Garden Fleet – Strategic Plan

Garden Fleet is a regenerative coastal restoration and ESG services platform that delivers measurable environmental and social impact at scale. By combining low-cost maritime cleanup fleets, modular circular recycling infrastructure, mangrove and coastal ecosystem restoration, and community-centered education and workforce development, Garden Fleet transforms coastal protection into a repeatable service rather than a one-off intervention. All activities are governed by robust ESG controls and verified through blockchain-based impact tracking, ensuring auditable, decision-grade data for governments, investors, and corporate ESG stakeholders. ***** Garden Fleet is an early-stage environmental restoration initiative focused on coastal plastic cleanup and mangrove reforestation, starting with a pilot operating base in Palawan (Philippines). We deliver practical, community-visible impact through locally organised shoreline cleanup missions, while building a scalable model that creates green jobs, strengthens community participation, and protects marine ecosystems and public health. Alongside field operations, Garden Fleet provides ESG compliance and impact verification services for donors and corporate partners by tracking outcomes such as plastic removed, trees planted, jobs supported, and carbon sequestered through structured PHC-style reporting and verifiable digital evidence (including blockchain-linked “impact” records where appropriate). The project is currently in a seed funding and operational build-out phase, working with local stakeholders and volunteer support, and preparing to scale into consistent monthly/weekly missions, systematic recycling pathways, and repeatable education programs. Garden Fleet’s core value is delivering measurable environmental outcomes with radical transparency, so funders can see exactly what their support achieved.

Garden Fleet Palawan currently delivers its impact through practical, community-facing environmental services, with the strongest existing capability being small-scale beach cleanup activity, often in partnership with local government units (LGUs) and volunteer members. This is already producing visible benefit on the ground: cleaner shoreline areas, positive community engagement, and early operational learning on logistics, coordination, and public participation. Alongside the physical cleanup activity, Garden Fleet has begun shaping two service “identity pillars” that will define the longer-term offering: (1) Coastal Plastic Cleanup Services — structured cleanup missions using locally crewed teams. (2) ESG Compliance Services — transparent impact reporting designed to help donors and ESG partners see credible results, using PHC dashboards and (where appropriate) blockchain-linked verification outputs such as Impact NFTs. At this stage, the project’s service delivery is real but limited in scale, because several essential capabilities are not yet fully in place — particularly systematic recycling pathways, repeatable educational programming, and the consistent operational resources needed to run missions at reliable volume. Beneficiary needs are currently framed at a community and ecosystem level, including ecological health improvements, workforce development (especially for Indigenous People communities), and engagement with hospitality firms, educational institutions, and community wellbeing / spiritual development. These needs are aligned with the project direction, but not yet being served at full capacity.

Within 6–12 months, Garden Fleet aims to operate with a clear, repeatable service package, delivered consistently enough that communities and partners experience it as a predictable system rather than occasional events. The vision is that Garden Fleet delivers: (1) Regular coastal cleanup missions (weekly or monthly depending on resources and site needs) (2) Structured participation pathways for volunteers and local workers (3) A credible ESG evidence product that provides donors and partners with “governance proof” — showing what was funded, what was delivered, and what impact resulted (4) A pathway to introduce recycling operations, so collected plastics are not merely moved, but properly processed and removed from the environmental system (5) A layered education program that reinforces behaviour change, community pride, and youth participation In that future state, Garden Fleet becomes both: (1) a delivery organisation (cleanups, restoration, jobs), and (2) a verification organisation (measured outcomes, trusted reporting, protection against greenwashing) This will strengthen donor confidence, unlock continuity funding, and expand the project’s ability to create stable local employment while improving ecological health.

Step one is to formalise the service catalogue into a simple structure that clearly describes what Garden Fleet offers now and what it will offer next. This avoids confusion and gives funders and partners a clean view of what they are enabling. Step two is to define a Minimum Service Package that can be reliably delivered every month with basic funding. The most realistic minimum package is: (1) regular beach cleanup missions (monthly as baseline, scaling to weekly where resources allow) (2) basic impact recording (photos, counts/weights, participants, locations) (3) a monthly “proof pack” that demonstrates outcomes and credibility Step three is to strengthen the operational chain needed for scale: (1) equipment and logistics for field delivery (2) local coordination and volunteer discipline (3)collection → transport → handling → (future) recycling routes (4) a basic education module that can be repeated in schools/community sessions Step four is to convert delivery into measurable performance. Garden Fleet’s impact reports can show simple and meaningful indicators such as: (1) volume of waste collected (2) number of missions completed (3) number of participants / stakeholders engaged (4) jobs supported (5) restoration actions completed (6) carbon and ecosystem-related impact estimates (where methodology is defined) Risk in service delivery is expected to remain low in terms of stigma because cleanup activity is generally pro-social and supported by community stakeholders. However, scaling introduces new risks (misinformation, opportunistic exploitation, equipment loss, safety issues), so procedures and accountability should mature alongside service volume. Finally, the project can clarify which services are physical vs remote. Most delivery is physical (cleanup, restoration), but reporting, ESG documentation, partner engagement, and donor updates can be supported remotely using structured templates and consistent monthly reporting rhythms.

