Filantropía

Please see the video included for an overview of how our Groupon Grassroots program works. One example of our work is our campaign with City Harvest, which benefited merchants and subscribers impacted by Hurricane Sandy. Kyle, the Groupon Grassroots supervisor, worked with City Harvest to develop a compelling project idea, and our dedicated editorial team crafted a compelling and fact-based write-up for the campaign based on information that City Harvest provided. Kyle shared tools in our community resource center with City Harvest and talked with the organization about building out a promotion plan. Once the campaign went live, the organization turned its existing supporter base into evangelists to further the cause, and Groupon promoted the campaign via email, the Groupon website, and the Groupon mobile app. Together we enticed 15,619 subscribers to donate $220,410 to feed 881,640 food-insecure residents. Groupon takes no cut of any donation through Groupon Grassroots, and it even absorbs credit card fees; all donations collected go toward the cause. After the campaign ended, we asked the organization to follow up with an impact update—which we put on our website—to share its progress, engage donors, and ensure transparency about how the funds are used.

Following a selection process, SCB agrees on co-operation for training sessions with X, one of the UK’s major support organizations which is known to and trusted by most social investors. Benefiting from X’s experience from its work with social entrepreneurs and screening hundreds of proposals every year, SCB creates a training agenda for the core skills and technical knowledge the entrepreneurs need for access to capital. Then SCB posts volunteering positions in the Bank’s intranet. X also nominates a group of promising entrepreneurs from their database to attend SCB training. SCB creates a pool of volunteers to deliver training and participate in mentorship schemes. A from Principle Investing for investment process and cycle, B from Corporate Finance and C from Debt Capital Markets jointly for basics of investment instruments, D from Business Strategy for writing a business plan and presentation skills are selected to conduct the respective trainings. Following the training, SCB mentorship volunteers continue to work with entrepreneurs until they are “investment ready”. Kathy develops an application for smart phones to help young patients to take their medicines on time.She receives a small grant to start the business.She is now in growth stage and needs capital.X refers her to SCB's training and after gaining an understanding of financial options available, she decides to raise equity from a venture capitalist with industry knowledge and contacts who can also mentor her.Ali from SCB helps her to perfect her business plan and practice her presentation ahead of her pitch

Kaleid makes contribution as simple as downloading a new song by your favorite artist. It creates a double incentive. A music artist donates an exclusive song to a cause of their choice. Buyers visit our platform, purchase the song, and in effect contribute to a charitable incentive.

Our home city of Oakland provides a great model of how this works and what I spend much of my time working on. I developed and am implementing our community partnership program. This allows any organization, regardless of non-profit status, to introduce Ethix to an existing network of merchants as a way for them to save money and help the introducing organization raise money for programs that support the neighborhood. Here in Oakland we are working with the Oakland Merchants Leadership forum which is the umbrella body of all the Oakland District Associations. We are working on a city wide outreach to all merchants affiliated with their local association in order that they may participate in the Ethix Program. Our infrastructure allows us to divide a merchants monthly donation 5 ways. This means that merchants can participate in a program that saves them money, delivers a portion of their donation to their local neighborhood association, a portion to their city wide merchant association, the OMLF and a portion to a cause of their choice. In this way we can deliver a residual, reliable income stream to the organizations that are working to bring economic improvements and support businesses in their areas. We are also funding local schools and other organizations supported by local merchants and their associations. These organizations are typically conically underfunded and this is money that comes to them at no cost to the participating businesses. It's a win, win, win for business, the organizations that support them, local non-profits and consumers.

Al inicio del programa Rocío B.G. quien teje prendas a mano tenía un capital de trabajo de S/. 140.00 (U$ 53.9), pero su actividad no rendía el dinero suficiente para mantener a su madre e hijos, gastos personales y pagar abogado; razón por la que rápidamente se descapitalizaba y en forma permanente recurría a préstamos de agiotistas hasta con el 30% de interés mensual, única alternativa también elegida por otras internas del penal.

Al ponerse en marcha el programa, Rocío fue una de las primeras beneficiarias accediendo a un crédito de S/. 300.00 (US$ 115.38), el segundo préstamo fue por S/. 500.00 (US$ 192.31), la tercera oportunidad se le otorgó S/. 1000.00 (US$ 384.62), el cuarto crédito fue por la suma de S/. 1500.00 (US$ 576.92) y el préstamo que actualmente maneja es por S/. 2000.00 (US$ 769.23); todos pagados puntualmente en cuotas mensuales, pues el interés que se les cobra es para que sepan que el dinero no es regalado así que sólo cubre gastos mínimos.

Al paso del tiempo dada la buena calidad y otras características de las prendas amplió su mercado llegando a colocar en el exterior, destacando ocasiones en las que requirió el trabajo de otras compañeras para cumplir con los pedidos, lo que también generó beneficios a otras mujeres internas.

Growing in popularity, Social Enterprise Capital Canada will utilize a successful model of crowd funding as exemplified by organizations such as: Kiva (non-profit, http://www.kiva.org/start) and Start (for-profit, www.start.ac). With Social Enterprise Capital Canada, the public will be provided with the opportunity to fund entrepreneurs via equity or lending whose businesses further accomplish a social motive. These for-profit businesses generate efficiencies in the for-purpose space. Additionally, with the public voting with their own capital, only the most important social motives are supported in a democratic environment. Our model will fill the gap currently represented in the profit and purpose market niche. Canadian organizations will be the focus of the funding application; however investment and donation will be garnered on a global scale. We choose to focus on for profit/purpose organizations, as these organizations lower the burden on government by eliminating social and environmental problems whilst generating a profitable and sustainable business at the same time.

Using the Progress out of Poverty Index (PPI), a poverty scorecard created by Grameen Foundation, we target those who scored at or below 44 which equals to those who live with USD1,25/day if we are using the International Poverty Line. Once recruited, we provide small loans and train them. The training is done regularly, at least twice a week, where our field staff visits our clients house. During the training, our field staff also collect the money from transactions made two days before and at the same time, topped up the client's deposit balance. To date, we have 165 client is Jakarta and Tangerang area, and most of them are women.
The success of our project will be measured by our ability to recruit poorest entrepreneurs into portfolio. This will of course require extra focus, effort and investment. Once recruited, we measure success by our ability to raise their income and to pull them and their families out of poverty. On average, the airtime business could contribute to around 20% to 50% of our clients total income

As we are a start-up company our model is still being developed; however, here is the vision of how we will serve nonprofit executive directors. 1. An executive director gets introduced to us through our website, social media presence or blog 2. They participate in one of our free weekly online training class 3. To get further information on how to resolve a particular challenge they're facing, they buy a low cost information product from our online store 4. Once they become a customer, there are put in touch with a dedicated customer service rep who takes them through a needs assessment and then recommends the next best step to help them in their role (consulting, coaching, eCourse, or mentorship match-up etc). 5. Our customer service team stays in touch with the customer through the entire process monitoring their experience with our products and services and making recommendations to further options as necessary. How our solution makes a difference:
1. Simple: one stop shop for executive director succession planning and onboarding. Eliminates "shopping-around" stress for already busy executive directors and boards. 2. Supportive: not a transactional focus but a life-time relationship focus. We strive to get to personally know each and every one of our customers and serve them one to one thus understanding their unique needs. 3. Instant connection to a community of their peers. Our value-add to our clients involves connecting lonely, stressed EDs to networks of other nonprofit leaders they can talk to, share ideas with and build strategic partnerships with.