Elos Annual Report 2020

ELOS ANNUAL REPORT

2020 the year of care

01

TABLE OF CONTENTS 1. INTRODUCTION 2. ELOS

2.1. Purpose

2.2. Values 2.3. The Elos Philosophy

3. GOVERNANCE

3.1. Directors 3.2. Advisory Board 3.3. Financial Advisory Board 3.4. Elos Team

4. INSTITUTIONAL DEVELOPMENT

4.1. Strengthening Management

4.1.1. Logical Framework

4.1.2. ERP System

4.1.3. Management Structure

4.2. Financial Sustainability

4.2.1. 2020 Fundraising Plan

4.2.2. Donation Platform for Emergency Assistance

4.2.3. Fundraising with the Nota Fiscal Paulista

4.2.4. Giving Day

5. 2020 ACTIONS

5.1. Projeto Assessoramento / Brasil Terminal Portuário – BTP, Diagnostics 5.2. Futuro do Rio Doce 5.3. GSA 2020 5.4. Conexão Elos 5.5. Elos + Movimento Boa Praça + Subprefeitura da Lapa 5.6. Baixada pela Vida 5.7. Rede Elos 5.8. De Mãos Dadas 5.9. Espaço Elos

6. RESULTS 7. FINANCIALS 8. PEOPLE AND INSTITUTIONS THAT BELIEVED IN ELOS’ POTENTIAL FOR TRANSFORMATION 9. CERTIFICATIONS 10. FUTURE

10.1. Goals for actions together with our community 10.2. Goals for institutional development

02

1. INTRODUCTION What is there to say about 2020? In many ways I believe that it was a year no one wanted to have to live. And in fact, many lives were lost over the course of it. So before I say anything else, let me register here our sadness and our grief for those lives that were lost, and our solidarity with all those who lost so much.

In addition, we, who had the great fortune of arriving at the end of 2020 in good health, would like to say thank you for all of the support received from hundreds of people and dozens of organizations who entrusted us with the task of caring for those who needed it most during this year of such sadness. A sense of urgency and responsibility were already present, but thanks to this support it was possible to care for thousands of people in more than 60 communities across Brasil, from the Baixada Santista region where Elos’ headquarters are located, to Porto Alegre in the south and the Center-West, Northeast and Northern (as far as Acre) regions. We stood together with favelas, indigenous and quilombola communities and caiçaras.

Let me tell this story even better. I can say with conviction that in 2020, the same passion and drive that led us to found Elos 20 years ago prevailed once again: to stand alongside communities in vulnerable situations and strengthen their potential and leadership.

Throughout our history we have had the opportunity to stand beside more than 200 communities in 20 Brazilian states. In the moment in which we understood the gravity of the Covid-19 pandemic, we knew that these communities would be the most deeply impacted. The sensation was one of urgency and paralysis at the same time.

03

In April 2020 it was clear that we needed to do something. As hard as it was for us - there was no money in our bank account, all of our projects and contracts had been cancelled - we found ourselves in a relatively privileged situation compared to most of Brazil’s population.

With this initiative, we have made not only food baskets possible, but food cards, raw materials for community gardens, materials for building cisterns, and support for women entrepreneurs. Each community was heard so that the resources allocated could be put to the best use.

We had the option of diving into the digital world and transferring all of our education and leadership programs to the online space.

We launched Conexão Elos (Elos Connection) for young leaders in marginalized communities in Baixada Santista. But then we realized that those who needed us most didn’t necessarily have access to the internet and were also not able to safely social distance: a sad reality in any marginalized community in Brazil.

With this realization, our priority became clear: we needed to find a way to get emergency assistance to these communities!

At the end of the year, we were able to go a step further with the launch of Rede Elos to boost community protagonism. With this, we are seeking, in the context of the pandemic , a realignment of Elos' vocation to strengthen people's capacity to transform their own reality. We received about 200 proposals, six of which we have already been able to support. But that story will be told in 2021.

The strategy was to offer these communities the visibility and the long history of responsibility and seriousness that Elos' work has already achieved. This strategy took shape in the form of the Rede Elos (Elos Network), launched with the slogan, “tomorrow starts with care today” and which brought together assistance campaigns for around 100 communities on a single platform.

For now, we want to bring the hope of hugging each other again, something so central and fundamental in our work that it excels in strengthening bonds, building links!

- Rodrigo Rubido, cofounder of Instituto Elos

As such, since the beginning of the pandemic, we have situated ourselves as a safe space where those who want to donate and those who require assistance can find each other. It is important to say that we have maintained a practice of listening to understand each individual reality to offer more directed support.

04

2. ELOS The name ELOS is the synthesis of our work: in our vision, communities and businesses, children and schools, governments and civil society live side by side, work, and offer the best versions of themselves to make the best world possible for all.

Our path began in the mid 1990s, with the objective of educating the youth of Brazil and the world through interaction with communities, connecting people around a common dream of building something real and therefore learning to access diversity in an environment of dialogue, cooperation and creativity.

05

2.1.

PURPOSE

We understand that our greatest purpose is to propel the movement to build the world we all dream of right now. In order to fully realize this purpose, we developed the Elos Philosophy, which is the expression of our way of transforming dreams into realities and dreamers into people who actively make dreams become reality.

06

2.2.

VALUES OUR TRANSFORMATION HAPPENS IN COMMUNITY AND IS NOURISHED BY THREE ESSENTIAL VALUES: CULTURE OF ABUNDANCE: we live in a world that is dominated by

the notion of scarcity, in which we need to fight over the little that exists. In our experience we discovered that this perspective immobilizes people, making the transformation of their reality much harder. On the other hand, a perspective guided by the idea of abundance permits the identification of talents, resources and opportunities that can be applied in concrete transformations, resulting in a community coming to believe in itself and in its potential for the positive changing of its reality.

The Elos Philosophy experience, through the methodologies that we have developed, promotes the expression and understanding of these values deeply and in a spontaneous and natural way, allowing for the joy and pleasure of cooperative construction to be lived and celebrated collectively.

THE POWER OF COMMUNITIES: we unite people around a common

dream and strengthen a sense of community that translates through unity around values, shared purpose and entrepreneurial ventures. The actions that sprout from this unity reveal the greatness of the power of communities.

COLLECTIVE INTELLIGENCE: we believe that we can access greater

knowledge and intelligence when we combine the contributions of different people. We know that everyone has something unique and important to offer. Identifying, welcoming and valuing the wisdom that each individual person carries with them is the way we have found to build projects that are extraordinary - projects imbued with meaning that goes far beyond their material existence - that radiate an authentic sense of community.

07

CULTURE OF ABUNDANCE

THE POWER OF COMMUNITIES

COLLECTIVE INTELLIGENCE

08

2.3.

THE ELOS PHILOSOPHY TO ACCOMPLISH THIS THE ELOS PHILOSOPHY IS ORGANIZED INTO 7 DISCIPLINES: THE GAZE, AFFECTION, THE DREAM, CARE, THE MIRACLE, CELEBRATION, RE-EVOLUTION – when they are applied in a deliberate and

structured way, these 7 disciplines form a methodology of action guided by steps that promote the development of specific individual and collective competencies. This allows us to practically experiment transformation in community, which reverberates both individually and in the environment.

As such, each person can develop a new way of looking at themself, at their potential for action, a new way of looking at the places where they live, study and work, revealing beauty, possibility, and previously unknown connections in each of these contexts.

In this way, we build a path for the realization of a dream held by a collective, or better, by a community, guided by the perception that we are not alone and by the conscience that everything that we need to be transformed is already around us, here and now.

The development and dissemination of this consciousness seek to create a Culture of Abundance that reveals local potential with its talents and resources, strengthens the sense of belonging as we begin to cultivate dreams for our community, and propels protagonists in the building of the reality that we dream of living.

09

Affection

WE FOSTER KINDNESS before fear and judgement

Care

Celebration

WE PLAN TOGETHER, taking care of ourselves, of each other and of a common dream simultaneously

WE RECOGNIZE AND CELEBRATE the individual contribution to the collective achievement

Re-evolution WE EVOLVE ON THIS JOURNEY propelling the construction of new dreams

Dream Gaze

We learn to SEE ABUNDANCE where many see scarcity

WE VALUE DREAMS as the best impulse to create change

Miracle

WE WORK HANDS-ON, cooperating to make what we dreamed together a reality

10

3. GOVERNANCE 11

3.1. DIRECTORS Executive Director

THAÍS POLYDORO RIBEIRO, architect and urbanist with

a degree from the Universidade Católica de Santos, has been the manager of contracts since 2004, is a facilitator of the Elos Methodologies and Oasis Game and of the youth transformation and leadership program Guerreiros Sem Armas since 2009, having been a participant herself in 2000. Thaís holds a special certification in the area of Management of Built Space from Fundação Santo André. She coordinated the integrated and sustainable development program of Minha Casa Minha Vida in Campinas and the Baixada Santista region with Caixa’s Socioenvironmental Fund.

Thaís has implemented projects through UNESCO and UNDP with the Conjunto Segurança com Cidadania program and coordinated the Elos no Canteiro Mais Cultura program together with the Culture Ministry in 14 Brazilian states.

Director of Education and Projects NATASHA MENDES GABRIEL, architect and urbanist with a degree from the Universidade Católica de Santos, is one of the cofounders of Instituto Elos and the organization’s Programs Director. She dedicates her time to the management of programs and the systematizaton of the Elos Philosophy for the elaboration of processes, pedagogical materials and tools that are made available to a network of partners.

Natasha is a facilitator in leadership trainings and community development projects, and has been at the head of the coordination of national and international projects in partnership with governments, international organizations and businesses for the last 19 years.

Director of Operations and Strategy MARIANA GAUCHE MOTTA, architect and urbanist with a degree from the Universidade Católica de Santos, is one of the cofounders of Instituto Elos. As the coordinator of the Consolidation Nucleus, her greatest goal is to create a business model that reflects the values and principles of the institution.

Director of Institutional Relationships RODRIGO RUBIDO ALONSO, architect and urbanist with a degree from the Universidade Católica de Santos, is one of the cofounders of Instituto Elos and Institutional Director of the organization. He is dedicated to spreading Elos’ actions and methodologies throughout the world, in addition to working to develop strategic partnerships. He facilitates trainings, workshops and represents the organization at events and international gatherings. Rodrigo is part of the 2017 class of Tällberg Global Leaders and winner of the Tällberg Foundation’s Eliasson Global Leadership Prize.

