In creating the STEM Ed Influence Index, the project may encounter a barrier in defining the scope of the 9 primary categories. Since the STEMConnector™ is a vast resource of more than 3000 organizations and programs, it will be necessary to categorize the data so it is manageable and accessible to our audience. For example, given the variety of organizations profiled in the STEMConnector™, managing the networks by their reach (local, state, or national level) will be helpful. The details of the STEM Ed Influence Index is also an issue that needs to be carefully thought out, such as choosing the appropriate criteria that will affect the influence index within each category. The focus, scope, and capacity of a local organization versus a corporation are clearly different. While a think tank may regularly blog about STEM education issues, a corporation is likely to affect STEM Ed through different factors. Each category needs to have separate variables that comprise the Influence Index to accurately contextualize network influence.
We will plan to implement a quality control measure for data used in the STEM Ed Influence Index. Since the STEMConnector™ will aggregate data from different sources, it is may be necessary to evaluate the methodology of data collection to ensure that it suits our purposes. Lastly, standardization of data from different sources may be required for appropriate data analysis and visualization. We believe this will be on ongoing process to continual manage and improve these aspects of the project.

As our project continues to grow, we hope to expand our number of partners in order to be inclusive of all STEM stakeholders. Through collaboration and networking, we seek to encourage communication and networking in order to increase the number of opportunities available to those who are often marginalized in STEM education – minorities and women. We believe this effort will facilitate quality over quantity, helping to consolidate existing efforts that overlap, ultimately channeling money to those who need it most underserved and low-income youth.
Again, partners are key throughout this project. We’ve collaborated with an extensive network of organizations including: National School Board Association (NSBA), Hispanic Association of Colleges and Universities (HACU), Hispanic College Fund, National Association for Equal Opportunity in Higher Education (NAFEO), the National Alliance of Black School Educators (NABSE), Howard University, HACU, HBCU, WEPAN, ASWE, America Institute of Architects (AIA), Aerospace Industry Association (AIA), the American Institutes for Research (AIR), NCWIT, and NGCP, just to name a few. We also have corporate partners which include: Raytheon, CSC, Peabody Energy, Lockheed Martin, Kraft, and National Grid. Fostering in kind and personal relationships among existing efforts at the national, state, and regional level is as important as the virtual connections recognized through the visualization network map.

My primary challenge at this point is identifying professors to partner with to support or join the research effort. I also need to identify research students to act as test subjects.

I have shared my efforts with a few professors and have been met with much enthusiasm, and I anticipate as I continue to promote this research support will grow. While I am certain that many will not be interested, I only need to identify a handful of subjects for this research project to be successful.

I recently participated in social media training from an organization that is leading in this field, and they stressed that social media is not a fad, but rather a fundamental shift in the way that humans communicate. In the coming decade I expect social media and its impact to grow tremendously, which will facilitate this research methodology.

Regardless of the adoption by the greater community, these methods have already been highly successful for me, and have created an opportunity for my industry research to impact thousands. I do not seek financial gain nor require financial success, simply the dissemination of ideas. The only failure I could have is not being able to share these ideas and methods with the community.

The research I am conducting requires minimal funding, which I will be providing myself.

I am a doctoral student at NorthCentral University

I seek to partner with university professors and research students.

There seems to be little focus on academic institutions. More focus on engagement with the academic community would be positive.

El principal obstáculo para ampliar nuestro proyecto es la obtención aportes institucionales locales y del extranjero, previendo seguridad financiera a largo plazo. Para sortear dicha dificultad, incorporamos al equipo de trabajo un responsable de fundraising que, junto a la colaboración de todos los hacedores de Chequeado.com, gestionará nuevas fuentes de financiamiento sustentables.
Está en trámite el registro formal de la Fundación en la Inspección de Personas Jurídicas, lo cual permitirá encarar rápidamente este último paso.

Una de las posibilidades que abre Internet como medio masivo de difusión de información es ofrecerle un nuevo rol al lector de periódicos digitales como participante activo en la producción de contenido periodístico. En Chequeado.com se genera un intercambio comunicacional horizontal entre el medio y el público potenciando la participación ciudadana en el debate público. Mediante el uso de redes sociales y de la página Web pueden interrogarnos, proponer chequeos y refutar notas periodísticas.

