Corporate social responsibility

In fact, the project idea is in its early phases, so I am still making a strategic plan for it. I still meet some intellectual friends, and some of them are also among preliminary supportive and funding parties for this idea. We face some official obstacles that are against the organization of this idea, and are trying to overcome them via fostering relationships with some of their team leaders and contacts. As long as we can overcome these obstacles, by God's will, the rest of it will be easier, including attracting strong support from large organizations, something that will guarantee the continuity of our organization.

We expect that the information technology sector will be predominant in the next phase, so we are now involved in this field and have built a blog to support the issues of this sector and to make it accessible.

Naturally, failure is not the end of everything, and we should take these things into account but without making them an obsession that threatens the stability of the project. We should also be concerned with its continuous development and submitting innovative and unique solutions to guarantee continuous success.

As described earlier, we will depend on giving organizations an ‘order of excellence’ in return for supporting the issues we introduce. After our organization reaches an advanced phase and becomes known, we will approve financial investment and endowments into the organization; the revenue from this will be used to support development projects within the organization in the information technology field.

We are still in the planning phase, but will very soon be able to provide names of founder partners obtained through special relationships and contacts, and also via communication with companies advocating development and social responsibility organizations.

In our current phase and during further preliminary phases, we will depend mainly on volunteers, but after reaching the advanced phases and beginning to receive further support, we will start to attract specialized employees with both the experience and skills necessary.

The organization or company involved is given an ‘order of excellence’ and is allowed to put it on its products, provided it complies with the following steps:
1- The company handles 10 issues that concern the community via its websites and various communication channels. People vote for three selected issues, and the highest three issues will be chosen to be supported by such organizations. Each company supporting one issue will have satisfied the first condition.
2- The organization asks for a monthly report from other organizations that want to get the order of excellence, as to how it will tackle the way the organization uses new media, along with its interaction with the community and its clients via the media.
3- The organization asks for one annual report about an issue the compa

o 1、Our team consists of technical people with no fund. We lack external information and exchange opportunities, and relations with relevant organizations.
o 2. As leader, I actively seek cooperation opportunity, expand project, launch charity event, expand social impaction, and draw attraction from government, society and external part. With awards from all levels, I gradually achieve myself and be a role model, and lay foundation for future social events.

o The government helps coordinates external relations
o Xinjiang University provide research and support of eco desert control technique
o Urumqi Yu Yuan Community provide places and promoting。

Now personally raise fund of 400 thousand RMB, launch forest&fruite base and education events. I use 250 thousand to build an energy saving cold processing experimental platform. And China Environment Protection Foundation provided 30 thousand RMB.

The main obstacle so far encountered in running our project is the unequal participation on the web2solidarité.org, platform. 10% of the members actively participate while 80% are only spectators. To overcome this problem we will be offering incentive policies to encourage the participation of network members in activities. An example would be to set up a category of participant commentators, and reward the commentators who are the most active participants in supporting community projects.

The future of ICT and social media will definitely focus on users and there will be a shift from ownership communities to creative communities. Our digital solidarity platform Web2solidarité.org, will operate much more on the principle of active reciprocity exchanges than on the principle of passive charity because Internet users from the South will bring much in terms of content and innovative uses for Internet users in North and vice versa.

If it becomes difficult over the next two years of project development to achieve our objectives and expected impact, we plan to deploy a sponsorship strategy by asking large foundations and the private sector to fund digital social innovation projects, in return for obtaining a label "Digital Solidarity Company (DSC)," which would promote the social responsibility of our sponsors.

The Web2solidarité project was previously funded almost exclusively by the World Digital Solidarity Agency. Membership in our platform is completely free for all members. But, as of now, we would intend to propose a fee schedule for membership for institutions and companies in exchange for promoting their ICT products and services on the network. We could also publish an electronic directory of key digital solidarity players that would provide fee-based access to full profile and contact information of the most influential members such as consultants and policy makers and to potential donors on the network.

