Here's a story about how a fast-food eatery need not necessarily bad for you, or the environment:
Eating at a fast food joint may not seem like an inherently progressive thing to do, but if you bite in to one of the Chipotle chain’s tasty oversized burritos, you’re supporting a business dedicated to natural ingredients, environmental awareness, and enthusiasm for education.
Read more about this solution, or discuss this topic below.
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This project also has a Changeshop where you can read more about its latest progress.
Go to Changeshop: Metro Credits.
Created on 05/6/2013 by franzy
MetroCredit is a category 2 micro finance institution and a for-profit organizational in Buea, Cameroon. The company is founded to be a development micro bank—making loans in small amounts widely available to people of the low class (generally perceived as unbankable).
了解详情 ↓↑ 隐藏↑ 隐藏Has the organization received awards or honors? Please tell us about them
了解详情↓↑ 隐藏↑ 隐藏Stage
Idea (poised to launch)
This Entry is about (Issues)
Elevator Pitch
MetroCredit is a category 2 micro finance institution and a for-profit organizational in Buea, Cameroon. The company is founded to be a development micro bank—making loans in small amounts widely available to people of the low class (generally perceived as unbankable).
Problem
I are trying bring micro credits to an under-served population of young farmers and small business entrepreneurs who want to establish their small start up businesses in the community but lack that very small venture capital to start up. In other words we want to build a strong community where financial solution to start up and small business is provided by metro credit thereby fighting poverty in the community.
Solution
Provide basis micro loans to small farming projects and entrepreneurs who need them. Introduced the "unbankable" communities to small financial loans to build and upgrade their business ideas.
Example
A small educated inspired unemployed young man or woman conceives and idea or project on how he/she can do mass production of tomatoes to sell, preserve and process into paste but does not have the capital to invest in such a profitable season project, that is where we come in to make his/her ideas come through by providing small capital or loan to help her finance the project. primary activity will providing micro loans and credits to small business idealists who natural can not afford to get funding from other major stakeholders. we help them save their profits for other future projects.
Impact
We plan to touch an extensive level of Individual small and medium size business men and women, farming groups and small cooperatives. We have carried extensive awareness through our partner NGO- Vision in Action Foundation, Cameroon. Our Community impact which will be through words-from-mouth, media, TV and radio as well as caravan publicity will touch a population of Buea of about 150,000 people. Our estimated impact is at least 5,000 in three(3) years. Our partner VIAF has been working over the years to identify farming groups with which, we will partner with when we start operations and up to date we have identified 16 groups in the Buea community and environs. Words of the mouth has always been the best bet for marketing and we also plan to use banners, flyers and brochure to reach our targeted potential clients.
Marketplace
Our peers and competitors are credit unions and government ministries providing start up capitals to small entrepreneurs. We will operate in low scale, mostly with small companies and small businesspersons. Daily movement of mobile cash collector in order for the company to come closer to its customers. Sponsor small farming projects which bigger institutions are so reluctant to finance.Operate also to provide to peasant farmers chemicals and fertilizers on subsidized rates. These players may pose to us strong market penetration skills, huge capital to attract many customers.
Sustainability Plan
We plan to issue loans to our clients on an interest rate basis ranging from 1.5-2.5% on the principal amount thereby making some profits to cover out our expenses. We will also collect savings and issue out special credit facilities. We also plan to sell shares to interested Cameroonian who wish to be part of our idea. We will carry out money transfer nationally and internationally on a commission to customers. We also assist to pay bills.
Founding Story
Metro credits story stems from the fact that we saw through our research in Vision In Action Foundation Micro Credit report that, a lot of persons in our community leave under a dollar a day and we saw that a lot of them wanted to be in a position where they could have small loans and use these monies for small business idea and initiatives to sustain their families. But the possibility of obtain such loans is not there because most micro finance institutions do always target the city centers, so it was wise enough for us to create a forum where small scale farmers and business persons to come in contact with small credit facilities and we help them to carry out small income generating activities thereby evading poverty.
了解详情↓↑ 隐藏↑ 隐藏Where do you ensure the availability of nutrients?
Nutrient-rich farming, Full nourishment foods, Human wellness and vitality.
If you had greater capacity, which additional sectors would you like your solution to target - either through expansion, partnership, or thought exchange?
Nutrient-rich farming, Full nourishment foods, Human wellness and vitality.
How specifically would this added capacity help you improve the quality, efficiency, or sustainability of your existing product or service?
We would be able to target a wide range of communities who do have their own specifications on what they can produce. We would also be able to provide a lot of resources in financing projects and of course open our own farming for cultivation thereby generating income into the establishment. We might also be able to provide funds for persons who want to go into processing and transformation of these product and also preserving for a continuous nutrient rich society. Sustaining nutrient-rich farming will be our number one priority.
了解详情↓↑ 隐藏↑ 隐藏How is your product or service connected to vitality for the people and planet?
Approximately 125 words left (1000 characters).
People need appropriate nutrients to grow, learn, and fight off disease. How do you measure, track, or make use of information about nutrient levels in your own work?
Approximately 100 words left (800 characters).
Considering the flow of nutrients from ecosystems to soil to farms to food to communities, what are the barriers to achieving vitality for people and the planet?