Chequeado.com es uno de los proyectos que tiene la Fundación La Voz Pública. La idea fundacional es que al ser un medio de comunicación independiente económica y políticamente la producción de contenidos no se encuentre sesgada por intereses corporativos o ideológicos. Si el proyecto de Chequeado.com no logra sustentarse, detectamos la demanda en el mercado por parte de los medios de comunicación de contratar equipos de investigación que verifiquen la información. Contamos con un equipo idóneo y con experiencia para realizar dicho trabajo y ofrecerlo eventualmente como un servicio.

Chequeado ha sido financiada fundamentalmente por el aporte de sus fundadores y últimamente con apoyo de amigos del proyecto. El objetivo es que esta primera etapa que está concluyendo deje paso a la recaudación de fondos por medio de organismos internacionales y fundaciones filantrópicas.

Hasta el momento formamos alianzas con prestigiosas organizaciones de la sociedad civil argentina vinculas a temas de transparencia informativa como el Centro de Implementación de Políticas Públicas para la Equidad y el Crecimiento (CIPPEC), Poder Ciudadano, Center for Investigation and Investigation (CIINFO) y con periodistas interesados en la comunicación de información fidedigna.
También, creamos una alianza de pasantías con la Universidad del Salvador.

Para alcanzar los objetivos planteados para dentro de un año necesitamos incorporar dos nuevos redactores al equipo de investigación formando un total de cinco personas a cargo de la producción de notas periodísticas. También, sería menester incorporar un voluntario o pasante que se dedique en forma exclusiva a difundir el proyecto en radios de todas las provincias de Argentina y en programas de televisión.

Chequeado.com cuenta con un pequeño equipo de trabajo de jóvenes capacitados para producir notas periodísticas de alto nivel y desarrollar vínculos institucionales sustentables para lograr el crecimiento del proyecto. También posee, gracias a la experiencia profesional y los contactos de los socios fundadores, las herramientas para proyectar la iniciativa a nivel internacional. En el espíritu de Chequeado.com existe la decisión de cooperar transmitiendo la información, capacidades e ideas que puedan ser de utilidad para todas las organizaciones o individuos que lo soliciten.
Por otro lado, necesitamos generar nuevos vínculos institucionales para difundir nuestro trabajo, gestionar nuevas fuentes de financiamiento y ampliar nuestra red de colaboradores.

The IP has to be intuitive, secure, user-friendly, and capable of organizing and tracking thousands of portfolios. In the development stage of the IP, PLTW is soliciting feedback from hundreds of students and teachers during the pilot phase of the project. Lack of quality feedback will hinder the project as it moves into future stages. Currently, PLTW is receiving relevant feedback daily from the pilot users. This needs to continue for PLTW to move the project out of beta testing.

The IP is open to all students regardless of whether they are taking PLTW courses. For the project to be a success, this needs to be communicated effectively to the broader STEM education field. With more students involved, the evaluation rubric is strengthened and organizations will view the IP has an ideal tool for such opportunities as scholarships and competitions. If the pool of student work is limited, the IP will be less desirable to partners. The IP is being developed with openness as a top priority and the project’s partners are ensuring this message is distributed to STEM educators across the country.

The lead partner in the IP project is the University of Maryland (UMD), which is developing the evaluation rubric. PLTW partnered with Dr. Leigh Abts and his team of collaborators to develop this rubric and turn it into an assessment tool.

While PLTW is developing the vehicle to deliver this rubric through the IP, the EDPPSR team continues to develop a potentially national-accepted evaluation tool. The EDPPSR team is refining the rubric for public use and creating a tool for design education and assessment. The EDPPSR effort is an ongoing effort that began in 2005 with its initial research, focus groups with educators and STEM professionals that resulted in a report to the College Board and National Science Foundation.

In phase two, the EDPPSR collaborators will continue to work with teachers and university faculty to develop, review, critique and revise a draft of the rubric. In phase three, currently ongoing, the EDPPSR team is developing a strategy to validate and determine the reliability of the rubric.

The EDPPSR team has been recommended for a National Science Foundation grant to test the efficacy of rubric’s scoring system that could be applied to differentiate levels of performance of design-based projects. This team is seeking to determine the reliability and validity of the rubric across student work produced in diverse contexts and under different conditions.