12

3.2. ADVISORY

BOARD

JOSÉ GUIMARÃES MONFORTE is an economist with a

degree from the Universidade Católica de Santos, partner of Emax Consultoria, president of the Advisory Boards of Instituto Elos and Premix and member of the following boards and committees: Advisory Board of the Escola Britânica de Artes Criativas, Administrative Council of OTP S.A., Governing Committee of the state companies BM&F Bovespa, Deliberating Council of IDIS-Instituto para o Desenvolvimento do Investimento Social and the Editing Board of Harvard Business Review Brasil.

ASER CORTINES is a partner in Cortines&Sebastiá

Assessoria em Gestão Empresarial and advisor to a number of non-profit and non-governmental organizations. He was the Vice President of Urban Development at Caixa Econômica Federal for six years, and a professor at the following universities: Economics at UFF for 30 years, Post-graduate Engineering at COPPE/UFRJ, MBA program at IBMEC/RJ and Post-graduate programs at FGV. He was the director and facilitator of programs for business executives of Amana-Key for four years and at the Universidade da Experiência for one year.

MAURICIO ESCOBAR has a degree in Business

Administration and a Masters in Marketing from Fundação Getúlio Vargas (FGV) in São Paulo. After a period of time working as a Project Manager in a big national bank, he began a career as an entrepreneur, first as a partner in Virtual Case, and since 2003 in the education sector. He is one of the founders and current Vice President of Anima Educação.

13

RUTH GOLDBERG is a consultant with IDIS. Ruth has

a degree in Occupational Therapy from USP, with a specialization in Public Health through USP and nonprofit management through FGV-SP, in addition to an MBA in management and social entrepreneurship from FIA. She has worked together with governments, companies, associations, foundations and institutes in the area of citizenship and social development. She acts as part of advisory boards and a member of IBGC. Ruth has experience in project and organization management and strategic planning and governance modeling. She has been a part of numerous leadership development initiatives including those dealing with youth mobilization and social innovation.

SILVIA LACAZE has a degree in Business Administration from Universidade Mackenzie and a post-graduate degree in Technology, Arts and Communication from the Faculdade Belas Artes of São Paulo. For 10 years Silvia had a career as an executive in the areas of marketing and new business at large national and multinational companies including Citibank, Brahma, Pepsico, and Accor. Silvia currently works as an advisor and facilitator of organizational development processes at mid-size and large companies and foundations.

OUR THANKS In 2020, DANIELLE FIABANE left our Advisory Board.

We would like to publicly thank Danielle for all of the dedication, generosity and talent that she gave to Elos.

Over the course of her time with us we counted on her experience in the area of institutional development in non-profits via facilitation of strategic planning, revision of governance processes and structures and the development of a culture of learning and evaluation.

Danielle made us aware of the importance of solid indicators of success for Instituto Elos, so much so that she offered a pro bono consultancy for the construction of the Elos Theory of Change. She guided the creation of the Logical Framework Matrix for our projects. Her departure from the board does not represent a break in the professional and affectionate bonds that we created over the years. At the beginning of the pandemic, when we were not sure what the future held for us, Danielle reached out representing the Família Apoia Família (Family Supports Family) movement in order to understand how we would work in communities that were living in vulnerable situations.

We want to publicly acknowledge that this movement was responsible for a strategic change in Instituto Elos’ role and that it allowed us to form a national network for specific actions during the pandemic.

Our deepest thanks, Danielle. We continue to count on your friendship and hope you will continue to count on ours.

14

3.3. FINANCIAL

ADVISORY BOARD

HENRIQUE BUSSACOS has a degree in Administration

from FGV - EAESP and a Master’s in Socioeconomic Development from Sussex University. In the past he was an entrepreneurial partner of Impact Hubs and other social businesses, and president of the advisory board for Impact Hub Global. Henrique is the cofounder of Impact Hub in São Paulo, Florianópolis and Manaus.

Today he is the leader for Impact Hub partnerships in Latin America.

THAIS BADIM MARQUES has a degree from the

Universidade Católica de Santos - UNISANTOS, and was a part of the legal department of the audiovisual production company Gullane Entretenimento for 6 years, where she became experienced in copyright law, laws that promote cultural development and cultural projects. For more than 10 years she has been in charge of Executive Coordination at Instituto Querô, a nonprofit organization with a 13-year history that seeks to give voice to low-income young people and adults, their schools and their communities, stimulating entrepreneurship and a sense of belonging through the use of audiovisual tools for social transformation.

ANDRÉ MELMAN has a degree in Civil Engineering from

Universidade de São Paulo, with a specialization in Business and Finance from the University of California - Berkeley. He began his career in the financial world where he worked at investment banks such as Credit Suisse and Hedging Griffo. He was a founding partner of Farofa.la, a natural and organic products company, which was sold in 2018. Today he leads the structuring of new products and financial solutions at Trê Investidores com Causa.

15

3.4. ELOS

TEAM

ANDRÉ PASCOAL

ARIANE DOS SANTOS

ARIANE LOPES MATES

BRUNA PERCHIAVALLI

BRUNO GOMES

BRUNO MATINATA

CAIO FIUZA

Facilitator

Facilitator

FERNANDO CONTE

HERBERT SANTO DE LIMA

LIA D'AMICO

LUIZA DE SÁ

MARIANA FELIPPE

MARIANA GAUCHE MOTTA

NATASHA MENDES GABRIEL

NININHA GALDINO DOS SANTOS

PATRÍCIA LEDO

PAULO FARINE MILANI

RENATA MINERBO

RICARDO OLIVEROS

RODRIGO RUBIDO ALONSO

RÔMULO DELGADO

Administrative Manager Caregiver

Facilitator

Facilitator

THAIS POLYDORO

Executive Director

Facilitator

Graphic Designer

Communications

REBECA ALONSO

Actions Department Manager

Caregiver

VAL ROCHA

YASMIN NASCIMENTO DA SILVA

Relationships Department Manager

Resource Mobilization

Facilitator

Partnerships

Accounting Analyst

Executive Producer

Content Editor

Graphic Designer

Director of Operations and Strategy

Institutional Relations Director

Director of Education and Projects

Resource Mobilization

CLARISSA MÜLLER

General Services

SILVANA CONTRERAS

Executive Producer

Accounting Assistant

16

4. INSTITUTIONAL DEVELOPMENT 17

4.1. STRENGTHENING

MANAGEMENT

BUILDING THE LOGICAL FRAMEWORK

4.1.2. IMPLANTATION

HOW DO WE MEASURE THE SUCCESS OF OUR ACTIONS AS WE WORK TOWARDS OUR CAUSE

BETTING ON OUR ACCOUNTING EFFICIENCY

4.1.1.

The need to measure the impact of our actions led us to hire DHZIPER Consulting to verify our level of institutional maturity and to structure future institutional strategies from the area of mobilization of resources, to environmental impact to sustainability.

In order to measure the impact of our actions, we started with a movement called Elos Planning and set targets to establish the parameters of the measurement period. The instrument will be applied under the mandate of our current administration. The three main areas of action and their deliverables form the basis of the analysis: Education, Movement and Solutions.

SYSTEM

OF ERP

Since 2019, Instituto Elos, through a partnership with Instituto Fefig, has been implementing the Oracle NetSuite ERP. It is a Business Management System that accelerates financial closing, provides comprehensive expense management, offers simplified and auditable revenue management, and allows for optimization, transparency and information security.

The implementation of this system at Elos has facilitated the design of new processes and provided more clarity in workflows.

The system also enables real-time consultation of financial information and the issuance of appropriate management reports.

The analysis of the work areas and products will be carried out based on the indicators of Efficacy, Efficiency, and Effectiveness.

Efficacy explains the result in a quantitative way (the presence or absence of results), while efficiency explains the results in a qualitative way (how was the delivery, what was its cost, how long it took, among other issues). Effectiveness arises from the convergence between effectiveness and efficiency.

18

4.1.3. DEVELOPMENT

OF A NEW MANAGEMENT STRUCTURE

REFINING OUR STRUCTURE AND PROCESSES IN ORDER TO ACHIEVE BETTER RESULTS With the objective of promoting and consolidating organizational strategies and processes that enhance the capacity to commit to our cause, we started a consultancy with Consense - Educação for relationships.

The journey began with a diagnostics process that allowed for better understanding of our organizational structure and its impacts on our processes and team. Our work with this will extend into 2022, but in 2021 we will already have as a result the design of an organizational structure and detailing of roles and their respective responsibilities within that structure. The objective is the development of management processes that are aligned with the values and principles of the organization. One essential part of this work is mapping and detailing all of the roles necessary for the functioning of the organization, which brings the challenge of identifying the roles that people currently have and specifying their responsibilities and characteristics. With this we hope to free the organization from a reliance on people rather than systems, bringing more efficiency to the workflows and better health for the whole team.

19

4.2. FINANCIAL

4.2.1. 2020

SUSTAINABILITY

FUNDRAISING PLAN

BUILDING FINANCIAL HEALTH TO GUARANTEE THE CONTINUITY AND GROWTH OF OUR WORK Our goal is to achieve the financial sustainability of Instituto Elos through the diversification of our funding sources. The objective is to achieve a budget surplus that will cover the costs of our core activities and allow us to navigate times of economic recession like the moment we are currently experiencing.

On the one hand, our 2020 Fundraising Plan reflects an historic process of maturation with a number of different strategies that we have incorporated. On the other hand, it reflects the impact of the current reality of the pandemic in which concern with the state of vulnerability of the communities within our network moved us to develop an emergency assistance program. The future is still very uncertain, but we believe that Elos is prepared to be a part of it and contribute so that it can be better.

20

4.2.2. FUNDRAISING

WITH THE NOTA FISCAL PAULISTA

The pandemic moved us to create a donation platform with the objective of shedding more light on the needs of and facilitating donations to communities in our network faced with the growing demand for basic resources like food and cleaning/hygiene products. The program, called Rede Elos (Elos Network), allows each community to have a space to introduce itself and share its needs. As such, the person donating can choose which community they would like to support and where they would like to direct their resources.

Another strategy was the Support Elos page, a space that allows donors outside of Brazil to make direct donations to the organization.

The sum of these strategies resulted in a volume of donations almost 3 times greater than in 2019.

21

4.2.3. THE

NOTA FISCAL PAULISTA

The resources gathered with the Nota Fiscal Paulista (NFP) were essential for guaranteeing the continuation of Instituto Elos’ activities during a challenging year and were applied to emergency assistance projects and leadership and community protagonism trainings.