We offer three types of partnership: a partnership for the production and editing of content and articles (targeting volunteers and journalist bloggers); a partnership for the promotion of network initiatives (targeting specialized information sites like InternetActu, collaborative participant platforms like Correspondants.org and citizen media 2.0 like Media Workshop); and finally a partnership to support community projects (targeting sponsors, international NGOs, and businesses).

We have just signed a partnership with France Volontaires to build a Digital Solidarity Volunteers Club that will contribute to organizing the network. In addition, we will recruit 50 volunteer Cyberplumes journalists or bloggers living primarily in Africa, Latin America, and Asia who will regularly publish articles and reports on the realities of the digital divide in developing countries.

Social innovation is often presented as a set of isolated micro-projects, so many concrete actions in a given territory in a limited time having a limited effect. We need human resources and practical ideas for ever innovative service, and a multi-player collaborative approach to generalize this kind of innovation by a scaling to a networking platform.

It has taken a while to come to strategic clarity about the most viable model for success. But after months of research and experimentaion, we are clear we have a viable pathway forward and the right partners for success.

Media will become increasingly interactive, global, accessible and influencial. We are set up to innovate at a dramatically rapid pace. We expect to lead the way with IT and Media solutions that meet the evolving needs of all entities working for rapid global transformation.

Our inititives will ongoingly provide us with key leverage and tipping points to pursue if our current path doesn't lead to success. We are working closely with Globally based NGO's, Luminaries and thought leaders. We have what we need to continue to innovate.

4YG will earn its revenue from services and investment. Our overall financing plan:
Raise initial Capital for 4YG Media ($500K), by 10/31/2011 to support early planning and development requirements of 4YG and its initiatives.
• Partner with key Aligned Institutional partner(s) to invest in start-up and sustainability investing, including the commitment of meaningful capital to the effort (more than $50M by 3/31/2012.)
• Launch each 4YG incubated initiative separately with key entrepreneurs and partners, funding each business with separate angel financing. 4YG will work with each business to ensure further funding from aligned venture partners when needed. Note that each incubation and acceleration business will have financial requirements unique to that initiative.

We are partnering with influencial individuals, Leading sector NGO's, leading edge businesses, World renowned luminaries, strategic thought leaders, media experts, venture capitalists and more.

We have a commitment to maintaining a highly qualified and diverse pool of talent in our staff and volunteer positions. It has been easy to draw the talent we have needed as people see that changing the course of human history by the end of 2014 is the biggest game on the planet and they want in! We are committed to remaining diverse in every capacity to serve our global focus.

So far we can not point out any barriers having hindered our success. Although our concept is based on cashflow to be able to run the project longterm. The main challenge is to reach out to users and inform them about our idea. Therefore we started co-operations we schools, universities, youth organisations, the government and other internet platforms. Together we can create an effective change and help users being informed properly about jobs. With a better understanding people can avoid starting a career which might not fit them.

We are using Social Media platforms to reach users directly. But moreover we are developing mobile apps to let the community participate actively and conduct interviews and upload it on our server. An OS-independent editing-software will guarantee an easy and free access, not being worried about what system people are using. whatchado will make the entry to job market easier by providing realistic and authentic information about jobs. No maze, no labyrinth.

Business pages: whatchado offers businesses a channel to present their employees. The companies' biggest asset are their employees, according to CEO's. Employer branding is the key term. Companies pay to be online on whatchado.net. We are not an adversing platform, we dont evaluate companies. But we show users careers of people working for all kind of companies. This way we show a diversity of jobs at companies and create a more authentic picture of job profiles.

The ministry of education and the ministry of interior started a partnership with us and support to spread our idea in Austria. Other partners are: wienXtra, spacelab, jugendinfo, bfi (youth organisations and Chambers of Labour and the Austrian Trade Union Federation)

whatchado's core team is represented by 6 people who work as volunteers. They believe in our idea and want to ensure that our idea will reach out to the masses. Three of them are video editors, one is developer, one graphic designer and another is responsible for our content. Moreover many internees guarantee a growth in our content. The whole whatchado team consists of about 25 volunteers.

Till date, the only challenge we face is funding. We strategically deal with every other issues rising from competitors to unseen hands.