The IP is fully supported and funded by PLTW. As stated, the IP will incorporate an evaluation rubric designed by the EDPPSR team led by Dr. Leigh Abts. Funding for the research and development of the rubric has been supported, in part, by grants from the National Science Foundation and the Kern Family Foundation.

PLTW has strong partnerships with a number of industry leaders and philanthropic organizations that believe in our mission and recognize the critical importance of engaging students in STEM through original design work and problem solving. Through their support, PLTW is able to connect these students with organizations that provide additional opportunities such as internships and competitions that further develop their STEM skills and help place them on a pathway to postsecondary studies and careers in STEM fields.

NHF has been fortunate to have long standing relationships with both the CDC and pharmaceutical supporters over the past several years. However as the economy has hit hard times, NHF's funding partners have as well. Thus, NHF plans to engage and request support from individuals, foundations, and corporations for Steps for Living.

NHF is pleased to have access to the resources and expertise of the Centers for Disease Control and Prevention (CDC) as a partner in its program, Steps for Living. NHF has an established track record of innovative educational programs and is completing a research project with the CDC in relation to HANDI, NHF’s Information Resource Center, which will identify gaps in youth messaging and work to fill those gaps through a full environmental scan, comprehensive focus groups and message testing. NHF has also created task forces composed of community members and providers for assistance and feedback on each module. NHF has also established a collaborative partnership with Pfizer and receives much in-kind support for developing interactive elements for the Web site.

Currently, this project receives funding from the CDC, Pfizer Inc., The Jack and Jill Foundation, Charles and Mildred Schnurmacher Foundation

Currently, the ND STEM Network has found and established partners, working towards getting a mission statement solidified, logo, and launching the network publically in October- however, are encountering barriers that will hinder the success of the project.
One of the chief barriers is finding partners and individuals that could devote 100% of their time to this project. Current partners and advocates are providing time voluntarily, while working full-time jobs. Also, the partners are working hard to find gifts-in-kind from advocates to donate resources, such as a video for media and publicity to spotlight the ND STEM Network and its work in the state. Both of these barriers could be solved with extramural funding, whether in grants or donations from partners. The ND STEM Network is working to identify funds, writing grants, and talking with possible corporate donors.
Additionally, it is the intent of the Network to charge members/partners a membership fee, identifying their dedication and support.

The North Dakota STEM Network is currently led by Dr. Don Mugan, Director of the Great Plains STEM Education Center at Valley City State University, in partnership with consultant Jan Morrison from the Teaching Institute for Excellence in STEM. Together, they lead change-making individuals from academia, K-12 education, ND state government, industry and non-profit organizations who believe in outstanding STEM education. Other Network’s partnerships consist of: Dickinson State University, Greater Fargo Moorhead Economic Development Corporation, Great Plains STEM Education Center, Microsoft, Midcontinent Communications, North Dakota State University, The PAST Foundation, Sanford Health, Sitting Bull College, Teaching Institute for Excellence in STEM, University of North Dakota, and West Fargo Public Schools.
All partners have invested time and resources in order to move the North Dakota STEM Network from ‘idea phase’ to ‘development phase.’

Currently, the ND STEM Network is supported by volunteers who encompass individuals, businesses, K-12 education, academia, and other representatives. Supporters meet weekly via phone conference to discuss goals, current and future workshops, funding opportunities, potential STEM contacts, and other business pertaining to the Network. These dedicated network supporters are currently discussing how and when to launch publically the ND STEM Network, designing and putting together the new logo and website. It is hoped that the Southeast Region will be able to host its first community partners meeting in August, led by the Greater Fargo Moorhead Economic Development Corporation and North Dakota State University, and soon thereafter the NE region, led by University of North Dakota.

The main common challenge is the innovative character of the methodology itself. In APLN, project officers are merely facilitators of local community mobilization and “coachers” of entrepreneurs (in case individuals/groups request it). Coaching techniques - more focused in sensorial tools and in people’s own resources/ideas - are quite unknown in the region especially for development workers that traditionally assume the role of advisers, mentors or experts that provide help/support to local communities. Therefore, this shift of roles usually demands an initial openness towards a behavioral change from the same project officers, breaking-down assistentialist working patterns with local communities.

In order to overcome potential initial barriers from development workers, STRO provides close advisory and includes additional methodological “reinforcement” sessions to the basic training program. Moreover, STRO expects to continue improving its training and advisory material, adapting it to the most wide spectrum of technical and social/cultural barriers that project officers might find whenever implementing APLN in the field.

