How a fictional but realistic CSO application would tell its story across all 10 sections of the J-USE REOI form.
How a private-sector boutique resort with a revenue-generating model would tell its story across all 10 sections of the J-USE REOI form.
Applicant: Clarendon Youth Farmers Cooperative — a Cooperative registered in March 2019 under the Cooperative Societies Act. Active 6-year operating history. Bank account in cooperative's legal name (mandatory). Primary contact: Executive Director (female), age 30. SOE / Government head fields hidden because regType ≠ Government.
Applicant: Caribbean Eco-Resorts Ltd. — a private limited company registered with the Companies Office of Jamaica in 2014. 12-year operating history. Bank account in company's legal name (mandatory). Primary contact: General Manager (male), age 45. Boutique 28-room resort located in Negril, Westmoreland. SOE / Government head fields hidden because regType = Private Company.
EFJ uses Section 1 to confirm hard eligibility (organisational bank account; recognised legal entity) and to route capacity-building communications. Government / SOE applicants automatically skip the Registration Certificate upload — the form handles that conditionally.
Drought · Flooding · Heat · Food security
Sea-level rise · Coastal erosion · Hurricanes · Heat · Water scarcity
Urban Agroforestry · Slope Agroforestry · Rainwater Harvesting · Community Garden · School Garden
Establishes a 5-ha integrated agroforestry system on a community-owned plot. Components: 2,500 native fruit + timber trees of 15 species at 5m × 5m spacing on contour lines; drip irrigation on the full 5 ha (solar-pumped from rainwater storage); intercropped vegetables for early income; solar-powered post-harvest processing shed; market linkages to 8 schools (public good) + a Kingston farm-to-table chain (revenue); 12-month training programme for 25 youth.
| Outcome | Baseline | Expected (12 months) | How measured |
|---|---|---|---|
| Land restored | 0 ha | 5 ha | GPS survey + drone imagery |
| Trees planted | 0 | 2,500 | On-site count + 12-month survival audit |
| Youth farmers trained | 0 | 25 | Attendance roster + competency assessment |
| Tree survival rate | n/a | ≥80% | Census audit on 100-tree random sample |
| Annual income / farmer (Yr 2) | JMD 240k | JMD 480k | Cooperative income statement + farmer survey |
| Schools supplied | 0 | 8 | Signed school supply agreements + delivery logs |
| Carbon sequestration | 0 | 60 tCO2e/yr | IPCC Tier-2 estimation from species + DBH |
Urban Greening & Heat Reduction · Water & Flood Management · Coastal / Mangrove Restoration · Native Pollinator Landscaping
Retrofits a 28-room boutique resort with integrated green infrastructure. Components: 300 m² intensive green roof planted with 500 native plants supporting 25+ pollinator species; 100,000 L rainwater harvesting system feeding garden + non-potable resort use; 600 m² native pollinator garden replacing manicured lawns; constructed wetland greywater treatment cell; staff training programme producing an 8-person green-infrastructure maintenance team with 2 industry certifications. The retrofit cools the building, captures stormwater, restores native biodiversity along the property frontage, and produces a measurable demonstration model for replication across the Caribbean tourism sector.
| Outcome | Baseline | Expected (12 months) | How measured |
|---|---|---|---|
| Green roof installed | 0 m² | 300 m² | Architect sign-off + post-install photo audit |
| Native plants established | 0 | 500 | On-site count + 12-month survival audit |
| Pollinator species observed | 0 | ≥25 | Quarterly biodiversity survey by partner ecologist |
| Building cooling effect | baseline temp | ≥3°C reduction (top floor) | IoT temperature sensors, monthly logs |
| Rainwater capture | 0 L | 100,000 L storage; 80% rooftop runoff captured | Flow meter + monthly utility bill comparison |
| Municipal water reduction | baseline use | ≥50% | Year-on-year utility bill comparison |
| Staff trained & retained | 0 | 8 trained / 100% retention at Month 12 | HEART certification + payroll record |
25 direct (cooperative member-farmers, 60% women) · 100 indirect (household members) · 960 public (schoolchildren receiving fresh produce)
Each outcome traced to a sector / target group / mechanism. For example:
| Outcome | Sector | Groups | Mechanism |
|---|---|---|---|
| Stable smallholder income | Livelihoods & Economy | Youth, women | Year-round drip-irrigated production + diversified market channels |
| Climate-resilient land | Ecosystem Services | Community | Trees on contour reduce runoff ~40%, sequester carbon |
| Public-good food supply | Food Security & Agriculture | Schoolchildren | 8 schools receive consistent fresh-produce supply at cost |
18 direct (resort staff, 50% women, all Westmoreland residents) · 72 indirect (household members) · ~4,200 public/year (eco-tourism guests experiencing the demonstration site) · 1,200 community members benefitting from coastal stabilisation along the shared frontage
Each outcome traced to a sector / target group / mechanism. For example:
| Outcome | Sector | Groups | Mechanism |
|---|---|---|---|
| Operating cost reduction | Livelihoods & Economy | Resort + staff (via profit share) | 50% water reduction + 22% AC load reduction; estimated JMD 2.3M / yr saved |
| Coastal resilience | Ecosystem Services | Community + tourism sector | Native plants stabilise dunes; reduce erosion; restore pollinator habitat |
| Replicable retrofit model | Knowledge & Learning | Caribbean tourism sector | Documented case study + site visits hosted for other Caribbean Hotels Association members |
Kingston Bistro Co-op Letter of Intent attached, committing to JMD 2.8M/yr produce off-take at fair-trade pricing for 3 years.