Other barriers you have identified
In your view, what developments need to happen in order to help overcome those barriers and produce a more nutrient rich and vital public and planet?
Approximately 125 words left (1000 characters).
What do you consider the most promising trends or evidence that indicates that the developments you described are emerging? Please elaborate.
Approximately 100 words left (800 characters).
Pass It Forward was founded by two people - a soccer professional and a teacher - who were seeking a way to combine soccer and social consciousness.
Our concept is simple: buy a soccer ball, and one ball will be donated to a child or an organization in need. Every child deserves the right to play.
Created on 04/9/2013 by Aditya Wardhana
IAC is AIDS Affected community based organization who work to demand good governance on AIDS response in Indonesia. We work toward more transparency, accountability and civil participation on AIDS program.
了解详情 ↓↑ 隐藏↑ 隐藏组织所在的国家/地区
Indonesia, JK, East Jakarta
Organization's Country of Operation
Type of Organization
Non‐profit/NGO
Year of launch of the organization
Has the organization received awards or honors? Please tell us about them
We want to hear about your “Aha!” moment. Share the story of where and when the founder(s) saw this solution’s potential to change the world.
I recently use Agoda.com website to booked my hotel when i need to travel. Someday i though that why we not use this kind of application to nearing access to AIDS and Sexual Reproductive Health services for community as well broader society. Then everything gone fast and we established www.aidsdigital.net
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
AIDS Digital ⎢ mHealth on HIV/AIDS
Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
The using of mobile and web-based applications to increase access to HIV/AIDS and Sexual & Reproductive Health information and services are still very new in developing countries as Indonesia. The utilization of this mHealth innovation is directed at key population at risks to HIV, young people and general population are still very new in developing countries including Indonesia. The applications can also ensure client’s privacy, easier access by anyone, anytime and anywhere. The web-based application can be easily accessed by target population living in more urban sites – this is important in HIV as most of key population at risks living in the urban sites; while the mobile application can be accessed by residence in rural sites and/ in areas where internet access is not advance
With the current situation, that community affected by HIV transmission is still quite discreet community, the applications can reduce the tension of being identified when accessing the information. Stigma and discrimination and social taboo surrounding HIV and SRH issues become additional barriers. Various approaches to increase knowledge of key population at risks to HIV infections have been implemented, from outreach, peer education and IEC material distribution. However, these approaches rely heavily on face-to-face meeting for provision of the information
Describe how your innovation model is distinct from any other organization in your field?
As explained above, the conventional approach to provision of information in HIV response and SRH program still relies on outreach model; the model relies heavily on individual face-to-face meeting to disseminate the information. This approach is quite costly and labor intensive.
What type of operating environment and internal organizational factors make your innovation successful?
Our organization was established in 2009, and has utilized social networking media as campaign and advocacy tools. We manage 2 facebook account (ODHA berhak sehat and Koalisi AIDS), 3 twitter accounts (@odhaberhaksehat, @koalisiaids, @kamusaids) and 3 twitter robots (@twit_hiv, @portalaids, @post_2015) which daily send information to 7000 followers. In addition, we also use Blackberry messenger for campaigns. There are 4 websites which we manage by ourself (www.iac.or.id, www.odhaberhaksehat.org, www.aidsdigital.net dan www.kamusaids.com). In short, utilization of information and communication technology becomes our expertise and identity in implementing campaigns and advocacy.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Some challenges that we have identified include unfamiliarity of using mobile applications as the source of HIV and SRH information, and access to internet connection in some rural and isolated islands in Indonesia. In order to reduce the impact of these challenges, various mass promotion will be publicly held so that the community is aware of AIDS Digital, either through social networking media and also off-line events in collaboration with Blogger community. AIDS Digital will also be linked with a machine for SMS Gateway which will function to provide information in AIDS Digital application using text messages/SMS. This will increase the coverage of the information to the areas where internet connection is not widely available.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏The systemic challenge you are trying to overcome (select one)
Bring accessible healthcare to communities in emerging markets
Health area (target market) where the need is [select only one]
Other specialty care
Categories along the health continuum you are covering [select all that apply]
Prevention, Detection, Intervention, Follow-up, Long-term care.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
Indonesia vast geographical areas, scattered services for HIV and SRH (including IMS), and social taboo surrounding HIV and SRH affect how key population at risk to HIV (People living with HIV, Sex Workers, Gay, Transgender and drug users) and general population access discreetly HIV and SRH related information. It is added by huge concerns over status disclosure if they are seen accessing this service and/ information related to HIV and SRH. In addition, there has been no one-stop information service where people can access information regarding available HIV and SRH services in certain areas in a quick and easy way. AIDS Digital tries to address above issues.
Stage that best applies to your solution [select only one]
Established (past the previous stages and has demonstrated success)
Core strategies of your business model [select all that apply]
Patient-centered design, Redesign of the public healthcare system for more efficiency (in terms of processes, structure etc.), Unconventional partnerships (between traditional healthcare players and players outside healthcare).
Most relevant tools you are using to implement the strategies outlined above [select only two]
Others.