Evolution of NFP registrations 800 700 600 500 400 300 200 100 0

672 Nota Fiscal Paulista contributors

R$

523,848 collected in 2020 through the Nota Fiscal Paulista program

FUNDRAISING USING THE NOTA FISCAL PAULISTA HAPPENS IN TWO WAYS: - INDIVIDUALS can register as credit donors through the NFP system; - BUSINESSES can donate receipts with no customer tax ID on them. The following 23 BUSINESSES already do this: Padaria Santa Cecília, Dona Flor, Laticinio Marcelo, Sapataria Benedita, Bobot's, Mufti calçados, Usaflex, Mufti roupas, Chococau, Blue Gardênia, Outlet lingerie, Massas Veneza, Varandas, lá da roça, Adriana Brandão, Mare Di Sapori, Maria Caju, Casas Alonso, Ótica Pérola do Atlântico, Ótica Guarujá, Ótica Marisol, Mini Mercado Nova Marquesa, Panificadora Santa Cecília, Revo and Beliótica

If you would like to know more or become part of the Elos NFP donation program and contribute so that more projects like this one can become a reality, visit this site: https://institutoelos.org/sua-nota-fiscal-paulista-vale-muito-para-o-elos/ 22

4.2.4. GIVING

DAY

GIVING DAY CAMPAIGN Giving Day is a large scale effort for promoting a culture of giving/ donation in Brazil. It is a movement that promotes a more generous and supportive country through connecting people to causes. And it does this by celebrating the pleasure that exists in giving, in the habit of giving all the time.

In Brazil, Giving Day took place for the first time in 2013, one year after its first edition (Giving Tuesday) in the United States in 2012.

Mobilization for this initiative is organized and led by ABCR Associação Brasileira de Captadores de Recursos.

Giving Day takes place as part of the Movimento por uma Cultura de Doação, a coalition of organizations and individuals that promote the engagement of people with civil society causes and organizations through donation as an instrument for the strengthening of democracy.1 Elos defends the strengthening of the donation culture in Brazil and has embraced this campaign since 2018. In 2020, the strategy was to bring together a group of ambassadors who mobilized their networks to raise money for our campaign.

The resources mobilized contributed to two community protagonism projects.

1

23

Giving Day. Discover. [S.I.] [2020?]. Available at: <https://diadedoar.org.br/conheca/>. Accessed April 15. 2021.

12

183

Elos Ambassadors for Giving Day

people donated to the Giving Day campaign

R$

49,901 raised in Giving Day campaign

24

5. 2020 ACTIONS 25

ACTIONS IN 2020 - before the pandemic

5.1. Projeto Assessoramento / Brasil Terminal Portuário – BTP Diagnóstico

**

*[m

ud ar

fot

o]* *

*

(Technical Assistance / Brazilian Port Terminal - Diagnostics)

PARTNERSHIP

Information gathered in a diagnostics phase reflects the neighborhood scenario, based on the information collected through active listening to people involved in the territory who contributed to the data collection and strengthening of dialogue.

The ultimate goal was to support the company in deciding on an assertive and participatory intervention proposal elaborated through analysis of secondary data, the history of the region and field trips to learn more about the territory, including interviews with residents who work in the region and other actors considered relevant for their performance.

ACTIONS TAKEN IN THE DIAGNOSTICS PHASE: - Secondary data gathering; - In-field interviews; - Understanding types of leaders; - Scenario analysis; - Operating guidelines.

26

ACTIONS IN 2020 - before the pandemic

5.2. Futuro do Rio Doce (Future of Rio Doce)

29 communities

impacted

selected

986

119

people

people

The result of an agreement signed between Instituto Elos and Fundação Renova, O Futuro do Rio Doce was a project to train young leaders across the territory impacted by the collapse of the Fundão dam in Mariana (MG).

The main results of the project in 2020 were the delivery of the external evaluation report, the training and mentoring of the Guardiões do Rio Doce (Guardians of Rio Doce) group, and the mapping and selection of young people for a new project cycle.

PARTNERSHIPS

After more than 2 years, in March 2020, Fundação Renova opted to close the project, which leaves behind a mobilized network and powerful young people aware of their potential for action and eager to contribute even more to the repair and construction of a new future for the region.

EXTERNAL ASSESSMENT

In its first cycle, the project trained 90 youth, mobilized and supported the development of 22 social, cultural and environmental initiatives led by the youth themselves in 24 27

municipalities that realized 132 different actions, impacting more than 24 thousand people all along the length of the Rio Doce river.

These numbers become more significant when they are looked at by the team hired to perform an external evaluation to understand the efficacy and efficiency of the project. Some data points that deserve to be highlighted: More than 50% of the youth stated that their concern for the Rio Doce was relevant in their life.

RELEVANCE IN MY LIFE 9%

44%

Rehabilitate Rio Doce

Improve my quality of life

26%

21%

Form a network of “regenerators” of Rio Doce

Get involved with a collective for the defense of Rio Doce

Over two years, the group was exposed to activities that expanded its repertoire of action, facilitated the recognition of its own potential and strengthening of self-esteem, and also expanded its knowledge of the Brazilian government system that is meant to guarantee their rights. There was greater engagement in the spaces of participation, as shown in the graphs below, and 50% of these young people believe that their participation is due to the influence of the project.

PARTICIPATION IN THE GROUPS CITED Others 0 Interfederal Committee 1 Technical committees 4 Commission of those impacted by 6 Municipal advisory board 4 Municipal council for rights 4 Community Council 4 Parent - teacher committee 3 Recreational Club or Association NGO or Social Movement Political Party 6 Church or religious group Neighborhood group or association Labor union o association Student Union 4

14

28 22

14

35

WHETHER OR NOT THIS PARTICIPATION WAS INFLUENCED BY THE PROJECT “O FUTURO DO RIO DOCE SOMOS NÓS” RELEVANCE IN MY LIFE 6%

Plan the future of Rio Doce

85% Plan my future

45%

5%

No

I don’t know

6%

Plan the future of my project

3%

Plan the future of my people

50% Yes

28

GUARDIANS OF RIO DOCE

The protagonism of the project's participants appears in the external evaluation, both in the numbers of replication of acquired knowledge and in the interaction with other projects promoted by youth in the territory.

During the Future Gathering, which took place in 2019, the youth from Cycle 1 of the project were invited to think about dreams and actions that they would like to make happen over the course of 2020. This process was facilitated separately in three groups divided between each of the regions and later presented to all. These presentations were registered in real time by the graphic facilitators and were given the title of “2020 Agenda.”

In this moment, each of the groups chose 8 representatives (one representative and one substitute) for each of the thematic areas of the project (Environment, Education and Culture, Entrepreneurship and Human Rights). From this moment on, the 24 chosen youth took on the role of guardians: responsible for organizing, mobilizing and representing the collective of youth from the first cycle of the project in interactions with Fundação Renova, Instituto Elos and other partners.

PROTAGONISM 62

Used learning acquired in the “O Futuro do Rio Doce Somos Nós” project Participated in another project created by a young person in the regio

25

Participated in a forum within the system of reparations

"

10

I only realized that the potential to make Casa Preta happen was already inside of me when I participated in O Futuro do Rio Doce. There, participating in the project, this potential grew from within me and I could say to myself: “Go! Fly, Grego!”

"

- Célio "Grego" - entrepreneur, Casa Preta, center for black culture in Mariana - MG

PROTAGONISM - HOW You activate your network of influence to advance the cause Your project generates organized engagement of other audiences in favor of a

58 55

You are aware of other actions that are geared towards the reparation of Rio

56

You know all of the actions geared towards the recovery of Rio Doce

35

You know all of Fundação Renova’s actions geared towards the recovery of Rio Doce You were elected to a representative position

17 20

Your project was awarded in project grant selection notices

14

Your project won some kind of award and/or referendum for multiplication Participates in the youth council in the territory

29

23 3

From March to June 2020, nine meetings were held with the participation of the Elos team and the Guardians of the Future of Rio Doce. Some of them were facilitated by the young Guardians with the support of the Elos team.

DIAGNOSTICS, MAPPING, SELECTION OF YOUTH FOR A SECOND CYCLE During the months of January, February, and March 2020, the Elos team spent time in 24 of the municipalities in the states of Minas Gerais and Espírito Santo impacted by the collapse of the Fundão dam. The objective was to carry out a diagnosis of the context of youth in the region, map potential young people and select people with a leadership profile and desire to be engaged in transforming the reality of their community and Rio Doce. In addition to the diagnostics findings, 119 people were selected. When the project was ended, these people were referred to a new initiative aimed at young people within the scope of the actions of Fundação Renova.

The closing out of the process with the Guardians included the delivery of a report to Fundação Renova pointing out potential spots for investment. The document included an analysis of the initiatives that received seed funding in 2019 and that were still active and with action plans for 2020 and 2021.

30

ACTIONS IN 2020 - adapted to the pandemic scenario

5.3. GSA 2020

287 sign-ups

from

27

countries

23

people selected

6

from countries

Guerreiros Sem Armas (Warriors Without Weapons), our main international training for young people, was set to take place for the first time in South Africa in 2020 through a partnership with the Bertha Foundation. The pandemic took us by surprise, causing the indefinite postponement of the in-person part of the training.

Still, two rounds of Caminho do Sim (Yes Path) took place in order to select the participants, and along with each round of the selection path there was a series of online gatherings meant to welcome those selected during the postponement and facilitate the transition between phases of the course.

PARTNERSHIP

CAMINHO DO SIM (YES PATH) - ONLINE The methodology of the Caminho do Sim is based on three relationship levels: personal, collective and global. Working on these three levels, it is possible to learn to develop an appreciative gaze towards oneself, towards other people, to value the development of projects aimed at social transformation, and to realize that it is not a competitive, but rather collaborative attitude that we need to cultivate to transform the world into the place that we dream it can be.

31

In 2020, there were two rounds of the selection process. 23 youth were ultimately selected from a pool of 287 applicants. People from South Africa, Germany, Argentina, Austria, Benin, Brazil, Cameroon, Chile, Colombia, Spain, United States, France, India, Liberia, Mexico, Mozambique, Palestine, Peru, Poland, Portugal, United Kingdom, Romania, Namibia, Turkey, Ukraine, Zambia and Zimbabwe all applied.

The first round of the Caminho do Sim was marked by groups that demonstrated great will to act, desire to learn, solidarity, joy, and curiosity about others.

INTRODUCTORY CONTENT OF GSA ONLINE In the new context of the pandemic, seven online gatherings were held as a way of welcoming the people selected.

