development understand MEM as a unit of contribution/experience/expertise/decision-making-acumen or intelligence.  All are paid interest directly or compounding in MEM holdings & must have the option to be paid back when income is sufficient in addition to operations.  CLSC LaSalle, Kahnawake Economic Development Commission, Canadian Cohousing Network, Transitions NDG, McGill & Concordia Universities, Federation of Canadian Municipalities, Common-Dreams, Reader-Supported-News, Truth-out, Democracy-Now & other civic-organizations & news organizations.

 PROJECTED FINANCIAL STATEMENTS

4.3      Project cost and financing

‘Do-we-know-?’ project is an ongoing essential service within communities to organize physical & human resources.  We’re creating not just an entrepreneurial (beginning) stage but ongoing economic & governance process by which stakeholders: Funders, Workers, Suppliers & Consumers, who animate & collaborate community resources are recognized for specific expertize / interest contributions & empowered in resource generation & governance process.

4.4      Sales and sales breakdown

Sales accrue to each Vendor, who develop MEM ownership in the system. ‘Do-we-know’ is a Catalogue, Mapping & Accounting service for communities, which generates income for operations through charging a 10% administration Transaction fee of each sale to each Vendor. Vendor, Consumer & other viewers must have certain levels of MEM invested in the system to view Vendor Map locations. Website tracking codes keep track of inquiries by Customers who must have a positive account MEM or $ balance with which to complete each purchase. Owner members promote ‘Do-we-know-?’ system for their own business benefit among their family, friends & communities, hence true popular networking with incentive for participation. Monthy sales more than double on an exponential basis from April 2014 at 400$, May 800$, Jun 1600$, Jul 4000$, Aug 9000$, Sep 20000$ totally 35800$ in the 1^st 6 months & continuing to double in Oct, Nov, Dec 2014 & Jan, Feb, Mar 2015 totalling 2,520,000$ for 2^nd 6 months.

4.5      Purchases and purchase breakdown

Vendors establish their own Cost of Goods Sold for all talents, goods & services Catalogued. ‘Do-we-know-?’ as an organization in each neighbourhood/community charges 10% to each Vendor sale for our catalogue, mapping & accounting with organizational & web services. Vendors are required to invest 8% of each transaction price for MEM ownership. Vendors are grouped within areas of goods & service specialty. Vendors & Consumer members are given lower % transaction fees according to certain MEM levels of ownership, hence a system trustworthiness. Consumers are encouraged through differential charges to pay ‘on-line’ through their MEM account hence a trackable transaction. Web costs beyond ‘text’ product descriptions & hence higher Gigabyte picture & video communication ‘server’ loads are charged to each Vendor as a Web Administration fee of one MEM or 10$15 per GB /year.

4.6      Cash budget

Presently Doug & Ted’s expertise & personal financial stability (ability to invest/ loan expertise, resources & time) is the foundation for the launching period until revenues adequately cover operating expenses. We estimate monthly operating expenses to cover our:

-       Computer, internet, phone, web, devoted office space & equipment in office/month at

1)    50$ hosting / website.

2)    80$ Telephone + internet.

3)    130$ / office Space

TOTAL 260$/month in office

-       By October 2014, revenue-financed Salary to cover one Neighbourhood Coordinator at 2000$ / month with insurance, employment insurance, Quebec CSST, benefits.

TOTAL 2000$/month salary both community offices.

-       Douglas & Ted are invest equivalent value start-up costs until revenues meet expenses foreseen by the 7^th month of operation October 2014.

APPENDICES

 