If other, specify here:
Information Communication Technology (ICT)
Please describe your solution in more detail
AIDS Digital is a mobile application which can be accessed from smartphone. It includes information such as directory of HIV and SRH services from 33 provinces in Indonesia. Currently, in the existing AIDS Digital database, there are already 774 services for HIV , including detail address, phone numbers, website and GPS coordinate which helps to guide people who want to access the service. Beside directory of health services, AIDS Digital also includes directory of organizations working in HIV response. AIDS Digital also provides client satisfaction survey on the quality of listed services. We hope that the survey will help to promote better service delivery quality in Indonesia.
What are your vision and overall objectives?
To increase access to HIV and SRH information amongst hard-to-reach population and to contribute to national strategies in AIDS response in Indonesia
What is your value proposition?
This application design and developed by People Living with HIV. This shown that as long we have an equal access to participate on the program design and monitoring and evaluation, not just involved as beneficiary, we could be part of solution in more meaningful way.
Who is your customer(s)?
Our firts target costumer is Internet users as well smartphone users in Indonesia. We also targeting the private hospital, private laboratory and other private services which have related services to advertise in AIDS Digital and bringing AIDS Digital become the biggest online health services directory in Indonesia.
What approaches to you use to reach your customers?
We would make a promotion through social media network such likes Facebook, twitter and others. We have more than 10 social media accounts with more than 10.000 friends and follower. We also would create several twitter robot to make promotion. For the secondary target we would establish a marketing team which could make lobby and negotiation with the private health services providers.
What are your primary activities?
Develop and maintain our database, make a promotion and seeking advertorial to our website.
Who are your peers and competitors? What problems could these players pose to your success or growth?
Our peers are non govermental organization which work on AIDS response. We not seen a competitor so far since this is a new approach on this field but we need to grow up faster so we could compete with the ICT company who would see this opportunity also. Our peers could help us to strengthen our database and ensure our information content is needed by community and society.
What other challenges - individual, organizational, or environmental – are you currently facing or might hinder future success of your business, and how do you plan to overcome those?
As community based organization staff turn over is quite high due to unstable financing faced by community organization. We would develop a small team to manage AIDS Digital and working to gain revenue so AIDS Digital could self financing including personnel cost needed.
Briefly describe your growth strategy going forward
We would start our public private partnership strategy to ensure that private sector would participate on this application and become our partner.
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New customer group(s), New regions(s), New market(s)/country(ies).
What makes your business "ready" for growth?
This application is supported by Ministry of Health and National AIDS Commission as well UNAIDS and other partners. Partnership with our government would ensure that this application would inline with our national strategy on AIDS response.
What are your key growth objectives?
We could provide the information to hard-to-reach population and make information related AIDS and Sexual Reproductive Health is less taboo.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
In short term we need to ensure that this system both website based and smartphone based could be fully functional. We need to campaigning to increase health seeking behaviour among the community and provide accurate and up-to-date information on our application. In mid term we would get a partnership with private sector and access their corporate social responsibility fund to sustaining our application.
了解详情↓↑ 隐藏↑ 隐藏What has been the impact of your solution to date?
Since this application still on start up stage we still need to measuring the impact especially our mobile application still on development process. On the survey we made in our first beta trial period many of people saying that this application is succed to provide AIDS and Sexual Reproductive Health information more privacy and people could access the information more comfortly.
What methods for quantification of social impact are you applying (if at all)?
We would using internet statistic to count how many time our website being accessed and our mobile application being downloaded. We also would diseminate annual survey to our costumers to get their feedback and comment for our application improvement. We would randomly select the services site and measure increasing of the access to that site based on our data in our application.
Could your solution work in other geographies or regions? If so, where?
Yes. Basically it could be develop and accessed everywhere.
What is your projected impact over the next 1-3 years?
This application would provide information to hard-to-reach population and slowly decrease the stigmatization and taboo surround AIDS and Sexual Reproductive Health information.
了解详情↓↑ 隐藏↑ 隐藏Elaborate on your current financing strategy
Currently our financing strategy still based on support from our government and donor agencies. We still eksploring the opportunity to develop public private partnership so we could gain revenue from private sector for public good.
Share of revenue generation in total income of organization (in percent)
Direct sales to patients or other beneficiaries (in percent)
Of the possible sources of these sales listed below, check all that apply to your current strategy
Patients, Private businesses.
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
基金会, 非政府组织, Private businesses, 国家政府.
Explain your revenue generation strategy in more detail
We would attract the private sector in particularly the health provider to make an ad on your application. We would convinced them that the ad would bring good consequences both for the company, government as well our society.
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
Our support come from our main partners is still on first phase and would ended end of next year. There is an open opportunity for us to continuing our work with support on second phase for the next three years.
Created on 04/9/2013 by ashnab
NAYA JEEVAN’s emerging world 'Pharmacy Benefits Maximizer' (PBM) is a technology-enabled, market-based approach to minimizing medical errors, eliminating counterfeit medicines and increasing affordability and access to quality healthcare for millions of marginalized families at the bottom-of-the Pyramid ( BoP).