1. Check-in and general presentation about the program 2. Introduction to Mythological Level of GSA 3. Introduction to Philosophical Level of GSA 4. Introduction to Instrumental Level of GSA 5. Abundance Game Presentation 1 6. Abundance Game Presentation 2 7. Closing

The second round took place after the start of the pandemic and the tasks were therefore adapted in order to stimulate ideas that could be implemented while taking the necessary social distancing precautions. Actions such as that of young entrepreneur Juliana Guerreiro, who mobilized 16 people from her network to support the SUS Vivo project and produce face shields for health professionals in April 2020, when the product was scarce but was badly needed. One thousand units were produced and delivered to public hospitals and the social assistance network.

With the alarming rates of contamination and travel restrictions, we chose to postpone the program as a whole until there are safe conditions for its realization.

32

ACTIONS IN 2020 - adapted to the pandemic scenario

5.4. Conexão Elos (Elos Connection)

9

communities

impacted

2700 people

50

participants

9

community initiatives

In 2020 we embarked on the challenge of doing a training program for youth ages 15 to 17 with the objective of stimulating protagonism in this age group and continuing our practice of actions within the Baixada Santista region. Thus, the first edition of Conexão Elos (Elos Connection) was born.

Over a 4-month pedagogical journey, we worked with 50 young people ages 12 to 18 to discover their own potential and help them think about how they can meet the needs of the world. This process involved the construction of a sense of responsibility that, at the same time, filled each person's existence with meaning.

PARTNERSHIPS

DOW

33

The Elos methodology presented the potential of dreaming together, and then the collective dream was moved from the world of ideas to ultimately take the form of a work plan (with measurement of necessary resources, delivery times and desire to impact the neighborhood). All of this was built over the course of 12 meetings and in a collaborative way, with participants receiving support from the experienced facilitation team and mentoring team formed by young leaders who lived in the neighborhoods

where they lived. A panel with participation of DOW volunteers contributed by adding comments and helping in whatever way they could.

In the end, nine communities presented projects that were implemented throughout the month of October. The projects invited people from the communities to be protagonists of their own development.

Communities and focus of each initiative: Vila dos Criadores

Santos

Environment - waste Alemoa

Santos

Community tourism Pinhal do Miranda

Vila Pantanal

Cubatão

Santos

Culture

Sport Morro do Cruzeiro

Santos

Respect for diversity

Vila Gilda

Monte Serrat

Culture

Environment waste

Santos

Vila Margarida

São Vicente

Santos

Aldeia

Guarujá

Environment waste

Food sovereignty

29

ACTIONS IN 2020 - adapted to the pandemic scenario

5.5. Elos + Movimento Boa Praça + Subprefeitura da Lapa (Elos + Good Square Movement + Lapa Local Government)

56

21

32

70

participations in the hands-on step

participations in the in-person dream gathering

participations in the online community gatherings

responses to the form about the current use of the square

The neighborhood around the Paulo Schiesari and Antonio Resk squares was invited to dream together and revitalize the spaces in the squares, which already hosted community events and joint efforts organized by Boa Praça movement in São Paulo.

Because of the pandemic, we had to adapt the mobilization and action process. Making a collective dream viable requires community mobilization. We mobilized around the squares and provided technical assistance for the project using two distinct strategies:

PARTNERSHIPS

- We held online meetings to welcome contributions and strengthen relationships;

SUBPREFEITURA

LAPA

SUBPREFEITURA

LAPA

35

- We welcomed people's ideas using an online questionnaire and a drawing with sketches of the two spaces where contributions were registered through diagrams, drawings or words;

The actions that were part of this project happened online and inperson, respecting social distancing rules as recommended by the World Health Organization.

24 project designs/ proposals for intervention

The project was financed through a parliamentary amendment in partnership with the Boa Praça Movement and managed by the local government of Lapa/SP. Neighborhood dreams involved building toys and renovating furniture, landscaping and painting.

The impact on the community's relationship with the square was revealed in the survey carried out after the action: The frequency of visits increased

FREQUENCY OF VISITS Compared with 3 months ago, the frequency of your visits to the square…

13%

100

Stayed the same

14,3

87%

Increased

85,7

The square is in better condition

Some of the I have more actions in free time the square motivated me to use it more

36

The appreciation of the square:

EVALUATION OF THE SQUARE If it improved, why?

93,8

93,8

87,5

75

75

43,8 6,3 It’s prettier The playground is in better condition

Cleaner

Better outdoor More people furnishings are visiting (tables, benches, etc)

Greater sense of security

"

This partnership between a Civil Society Organization, City Hall, a movement in the region and the community is healthy for all of us. It is a success to look at how the square was before and how it is today.

"

Better lighting

- Cyra Malta, technician with the Lapa local government and manager of this development agreement

And the relationship of affection to the square also changed:

EVALUATION

In the respondents' evaluations, all aspects related to the square had an improvement.

I like the square

62,5

37,5

Post-revitalization:

40,3

50,6

5,2 2,6

Pre-revitalization:

1,3 Strongly Agree

Agree

Disagree

Strongly Disagree

Don’t Know

I think the square is in good condition for use

62,5

37,5

Post-revitalization:

23,1

56,4

19,2

1,3

Pre-revitalization: Strongly Agree

37

Agree

Disagree

Strongly Disagree

Don’t Know

"

Even when I looked at the project, I didn't imagine it would be so good. And yesterday it rained, everyone continued. Today it rained and everyone is still here.

That's what generates the real transformation. Bringing people together and doing things together creates a very strong bond. May this bond remain so that this energy continues to circulate here.

"

- Rafael, hands-on participant and resident of nearby neighborhood

38

ACTIONS IN 2020 - created as a response to the pandemic

5.6. Rede Elos (Elos Network)

The Elos Network was born in 2020 driven by our sense of responsibility to stand by the communities that have always been Elos' great partners while facing the impacts of the covid-19 pandemic. The project was divided into two fronts: Emergency Assistance and Community Protagonism.

REDE ELOS - EMERGENCY ASSISTANCE In the year that Brazil returned to the hunger map and saw the numbers of social inequality increase, according to an OXFAM report published in January 2021, Instituto Elos was faced with the challenge of supporting partner communities in dealing with food shortages. We mobilized more than R$ 2 million and delivered 5,594 baskets and 7,024 food stamps cards, in addition to customized support such as 55 vegetable garden kits and other community donations.

The diversity of the assistance delivered is due to the fact that we listened to community leaders in order to be clear about their specific needs. In this way we were able to offer more accurate and efficient support.

PARTNERSHIPS

"

Receiving the help card was great. I wasn't sure what to put on the table for my family. Being able to go to the market and buy what I need was so good. There are people who help with food baskets, but the products are bad products to use. What you guys did was perfect. You helped us a lot here in Assis Brasil.

"

- Testimony of a resident of Assis Brasil (AC) and of the Manchineri ethnic group.

39

FOR EACH REALITY, A SOLUTION

40

12

Brazilian states

R$

2,073,916 raised

41

240 actions with

more than

12

partnerships

111

communities

Manchineris

Leadership

Families

Needs

Amount

Lucas Brasil Manchineri 184 -Community garden kits -Community Purchase Card -Transportation

R$ 235,430

"

We, leaders, teachers, health agents, fathers and mothers of families and other representatives of the Manchineri people declare our request for help in this difficult time of the pandemic. Therefore, friends and companions, your help will be very useful to me. I, Lucas Artur Brasil Manchineri, am fighting for the rights of the Manchineri and Jaminawa. I'm talking about my true situation.

- Lucas Brasil Manchineri

"

42

Caiçaras, Guaranis and Quilombolas

Leadership

Families

Needs

Amount

43

Dauro Prado 1,500 (caiçaras, indígenas and quilombolas) -Food + + Hygiene + Info Kit -Community Garden Kit

R$ 545,280

The traditional caiçara, indigenous and quilombola communities of the coastal region south of São Paulo/Vale do Ribeira between the municipalities Peruíbe, Iguape, Ilha Longa and Cananéia, over the centuries created and preserved expressions, customs, knowledge, festivals, dances, music , among other popular manifestations recognized by the Brazilian State. However, these territories were superimposed by environmental laws that expropriate their territories and their ways of being, creating and living. Many had to reinvent themselves to maintain their existence, they organized themselves into associations to defend the territory and the Caiçara way of life, which is part of Brazilian culture.

Lençóis (BA)

"

Leadership

Families

Needs

Amount

In solidarity, the women came together to solve problems and keep up the economic production safely in the city of Lençóis, launching the portal Garimpei.com, which was built with community collaboration. However, some difficulties are still present: the lack of adequate internet access, the lack of appropriate cell phones for the communicational management of their businesses, the lack of resources in transportation to maintain the collaborative product delivery service, and the lack of a revolving fund and investment to review the production line and update stock in the context of the pandemic.

Líllian Pacheco 40 quilombola entrepreneurs (mothers, single, black, rural) -Materials -infrastructure

R$ 28,490

"

The mothers and women from Lençois we work with are tireless warriors. In the context of the pandemic, when a large part of the family returns home, they become the center of affection and sustainability. Their products and services generate a basic economy that sustains them the house and a whole society. We need alliances to strengthen this economy and enhance the social place of low-income women in Lençóis

"

44

Juiz de Fora (MG)

Leadership

Families

Needs

Amount

45

Nely Falabella 500 -Food Kit -Hygiene Kit -Community Purchase Card

R$ 37,713

Dom Bosco, in Juiz de Fora, was one of the first quilombola communities in its region, with roots that were lost over time. It is situated between the federal university (UFJF) and real estate projects that have emerged in recent years. These projects keep appearing and erasing more and more of the rich history that exists there. Our local partner is the NGO ABAN, which works directly with many families there and has mapped 500 of those who live on top of the hill and are urgently in need of help. This partnership made it possible for the donation to be turned into food supplies for the Community Warehouse, transforming food into a social currency (DIGNA) to expand the reach of the initiative.

IMPACT OF REDE ELOS Emergency Assistance Community Protagonism

131,320

benefited

52,730

masks

people

R$

60k

6

community projects

seed fund

55

gardens

18

hours of mentoring for each project 46

REDE ELOS AND COMMUNITY PROTAGONISM In October, we started a new action front by putting out a call to support community protagonism, which received entries from 191 initiatives from people from communities, local leaders, groups and collectives throughout Brazil. From it, two projects have already received mentoring and seed funding to get off the ground, and four more are being promoted in early 2021.

Community protagonism actions aim to support local initiatives, reducing vulnerability and increasing the communities' capacity to implement locally designed solutions to solve the problems they face.

Each of the communities covered will participate in an incubation program of initiatives that provides for: 18 hours of mentoring, inspiring exchange experiences and seed fund resources of R$10,000 each.