In the next decade ... information technology and the media simply becomes the future. It has come to stay and grow over time. So its left for those who see these realities to key into it now.

It's social media .... to us it means flexibility of thought and mode of operation. We have over 20 plot on ground to execute one project. we are guaranteed it will work by all means. Simply implementing on of the keys we have ... the door will open to us.

Funds are programmed to flow in at the inception of this ideas.

For now ... i have no partnership in funding.

Funding is our greatest challenge and we hope have it met here.

Changes of government and health authorities. Partnerships with community organizations will allow them to feel the need for and defend their right to health

□ Individuals: Individuals with diabetes in developed countries donate supplies (insulin, medications, test strips and glucometers). Others donate money for certain activities
□ Foundations: Christ Lives Foundation brings together people with diabetes which educates and provides medications and specialized medical care, the Foundation covers the costs.
□ NGOs: Mano a Mano is an NGO that builds health centers in rural areas of Bolivia and trains staff running all the costs of training doctors and nurses at the centers.
□ Business: make contributions of money and in return receive healthy eating courses for companies
□ regional governments: the health service is funded departmental UNICEF, PAHO / WHO activities in health networks. We managed to make camps, training, strategy Life Points and supportive supervision

□ Individuals: Individuals with diabetes in developed countries donate supplies (insulin, medications, test strips and glucometers). Others donate money for certain activities
□ Foundations: Christ Lives Foundation brings together people with diabetes which educates and provides medications and specialized medical care, the Foundation covers the costs.
□ NGOs: Mano a Mano is an NGO that builds health centers in rural areas of Bolivia and trains staff running all the costs of training doctors and nurses at the centers.
□ Business: make contributions of money and in return receive healthy eating courses for companies
□ regional governments: the health service is funded departmental UNICEF, PAHO / WHO activities in health networks. We managed to make camps, training, strategy Life Points and supportive supervision
Other: sale of books: Life in balance diabetes, Nutrition and Development, Nursing and diabetes; Agenda 2009
How do you plan to Strengthen your project in the next three years?
We're getting volunteers to manage the search for international funding
On the other hand we are promoting corporate social responsibility
There are very few staff trained in primary health care program for non-communicable diseases. Vida Plena Foundation has specialized staff

Barriers to the implementation of the project might include inadequate coordination between all partners involved, the dynamic security situation in the project area, issues with the physical technology in the remote and harsh environment of the southern Iraqi marshlands and issues with the ease of use of the IVR software. In order to address these barriers, the project will be preceded by detailed planning among all partners, in particular the TBAs/WHVs, the district healthcare system, the district hospital, and the local MOH. So that ownership is vested in the local community from the outset, a lead agency will be established in local MOH and district hospitals that have explicit authority to solve local problems. The involvement of a major telecommunications business as a CSR partner should ensure a robust communications system within which IVR will operate. Careful testing of the hardware and software will take place before full roll-out to ensure that WHVs and TBAs can easily use the system. The additional airtime stipend should incentivize TBAs/WHVs and prevent friction at the community level.

Another potential barrier to successful implementation is incorrect usage of the IVR software by the TBAs/WHVs who will be using it. AMAR will overcome this barrier early on in the project by providing training for TBAs/WHVs, as well as incorporating ongoing monitoring, evaluation, and analysis of the project success.

AMAR plans to draw upon its longstanding partnerships with Zain Iraq, the Iraqi Ministry of Health, and the local directorates of health in the marshland governorates of Basra, Thi-Qar, and Maysan. AMAR has already developed strong relationships with all of these partners, which will facilitate the success of its new project.

AMAR’s partnerships with the Iraqi Ministry of Health and the local directorates of Health have proven successful because AMAR works with these agencies to create health structures and systems for the long term. Each of AMAR’s Primary Health Care Clinics (PHCCs) in Iraq is run in partnership with the Iraqi Ministry of Health. In addition, AMAR has provided training for health officials and has also helped the Ministry of Health to develop its health care strategy. AMAR’s founder, Baroness Nicholson, is the Honorary Advisor on Health to the Prime Minister of Iraq.