Another important issue is the financial sustainability of the dissemination of the methodology within the region. Although it is a methodology that can be streamlined in any organization, without the need to hire new personnel, in fact it requires qualified trainers with expertise in APLN, in order to prepare and give advisory to development workers in its first period of implementation (usually between 9 to 12 months).

In order to overcome this problem, STRO expects to be able to generate funds from consultancy services offered to other development agencies, allowing not only to maintain the core team of experts but also to provide support to smaller NGOs, that are willing to change their modus operandi but cannot afford the training and advisory costs. In addition to the latest, we are willing to standardize the basic training materials and programs, in order to reduce costs and facilitate the diffusion of the methodology with a wider group of organizations.

- NEF / UK: are our mentors in the methodology "plugging the leaks" whose "tropicalization" and adaptation to the Latin American context has resulted in the creation of "Apreciando lo Nuestro" (APLN). We have maintained the contact with NEF through monthly virtual meetings, where different organizations and individuals who are implementing adapted versions of the "plugging the leaks" methodology around the world (Brazil, Israel, Mozambique, South Africa) gather to share lessons learned, techniques and ideas.

- World Vision/ Honduras (WVH): were our allies to implement the first APLN pilot project in Yoro, during approximately 30 months (2008-2010). Currently we maintain contact for the organization of demonstrative field trips and training in WVH (expansion of the methodology towards other intervention areas of VMH in Honduras).

- NGO REDES/ El Salvador: our local partners in El Salvador since 2007, where we established and initial partnership to set up a Local Exchange System in the region of Suchitoto. REDES project officers in Suchitoto are currently implementing the APLN methodology as part of the strengthening process of the solidarity economy in the region. Several project officers from REDES working in other regions asked to receive training from STRO as it seemed an interesting and useful methodology for participatory development processes.

- FAO / Honduras: is currently implementing the APLN methodology in three regions of Honduras, as a complement to an Early Recovery Project, under the framework of the Special Food Security Programme (PESA in Spanish). The main purpose is to implement APLN for the development of economic initiatives with members of rural banks. Depending on the results, the methodology might be streamlined to other FAO intervention regions and programs nationwide.

- Human Development Center (CDH in Spanish) / Honduras: is an Honduran NGO that is also implementing the APLN methodology within one of its microenterprise development programs in a peri-urban area formed by families who were relocated from the capital city after the Hurricane Mitch. Coordination is underway with the technical advisory of STRO and the financial support of the Spanish NGO CESAL.

“Apreciando lo nuestro” is financially supported by grants/subsidies directed towards the innovation and testing of new components and by consultancy revenues paid by organizations that hire STRO APLN experts.

NGOs and Agencies from the United Nations System: In Honduras, the national NGO CDH (with funding from the Spanish NGO CESAL) and FAO, hired STRO to provide training and technical advisory to several of their project officers, in order to streamline APLN into their own projects and programmes (CDH in urban areas near the capital town and FAO in rural areas in Yoro and in the Southern of Honduras).

National governments: the Dutch government provided financial support for the PSO Innovation Fund that was set up by PSO - an association that consists of sixty Dutch development organisations – and aims to finance innovative projects and to provide insight into and disseminate experiences with innovation. The fund is managed by PSO who has approved two proposals for the implementation of the methodology Appreciating what's Prayer, the first in 2008 for driver development in collaboration with World Vision (with two extensions financing) and the second in 2010 to develop a wider systemic methodology that uses APLN tools as part of a wider programme to promote sustainable change in consumption behaviour, inspired by the methodology of Transition Towns. This project is called "Más Suchitoto" and is being implemented until the end of 2011, with STRO’s local partner in El Salvador: the NGO Redes.