Mãos Solidárias

Comportas, Jaboatão dos Guararapes - PE 2021

Nação do Maracatu Encanto do Pina

Bode, Recife - PE 2021

Horta Comunitária

Quilombo Rio dos Macacos Simões Filho - BA 2020

Projeto Contraponto

Vilarejo Rural de Extrema, Congonhas do Norte - MG

Parakundê

Favela do Caixão, Guarujá - SP

2021

2020

Associação de Agricultores do Alto Capim

Alto Capim, Aimorés - MG 47

2021

Initiatives Selected

COMMUNITY GARDEN PROJECTS - Quilombo dos Macacos (BA) The rural black community of Quilombo Rio dos Macacos is located in the municipality of Simões Filho (BA) and is composed of about 110 families descended from people who were enslaved and who have lived in the region since the 17th century, when the sugarcane mills settled in the Recôncavo Baiano.

Responsible

Rose Meire

Direct impact

110 families

Resource Use

Building a Community Garden

Seed resource

BRL 10 thousand

Mentoring

18 hours

The community garden project emerged as a means of strengthening the solidarity economy and the economic sustainability of the community. With the support of Elos’ initiative, it was possible to purchase materials for planting and maintaining the garden. Wheelbarrows, gasoline motor cultivators, spout shovels, hoes, rakes, hedge shears and agricultural sprayers were purchased.

"

From the moment I see that the families have picked themselves up and see that their self-esteem is rising, I am grateful first to God and for your work. So we keep fighting and hope the doors never close.

- Dona Rose - Community Leader

"

48

Initiatives Selected

PARAKUNDÊ PROJECT - Guarujá (SP)

Responsible

Anderson Camargo

Direct impact

100 people

Resource Use

Arrange musical instruments, practical workshops, purchase of sound equipment, production of documentary about the performance of the organization and partners

Seed Resource

BRL 10 thousand

Mentoring

18 hours

Projeto Parakundê operates in Favela do Caixão in the district of Vicente de Carvalho in Guarujá (SP) with children, young people and adults through workshops and "toque" activities, a cultural expression from Salvador that unites the ancestral blackAfrican roots with modern Bahian technology of futuristic turns and chimes. Its focus is to offer a space for training, leisure and welcoming the black population through percussive workshops and the construction of instruments.

The resource from the notice was used to purchase materials that enable better conditions and autonomy for the Parakundê Project.

New instruments (timbal and guitar), sound equipment (boxes, table, tripod and microphone) and protection for the group's instruments were acquired.

"

My dream is for children to see the world, because music gave me the opportunity to have a lot. When there's a presentation, we get dressed, train, prepare, and make it happen.

"

- Anderson Camargo, founder of Projeto Parakundê.

49

PARTNERSHIPS DOW

50

ACTIONS IN 2020 - adapted to the pandemic context

5.7. Baixada pela Vida (Baixada for Life)

81

9 K+

9

communities

people benefited directly

municipalities

R$

300 K+ mobilized for the cause

Faced with the challenge of facing the famine resulting from the pandemic in Baixada Santista, Instituto Elos joined 3 other organizations - Forum da Cidadania, Instituto Procomum and Instituto Arte no Dique - to found the Baixada Pela Vida movement, which mobilized more than R$ 300,000 for the cause.

Aiming to build a network of solidarity and action to serve those in greatest need, the movement used the strategy of raising resources and giving it to people with informal work, the unemployed, the homeless and vulnerable communities in the Baixada Santista region. Each of the organizations was responsible for allocating 1/4

PARTNERSHIPS

51

of the total collected. More importantly, the union of organizations in a single project allowed for increased visibility of the campaign and optimized the potential of each organization, putting them at the service of a common cause.

The results of these collective efforts go beyond those tangible shown in the graphs below and include the mobilization of organizations with the most distinct actions in the system of guaranteeing rights in the territory. The initiative organized virtual meetings mobilizing other organizations, individuals and movements that also joined the cause, such as: Fórum de Economia Solidária da Baixada Santista, Fundo de Defesa e Ação e Economia de Francisco; Fórum Regional de Trabalhadores do Sistema Único de Assistência Social da Baixada Santista e Vale do Ribeira; Fórum Social Permanente da Baixada Santista; UNEGRO União de Negros pela Igualdade; CNTU conferência; São Paulo Suas; Fórum da Cidadania do Guarujá; Associação de Combate aos Poluentes; Fórum Municipal da Criança e do Adolescente - FSBS; Fórum EcoSol BS; Protagonismo Cidadão; Redes Socioambientais da Baixada; Instituto Arte no Dique; Pastoral Povo da Rua - Igreja Católica; Settaport; Fórum Social de Santos, Pastoral do Menor, among others.

More than 9,000 people from 81 communities in nine municipalities benefited directly from the initiative.

52

REACH

total # of beneficiaries:

9,616

2,179

225

famílias de comunidades urbanas

indigenous families in 26 villages

150

people in situations of homelessness

9

81

municipalities impacted

communities

SANTOS - 26 communities: Jardim Castelo, Rádio Clube, Dique

da Vila Gilda (Vila Telma, Mangue seco, Última ponte, Brigadeiro 52, Terror, Torre, Capela, Caixa d'água), Vila dos Criadores, Vila Pantanal, Saboó, Vila São Jorge, Jardim São Manoel, Alemoa, Macuco, Encruzilhada, Vila Mathias, Paquetá, Vila Nova, Penha, Monte Serrat, Vila Resistência, São Bento, Bela Vista, Morro Santa Maria, Vila Progresso, Vila Sapo, Aparecida, Embaré, José Menino e Caruara.

CUBATÃO - 4 communities: Pinhal do Miranda, Jardim Real, Vila dos Pescadores e Cotas.

GUARUJÁ - 6 communities: Complexo Aldeia-Prainha, Vila Zilda, Vicente de Carvalho, Jardim São Miguel, Morro da Bela Vista e Santa Cruz dos Navegantes.

BERTIOGA - 2 communities: Saoke e Triângulo SÃO VICENTE - 13 communities: Dom Bosco, México 70,

Dique das Caxetas, Parque São Vicente, Quarentenário, Jóquei Clube, Jardim Irmã Dolores, Parque Bitaru, Tancredo Neves, Gleba II, Humaitá, Japuí e Aldeia Paranapuã.

53

Final Numbers PRAIA GRANDE - 4 communities: Ribeirópolis e Aldeia Tekoa Mirim

Caiçara, Tude Bastos,

MONGAGUÁ - 6 communities:

6 Aldeias - Itaoca Tupi, Itaoca Guarani, Barigui, Aguapeú, Cerro Corá, Nhaderupo ITANHAÉM - 7 communities: Bairro Oásis, e 6 aldeias Aldeinha, Tangará, Maramba, Nhamandu Oua, Rio Branco, Poty PERUÍBE - 13 communities: Barra do Una, 12 aldeias – Paraíso, Bananal, Piaçaguera, Tanyguá, Nhamandu-mirim, Tabaçu Rekoypy, Tekoa Kwaraý, Awa Porangawadju, Tenguaete, Tekoa Porã, Tapirema, Guyraydia

R$

327,626 raised

Donations in Kind AMORA TERRA

SUSTAINABLE CONDOMINIUM

Donation of

Collection of more than

kits for children

tons of food

170

2

BANCO DO BRASIL FOUNDATION

MESA BRASIL PROGRAM - SESC

Donated

Donated 2,000 sanitary napkins, 100 baby diaper packages and 1 ton of food/month (May to July), totaling 3 tons.

832

food baskets and cleaning supplies

1,727 food vouchers

(R$ 58,100 - 17.73%)

1,727

493

food baskets

grants for aid and entrepreneurs

(R$ 99,341 - 30,32%)

13,500

1,581

fabric protection masks + 490 faceshields

(R$ 26,238 - 8.13%)

hygiene kits

(R$ 81,184 - 24,78%)

100 blankets

(R$ 1,500 - 0.46%)

(R$ 14,895 - 4.55%)

Logistics and Administrative

(R$ 42,594 - 13%)

communication material and mini videos

(R$ 3,375 - 1.03%)

54

ACTIONS IN 2020 - adapted to the pandemic scenario

5.8. De Mãos Dadas (Holding Hands) Realização

Parceria

com emílio bosco

Parceria

Parceria

Realização

de mãos dadas

Realização

PARTNERSHIPS

Parceria Realização

Parceria

55

Parceria

31

858

9

7

events

people directly impacted

projects lead by residents

informational livestreams

Instituto Elos is one of the organizations accredited by Caixa Econômica Federal, through the DE MÃOS DADAS project, to carry out technical social work in Federal Government projects with resources from the FAR (Residential Lease Fund), in partnership with the Municipality of Sumaré ( SP), which is being carried out in the residential communities Residenciais Emílio Bosco and Jardim das Estâncias using the Elos Methodology. In Sumaré, the other accredited companies are Clarb, at Residencial Jardim Itália, and Jeo Brasil, at Residencial Jardim das Águas.

The purpose of this initiative is to develop technical social work with the community that contributes to the recognition of the potentials that exist in the territory and the strengthening of bonds and coexistence that encourage the protagonism of the residents themselves in the preparation and implementation of local projects aimed at environmental revitalization, social, economic and cultural, always based on the Elos Methodology.

The methodological proposal contemplates an effort to mobilize the community based on its most latent perceived talent, which

is community entrepreneurship and the will to unite around a common purpose. We propose a community mobilization process aimed at bringing out the residents' own ideas and projects in the various areas of their interests within the scope of social work.

This is a two-year project, and has been revised with each new impact generated by issues of safety and hygiene and the rules of isolation and social distance. Our experience in community mobilization had to be rethought in this context, and the actions were developed online and via WhatsApp contacts.

ACTIONS: LEARNING EXCHANGE

4 online events - total of 20 people

MEETING WITH LOCAL LEADERS (SUMARÉ LOCAL GOVERNMENT AND UNIONS) 5 online events - 50 people

MEETING WITH LOCAL LEADERS

1 in-person event - 10 people

IDEA CONTEST

3 livestreams + 3 community meetings online - 468 people

FUTURE GATHERINGS

6 online events - 40 people

OASIS EXPERIENCE

1 Workshop + 1 livestream - 15 participants (50% online and 50% in person)

FINAL OASIS EXPERIENCE LIVESTREAM with 95 participants

PROJECT FAIR

8 projects approved with 160 people reached 56

ACTIONS IN 2020 - in progress

5.9. Espaço Elos (Elos Space) The idea of radiating transformation from Santos to Brazil and from Brazil to the world is an idea that has been expressed in various ways by Elos’ work in the last 21 years. This idea will also be symbolically and physically materialized in the construction of the Espaço Elos (Elos Space), an international socio environmental education center capable of holding up to 250 people at a time.