了解详情 ↓↑ 隐藏↑ 隐藏组织所在的国家/地区
United States, CT, Darien
Organization's Country of Operation
Type of Organization
Non‐profit/NGO
Year of launch of the organization
Has the organization received awards or honors? Please tell us about them
• 2008 NYU Stern Business plan Competition; Winners – Social Entrepreneurship Track ($75,000 1st prize)
• 2009 TED India Fellowship
• 2009 Clinton Global Initiative Invited Membership
• 2010 Asia 21 Young Leader
• 2010 Robert Wood Johnson TEDMED fellowship
• 2010 Clinton Global Initiative Invited Membership
• 2010 Opportunity Collaboration Cordes Fellowship
• 2010 Aspen Network of Development Entrepreneurs (ANDE) membership
• 2011 Ashoka Fellowship (USA)
• 2011 Ariane de Rothschild Fellowship
• 2012 World Economic Forum/Schwab Foundation Social Entrepreneur of the Year – Asia
• 2012 G20/Changemakers Financial Inclusion Challenge – awarded global finalist
• 2012 Wall Street Journal Asian Innovation Awards finalist
• 2012 Said Business School/Oxford University Global Business Challenge – Regional Winner, Asia
• 2012 abc* Foundation Entrepreneur Challenge - Award
We want to hear about your “Aha!” moment. Share the story of where and when the founder(s) saw this solution’s potential to change the world.
The founder and CEO of NAYA JEEVAN is Dr. Asher Hasan, an ASHOKA fellow who believes in the universal right to healthcare, financial inclusion and social protection. Asher felt there must be a way to finance and deliver quality healthcare to the BOP via a novel convergence of CSR, social entrepreneurship and institutionalized citizen philanthropy
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
NAYA JEEVAN’s emerging world 'Pharmacy Benefits Maximizer' (PBM) is a technology-enabled, market-based approach to minimizing medical errors, eliminating counterfeit medicines and increasing affordability and access to quality healthcare for millions of marginalized families at the bottom-of-the Pyramid ( BoP).
NAYA JEEVAN’s social business model is a unique example of 'integrated innovation' - a convergence of business, social and technological innovation. This requires innovation at both the conceptual (idea) and implementation (model) levels and also a nuanced understanding of the target population (marginalized communities at the BoP earning less than $8/day) and their ability to pay for effective chronic disease management.
The PBM, through its smart-phone enabled 'e-scripts' feature (digital medical prescriptions) will minimize medical errors from ineligible writing or reading errors. In addition, a national Pharmacy Rx Smart Card, will introduce differential pricing – offering a very large pool of low‐income beneficiaries access to quality medicines at below -market prices without cannibalizing core premium commercial markets or devaluing drug brands. We believe that participating pharmaceutical companies can find a path to profitability through significant volume based revenue origination from the BOP if they are willing to offer income‐sensitive retail pricing that directly benefits low-income populations, leveraging mobile technology and digital micropayments.
Describe how your innovation model is distinct from any other organization in your field?
NAYA JEEVAN's innovation triad (e-scripts, Rx smart cards and technology-enabled direct-from manufacturer discounts for the BoP) is truly unique. To date, there has been no institutionalized effort in Pakistan, to reduce avoidable medical errors through digital prescriptions. In addition 50% of the pharmaceutical supply in Pakistan is counterfeit which represents a major public health threat to disempowered consumers. Finally, there has been no large-scale effort to provide life-altering medicines to BoP communities in an affordable manner. Even low-income consumers of health in the public sector are required to pay for their medications and are often faced with the daunting prospect of skipping their medicines in order to feed their families - an unfair and unsustainable choice.
What type of operating environment and internal organizational factors make your innovation successful?
NAYA JEEVAN practices 'Kaizen' - continuous improvement in its systems, processes and products. The organization is comprised of ~30 dynamic, passionate individuals - many of whom have returned to Pakistan to apply the technical knowledge and expertise they have acquired in the US, Canada and Europe to accelerate 'frugal innovation' in the East. The organization is very flat and encourages critical inquiry and decision feedback loops that promote best practices from the bottom up.
Resource-constrained environments in the emerging world are particularly conducive to innovation, e.g. Infrastructural constraints are being leapfrogged by technology-enabled mHealth and eHealth and HR constraints are being addressed through task-shifting and right-skilling of the health workforce.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Necessity is the mother of invention (and innovation). Pakistan is fraught with external challenges (social, political, security, terrorism, etc.) which only exacerbates the need for access to quality healthcare for millions of marginalized and accentuates the importance of our work. Organizational resilience in the face of adversity is a very important quality to possess and we can proudly say that our organization has survived multiple challenges - especially access to growth capital, markets and human talent.
Innovation and adaptation to a rapidly changing environment is very much embedded in our organizational DNA - we have developed multiple contingency plans for each external threat as well as identified 'bright spots' that can be accelerated if external conditions are favorable.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏The systemic challenge you are trying to overcome (select one)
Bring accessible healthcare to communities in emerging markets
Health area (target market) where the need is [select only one]
Chronic care
Categories along the health continuum you are covering [select all that apply]
Prevention, Detection, Intervention, Follow-up, Long-term care, Social integration.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
One of the biggest development challenges in Pakistan is lack of access to affordable, quality healthcare, with an under-resourced public health infrastructure that is unable to cater to the population. A majority of the Pakistani population lives below the poverty line, has little to no savings, and has zero access to quality healthcare. This problem is exacerbated by the fact that over 50% of the nations' pharmaceutical drug supply is counterfeit and poses a significant health risk to disempowered consumers - especially in rural areas where literacy and awareness are low. In addition, there have been significant fatalities from medical errors associated with ineligible writing and incorrect drug dispensation.