·     Detailed CV of each promoter Doug Jack & Ted Ewanchyna √

·     Timetable of activities √

·     Market study dash board (bibliography) √

·     Survey questionnaire and results √

·     Letters of intention – Invoicing  Not applicable

·     Stakeholders’ Participation agreement, if applicable √

·     Commercial lease, Not applicable

·     Actual income statements, Not applicable

·     Any other relevant document

APPENDIX -  Timetable of activities

Tasks	Scheduled for:	Executed on:
April 2013 Douglas & Ted begin ‘Do-we-know?’ software development meetings in LaSalle-Gdns	April 2013	1 March – 2014 software complete
Jan. ’14 Canada Summer Jobs application 2 stud-ents chozen from LaSalle Gardens neighbourhood.	Dec. 2013	Jan. 2014
Mar ’14 Centre Locale de developpement LaSalle meeting with Stephanie Sanz, coordinatrice.	Feb. 2013	Mar 2014
21 Feb’14 Presentation to Transitions NDG	Jan 2014	21 Feb. 2014
1st April’14 Launch of ‘Do-we-know-?’ website  Beta Version inititiation with residents & business of LaSalle Gardens.	Feb. 2014	1 Apr 2014
12 May ’14 Hiring of 2 students to register residents & promote Catalogue, Map & Accounts	Dec. 2013	12 May – 29 Aug. ‘14
1June’14 Version 1.0 ‘Do-we-know-?’ software	Feb 2014	1 June 2014
29 August, 2014 Students back to courses	29 Aug. 2014	29 Aug. 2014
1st September 2014 Version 1.1 ‘Do-we-know-?’	Feb. 2014	1st Sep. 2014
Hiring of 2 Workers to monitor & promote ‘Do-we-know-?’  LaSalle-Gdns	1st Aug. 2014	1st Sept. 2014
1st Jan. 2015 Version 1.2 ‘Do-we-know-?’	Feb 2014	1st Jan. 2014
1st Jan. 2015 Potential ‘Do-we-know-?’ software emulator-adopters in Westpark Village DDO, Verdun, Ile-des-soeurs, Notre-Dame-de-Grace, St-Lazare, Rawdon, Fredericton, New-Brunswick etc.	Feb 2014	?? 2014, web software is a flexible product meant to be applied everywhere.

 

APPENDIX - Dash Board –

 

 

Market Study

i. Websites consulted:

 

1._ www.indigenecommunity.info Worldwide Indigenous Economy tools, accounting, governance

2. PERSONAL EXPERIENCE: Douglas Associating with Jardins LaSalle neighbourhood since 1988 through family & as a Specialized Educator. Associated with partner & children with families, children & city. Living in Jardins L. neighbourhood since 2000 getting to know residents as family, friends, neighbours in associations, helping to establish Pointe-Claire, LaSalle, Montreal & Quebec’s cosmetic complex synthetic Pesticide ban 2003, Community-Health, CLSC, Table de developpement sociale, Candidate for Green Party of Canada in 2004 federal election, LaSalle-Gardens Mutual-Aid Committee, Concordia University Community Economic Development graduate program 2004-5, Relational-Economy projects, gardening, composting, invention of Cement-Board composter2011, Employee, West Island YMCA-led, Separation-at-Source-Recycling program for Beaconsfield, Pointe-Claire & Pierrefonds & mutual-aid.

3. ~ 1 million$ / building at welfare rates of ~30,000$ /year/ household. eg. LaSalle Gardens http://www.city-data.com/canada/LaSalle-City.html

http://www.conferenceboard.ca/hcp/hot-topics/caninequality.aspx  to up to

~ 3 – 5 million$ /building for individuals & families in higher-end condominiums 73,355$/year/household DDO average household income. Community is presently un & underserved by present commercial & industrial economies.

4.International Association for Public Participation www.iap2.org Canadian chapter founding conference in Montreal 2005. Doug was commissioned to give workshop on ‘Organizing from the Tree-Roots’.

5.Both Douglas & Ted are computer literate for decades now. Ted with his Master’s degree & Douglas hired as a researcher on diverse government (eg.CMHC), media (eg. CBC), university (McGill & Concordia) research projects involving web-research capacities.

 

ii. Works consulted: (title, author, year of publication)

 

1.Building Communities from the Inside Out, A Path Towards Finding & Mobilizing a Community’s Assets, John P. Krezmann & John L. McKnight 1993, Northwestern University, Asset-Based Community Development Institute www.abcdinstitute.org  Douglas met John McKnight at a McGill workshop in 1989.

A Guide to Mapping Local Business Assets & Mobilizing Local Business Capacities, 1996, ABCD

A Guide to Mapping Consumer Expenditure & Mobilizing Consumer Expenditure Capacities, 1996, ABCD

2. Dr. Lou Brown, University of Madison, Wisconsin, Integrated Community Living, Doug met Lou in 1989. http://mn.gov/web/prod/static/mnddc/live/parallels2/video-13-p2/louBrown.html  Excellent video!