Located in Morro da Nova Cintra in Santos (SP), the 18,000 square meter terrain will be transformed by a bold and innovative architectural project that brings in elements to position it as an example in contemporary architecture. There will be six buildings built with the most advanced sustainability premises, generating low environmental impact.

"

We always dreamed of having a space that itself was educational, that could represent a model of sustainable development and integration with nature. Within Elos, we always seek to educate by example, and this is the goal of this project - to be an example for Brazil and for the world.

"

- Rodrigo Rubido - Cofounder of Instituto Elos

PARTNERSHIPS

57

The initial concept was put forward by Elos’ own team, which conducted a broad participative process for the development of the space. The nima Architecture and Planning office, owned by the same group of founders as Elos, took on the task of transforming dreams into a first architectural idea and a beautiful project. For this, they had the collaboration of architects André Mafra and Sacha Sinkovich; also receiving the contribution of the architect Leiko Motomura, responsible for the first studies on thermal comfort.

CAPA

From the auditorium to the accommodations, the spaces were designed to hold events and accommodate up to peopleengenheirada.

Tipos de100 madeira during Instituto Elos’ immersive leadership training processes.

The complexity and beauty of the challenge contributed to attracting to the project a group of partner companies specialized in different areas of knowledge and already developing work aligned with sustainability. They are: AMATA (structure), Andrade Morettin (architecture), Arquimedes Costa Engenharia Structural (structural calculation), CTE (sustainability), Geasa (environmental sanitation), Licuri (landscape), SAO (integrated sanitation) MLC – Madeira Lamelada Colada CLT – Cross Laminated Timber and Yottawatt (renewable energies) . In 2020, Maccaferri (containments) and MG&A (foundations) joined this group. ¡ A Madeira Lamelada Colada, ou Glulam (Glued Laminated Timber), é o produto que proporcionou a inovação da construção em madeira. Após seu desenvolvimento se tornou possível construir estruturas capazes de vencer longos vãos e também suportar grandes cargas, garantindo uma performance semelhante ao concreto e ao aço. Seu processo de produção é realizado por meio de colagem de longas lamelas de madeira, com a disposição do sentido de suas fibras estando paralelas ao eixo longitudinal da peça. As lamelas são dispostas ao longo de gabaritos mecânicos ou hidráulicos e submetidas a pressão, formando elementos construtivos leves e de grande desempenho estrutural. A Madeira Lamelada Colada pode proporcionar a produção elementos retos ou com formas curvas e complexas. Sua aplicação estrutural pode ser realizada em pilares, vigas ou arcos nas mais variadas dimensões e comprimentos, dando liberdade para realização dos mais diversos tipos de projetos. Por meio de um preciso sistema de CNC, asseguramos que as peças produzidas em nossa fábrica estão de acordo com o projeto, sendo realizada toda usinagem necessária para a compatibilização da obra, possibilitando conexões precisas e permitindo um sistema de montagem eficiente e sem desperdícios.

REPRODUÇÃO

REPRODUÇÃO

Fonte: Maurizio Vairo, coordenador de Projetos de Engenharia da AMATA

¡ A Madeira Lamelada Colada Cruzada, ou CLT (Cross Laminated Timber), é um produto que tem o potencial de revolucionar o mercado da construção civil, podendo ser aplicada nas mais diversas tipologias construtivas, desde casas até em edifícios de múltiplos pavimento. Sua produção é realizada por meio colagem de camadas de longas lamelas de madeira dispostas lado a lado e empilhadas umas sobre as outras, e sendo organizadas em sentidos transversal. As camadas são submetidas a uma grande pressão por meio de prensas hidráulicas, e a reação dos agentes adesivos livres de formaldeído, formam grandes painéis de alto desempenho estrutural. Esse desempenho está relacionado com a tecnologia de cruzamento de lamelas, permitindo com que aconteça uma distribuição de carga de forma bidirecional, gerando um produto leve, de dimensionamento estável e uma elevada capacidade de suporte de carga, podendo ser aplicado nos mais diversos elementos construtivos, tais como paredes, lajes e coberturas. A espessura e composição de nossos painéis variam de acordo com uso e os requisitos de cada projeto. Realizamos todos os cortes, furos, marcações e rebaixos dos painéis utilizando sistemas de CNC de última geração. Utilizamos os mais modernos maquinários e contamos com uma equipe especializada para garantir que os nossos produtos estejam de acordo com as expectativas de nossos clientes. Todos nossos produtos são fabricados através de um rigoroso processo de inspeção, em que a madeira utilizada se encontre com um teor de umidade de 12% (+/- 2%), ajudando na prevenção contra parasitas e fungos.

We extend our deep gratitude to the entire group that worked hard during the year, donating resources, time, energy and knowledge with the proposal to advance in the details of the project, always seeking to reconcile quality and cost, energy consumption, water consumption, optimize resources and improve productivity. In our opinion, the result is wonderful!

Now with a more detailed project in-hand, in 2021 we will initiate the search for partnerships for construction.

58

Com índices de resistência semelhantes aos do concreto, a Madeira Engenheirada é alternativa viável que possibilita arranjos arquitetônicos bastante inventivos.

Na foto, nova sede do Instituto Elos, obra de mais de 2 mil metros quadrados, em Santos, SP.

CAPA

a revista do engenheiro civil revistatechne.com.br

Edição 267 ano 28 — Dezembro 2020

Madeira Engenheirada Com a predominância absoluta de insumos e materiais sustentáveis e renováveis, solução de fácil montagem garante segurança contra incêndios. Sistema construtivo tem sido aplicado em obras de médias proporções.

Texto Pedro Zuccolotto | Fotos Fran Parente

O

Madeira engenheirada

Cases recentes mostram como utilizar a técnica sustentável em obras de médio e grande porte.

14

balho realizado pela ONG. A taxa de ocupação do terreno será de apenas 5%, visando o restauro e a preservação da biodiversidade nativa, uma vez que se encontra na Zona de Preservação Paisagística de Mata Atlântica. As estratégias de sustentabilidade incluem ainda produção de alimentos orgânicos, sistema de compostagem, jardins de chuva, arquitetura bioclimática, como: sombreamento das envoltórias, ventilação cruzada e isolamento térmico.

15

TÉCHNE 267 | DEZEMBRO DE 2020

CAPA

Auditório — Esquema de montagem

CORTE

22

59

2. Pelares do Térreo

3. Vigas do Térreo

4. Barrotes do Térrei

5. Vigas e Tirantes Metálicos 1o Pavimento

5. Vigas Atirantadas e Barroes do Térreo

7. Barrotes do 1o Pavimento

8. Pilares e Contraventamentos

9. Vigas da Cobertura

10. Terças e Pilaretes da Cobertura

11. Cobertura Central

12. Perspectiva Geral do Conjunto

Detalhe do beiral gereneroso que protege a fachada das intempéries.

Vista da fachada da estrutura circular que abriga o auditório. Abaixo, corte esquemático do conjunto. Na página ao lado, esquema de montagem da estrutura de madeira engenheirada.

1. Fundação

1. Fundação / Núcleo de concreto 2. Pilares de madeira 3. Vigas principais 4. Barrotes de madeira / Painéis 5. Vigas da cobertura 6. Terças

Edifício Administração

Dormentes e vigas de madeira engenheirada são a base da estrutura dos edifícios do complexo do Espaço Elos. Na capa, detalhe dos fechamentos pantográficos da caixilharia.

principais vantagens do sistema, destacam-se: a liberdade de concepção nos projetos arquitetônicos, rapidez na montagem e diminuição no tem de canteiro, massa de material (se comparada ao concreto, a madeira engenheirada tem cerca de 1/5 da massa – veja box a seguir).

Como conta Arquimedes Costa, engenheiro civil especialista em estruturas de madeira e aço, a primeira engenharia aplicada no processo desse material é a florestal, que se encarrega de definir as melhores técnicas de plantio, monitoramento e extração da madeira. Depois, a madeira entra na indústria e passa por processos de seleção e tratamento rigorosos, equivalentes a qualquer outro produto. Ainda segundo ele, na fabricação dos materiais de madeira engenheirada (MLC, CLT, LVL, entre outros), são usados produtos químicos certificados e normatizados para tratamento, colagem e tecnologia CadCam, para usinagem. “O resultado é um sistema construtivo de origem natural e de fonte renovável, leve, de altíssimo desempenho, precisão e de pouca geração de resíduos”, explica.

Na página ao lado, vista da fachada do Edifício da administração, à direita.

Abaixo, corte transversal da torre.

CAPA

Um complexo sustentável A nova sede será localizada entre as cidades de São Vicente e Santos. O terreno fica no Morro da Nova Cintra e possui 18.000 m². Lá será feito um centro internacional de educação socioambiental capaz de atender ao mesmo tempo até 250 pessoas. Serão seis edificações construídas com as mais avançadas premissas de sustentabilidade, gerando baixo impacto ambiental e colaborando com a multiplicação do tra-

avanço nas pautas ambientais pede por opções mais sustentáveis em todos os setores, principalmente na construção civil. Segundo a Associação Brasileira para Reciclagem de Resíduos de Construção Civil e Demolição (Abrecon), o Brasil joga fora oito bilhões de reais ao ano porque não recicla seus produtos. Os dados indicam que 60% do lixo sólido das cidades vêm da construção civil e 70% desse total poderia ser reutilizado. Uma das soluções da indústria é a madeira engenheirada.

A madeira engenheirada, tecnologia construtiva pré-fabricada, tem se apresentado como solução sustentável para a construção de edifícios verdes. Processada industrialmente para melhora de desempenho, o sistema oferece cada vez mais soluções de alta performance, o que possbilita o emprego em estruturas de maior porte. Antes destinadas apenas a obras de pequenas proporções, predominantemente no âmbito residencial unifamiliar, a madeira engenheirada tem sido aplicada cada vez mais em obras de escala média para grande. Dentre as

TÉCHNE 267 | DEZEMBRO DE 2020

CORTE GERAL DO AUDITÓRIO

23

26

TÉCHNE 267 | DEZEMBRO DE 2020

27

60

6. RESULTS 61

Impacted

18

Brazilian states

6,169 people touched by the cause

353 actions in communities

trained

365 people

Directly benefited

53,609 people

259 partnerships between movements, organizations, companies, city halls and local leaders

62

7. FINANCIALS 63

7.1. REVENUE R$ 8,798 R$ 10,747 R$ 90,000 R$ 364,640 R$ 576,484

AND EXPENSES

0% OPERATING AND FINANCIAL REVENUE 0% ASSOCIATED REVENUE 2% SPONSORSHIPS 6% VOLUNTEER SERVICE REVENUE

R$ 6,421 R$ 11,112 R$ 563,033

R$ 1,036,339

11% STAFF EXPENSES

13% NON-OPERATING REVENUE

18% CONTRACTS

R$ 4,276,112

R$ 2,837,309

10% GENERAL EXPENSES

NET REVENUE FROM 10% SERVICES PROVIDED

R$ 571,713 R$ 732,411

FROM GROSS 0% DEDUCTION REVENUE AND FINANCIAL 0% TAX EXPENSES

79% PROJECT COSTS

50% REVENUE FROM DONATIONS

ORIGIN OF RESOURCES / REVENUES R$ 5,656,728

APPLICATION OF RESOURCES/EXPENSES R$ 5,428,392

RESULTS FOR YEAR: R$ 228,336

64

7.2. DONATIONS 7.2.1.

AND DESTINATION OF FUNDS

DONATIONS

These revenues include donations from individuals, companies and credits from the Nota Fiscal Paulista program

15% INDIVIDUALS

R$ 516,848

RESOURCES MOBILIZED THROUGH DONATIONS

R$ 3,361,157

69% BUSINESSES

R$ 2,321,279 65

16% NOTA FISCAL PAULISTA

R$ 523,848

7.2.2.