Zain Iraq and AMAR are working together to build and strengthen the health care and education infrastructures in Iraq. Zain generously supports all of the AMAR Foundation’s public health care and education programs, which are providing vital services to over one million Iraqis. Examples of these programs include AMAR’s mother child health care program, Iraqi widows project, and Women Health Volunteers program.

AMAR has worked successfully with business, national and regional governments and international institutions such as the WHO, World Bank and UN agencies since 1991 and will continue to do so during the implementation of its mobile health tool project. AMAR will be able to rely on the strength of its relationships with the Iraqi Ministry of Health, local directorates of health and Zain Iraq in order to successfully implement the project.

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It is extremely humbling to look back at where we were when we began developing YaySay in contrast to where we stand today. Thank goodness we didn't know at the beginning just how many substantive obstacles we would have to overcome in order to produce a strong, legitimate organization and a sustainable, scalable strategic plan. I'm sure we would have gone full speed ahead regardless however; indeed, I have never met a more dedicated team of volunteers (some of whom are, like myself, full-time staff. Going in we knew next to nothing about non-profit development, cause marketing, social entrepreneurship or crowdfunding.

No matter how challenging our situation might become - though it is hard to imagine that it could rival our past experiences - we at YaySay will never quit.

Just a human year is equivalent to 7 dog years, a decade in technological years is about 1,000 human years. The future in regard to information-technology is a mystery. Not accounting for the unforeseeable, it seems safe to conclude that interactivity, seamlessness and distribution of technology will continue to move forward until a certain platitude is reached.

Given the ostensibly inherent, rebellious nature of the sector it is reasonable to conclude, as YaySay advocates, that technological development will advance humanitarian, liberating ends.

Once again, as a social enterprise of sorts, YaySay makes sure to never lose sight of strategies and principals that belong originally to the business sector. Most importantly, as any successful start-up would agree, it is essential that we focus on market research and to remain radically oriented toward our target market rather than to a particular product and product formulation. One benefit of this perspective is that it allows us to conceive our products/programs with great scope, flexibility and adjustability. There are an infinite number of innovative ways to further our mission. One idea is to put together a team of consultants to provide CSR workshops for corporations.

We will constantly seek private and public donations and grants.

Also, upon donating to a cause on our crowdfunding site the user will be asked if he/she would like to donate a dollar to YaySay in return for providing the service and to develop new products/programs that advance our mission. Also, while any company is welcome to provide basic information about its community, social, environmental and labor practices, the company will be charged if it wishes to add multimedia beyond a single photo and icon graphic. Should the company receive a high rating in any CSR category or overall it will receive YaySay certifactation(s), which can be advertised on products or online for a certain fee. If a company receives four or more stars out of five overall it can advertise on our site.

Swipegood: Like your organization YaySay.org will also raise money for charities. Our site will use crowdsourcing like Kickstarter.com. Our parallel objective is enhance consumer empowerment in terms of Corporate Social Responsibility. One idea we are exploring in this regard is to track credit card purchases so as to provide a monthly statement to each user with analytics as to his/her social impact as a shopper. I would love to collaborate on this project with you, or at least obtain some pointers, given your innovate credit card tracking technology.

We will add to the board of directors, seeking prestigious professional experience in each organizational aspect. We can also create an advisory board and honorary board without decision-making power. The advisory board will be comprised of professional experts, providing consultation to the rest of the team. The honorary board is occupied by our principle supporters, and costs $10,000 to join (will cost more and more).

We have planned to overcome many of those barriers we could foresee, by beginning the project in communities where we already have k-12 and university buy-in. One potential obstacle may be the proliferation of STEM programs and initiatives -- many with larger marketing and advertising budgets than ours. We anticipate that the endorsement of the K-12 community, including State Departments of Education may support our success. In addition, our national alliance of 40 Engineering universities improves our credibility. We also can provide data to demonstrate the impact of our program and its cost-effectiveness comparatively with other programs.
Other barriers may include fewer industry partners in the poorer and more rural communities. We intend to engage many of our National partners with regional interests to assist in ensuring equitable support for the most challenged communities.