Barriers:
1. Deficiency of business culture to be involved in these initiatives either as customers, investors or donors.
2. Lack of cohesion in the disabilities sector and absence of government entities approaching the issue in a centralized way.
3. Lack of knowledge related to existing technology that we are able to develop in terms of screen reading software which allows visually impaired people to competitively perform as call centers operators.
4. As a consequence of the permanent changes of governmental authorities (political), contractual changes might appear: generally, in order to implement initiatives that affect an important part of society, according to current interests of the new authorities, hiring and the game rules could be changed if they are not previously established with a guarantee of permanence.
Solutions:
1. By establishing partnerships or agreements with governmental entities, we will install units with telephones and initiate call center’s operations in order to show the system’s efficiency in the real world.
2. We will be the ones who channel the information of the institutional offer that benefits handicapped population.
3. Unit and counselor’s presence will be widely spread and that way society will become familiar with technology that allows access to information for handicapped people.
4. We will boost legislation on centralization and spreading of information that benefits handicapped people, guaranteeing long-termed hiring periods and promoting the use of supplementary alternative means to these systems by sponsors or advertisement announcers.

1. On international cooperation, we will obtain USAID resources, through foundation “Fundación Panamericana para el Desarrollo” (FUPAD).
2. National Institute for Blind people, INCI, governmental entity that advices and orientates actions for the benefit of visually impaired people, will give on bailment between 14 and 20 computers.
3. The Labor and Services Cooperative for Blind people, COOTRASIN, will provide the facilities to implement the CALL CENTER and we will find some of the operators among its associates.
4. Learning National Service, SENA, governmental entity that provides free technical training to low-income people, within the framework of the AGORA project, will train operators and will provide on bailment JAWS screen reading software needed.
5. The AGORA project trains visually impaired people for work and creates work spots in private companies, with resources of the “Comunidad Madrilena” and the ONCE foundation in Latin America, FOAL. Operative organizations are: SENA and INCI, while the Rehabilitation Center for the Blind Adult, CRAC, is the one in charge of managing such resources.
6. CRAC showed its will to support this initiative, since the reason for COOTRASIN’s creation 25 years ago was to become a viable possibility to offer work options to blind or visually impaired people.
7. Despite the fact that we intend the government to become the main customer of the call center’s services (with the purpose of providing centralized information related to all the institutional offer that benefits handicapped population) and in order to avoid that the operator’s only work alternative be the unstable telemarketing activity, we have made a partnership with the company that distributes massive consumer services and products, THURA.

In order to initiate call center’s operation, resources from the following sources are being negotiated:
1. From USAID, through FUPAD, we will obtain nearly 60,000 US dollars.
2. Through SENA, nearly 35,000 dollars will be obtained, destined to JAWS software required (one for each operator), operator’s training, counseling and assistance for the productive unit’s constitution and strengthening, within the AGORA project’s framework which is financed by Comunidad Madrilena and FOAL.
3. From INCI, around 8,000 dollars for computers provided on bailment.
4. From COOTRASIN, nearly 6,000 dollars on six months of facilities’ use for the call center’s implementation. Only the first six months are quoted because the call center’s operation will provide income that will cover the budget in the future.
5. Nearly 6,000 dollars for the first six months, related to professional services for the development of software that makes the call center’s platform compatible with screen reading software (JAWS) and which implies management for its implementation, LORENA ANDRAUS and JAIME MAURICIO GAITAN.

Fund development is a barrier, but the strength of committed partners involved will enhance multi-sectoral support and capacity building for ADVANCE, while leveraging existing resources, forging partnerships with state agencies, and providing grant writing services to ensure sustainability and potential replication of this initiative.

Catholic Charities of Missouri is a committed partner, and will ensure sustainability of this project by providing grant writing services and forging partnerships with state agencies to strengthen the impact and reach of ADVANCE mentoring program. Catholic Charities of Missouri is a 501(c)(3) Limited Liability Corporation led by the highest level executives of the four Catholic Charities agencies in the state. Northwest Missouri Enterprise Facilitation will provide supported employment and job coaching consultation to staff and mentors, while recruiting potential employers for mentees. NWMEF is a nonprofit business coaching organization with a network of 60 volunteer facilitators and 334 employers throughout 6 counties of Northwest Missouri. NWMEF will use its large network of employers to provide employment opportunities for ADVANCE mentees. NWMEF will also use its business coaching expertise to provide training and consulting to the Job Developer and mentors, to ensure the highest quality job skills training for participants. Northwest Community Transition Team will recruit and refer youth to ADVANCE mentoring program. NCTT currently provides team training and technical assistance throughout school districts in Maryville and surrounding Northwest Missouri counties to enhance public education agencies’ ability to provide comprehensive transition programs for youth with disabilities, including facilitating a seamless transition to full community participation for every student, regardless of his/her disability, upon exit from high school. Midland Empire Resources for Independent Living will provide training for mentors and staff. MERIL is an Independent Living Center which has served persons with disabilities in 9 counties of Northwest Missouri for nearly 3 decades. Led by individuals with disabilities, MERIL will provide expertise in disability-specific support needs and independent living skills development to staff and mentors of ADVANCE mentoring program during mentor trainings. MERIL will provide monthly consulting to mentors at mandatory monthly group meetings, to ensure mentor skill development, and will act as a referral network at no charge.