RESOURCE DESTINATION

19%

20%

62%

INSTITUTIONAL INVESTMENT

GUERREIROS SEM ARMAS/ CONEXÃO ELOS

REDE ELOS

R$ 635,165

R$ 657,759

R$ 2,068,233

The resources gathered for GSA were used for the preparation, planning and YES Path actions associated with GSA 2020 and allowed for the development and realization of a new youth training program - Conexão Elos.

Provided assistance to the network's communities in the form of emergency assistance (delivery of food baskets, cleaning materials and hygiene products) and community leadership.

These resources were fundamental for allowing us to continue our activities and make it through the crisis, helping with part of the operational costs and investment in hiring specialty consultants for the development of the Logical Framework of the institution, development of a new management structure and the implantation of the ERP system.

66

8. PEOPLE AND INSTITUTIONS THAT BELIEVED IN ELOS’ POTENTIAL FOR TRANSFORMATION

67

CONSTRUTORA COVEG LTDA

DOW

SUBPREFEITURA

LAPA

SUBPREFEITURA

LAPA

Other institutions that supported Elos in 2020: - AVINA DAS AMÉRICAS - BRF - CASAS ALONSO LTDA - CONSENSE EDUCAÇÃO PARA AS RELAÇÕES - GEASA

- GOCASE - GO COMÉRCIO DE ARTIGOS ELETRÔNICOS E ACESSÓRIOS LTDA ME - GUMATECH - MAKING IT EASY - HOSPITAL VETERINÁRIO CLINVET 24H - JBS

- MG&A - PREFEITURA DE SUMARÉ SBM OFFSHORE DO BRASIL LTDA. TERMINAL QUÍMICO DE ARATU S/A – “TEQUIMAR”

- CIÊNCIA E A CULTURA - UNITED WAY BRASIL - YPÊ

68

Ademir A G Soares Adriana Domingues Gomes Adriana M. P. De Moraes Adriana Quintas Adriana S Amorim Adriana S B Duarte Adriano Duarte Adriano Rosenthal Ágata Martinez Agostinho Aoqui Aida Luiza Ribeiro Turquetto Alan Dubner Alan Ribeiro Alcyr Barbin Neto Alda Luba Alex De Souza Alex Fontes Xavier Alexandre Evaristo Zeni Rodrigues Alexandre S Lopes Aline Bento Alvaro A C De Souza Alzira Mizrahi Goldberg Amanda Benevides Gasparetto Amanda De Freitas Silva Amanda Pereira Amanda Souza Denti Amanda Zaia Amauri Pollachi Ana Carla M Coelho Ana Carolina Rozenberg de Andrade Ana Cristina Costa Ana Glória T Melcop Ana Karla Silva Dos Santos Ana M G De Jonas Ana Maria F Pfeifer Ana Paula Ana Paula Lie Otani Ana Paula Ue Andre Adolf Alexandre De Oliveira André Chusyd Andre R Zanardi Andre Roemer Andre Staudemeier Goncalves André Vinícius Souza Lima Andrea Elias Couceiro Andrea O Matoso Andrea Rozenberg Andressa dos Santos Oliveira Angélica T B Alvim Anibal Farinha Machado Carrion Anna C Jaccoud Anna Paula De Sousa e Silva Antonio Afonso Antonio De Moraes Araripe Zaros Archimedes Correa Ariane Lopes Mates Arthur Utiyama Artur Silva

69

Aser Cortines Peixoto Filho Atila S Da Cunha Audrey Borghi Aureo Antonio Goncalves Da Silva Aurora Pepa Bárbara B Paulino Beatriz Barros De Castro Marques Beatriz C P Luna Beatriz Gomes Menezes Beatriz Prada Beatriz Toledo Silva Bernadete Baffe Bettina M L M D Archemont Bia Rocha Bianca J F Caleffi Brendon G Santos Bruna Maia Bruna Veloso Bruno G Santos Bruno G Soares Bruno Santos Gomes Caio Serrachioli Camila Caporar Camila Fernandes De Oliveira Camila Silva De Almeida Camilla Machado Couto Candido Alexandre Munhoz Perez Carlos A S Carvalho Carlos Alberto Correa Carlos David Lustosa Esb Carlos Eduardo C do Nascimento Carolina Coneglian Lopes Carolina De Oliveira Vieira Carolina Robortella Valente Caroline Prado E Souza Cassandra Maroni Nunes Cecilia G Malaguti Célia Cristina Pereira Bortoletto Célia Da Rocha Paes Célia Gonçalves Loch Célia Regina De Castro Bicudo Pisani Celio Antonio Nori Celio T T Gontijo Christian Richard Deakin Cinthia Garrido Ferreira Clara C S Da Silva Clara Luzdayan Clarissa Borges Muller Claudia Cesar Lauria Claudia G Chaves Claudia Marques Nisti Morgado Cleonice Silva Araujo Clovis De Oliveira Santos Clovis P De Souza Cora Mesquita Branco Ferreira Cristiana F Coimbra Cristiano Pavin Cristina Izumi Cristina L Correa

Cristina Mancio Barata Cristina Vasques Paccillo Cynthia Castello Daiana Barbosa Daniela A Moraes Daniela Monteiro de Barros Daniela Ppd Moraes Daniele Araujo Silva Daniele B Guimaraes Daniele Ferrari Daniella Dolme Danilo Prudente Duarte Darci S. Nascimento Dario Joffily Dea Rocha Debora Imada De Jesus Deborah Frieze Déborah Petrillo Denise Chicuta Denise Covas Borges Denise Ferreira Diana Blay Diandianir Ribeiro Diêgas Pereira Diego Almeida Monsalvo Diego Brígido Dionísio Pretel Diovani Leal Bassani Edgar Alfredo Dittmar Edglei Felix Vieira Edileusa Moreira Edsom O Marques Edson Fernando Pereira Edson R De Lima Eduarda Freire Eduardo Kimpara Eduardo Kimpara Eduardo Sawaya Botelho Bracher Eduardo Yonamine Elaine Blach Elcio Silva Eliana Da Cruz Goncalves Eliana Masch Naslauski Eliana R Moreno Eliane Lopes Contreras Elidia Santo Elisabeth Barbieri Elizabeth M S Capobianco Ellen C Da C L Marufuji Emi Tanaka Eni Marçal De Brito Enilce J Machado Érika F Furlan Erika Lustig Santos Eugenia Lisboa Homem Abrantes Eugênio Pacceli Areias Do Prado Evandro Martinez Menezes Dos Santos Fabiano R Cidade Fabielle Da Silva Costa

Fabio De Eiroz Rosa Fabio Eduardo De Oliveira Costa Machado Fabio Oliveira Fabio R Da Silva Fabiola Silva Ramos Fabricio Paulo Lopes Felipe Da S Denz Felipe Silva Almeida Felipe Silva Dos Santos Fernanda M Carvalho Fernando Borgers Fernando D V Pena Fernando De Maria Dos Santos Fernando Esteves Bunker Fernando Gamito Fernando Lima Conte Flavia Cerruti Flávia Marinho Costa De Oliveira Flávia Neves Dantas Flávia Regina Fiore Flavio Correa Prado Gabi Prado Gabriela De Abreu Dreux Gabriela N Mendes George Zausner Giancarlo Fratantonio Fusaro Gianine P Mello Gisela Haddad Glycon Duarte Santos Graziela Alvarez Greicilene Regina Pedro Guadalupe Martins Rubido Sauda Guilherme Costa Roz Guilherme Peirão Leal Guilherme R Miranda Gustavo C Simon Gustavo Rene Nicolau Harry Kaufmann Heloísa B Turco Heloisa Mantovani Perri Heloisa Sérvulo Da Cunha Henry Novaes Herbert Santo de Lima Hermes Toros Xavier Horacio Lafer Piva Horacio Medeiros Hyun Ji Lee Iara Kelly De Medeiros Habib Iara S B Pinto Ibrahim Da Silva Tauil Ibrahim David Curi Neto Ignacio D Martinez Ilza Maria Palace Inês Magalhães Ingrid C Machado Ingrid M F Oberg Ione Da Cunha Irany Lopes Rodrigues Irene colafati vasquez martinez

Isabel Paes Manso Isabela C Joia Isabela Miyahira Morita Isabella Haddad Basset Valverde Pompiani Isadora T Pagy Ivan Calixto Izildinha Aparecida De Almeida Augelli Jairo Hirata Prado Jaquelina Maria Imbrizi Jay Primus Jayme Brasil Garfinkel Jean F Rousseau Jessica Comin Joana Lee R Mortari Joana Peres De Paula Joana V A Ribeiro João A Rabello Fo João Laudo Camargo João Nicolau Neto Joao P S Moura João R L F Filho Jorge Luís Vieira Jorge Vinicio Duarte Porto Jose Alves Silva José Eduardo Gama Noronha José Guimarães Monforte José Luís Gonzaga De Oliveira Jose Luiz Luongo Sanchez Joseli Rodrigues Joseph Alain Minerbo Joyce Silva Julian Rogge Juliana Izabel Polydoro Juliana Soares Julio C Garofalo Jussara G Fernandes Karla G Nagase Kathia Aline Candido Kathia Inez Gomes Otero Katia Cristina Orlando Lara Bueno Lara Lopes Freire Lara R Schlittler Larissa Alves Pereira Larissa C Pereira Laura Salustiano Benites Leandro Mafra Leandro Silva De Araujo Leonardo I Cacao Leonardo M De Padua Leonardo Paes de Barros De Cara Leonardo R Duarte Letícia Bassotto Letícia Maria De Almeida Ribeiro Jacob Levindo O C Santos Lia Leite Capasso Ligia Azevedo Capuano Lilian Chateaubriand Mendes Linhares Lilian Gladys Sobreira De Carvalho