Stage that best applies to your solution [select only one]
Scaling (growing impact on a regional or global scale)
Core strategies of your business model [select all that apply]
Patient-centered design, Redesign of the public healthcare system for more efficiency (in terms of processes, structure etc.), New/redefined roles for healthcare service provision, New approaches to distribution of health products and services, Unconventional partnerships (between traditional healthcare players and players outside healthcare), New financing strategies for health, 其他.
If other, specify here:
Technology-enabled improvements in quality of healthcare services/products delivered to the BoP
Most relevant tools you are using to implement the strategies outlined above [select only two]
Technology, Community financing.
Please describe your solution in more detail
NAYA JEEVAN’s ‘PBM’ is a technology-enabled, market-based approach to minimizing medical errors via smart-phone enabled digital prescriptions (eScripts), eliminating counterfeit medicines and increasing affordability and access to quality healthcare. The PBM, through its national Pharmacy Smart Card, will introduce differential pricing – offering a very large pool of pre-qualified, low‐income beneficiaries access to quality medicines. Direct-from-manufacturer discounts will be enabled at point-of-sale (POS) without cannibalizing core premium commercial markets or devaluing drug brands. We believe that participating pharmaceutical companies can find a path to profitability through significant volume based revenue origination from the BOP.
What are your vision and overall objectives?
Our overarching vision is to provide an automated solution that makes pharmaceutical purchases cashless, affordable and safe for low-income communities throughout the emerging world.
Our objectives include:
1. Education of retailers/microretailers on how to utilize smart-phone enabled, cashless POS technology in order to enhance their sales, improve their inventory management and operational efficiency.
2. Empowerment of consumers through real-time, sms-enabled, POS product authentication
3. Elimination of medical errors due to ineligible writing by disseminating smart-phone enabled digital prescription technology
What is your value proposition?
For an annual membership fee of only PKR 500 ($5), qualified, low-income families will be able to procure Rx smart cards which provide them with 20-50% POS, direct-from-manufacturer discounts at a participating nationwide network of retail pharmacies. Given that the average annual expenditure of low-income families on medicines for chronic disease management is estimated to be at least PKR 6000/year ($60), the minimum net savings, health consumers will enjoy are PKR 700 ($7/year). In addition low-income consumers will be empowered to authenticate the drug they are purchasing via real-time sms. This technology will be integrated with the Rx smart card and the only cost associated with product authentication will be the regular cost of an sms transmission.
Who is your customer(s)?
Our target customers are the working poor who are concentrated into 5 sectors within the formal economy: corporate, public, academic, SME and NGO as well as a very large informal economy which includes domestic household staff such as drivers, cooks, maids, guards, etc. and their families. The total population of such workers in Pakistan is ~40 Million and the potential lives impacted (including their families) is ~120 Million lives.
What approaches to you use to reach your customers?
NAYA JEEVAN has cultivated close collaborations with large MNC and national corporations. We cascade our health plan for the marginalized up and down their value chains, targeting low-income stakeholders (suppliers, distributors, microretailers, etc). We intend to leverage the same distribution platforms to disseminate our Smart Drugs card. In addition, we will also partner with large MFIs to target the communities they conduct business in.
What are your primary activities?
[1] Negotiation of retail discounts for pharmaceutical medicines/vaccinations/diagnostic supplies from Pharmaceutical companies
[2] Construction of a pre-discounted Pharmaceutical Formulary database
[3] Development of an appropriate technology platform with our technology partner (UBL Omni)
[4] Selection of participating in-network retail pharmacies in Karachi
[5] Pilot launch of Smart Drugs system in Karachi with distribution of Pharmacy Smart cards to clinic and health plan members (~25000 households)
[6] Monitoring/testing and quality assurance, documenting lessons learned. Dissemination of learnings via continuous feedback loops.
Who are your peers and competitors? What problems could these players pose to your success or growth?
There are no companies which are providing digital prescription or product authentication services to the BoP at the present time in Pakistan. However, we hope that our model will catalyze the entry of competitors into the marketplace as there is a huge market to serve (over 120 million lives). Potential market entrants include insurance companies seeking product diversification and value creation opportunities as well as ICT-enabled health solutions companies. While these companies may try and 'out-muscle' us in the market, our expectation is that a number of large pharmaceutical companies will come forward to collaborate with us on this project and, to a certain degree, immunize us from such competition (although competition is healthy and we welcome it as a social business).
What other challenges - individual, organizational, or environmental – are you currently facing or might hinder future success of your business, and how do you plan to overcome those?
Pakistan is facing a major energy crisis and this is an issue which can discourage use of electronically powered, ICT-dependent solutions. Environmental and personal security remains a challenge but we will continue to innovate and leapfrog these constraints. A major organizational constraint is sufficient access to growth capital. In an ideal world, we would have no problem raising the growth capital needed ($1.2 Million over the next 12 months) and would have scaled to serving over 150,000 consumers at the BoP.