Catholic Charities of Kansas City-St. Joseph is supported by state and government contracts, individual donors, and local and national foundations. CCKC-SJ can leverage these resources to obtain funds to support ADVANCE.

Since we are getting Grantees from NGOs university students, one of the main problems would be the background of the students. Learning and understanding the students is not easy. This is one of the most difficult aspect since we need to know them. There are also times that family or parents problems occur, which somehow affects the students emotional stability.So, it is then part of the NGOs in providing guidance and counselling for them.

In the short term, ongoing funding will be required yearly for an AmeriCorps member or staff member to oversee the lab, to train volunteers and to teach the computer workshops, as well as an IT person to monitor the computers in order to ensure their longevity. In the future, computers and software will need to be updated to ensure that clients have access to current technology.
In order to overcome this barrier, the IRC will continue to seek funding from a wide variety of sources and develop community partnerships. IRC San Diego has continuously proven itself a responsible grantee and has had little trouble finding funding from public and private sources to continue its many programs. By maintaining a diverse funding base, IRC San Diego has avoided program cuts that often accompany economic downturns. Once data has been collected during these formative years, IRC San Diego will be able to approach funders with an established evidence-based project.
Furthermore, IRC excels at leveraging volunteers. With a volunteer-to-staff ratio of 6-to-1, the IRC understands the importance of creating meaningful volunteer opportunities, ranging from stand-alone modules to help refugees develop key interviewing skills to longer-term job mentorships or English language tutoring. Members of the banking sector, along with other local stakeholders, participate in our Microenterprise Loan Committee, which reviews micro-business loans for refugee entrepreneurs.

The IRC San Diego excels at building strong partnerships with other agencies and non-profits. Some of our key partners include: The San Diego Workforce Partnership, The San Diego Asset Building coalition and other non profits.
As one example, we currently administer a career development program through a unique collaboration between the San Diego Workforce Partnership and the MAAC Project, a non-profit serving low income families in south San Diego county. This “bridges to employment” program helps clients attain healthcare career credentials through healthcare training, supportive services and intensive case management for refugees interested in the healthcare field, further supplementing our employment services.
Additionally, the IRC San Diego is a member of The San Diego Family Asset Building Coalition (the “Coalition”), a group of local community organizations working to improve the quality of life for individuals and families through the development of their financial and human capital. IRC San Diego joined the Coalition four years ago because we recognized the power in collaboration. The Coalition prioritized the development of a seamless referral system that enables any low-income San Diegan to easily access dozens of different asset-building programs, depending on their needs. They are collecting a powerful interagency data set through ETO, that is tracking the usage, effectiveness and impact of asset-building programs across the county. The Coalition is ensuring that we share best practices and replicate what works. We also seek out funding in partnership with each other when appropriate. As an organization, IRC San Diego has developed the capacity to share resources, collaborate on service delivery, successfully handle the administrative requirements of partnerships and reach diverse clients throughout the county.

IRC San Diego has a diverse funding base. The current CFO programs are funded through a combination of the below organizations:
- LISC HUD section 4
- ORR/DHHS
- City of San Diego
- LISC Citibank
- Dept. of Transportation
- Women’s Empowerment Foundation
- Mogin Law Firm
- San Diego Women’s Foundation
Currently JTAL is funded by private individuals.

MNF is purely implementing agent which has to find resources and participation of other parties especially in funding. So far, most programs are project-based which commonly last within one year and which are mostly funded by international donors because MNF has no endowment fund to cover its programs. .

Being aware of that MNF can not continuously be depended on international donors, MNF should try finding local sources. The problem is that in fact, participation of the local society in developing programs regarding PVI is poor because their intrust on possible productivity of PVI. Moreover current economic situation of Indonesia is not conducive that makes it difficult to find supporting funds. In addition, MNF can not expect service fee as income generate since majority of PVI come from low income society while there is no social security system for people with disabilities in Indonesia. If we force to put service fee into effect, PVI will not be able to pay it so that PVI can not access empowering programs MNF holds.