3.Herb Lovett, Massachusetts, http://www.amazon.com/Learning-Listen-Positive-Approaches-Difficult/dp/1557661642  Doug met Herb in 1989.

4.Mutual Aid, A Factor of Evolution, Petr Kropotkin, circa 1905 Intra & interspecies collaboration.

5.The Constitution of the Five Nations, Iroquois Book of the Great Law, AC Parker, 1916

6. Stolen From Our Embrace, The Abduction of First Nation Children & the Restoration of Aboriginal Communities, Suzanne Fournier & Ernie Crey, 1997 Doug met Ernie for days in 1971 describing issues.

7. The Essential Gandhi, An Anthology, His Life Work & Ideas, Edited by Louis Fischer, 1961

8. Amer-Ind Gestural Code Based on Universal American Indian Hand Talk, Madge Skelly, 1979. Foundation for American Sign Language (Douglas is trained in ASL), gestural & sign communication with aphasia, deafness, multi-language & communication skills in general.

9. 1491, new Revelations of the Americas Before Columbus, Charles C. Mann, 2006. Our worldview is informed by colonial historical indoctrination. What we believe is possible in human relations, economy & ecology depends are informed by how we learn & what we are informed of. This is the foundation.

10. Tsi Tetsionitiotiakon 105 Mohawk & other 1^st Nation placenames throughout ‘Tiohtiake’ (‘Place where the nations & their rivers, unite & divide’) Sustainability Rooted in Heritage. 2000, GIS mapping coordinated by Douglas Jack with 35 elders from Kahnawake & Kanehsatake under the direction of Melvin Tekahonwen:sere Diabo, Director of the Kahnawake Onkwawen:na Mohawk Language Center.

10. Money, Understanding & Creating Alternatives to Legal Tender, Thomas H. Greco, 2001, met in New York at EF Schumacher Society international Local Currencies in the 21^st Century, 2004 conference where Doug gave a workshop on Indigenous Economy.

 

iii. Experts met: (name, title, organization) see also Works consulted with meetings

 

1.John L. McKnight 1989 at McGill University conference on Integrated Education including meeting Eldridge Cleaver Black Panther (advocate for differentially abled son).  . www.abcdinstitute.org

2.Lou Brown 1989 at Les Promotions Sociales Taylor-Thibodeau staff-conference on integrating living, http://mn.gov/web/prod/static/mnddc/live/parallels2/video-13-p2/louBrown.html

3.Herb Lovett 1989 at LPSTT staff-conference workshop, Learning to Listen, Positive Approaches and People with Difficult Behavior (1996)

4.Pete Seegar, spoke with & sang songs with for hours 2004 at Local Currencies in 21st Century conference at Bard College where Pete attended Doug’s Indigenous Economy workshop. (travel with Burl Ives 1971). Essential role of music in community  & communications based in human livelihood experiences.

 

5.Professor Ray Tomalty PhD. Urban Planning McGill University. Doug was hired on the Canadian Mortgage & Housing Corporation   www.cmhc-schl.gc.ca , Implementing Sustainable Community Development : Charting a Federal Role for the 21st Century working with Steven Peck www.greenroofs.org  Ray follows the ‘Do-we-know-who-we-are-?’ Community Economy development with interest.

 

iv. QUESTIONNAIRES: (available as electronic documents linked below)

 

a) Title : Cohousing in the LaSalle-Gardens Community https://sites.google.com/site/indigenecommunity/relational-economy/4-lasalle-gardens-cohousing-mutual-aid  on line as web-page & Word attachment.

Number of respondents: 100 Questionnaire Title: Cohousing in the LaSalle-Gardens Community

Date of survey: Submitted 1^st Dec. 2011 with Community University Research Exchange C.U.R.E.

Location: LaSalle Gardens Mutual Aid Committee Cohousing project with Tegan Wiebe research

Type of survey: Student Intern interviews with community residents, Summer 2011   Phone: 25 calls  Face to face: 25 meetings Internet: 25 articles research

Other details: Cohousing implies the concept of ‘Intentional-Communities’ involving diverse economic organization of livelihood economies resulting in resource management capacity for housing & property.