Briefly describe your growth strategy going forward
Our growth plan consists of partnering with the Pakistan Poverty Alleviation Fund (PPAF has over 100 partner/member MFIs and large NGOs) and the NISP (National Income Support Program) to incorporate our technology into their current value proposition. NISP has over 7.5 Million beneficiaries and provides an ideal platform to scale our social business.
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New customer group(s), New regions(s), New market(s)/country(ies).
What makes your business "ready" for growth?
Our hospital network is already operating in over 40 districts in Pakistan and is poised for additional expansion into rural areas. In addition we have been approached by potential partners in India, UAE, US and Latin America to replicate variants of our model in those countries/regions.
What are your key growth objectives?
Our major objective as we grow is to achieve financial sustainability in Pakistan so that we are no longer reliant on grants/donations. We would then be ready to replicate this approach in other emerging economies.
In addition, as we grow, we want to continuously create more tangible value for our low-income members/consumers. This will require ongoing collaborations with the private sector.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
(i) Regional Expansion and Diaspora Engagement (in US, UK, UAE & EU): June 2013 - June 2014
(ii) Pilot study of model in US (January 2014 - March 2015)
(iii) Replication of model with pilots in India, UAE and Latin America (January 2014 - September 2014)
了解详情↓↑ 隐藏↑ 隐藏What has been the impact of your solution to date?
Our primary metrics are number of enrollees in our health insurance plan (23,000+), in our preventive health plan (43,000+) or in active pipeline (20,000+). In addition, we have reduced organizational cost/life impacted from $18/life impacted to $6/life impacted between 2009 and 2012.
What methods for quantification of social impact are you applying (if at all)?
In addition to the above, we monitor:
• Numbers of calls received on our 24/7 medical hotline (~150/month),
• Customer feedback surveys
• Utilization of our donor-financed Health Rescue Fund (HRF)
• Changes in Health Outcomes (incidence of diarrheal illness, pneumonia, URTI, etc)
• Changes in socioeconomic indicators (house income, housing status, etc)
In order to assess our social return on investment (SROI), NAYA JEEVAN has adopted the IRIS international reporting standards co-developed by ANDE, GIIN and the Acumen Fund. It reports to IRIS on these indicators through ANDE. NAYA JEEVAN has also gone through the GIIRS evaluation/certification process.
Could your solution work in other geographies or regions? If so, where?
The NAYA JEEVAN 'Smart Drugs' system was designed to be sustainable, scalable and replicable across both the developing and developed worlds (digitization of medical prescriptions will also be beneficial in developed markets). It utilizes basic GPRS/GSM-based mobile technology which is ubiquitous globally.
Our expectation is that our model will have been replicated across all 6 habitable continents; leading to the achievement of our vision of a world where all low-income populations have access to affordable quality healthcare and socioeconomic opportunity. Moreover, governments across the globe will will have adopted, customized and scaled this concept within their national social security programs.
What is your projected impact over the next 1-3 years?
Over the next 1-3 years, NAYA JEEVAN plans to replicate its “Smart Drugs" model in neighboring countries including India and the UAE. There is also a possibility that we may grow by franchising our model or entering into joint ventures in other developing markets such as South Africa, Indonesia, Philippines, Latin America, etc. In total, we expect to have over a million lives protected and mainstreamed into the global economy via this program either directly or indirectly by catalyzing similar models.
了解详情↓↑ 隐藏↑ 隐藏Elaborate on your current financing strategy
Since the organization is cash-flow negative at this stage, we are fulfilling our working capital needs through a combination of philanthropic capital and impact investments made by a cross-section of funding entities including:
Multilateral Development Agencies: ILO-MIF (Microinsurance Innovation Facility) - Geneva, Switzerland
Bilateral Development Agencies: USAID & Grand Challenges Canada
Traditional Foundations: Tides Foundation
Corporate Foundations: abc Foundation, P&G
Share of revenue generation in total income of organization (in percent)
Direct sales to patients or other beneficiaries (in percent)
Of the possible sources of these sales listed below, check all that apply to your current strategy
Patients, Caregivers, Private businesses, Other beneficiaries.
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
Private businesses.
Explain your revenue generation strategy in more detail
For every dollar of incoming revenue (insurance contributions or smart card membership fees), NAYA JEEVAN pays ~75 cents to insurance underwriters and technical partners with the remaining gross margin designated to cover the organization's operating expenses. We are currently generating ~$400,000 in operating revenue, of which ~$100,000 is retained as gross margin to cover our operational costs (~$450,000 in 2012)
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
We engage and seek philanthropic capital from all of the following sources:
(i) traditional institutional foundations (e.g. Rockefeller, Robert Wood Johnson, Gates, etc)
(ii) corporate foundations
(iii) social venture capitalists
(iv) individual 'angel' donors
(v) crowd-sourcing platforms (e.g. Global Giving, etc)
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
As we ramp up our social business model, the proportion of overall revenue that is derived from operational earned-income will continue to rise such that we expect it to exceed 100% of operational cost by Q1'2015 and to represent over 70% of our overall income/revenue. In order to do this, we will need to expand/regionalize our model to Lahore/Islamabad (Northern Pakistan) as well as engage the Pakistani diaspora in the UK, US, Canada, EU, Singapore/HK and UAE (who can cross-subsidize the healthcare costs of their significant others in Pakistan).