Garden Fleet is currently operating with a lean, startup-style infrastructure and a distributed team setup. Most project work is being coordinated remotely from home-office environments, while local pilot delivery activity is organised from within the Palawan operating area. At this stage there is no dedicated “project-owned” office environment yet, and the project relies primarily on personal devices and lightweight collaboration tools. Equipment availability is functional but limited. Day-to-day delivery relies on smartphones and laptops used for communications, document preparation, reporting, and coordination. Printing and scanning are currently handled through mobile scanning apps and pay-per-use printing options where available. Several items that would normally be standard in a small operations base (printer/scanner, lockable storage, dedicated router, backup power) are either missing, shared, or dependent on personal access. Power and internet are usable but not guaranteed in all contexts. The team can continue working through occasional outages by using mobile data hotspots and flexible work patterns, however reliability varies by location and weather. Data storage is primarily digital (cloud + local copies on devices), with informal backup through duplication across core admins. Physical storage for sensitive records is limited at present and will need to be strengthened before higher-volume activity expands. Transport is arranged through a mix of walking, public options, and hired/borrowed vehicles where needed. This enables early delivery, but travel costs and logistics can become a constraint once regular field operations begin and as equipment and collected material movement increases.

Within 6 months, Garden Fleet aims to operate from a reliable and secure “base of operations” that supports routine delivery activity without disruption. This includes a small, practical workspace (home-based, shared centre, or rented office depending on local suitability), with stable internet access, safe equipment storage, and the ability to produce documentation and evidence outputs quickly (printing, scanning, receipts handling, reporting packs). The target state is a setup where local execution can happen smoothly: a small team can meet, plan activities, store essential materials, and maintain disciplined records. Project-owned equipment (starter kit) will be assigned under clear responsibility and tracked through simple procedures. Data will be backed up predictably, sensitive records will be protected, and the operational base will support consistent monthly evidence publication for donors and partners. Longer-term, the premises and equipment model becomes repeatable and scalable — enabling Garden Fleet to establish additional operating nodes while keeping the same standard of reliability, security, and transparency.

Step one is to stabilise the “minimum viable operating base” using what already exists, while filling the most urgent capability gaps. This means ensuring the pilot team has reliable access to a laptop, phone communication, secure document handling, and a predictable means of producing and storing records (digital-first with controlled backups). Step two is to introduce a small equipment and workspace upgrade pack that removes operational friction: a dedicated printer/scanner, lockable cabinet, basic desk/chair setup, a router with backup connectivity, and simple admin supplies. Alongside this, implement lightweight equipment custody rules (named owner/custodian, sign-in/out log, and basic asset list). Step three is to formalise continuity and resilience: establish a consistent backup routine for data, define where sensitive records are stored, and apply practical security controls to reduce risk of theft, privacy exposure, or loss of key materials. In parallel, set a simple transport plan that reflects real operational needs and budgets, including travel barriers (cost, weather disruption, availability) and mitigation options. The result is a functional base that supports safe, repeatable delivery, improves professionalism, and enables the project to scale without collapsing under avoidable infrastructure constraints.

Garden Fleet currently operates with a defined core team, covering leadership, project management, grants, operations, science, economics and specialist advisory roles. Key roles already visible include Abu-Bakr Harakat (Executive Officer), David Winter (Project Manager), Tahira Amir Khan (Grants Manager) and Braiden Hermosura (Operations Manager), with additional advisory capacity in science, policy, blockchain, and economics. Weekly activity is currently lean and startup-style — meaning a small number of people are active in execution at any given time, while other team members contribute in specialist bursts (strategy, advisory input, grant preparation, technical framing) when needed. The project is structured, but like most early-stage initiatives, several functions still overlap between a few people. Safeguarding, volunteer onboarding, and formal role playbooks are recognised as necessary “scale requirements”, but the project is still in the seed funding stage where the priority is building stable operational footing and funding readiness.