 

b) Communities Working Towards Sustainable Food Systems, Three case studies of community developments in Montreal, Quebec  https://sites.google.com/site/indigenecommunity/relational-economy on-line as a web-page & Word attachment.  # of Respondents: 100 

Questionnaire Title: Tara Mather Community Food Systems 2008 TaraMatherCommFoodSystems20082008.doc 

Date of Survey : Submitted August 2008 with C.U.R.E. student (from Texas) Tara Mather research.

Location : LaSalle-Gardens Mutual Aid Committee Relational Economy Project with Tara Mather research

Type of survey : Student intern interviews with LaSalle-Gardens community residents Spring-Summer ‘08. Phone : 25 calls, Face-to-face 25 meetings, Internet : 25 articles researched. Other details : Food is the fundamental human economy in terms of being our most frequent interaction with the biosphere. Per person food expenditures run at about 3000$ per person per year supported on a thrice daily routine. Housing also runs at about 3000$ /person/year average per family & several person household. Our survey involved contacts with local food Super-markets, Restaurants & Grocery stores with inquiry about organizing community members to join, invest-in, be represented in a Consumer Association & patronize specific community food stores with their food dollars & fidelity. The LaSalle-Gardens Mutual-Aid Committee organized 100 households. We were welcomed but needed some 100 households (= 300 people = 1,000,000$ annual food purchases) per store in order to influence corporate policy. We realized during this process that; it is better to community economically organize based in resident & business individual strengths, self-concepts & capacities in order to build up to the Relational Economy level we all have. https://docs.google.com/viewer?a=v&pid=sites&srcid=ZGVmYXVsdGRvbWFpbnxpbmRpZ2VuZWNvbW11bml0eXxneDo3MDI2OTMyOWYwYjg4YjJh

 

v. Other (associations, organizations, etc.):

 

1.Canadian Association for Community Living, North-York, Ontario, www.cacl.ca

2. Vision Media Communications with founder Lawrence Levin. Douglas is the subject of 4 films on Polyculture Orchards called How to Grow Your Own Raw Vegan Food Garden https://sites.google.com/site/indigenecommunity/design/1-how-to-grow-your-own-raw-vegan-food-garden

3.Montreal Urban Ecology Center www.urbanecology.net  on Park Ave. Doug helped with its building as well as being engaged to hold a few workshops over the years on his role as coordinator of Eco-Montreal Tiohtiake Green Map (Canada’s 1^st Green Map) project with McGill University Urban Planning students as well as Relational Economy at LaSalle.

4.Co-op La Maison Verte, www.cooplamaisonverte.com 5785 Sherbrooke St. West, ecological household products & food. Doug was part of the design phase with Jason Hughes founder two years before opening.

5. Growing from work with the LaSalle CLSC on boul. Newman in Food Security http://www.csssdll.qc.ca/votre-csss/nos-points-de-services/clsc/clsc-de-lasalle/ 

6. Table de développement sociale LaSalle. www.tdslasalle.org  Douglas has been meeting with the Table for over 10 years since its founding in LaSalle & following its work on Airlie St.

 

 

 

vi. Competition/Potential Collaborators:

Name: Jah-B Restaurant 514-367-5242, Friperie La Triade 514-419-4330, Sami-Fruits 514-368-1333, Punjab Foods 514-366-0560, Metro 514-364-3492, A-Z Electronics 514-366-8872, etc.	Call ____  Visit____  Other: ______________	Date
Name: www.kijiji.ca  www.ebay.ca  www.montreal.craigslist.ca Skill-Share Ste-Emelie/St-Henri Address: 3942 Rue Ste-Emelie, 514-670-5245	Call ____  Visit____  Other: ______________	Date
Name: Jack-of-all-trading-units Jamie Klinger www.joatu.com https://www.berkshares.org/whatareberkshares.htm www.en.wikipedia.org/wiki/Local_exchange_trading_system ‎ Banque d’echange communautaire en services www.becs.ca Time-Dollars Edgar Cahn www.timebanks.org	Call ____  Visit ____  Other: ______________	Date
Name: Centre d'éducation des adultes Clement de LaSalle Address: 9569, rue Jean-Milot, LaSalle. H8R 1X8 514-595-2041 www.csmb.qc.ca/fr-CA/.../centres/liste/cea-lasalle.aspx	Call ____  Visit ____  Other: ______________	Date
Name: Table de developpement sociale, www.tdslasalle.org Address: 9160-M Airlie, LaSalle, H8R 2A5 Phone: 514-364-4999	Call ____  Visit ____  Other: ______________	Date