In addition to market expansion, we are also expanding our product portfolio and extending our operating margins. The Rx Smart card has a gross margin of ~50% which when integrated with our health insurance plan will help raise the overall gross margin from 25% to ~30%.
In the interim, we are raising philanthropic capital from innovation funds and corporate sources and have already raised $150,000 in Q1' 2013. (our annual budget is ~$525,000)
Created on 04/4/2013 by clinicacidada
Visão: Ser uma referência em saúde para a comunidade de baixa renda.
Missão: Atender as necessidades e as expectativas dos seus clientes, oferecendo-lhes serviços médicos de qualidade e tecnologia a preços acessíveis e competitivos.
了解详情 ↓↑ 隐藏↑ 隐藏Organization's Country of Operation
Year of launch of the organization
Has the organization received awards or honors? Please tell us about them
Sim.
- Ano 2005: Homenagem "Honra ao Mérito" realizada pela Câmara Municipal de Uberlândia.
- Ano 2006: Finalista do Prêmio Empreendedor Social da Folha de São Paulo e Fundação Schwab da Suição.
- Ano 2008: Homenagem Comenda "Dr. Arnaldo Godoy de Souza" realizada pela Câmara Municipal de Uberlândia.
- Ano 2011: Prêmio Empresário Herói recebido pela FIEMG.
- Ano 2011: Homenagem realizada pela Câmara Municipal de Uberlândia à Dr. Jussara M. L. Matsuda pelo dia Internacional da Mulher.
We want to hear about your “Aha!” moment. Share the story of where and when the founder(s) saw this solution’s potential to change the world.
Em Brasília (capital Federal), no ano de 1996, dedicava dois dias da semana ao atendimento voluntário para a população de baixa renda. Vivenciar todas as dificuldades sofridas pelas pessoas que precisavam do SUS (Sistema Único de Saúde), foi um convite para uma nova oportunidade: exercitar a prática do bem! Surge a ideia de uma clínica cidadã, (exercendo a cidadania e responsabilidade social).
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
O IME - Clínica Cidadã é um projeto social e responsável que trabalha para resgatar a dignidade e, acima de tudo, a autoestima daquele cidadão cansado das filas que não andam, dos corredores lotados e das consultas demoradas do SUS (Sistema Único de Saúde). Melhorar a qualidade de vida do próximo através de iniciativas que buscam soluções e alternativas para os problemas enfrentados pela saúde pública em todo o Brasil. Implementar o atendimento médico e odontológico das populações de baixa renda com gestores, profissionais e colaboradores qualificados e motivados. Trabalhar e valorizar sempre a inovação, replicabilidade, sustentabilidade e o impacto social mensurável, esse é o trabalho da Clínica Cidadã.
Describe how your innovation model is distinct from any other organization in your field?
O IME - Clínica Cidadã é pioneiro no seu modelo de negócios. A inovação e diferencial está em prestar um serviço médico de alta qualidade, com respeito, carinho e dignidade, por um valor acessível à população de baixa renda, sem acesso a convênio médico particular e que não poderiam esperar por uma oportunidade de serem atendidos no sistema público de saúde. O IME - Clínica Cidadã trabalha com o valor único de R$ 80,00 a consulta, independente da especialidade. Esse valor corresponde a 30% de uma consulta particular que se pratica no mercado local. O atendimento é personalizado, com hora marcada e conduzido de maneira profissional. Quando necessário, o paciente é encaminhado para exames, que podem ser feitos em uma rede de parceiros que oferecem até 70% de desconto.
What type of operating environment and internal organizational factors make your innovation successful?
Sempre reforçar com seus colaboradores (parceiros, médicos e funcionários) aspectos importantes sobre a missão, visão e valores da empresa.
Visão: Ser uma referência em saúde para a comunidade.
Missão: Atender as necessidades e as expectativas dos seus clientes, oferecendo-lhes serviços médicos de qualidade e tecnologia a preços acessíveis e competitivos. Buscar atingir a resolutividade, a satisfação e o bem-estar de toda a comunidade.
Valores: Qualidade e Tecnologia; Ética e Transparência; Baixo Custo de seus Serviços; Competência e Inovação da Equipe; Ser uma Empresa Socialmente Responsável.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Tendo como norte a ética e a responsabilidade social empresarial, investindo continuamente no diálogo com as comunidades para as quais trabalha e em ações que garantam melhores condições de vida para a população de baixa renda.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏The systemic challenge you are trying to overcome (select one)
Bring accessible healthcare to communities in emerging markets
Health area (target market) where the need is [select only one]
Primary healthcare services
Categories along the health continuum you are covering [select all that apply]
Prevention, Detection, Intervention, Follow-up, Long-term care, Social integration.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
O problema da saúde pública no Brasil. Filas que não andam, procedimentos que levam anos para serem atendidos. A falta de Humanização no serviço de saúde.
Stage that best applies to your solution [select only one]
Established (past the previous stages and has demonstrated success)
Core strategies of your business model [select all that apply]
Approaches to behavioral change at the individual level, Patient-centered design, Redesign of the public healthcare system for more efficiency (in terms of processes, structure etc.), New/redefined roles for healthcare service provision, New approaches to distribution of health products and services, New financing strategies for health.