Within 6–12 months, Garden Fleet will operate with clear role ownership, minimal overlap, and enough continuity capacity to run monthly operations without burnout. The Palawan pilot should have a functioning on-the-ground delivery team able to run cleanups, mangrove activity, recycling coordination, and community engagement as a predictable rhythm. Volunteer involvement becomes structured and safe, with an onboarding process, simple code of conduct, and a named safeguarding role in place before scaling beneficiary-facing activity. As funding grows, Garden Fleet transitions from “startup coordination” to repeatable operating routines, where reporting and evidence capture are part of normal work (not an extra chore). The longer-term shape is a team that can deploy reliably across locations, while maintaining the Garden Fleet hallmark of verifiable, transparent, auditable delivery.

Step one is to formalise the team structure into a simple operating chart (who owns what, who approves what, who reports what). This reduces role confusion and prevents delays. The core roles are already present — the task is to define boundaries and rhythms. Step two is to introduce lightweight procedures: volunteer intake checklist, basic agreements, safeguarding escalation guidance, and a basic weekly meeting cadence with actions tracked. Nothing heavy — just enough to protect the project and enable scale. Step three is to recruit only the next most critical support roles once funding arrives (local operations continuity, admin/finance discipline, and outreach/funder follow-up). Paying for continuity early prevents the pilot becoming chaotic, and keeps delivery funder-ready.

Garden Fleet is currently in an initial seed funding round, meaning funding is not yet stable or recurring, and activity is being built carefully around available capacity. The financial positioning is unusually strong for a project at this stage because Garden Fleet’s brand promise is radical transparency - “each dollar traceable from funding to fieldwork” - supported by blockchain tracking and ESG-aligned reporting. In practice, the finance strategy is already set up to evolve into donor confidence mechanisms, including public-facing finance visibility through linked finance tools (PHC Portal access + finance chart + income/expense ledger references)

Within 12 months, Garden Fleet aims to operate with repeatable monthly funding input and disciplined cost control, so the Palawan pilot can execute continuously and prove measurable impact without interruptions. The ideal financial model is mixed-stream: (1) Donation support (individuals and institutions) (2) Corporate ESG service funding tied to verified outcomes (3) Partnerships where funders receive auditable proof of impact and sustainability reporting value. In short: predictable funding, clean records, visible proof, and operational continuity — with the same DNA of transparency that the mission claims publicly.

The immediate step is to keep budgets small, realistic, and proof-driven so every spend is linked to an activity outcome (cleanup output, mangroves planted, local jobs supported, evidence captured). This matches the ESG-aligned reporting structure Garden Fleet promotes. Next, put in place the “donor safety pack” as a standard monthly deliverable: (1) simple spend summary (2) receipts capture (3) photo evidence (4) outputs/results summary (5) a public-facing transparency link where appropriate. Finally, convert the messaging into a finance pipeline: donors and partners are not funding “hope” — they’re funding controlled, measurable, verified impact (which Garden Fleet can prove at low cost compared to most NGO models).

Garden Fleet already has a clear public-facing positioning: environmental restoration through cleanup fleets, mangrove reforestation, and community engagement — backed by transparency and verifiable evidence. Marketing is currently anchored by the website + direct contact channel (esg@garden-fleet.com), and supported by a strong mission narrative including blockchain-based proof of impact and ESG-aligned reporting relevance for partners. The Palawan pilot page confirms that Garden Fleet is not yet onboarding volunteers because it is still establishing the foundation during seed funding — but the plan is already clearly framed, including hosting volunteers in Narra when initiated.

Over the next 6–12 months, marketing will become evidence-led and repeatable: monthly public proof packs, quarterly events, and a predictable outward rhythm that donors and partners can follow. Garden Fleet’s “future marketing engine” is not heavy advertising — it’s published proof: tonnage verified, trees recorded, jobs supported, activities shown, and impact tied directly to funding. As partnerships mature, marketing becomes a growth lever: corporate ESG partners get measurable reporting value, while the community sees practical local benefits and trust increases through visible consistency.

Step one is to simplify the messaging into two sentences used everywhere: (1) For donors/partners: verified impact + radical transparency (2) For local communities: jobs + cleaner coastlines + long-term protection. Step two is to publish a monthly proof bundle that requires minimal admin effort: (1) one short story (2) 5–10 photos (3) outputs (events done / waste collected / trees planted) (4) simple spend summary. Step three is to build partnership growth deliberately: LGU coordination for waste flow, schools for awareness continuity, and corporate ESG sponsors for funding scale — with reporting frameworks already mapped to ESG standards to reduce friction for donors and partners.