 

Solicitation Chart
	Month 1	Month 2	Month 3	Month 4	Month 5	Month 6	Month 7	Month 8	Month 9	Month 10	Month 11	Month 12	Total
Number of calls #	100	100	100	100	100	100	100	100	100	100	100	100	1200
Number of meetings #	10	10	10	10	10	10	10	10	10	10	10	10	120
Number of bulk sales #	20	40	80	200	450	1000	2000	4000	8000	16000	32000	64000	125,790
Sales projections $	400$	800	1600	4000	9000	20000	40000	80000	160000	320000	640000	1,280,000	2,555,800$

Appendix

 

SOLICITATION PLAN

 

 

Communications strategy

Means

Month 1

Month 2

Month 3

Month 4

Month 5

Month 6

Month 7

Month 8

Month 9

Month 10

Month 11

Month 12

Budget

Web Sharing of Business Plan with Community Partners: Resident & Business Advocates, Financial Planners, Software Programmers

Launching of D-W-K-? software Beta-version on Community website for LaSalle-Gardens

Hiring of 2 students to register resident talents, goods & services, take pictures of people & products etc.

Continual testing, recording of feedback, Upgrading of ‘Do-we-know-?’ software, Versions 1.0, 1.1, 1.2

 

 

CLIENTS TO SOLICIT

 

PREPARATION FOR PHONE SOLICITATION					CALL	CALL RESULTS
COMPANY NAME	COMPANY ADDRESS	CONTACT PERSON	TITLE/ FUNCTION	PHONE	DATE AND TIME	MEETING	REMINDER DATE	TRANSFER	OTHER
Sami Fruits	400 LaFleur, LaSalle	Sami	Owner	514-368-1333
LaTriade, Competances Travail, Fripperie	#6 – 410 LaFleur, LaSalle	Pierre Pesse	Manager	514-419-4330 x237
Restaurant Jah-B Caribbean	9550 Jean-Milot, Lasalle, H8R 1X7 – www.jahbrestaurant.com			514-367-5242
A-Z Electronics	1260 Dollard, LaSalle	Joel Joseph	Owner	514-366-8872
Heritage Laurentien	Environmental Group	Patrick Asch	Coordinator	514-830-6540
Bronx Books	7682 Edouard, LaSalle	Robin Young	Owner	514-368-3543
Kiril Dolgih	414 Bergevin #6, Lasalle	Kiril	Wildlife Specialist	514-366-6624 514-567-0474
Village du Dollar Plus	426 Lafleur, Lasalle	Mohammed		514-336-4955
Abdullah Durant	Airlie, LaSalle	Boone	Machining	514-927-3492
Eric Dunn	2390 Gervais, Lasalle			514-363-2709
Yves Daoust	1116 Maria > Airlie, LaSalle
Alain Farmer	5246 Joseph, Verdun		Software programmer	514-710-1752
Punjab Foods	9000 Newman, LaSalle	Jag Gahunia-Singh	Family business	514-366-0560
Robert Poeti, Membre Assemble Nationale	7655 Newman #311, LaSalle	Luciano	Deputee	514-368-1818
Pharmacy Jean-Coutu	1819 Dollard			514-364-1644
Pharmaprix	8371 Newman			514-595-8550
Uniprix	Place Newman 2101 Dollard	Sharon Abitbol	Owner	514-363-4402
Pont-Mercier Hardware	555 LaFleur, LaSalle			514-366-2840
Societe de Police Montreal	8745 LaSalle, Poste 13	Giovanni Veleggi		514280-0113

 

Question and Comments

The gadget spec URL could not be found