By Month 24, cooperative covers 100% of operating costs from market revenue. Drip irrigation has 15-year design life (annual maintenance JMD 80k from sales). Tree replacement (5%/yr) funded from operating reserves. Land tenure secured for 30 years.
Pure revenue-generating model — the resort is its own off-taker. Operating cost savings flow directly to the company P&L. The Caribbean Hotels Association serves as the knowledge-dissemination partner, not a financial off-taker.
From Month 12 onwards, operating cost savings cover all green-infrastructure maintenance. Plant replacement (~5%/yr) and IoT sensor maintenance funded from operating budget. 30-year property lease secured; resort owns the retrofit asset. Knowledge product (case study + site-visit programme) shared annually with Caribbean Hotels Association members.
| Enabler | Status | Notes |
|---|---|---|
| Policy / Regulatory Support | Already Have | 30-year community-owned lease; cooperative bylaws ratified by Department of Cooperatives. |
| Blended Finance Structure | Still Need | J-USE grant + Year-2+ revenue. Concessional loan needed for Year-3 expansion. |
| Technical Capacity Building | Already Have | HEART/NSTA-accredited curriculum co-developed; first cohort May 2026. |
| Community Governance | Already Have | Elected board (50% women, 100% youth); quarterly assemblies. |
| Market Aggregation Platform | Still Need | Kingston Bistro Co-op LOI executed; 8 school agreements in negotiation. |
| Data / Knowledge Systems | Still Need | Drone NDVI + IoT moisture sensors planned for Year 2. |
Project Lead (Cooperative) · Lead Agronomist (RADA Clarendon) · Training Coordinator (HEART/NSTA) · Finance + M&E (Cooperative + external auditor) · Gender + Safeguarding Focal (Bureau of Gender Affairs) · Anchor Off-taker Liaison (Kingston Bistro Co-op).
| Enabler | Status | Notes |
|---|---|---|
| Policy / Regulatory Support | Already Have | Building permits secured for green roof + greywater system; NEPA approval for native-plant programme. |
| Blended Finance Structure | Still Need | J-USE grant + cash co-financing from resort retained earnings. Commercial loan in negotiation for Year-3 AC efficiency upgrade. |
| Technical Capacity Building | Still Need | HEART/NSTA partnership for green-infrastructure maintenance certification — MOU drafted, awaiting signature. |
| Corporate Governance | Already Have | Board ratified retrofit; Sustainability Lead role formalised at General Manager level; quarterly board reviews scheduled. |
| Market Aggregation Platform | Already Have | Caribbean Hotels Association membership active; eco-tourism positioning launched on resort marketing channels. |
| Data / Knowledge Systems | Still Need | IoT moisture + temperature sensors planned for Month 4 to verify outcome metrics. |
Project Lead (General Manager) · Lead Designer (Caribbean Climate-Smart Architects) · Training Coordinator (HEART/NSTA) · Finance + M&E (Resort CFO + external auditor) · Gender + Safeguarding Focal (HR Manager) · Tourism-Sector Liaison (Caribbean Hotels Association).
| Line | Amount (JMD) | % |
|---|---|---|
| Total Project Cost | $8,350,000 | 100% |
| J-USE Grant Request | $6,200,000 | 74.3% |
| Co-financing — Cash | $1,200,000 | 14.4% |
| Co-financing — In-kind | $1,200,000 | 14.4% |
| Administrative Costs (max 10%) | $800,000 | 9.6% ✓ |
| Line | Amount (JMD) | % |
|---|---|---|
| Total Project Cost | $11,000,000 | 100% |
| J-USE Grant Request | $7,500,000 | 68.2% |
| Co-financing — Cash (resort retained earnings) | $2,800,000 | 25.5% |
| Co-financing — In-kind (staff time, expertise) | $700,000 | 6.3% |
| Administrative Costs (max 10%) | $1,000,000 | 9.1% ✓ |
Period: July 1, 2026 → June 30, 2027 (12 months).
Two filled-in examples of the J-USE NbCS Budget Template — one for each archetype. Every category, linked result, and SMART indicator is shown. Use them as structural references (don't copy figures — your project's numbers are its own).
Tip: open either side-by-side with the blank J-USE NbCS Budget Template as you fill in your own.
The TNA does not affect EOI screening — it helps J-USE design the capacity-building curriculum tailored to your cohort. Be honest.
The Community Farm example rates Stakeholder Engagement, Gender, Community = Advanced; M&E, Business, Digital = Beginner.
Selected top capacity-building priorities: NbCS Design Principles · Climate Adaptation Logic · Financial Modelling for Hybrid · M&E Framework · Value Chain Development · NDC Alignment.
The Hotel/Spa example rates Stakeholder Engagement, Business, Financial Management = Advanced; NbCS Design, Gender Analysis, M&E = Beginner.
Selected top capacity-building priorities: NbCS Design Principles · Green Building Certifications · Climate Risk Disclosure · M&E Framework · Eco-Tourism Marketing · Carbon Accounting.
Preferred learning formats: in-person workshops · case studies · peer learning circles · live virtual sessions.
Same as above MINUS the Registration Certificate (the form hides this field automatically when you select Gov / SOE / informal CBO at Step 1).
Tick all 8 declarations. Sign with your name + title + date. Submit.
The form opens a 3-step modal: (1) Save your application as a camera-ready PDF (one click in the browser print dialog), (2) Re-attach that PDF to your submission, (3) Upload completes — you receive a JUSE-2026-XXXXXX reference number on screen + a confirmation email with the same PDF attached.
The form takes ~45 minutes. Auto-saves every 30 seconds. You can stop and resume any time.
Open Form with Worked-Example Data Loaded
Or start blank: go straight to the application