SECME National Office has partnerships with 40 Engineering Universities and more than 50 school districts in 16 states. In addition, SECME has a myriad of industry and government partners who provide financial and in-kind support to the national program. And, more recently, SECME has begun to forge relationships with State Departments of Education in our 16 states and with other National and regional STEM and education organizations with aligned missions (National Science Teachers Association, The National STEM Collaborative Project, Alabama Math Science and Technology Initiative and others) Some of our National funding partners have designated "key communities," where we facilitate SECME program implementation with their support. Others of our funded projects are also targeted in designated communities. These represent approximately 20% of our SECME Program Districts. The other 80% rely upon district funding to implement curtailed or small-scale SECME projects. This project would expand SECME partnerships which under-gird local SECME initiatives; and we believe with ultimately strengthen the SECME National Alliance.
The partners we have chosen are eager to find solutions to funding and support challenges; and are committed to the SECME program.
Tuscaloosa City schools and the Birmingham Region, partnered with The University of Alabama
Jackson (MS) Public Schools partnered with Jackson State University
Atlanta schools partnered with Georgia Institute of Technology and
New Orleans/Baton Rouge Region partnered with Southern University, Baton Rouge.

SECME is a non-profit 501c-3 organization. We are supported primarily by grants and donations, with approximately 70% of our grants from Business and corporate foundations. The remaining grants are National Government. In addition, we provide education professional development, most of which is supported by grants, but which is also available for fee (Summer Institute tuition) to education systems (customers). Other in-kind support from partners includes the provision of office space, loan executives and other services through our industry and university partners.
The

After 6 years of growing a profitable, scalable, innovative, culturally integrated, employee-ownership-based, developmental business and educational alliance, we find the concepts of “challenges/opportunities” more applicable than “barriers.” Circumstances, and how we address them, will determine whether the continued development of FdS happens more quickly or more slowly. Circumstances in the US will determine the number of schools and universities involved in our curriculum programs.

Funding is always an issue in schools in the US and in our projects abroad. Reaching educators to let them know that our curriculum is available free-of-charge is a direct effort in itself. The issues always include the timeframe for financing / international involvement / project publicity / educator interest.

The July 18, 2011 Newsweek includes this quote from U.S. Education Secretary Arne Duncan in remarks in the spring of 2010 at the Asia Society in New York.:
“In this global economy, the line between domestic and international issues is increasingly blurred, with the world’s economies, societies, and people interconnected as never before. I am worried that in this interconnected world, our country risks being disconnected from the contributions of other countries and cultures.”

The interconnectivity of the Sun Oven school program in the US with the FdS developmental programs in the DR and Haiti directly address Secretary Arne Duncan's issue.

The tragic earthquake in Haiti has left millions homeless, now two years later, but the international community is paying more attention. DR laws provide the opportunity of encouraging importation of renewable energy technologies. We are certified for tax-free importation. We are open to partnerships to introduce new technologies.

We have established a true hybrid value-chain for American companies / individuals / schools to verifiably offset their own carbon footprints and receive tax benefits by introducing quality solar cooking appliances. The program needs more publicity and participation.

FdS will always benefit from additional clients and groups for geotourism, ecotourism, philanthropic tourism, business tourism, and consulting. We provide logistics to make ideas happen in the DR and Haiti.

International competitions are becoming more broad and more frequent and are moving toward evaluating each developmental project on its own merits in order to achieve financing and support. FdS participates whenever and wherever possible in this development.