Livia S Albergaria Livier Ayon Luan Alcantara Luanda Nera Lucas Gabriel Luchetta Da Fonseca Lucas Ota Lucas Pattaro Puime Lucas Rubim Lucas Viale De Oliveira Tavares Luciana Bornhausen Gonzaga Luciana Cristina De Freitas Luciana Jabur Luciana Leo Luciana Rosalina Cruz Luciano Pereira De Souza Luis Gustavo B Puig Luis Henrique Moreira Barbosa Luiz Antonio Guimaraes Cancello Luiz C Medina Jr Luiz Carlos Bezerra Luiz F V De Muniz Luiz Fernando Marques Dias Luiz Fernando Reis Franco Luiza De Sa Vanderlei Luiza Marinho M Cristina F Gomes M Fátima M Gonçalves Maevi Rubido Alonso Maíra Teixeira Da Silva Maracelia Teixeira Marcela C M Ribeiro Marcela Das N Souza Marcella Lopes Marcelo Moreira Novaes Marcia Martinez Marcia Mello Marcia Nicolau Márcia P Oliveira Marcia Regina Marques Marcio Ewbank Marcio Novak Marcio Teruo Onodera Marco A A Rocha Marco Antônio Videira Marco T F Coelho Marcos Chacur Marcos P Bandini Marcos P S Cunha Marcos Roviralta Dias Baptista Marfen L H Potter Maria Aparecida Gonçalves Dos Santos Maria B J Machado Maria C M Couto

Maria C P Cotrim Maria Celeste Piva Maria Cristina Bacil Maria Cristina Bataus Maria Cristina Da Silva Miguel Maria Da Conceição Da Costa Golobovante Maria De Fátima De Andrade Maria De Fátima Moreira Gonçalves Maria F F A Rocha Maria Generosa Domingues Gomes Maria H M S Tenente Maria Helena Mendes Maria Inês Alonso Notari Maria Inês Marconi Moratelli Maria Ines Minatel Maria Izabel Gribel De Castro Maria L B M Engels Maria Regina Lordelo Azevedo Maria T R Tsukazan Maria Tereza Cava Rodrigues Maria Terezinha Oliveira Menezes Maria V V Rezende Maria Valeria Basile Mariana Benjamim Domingos Mariana F Oliveira Mariana Lopes Ventola Mariana Rosa Da Silva Mariano Federico Fidel Pikman Mariema N Alonso Marina De B Feltran Marina Gelman Marina M Benini Marina R R Paes Marina Silva Marina Silva Peron Marion Minerbo Marisa Aparecida Felippe de Oliveira Marise T Cabral Marjorie Fares De Carvalho Marlene T Souza Marta Flores Marta Fragoso Silva Marta Pipponzi Marta T D Siqueira Martha Steiner De Alcantara Maurice Samba Mauricio B R Martin Maurício Kamada Mauricio Morato Mauricio N Escobar Max Ordonez F Souza Mirella C Andrade Mirian Souza Fonseca

Mirna Castro Folco Mirna Q B Chaves Moacir Antonio Campanholo Junior Mônica Antonia Viana Monica Figo Gaspar Mônica Garfinkel Murilo G Girio Nadir De Souza Brito Nair Conceição Soares Lazzari Natália Fernandes Brescancini Natasha M Gabriel Nathalia Teixeira Neusa Tomie Miyabayashi Enokihara Neuza Nohara Newton Faria Young Newton Hiroki Koga Nilza Maria Mattos Maiolino Osvaldo Aly Junior Osvaldo E Navarro Otavio Carvalho Pamella Gabriel Baptista Pâmmela Gleice Tavares Do Nascimento Patricia Dantas Patricia Dos Santos Pereira Patricia P M Vasconcelos Paula Nascimento Paula Rangel Perroud Paulo C M Gabriel Paulo Cesar Brito Paulo D Villares Paulo Marco De Campos Gonçalves Paulo Massoca Paulo Matsumoto Paulo R F Milani Paulo Silva Pedro Henrique Pereira Rodrigues Pedro R Telles Phillip Mates Plinio Pinheiro Filho R Raghoenath Rafael Moreira Dardaque Mucinhato Rafael Novellino Rafael Steinhauser Rafaela L Nogueira Raimundo Santos Fo Randal Juliano Espanhol Rani Bacil Fuzetto Raphael Almeida Gil Raphael Barreto Raphael Schmidt Raquel Santos Zandonadi Regina Moraes Abreu Regis Querino

Renata Minerbo Renata P L De Melo Renata Porto Renato Abucham Renato O Milsoni Renato Prado Ricardo Alonso Ricardo Macedo Dias Ricardo Nicolau Ricardo Varjão Rita De Cássia Alves De Sousa Robert L Stilger Robert Venema Roberta N Carvalho Roberto A T Almeida Rodrigo Alvarez Rodrigo Fernando Garcia Rodrigo Ferreira Rodrigo Montecino Rodrigo Montecino Rodrigo Rubido Alonso Rogerio Dezembro Rogério Marins Bolzan Rosaly Chansky Rosana Mattioli Rosane De Oliveira Roseli Dias Guedes Rozana Ferrari Rubens De Arruda Batista Ruth Goldberg Sacha Sinkovich S. Safira Lyra Meirelles De Souza Sandra M G Azevedo Sandra Petty Selin Nielsen Sergio Adriano Saraiva Sergio Ferreira Sergio R P Castro Sérgio Sérvulo Da Cunha Sheila Maria Fortes De Moraes Shirley J Ferreira Sidnei Ribeiro De Moraes Silvana L Contreras Silvia Lacaze Silvia Matheus Silvia P M Balbino Silvia Sasaoka Simone R Batista Simone Santos Do Aido Sinesio Pires Ferreira Solange M Goncalves Sonia Maria De Lima Soraia B Cury

Stella M Nicolau Sueli Santos Teixeira Susana Alonso Esteves Suzana C S Caiuby Talita F X Melo Tamara Czeresnia Tania Pinto Tania T De Faria Tassia De O Tostes Tatiana Garcia Tatiana Gomes Tatiane M Silva Telma Barbosa De Moura Teresa Maria Silva Thaigo Fonseca Thais Avelino Thais M Salgues Thales Gontijo Thayssa Caroline Trindade De Jesus Thiago Barbosa Da Silva Thiago Da Silva Souto Thiago Fonseca Thiago Rivaben Lopes Thiago Rodrigues Damato Tiago Borges Gouveia Ticiane Fonseca Tulio M G Notini Ubaldo De Andrade Júnior Ubirajara Paulino De Sillos Valdeci Souza Rocha Valdomiro Trento Vanessa Laruccia Vanessa Marino Peres Vera L Bazzanella Vera Lucia Bottino De Souza Vera Marcondes Victor Rodrigo M Oliveira Victória Masson Vilson Silva Vinicius Burlamaque Feder Vinícius Torres Lima Vivian De F Pio Waldemar Siqueira Filho Waldemar Verdi Jr Walter M Junior Wania Claudio Lavia Rangel Wanildo Alves Junior Warlley Pereira Dos Santos Welerson Cavalieri Wenderson O F Amar William Martins

Thank you so much! Thanks to you we were able to make a difference in the lives of over 53 thousand people in 2020!

70

9. CERTIFICATIONS 71

Entidade Promotora de Direitos Humanos

CMAS - Conselho Municipal de Assistência Social

72

10. FUTURE 73

GOALS FOR ACTIONS TOGETHER WITH OUR COMMUNITY

10.1.

- Training of 1,000 people through online and/or inperson courses, including teachers, community leaders and representatives of the public and business sectors; - Mobilization of 50 organizations in actions to strengthen community leadership and emergency assistance; - Fostering community protagonism by supporting 10 community initiatives; - Support for 10 youth leadership initiatives; - Emergency assistance for 10,000 families; - Realization of 10 community projects; - Technical assistance for 20 community initiatives including creation of vegetable gardens and cultural, social and income generation projects.

GOALS FOR INSTITUTIONAL DEVELOPMENT

10.2.

STRENGTHENING GOVERNANCE - Ecosystem development plan - first version (business model and strategies); - Creation of internal regulations of the Advisory Board; - Consolidation of the Financial Advisory Board’s monitoring processes and routines; - Creation of Strategic Planning 2022;

STRENGTHENING MANAGEMENT - Revision and consolidation of Management Structure, Roles and Processes; - Creation of Procedure and Process Manual - “Manuelos”; - Creation of Development and Hiring Plan; - Creation of Plan for Resource Gathering with Diversification of Funding Sources.

STRENGTHENING OPERATIONS - Qualification of the Elos Team: project management and resource mobilization; - Implementation and expansion of the ERP system - NETSUITE; - Consolidation and application of evaluation instruments in projects carried out;

INFRASTRUCTURE - Finalization of the project viability plan and start of fundraising for the construction of the Espaço Elos.

74

75

We want to offer our solidarity with family members and friends who lost loved ones to Covid-19.

Our deep thanks goes out to all of the medical professionals who continue to work tirelessly on all fronts to combat the pandemic.

Our solidarity with all those who could not, for whatever reason, socially isolate.

Our admiration and respect for the resilience of the community leaders with whom we were able to stand side by side during one of the worst crises we have ever faced.

Our thanks to all those, whether individuals or businesses, who donated to those who need it most in this moment.

May 2021 bring good news to share with all those in our network.

76

TECHNICAL DETAILS

INSTITUTO ELOS Rua Marechal Hermes, 37 Boqueirão, Santos - SP, Brasil CEP: 11025-040 institutoelos.org

Publication and Editorial Project INSTITUTO ELOS

Coordination

MARIANA GAUCHE MOTTA

Photography

INSTITUTO ELOS PHOTO BANK

This work is licensed by Creative Commons; NonCommercial Attribution; No derivative works.

Text and Editing

This material was created by Instituto Elos for specific purposes. Feel free to use it for your own learning and to share knowledge with others, recognizing the authorship of Elos.

Text Revision

Contact us via email with questions: elos@institutoelos.org.

Project and Graphic Design ARIANE LOPES MATES

RICARDO OLIVEROS, VAL ROCHA AND RODRIGO RUBIDO

LUANDA NERA MOTTA E ROGER MODKOVSKI

Translation

HANNAH NEEDLEMAN