To overcome this situation, MNF try:
- Communicating with government especially National Departments of Education, Social Welfare, Labor, and Information and Communication Technology in order that they are willing to support or even adopt MNF programs
- Mobilizing local resources both corporate and retail fundraising
- Holding charity events
- Collaborating with other organizations for PVI for joint programs
- Maintaining good relationship with current partners especially for continuous contribution to MNF programs.

It needs a lot of resources to prepare and to implement the initiative in terms of fund, expertise, equipments and personnel. Being aware of that, we make efforts to invite partnership with local and international foundation, NGOs, individuals, universities, businesses, government. One of our strategies to invite support for certain project is to convince them that it is feasible. Before asking for support, we will do the strategic part of the project using its own resources as a model or prototype.
To implement the initiative, we also make partnership with other implementing organizations because we realize that no single organization can cope with all challenges. For this purpose, following measures are taken:
1. Identifying other implementing organizations having the potential to contribute to the preparation or implementation of the programs.
2. Encouraging their participation by sharing the vision
3. Building their capacity if necessary.
4. Building networking.

Individuals supporters are mostly those who have necessary expertise and experiences, such as entrepreneurs who share their success experience with the target groups and technology experts from universities for developing software. In terms of fund, there are only few number of individual supporters. Business sectors support us through CSR and advertising/promotion budget to increase their brand image as win-win-solution scheme. We always try to get support from the government which has the authority and budget to provide welfare for all citizens. However, for the time being it can only provide us incidental support with small scale subsidy due to rigid bureaucracy.

The largest barrier we face to the ongoing success of the NGCP is funding. While we have successfully grown the NGCP through use of scale up methods, toolkit development and technology without a significant increase in national staffing, there is an ongoing need for basic infrastructure to maintain program integrity and provide support to those replicating the model. This basic infrastructure includes: staff time to support the program and its replication, in-person convenings, professional development resources, mini-grant funding, and travel assistance for smaller programs to help connect them to the larger community through their local collaboratives.

To date, we have been successful with grant funding, but we know that is not a long term sustainability strategy for the program nationally or our local collaboratives. To overcome this obstacle, we have a two pronged approach for the future. First, we will look to diversify national funding and build new collaborations that result in the donation of in-kind services such as space and technical support for webinars or marketing materials. Secondly, we are working to develop local collaboratives skills to seek their own funding opportunities locally to support the need they fill in the local community. EdLab Group has a strong belief that every major project we undertake engages an advisory board of stakeholders to ensure the program direction is in alignment with community need and those of the field, along with evaluation to continually improve the program and demonstrate its success and impact. With their assistance, we have begun to undertake the necessary work to support the NGCP’s future.

The NGCP has developed several national partnerships across educational and professional sectors to achieve NGCP growth goals over the next 5 years:

American School Counselor Association connects school counselors to local Collaboratives and provides professional development and resources for informing and engaging girls in STEM.

Assessing Women and Men in Engineering builds the capacity of girl-serving STEM programs in evaluation and assessment. We have co-developed and tested assessment instruments to measure the typical objectives of STEM outreach activities.

Disabilities, Opportunities, Internetworking, and Technology (DO-IT) serves to increase the success of individuals with disabilities in challenging academic programs and careers. To support NGCP’s goal to reach more girls with disabilities, DO-IT works with the national Leadership Team to disseminate information via webcasts and in-person trainings.

Evangelina Galvan Shreeve, M.P.A provides consulting to higher education institutions on improving diversity, academic access and success, and campus climate. Shreeve will lead the development and dissemination of resources on serving underrepresented girls via on-line and in-person training events.

Susan Howlett has helped over 1,000 non-profits clarify their missions and goals, create plans, and raise money. Howlett will provide training to Collaborative Leadership Teams at Institutes, forums and online.

Primary funding for the NGCP is from the National Science Foundation, with a small amount of support from private foundations. Local collaboratives have had limited success in fundraising to support their regions; however, the funding has come via local champions. With a robust network and innovative strategies transferable to additional domains, we have begun to identify additional options for revenue, working to put systems in place to increase individual donors, and working to better equip local collaboratives to tell their story for local fund development which could increase sustainability.