FdS collaborates with non-profits, corporations, government agencies, educational institutions, artists, innovators and activists toward improving the environment and society. A true Hybrid Network, we form close working relationships with for-profits and non-profits to work together to improve ecological and social environments. Collaborators include: For-profit companies: Sun Ovens International, Transcon Steel, Grupo Duarte (Legal Services and Business Development in Santo Domingo, DR), Cedano Legal Services, Elfi Wall Systems, Neptun Ultra-Efficiency Lighting, Woodgas Stoves, Architecturalhotwire.com, rebuildhaitibetter.ning.com and Dias-y-Nueve Grado Estudio Sostenible (Sustainable Architectural Design Studio); Non-profit / COOP organizations: Grupo Jaragua, Grupo CONACADO, SHE-Inc. Solar Household Energy, Global Exchange, Equal Exchange, WBEZ – Chicago Public Radio, Solar Cookers International, the William J. Clinton Foundation, The Technological University of Santo Domingo (INTEC), University of San Francisco, Faith in Place, Rise International, Bethel UCC Elmhurst, IL, The Union Church of Santo Domingo, The Zakat Foundation of America, The Natura Park Ecological Foundation, The Annual Higuey Book Fair and The Rotary Club of Higuey, DR; Government agencies: the Center for Export and Investment – DR, ProIndustrial, Dominican Customs Service, National Energy Center, The US Embassy Commercial Services Division, American Citizens Services Division of the US Consulate, Haiti government through the Building Back Better Communities program and the Green Technologies Expo. Our curriculum was developed by and we continue to germinate / codevelop programming with Rowena Gerber of the Miami County Day School.

FdS was started with conscientious funding from family and friends. Our network of supporting individuals has continued to grow with visits, investments, donations, volunteering, advice and economic and educational participation opportunities. Foundations have provided us insight, networking opportunities and have been our clients for consulting work in the DR and Haiti. NGOs have partnered with us on all our major projects, from Sun Ovens, to GeoToursism, to project promotion. Since the products and services we offer tend to be licensed from US companies, we create jobs in the US, the DR and Haiti. Our model is not to outsource jobs from larger countries, rather to import tested ecological technologies to produce products locally that are used locally. This process becomes a tandem manufacturing and implementation process with the associated company in the US. Thus, US customers buy US manufactured goods, and customers geographically closer to our location, buy the licensed products from FdS. We follow Fair Trade manufacturing standards and we encourage all of our suppliers to follow them as well. We are participating in the regional and national Small and Medium Sized Enterprises Program of the US and DR governments. We are certified as a tax-free importer of renewable energy products in the DR. NGOs are our customers, so are individual consumers and beneficial geotourists. All of these concepts are new business models and feature US innovation and ecological technology. The more inventive and successful our programs, the more educational opportunities we can provide.

As a social business that aspires to gain ground in developing countries, lack of money might hinder the success of our project. As a social business, quick money is not secured and not the goal, so we need to attract social investors and funding from initiatives supporting innovative, ecologically and socioeconomically relevant projects.
Lack of awareness can be considered the greatest barrier in achieving our goal, since it requires a long-term commitment of the people involved, and can only be achieved if people distributing and using WADI deeply understand the problems of safe drinking water and health. Helioz needs to actively and constantly engage in the awareness building process and the behaviour change communication efforts with its partners. Even if there is enough money, this issue is most urgent to create a deeply enrooted impact on the targeted communities.
NGOs and local communities will play a strong role in supporting and training WADI users and suppliers. Awareness building and behaviour change communication through role plays, street plays, interactive theatre, life demonstrations, and group discussions need to be carried out and adapted on a regular base.

•Our partners are the Swiss Federal Institute of Technology Zurich and the UAS Technikum Wien. WADI was developed during a thesis at the Technical University of Applied Science. UAS Technikum Wien now provides knowhow and laboratories for our microbiological tests.
•The Austrian Development Agency is the governmental unit of the Austrian Development Cooperation and has funded our feasibility study in India.
•The Austrian Research Promotion Agency (FFG) is the national funding institution for applied industrial research in Austria.
•ZIT is the technology promotion agency of the city of Vienna.
•Equinox labs: Equinox is an ISO certified laboratory based in Mumbai with offices in the largest cities of India. They are also affiliated with WaterWalla, a NGO targeting water supply for slum areas in Indian cities. Equinox will test and accredit WADI and they participate in the pilot project as a partner.
•Stakeholders in India and possible cooperation partners for the pilot project: During our stay in April 2011 we had the change to get in contact with a range of potential partners for a future cooperation with Helioz. We also identified possible partners for our pilot project in different districts in India and interested companies for producing WADI locally.
•Helioz is partnering with the Vienna Medical University, department of Public Health and has various medical doctors from the field supervising the health intervention.