Most relevant tools you are using to implement the strategies outlined above [select only two]
Technology, New skills, Consultation, Education/training.
Please describe your solution in more detail
O IME - Clínica Cidadã é uma alternativa no atendimento médico para quem não pode pagar por uma consulta particular nos moldes praticados pelo mercado convencional e muito menos ficar aguardando pelo atendimento do SUS.
Na clínica cidadã o cliente paga R$ 80,00 a consulta, valor válido para qualquer especialidade. Através da clínica o cliente tem até 70% de desconto nos exames complementares.
Os clientes são atendidos nas duas unidades da clínica, são mais de 40 médicos divididos em dezenas de especialidades. Para conhecer nossos médicos e nossas especialidades entre: www.clinicacidada.com.br
Os clientes chegam até a clínica através de propaganda na TV e o boca a boca.
A empresa também atende gratuitamente crianças da comunidade através do Projeto Pequenos Olhares.
What are your vision and overall objectives?
Ser uma clínica de referência em saúde para a comunidade, especialmente para as classes de baixa renda.
Atender às necessidades e expectativas de nossos clientes, oferecendo-lhes serviços médicos de qualidade e tecnologia, a preços justos e competitivos, buscando atingir a resolutividade, a satisfação e o bem estar de toda a comunidade.
What is your value proposition?
Valores: Qualidade e tecnologia; Ética e transparência; Baixo custo de seus serviços; Competência e inovação da equipe; Ser uma empresa socialmente responsável.
Who is your customer(s)?
Parte das classes C, D e E.
Cidade de Uberlândia e Região.
Embora tenha finalidade lucrativa, dentro do contexto de uma empresa social,
o IME - Clínica Cidadã realiza cerca de 20% do total de suas consultas gratuitamente.
What approaches to you use to reach your customers?
Ações de Marketing e Projetos Sociais que beneficiam a população de baixa renda.
What are your primary activities?
Atendimento médico ambulatorial, exames complementares e cirurgias.
Who are your peers and competitors? What problems could these players pose to your success or growth?
Pares: Empresas na área da saúde que possuem a mesma visão social do IME - Clínica Cidadã.
Concorrentes: Outras clínicas particulares que praticam valor padrão de mercado, SUS (sitema único de saúde) e planos de saúde popular.
What other challenges - individual, organizational, or environmental – are you currently facing or might hinder future success of your business, and how do you plan to overcome those?
Uma das barreiras a serem enfrentadas é o preconceito em relação a esse modelo de negócios, que visa atender uma fatia do público que estava esquecido pelo sistema de saúde tradicional e sobrecarregando o sistema público gratuito.
O modelo de negócios do IME - Clínica Cidadâ é ainda inovador e muitas vezes mal entendido pelo mercado, pela concorrência e poderes públicos.
Manter a qualidade dos serviços prestados e o valor da consulta baixo é um dos princípios norteadores para o crescimento do IME - Clínica Cidadã.
O IME – CLÍNICA CIDADÃ situa-se no setor dois e meio ou setor híbrido.
Briefly describe your growth strategy going forward
Reinvestir parte do seu lucro na construção de uma terceira unidade, que irá funcionar como um centro completo de saúde. Para isso, já começou a investir na aquisição de equipamentos e na busca de parcerias que possibilitem a viabilização do projeto. A empresa busca também linhas de financiamento específicas para o setor da saúde. A previsão é de que a nova unidade seja aberta até o final de 2015.
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New customer group(s), New regions(s), New market(s)/country(ies).
What makes your business "ready" for growth?
O SUS não consegue absorver toda a demanda, a de se ter um olhar para o envelhecimento da população, pois, junto com envelhecimento surgem as doenças degenerativas que são onerosas para o sistema. Existindo mais clínicas cidadãs, elas trabalhariam no sentido da prevenção, orientação e tratamento de doenças em atendimento ambulatorial. Deixando para o SUS os tratamentos de alta complexidade.
What are your key growth objectives?
- Construção de uma terceira unidade.
- Adquirir equipamentos e novas tecnologias.
- Parcerias com o poder público e privado.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
Prazo de 2 a 5 anos.
- Compra do terreno onde será construído a nova unidade;
- Início das obras;
- Conclusão das obras;
- Estruturação do local.
Centro médico completo:
- atendimento ambulatorial;
- exames complementares e cirurgias;
- capacitação de equipe, médicos e colaboradores.
了解详情↓↑ 隐藏↑ 隐藏What has been the impact of your solution to date?
A clínica cidadã em 12 anos de projeto já ajudou mais de 217 mil pessoas de Uberlândia e Região que não tinham condições de arcarem com os altos valores das consultas médicas praticados no mercado convencional a terem acesso a saúde de qualidade pagando um valor social.
Através da clínica cidadã essas pessoas também conseguiram ter até 70% de desconto nos exames complementares. Esses exames são realizados por uma rede de parceiros que o IME - CLÍNICA CIDADÃ conquistou nesses 12 anos de projeto. Esses descontos são realizados apenas para os clientes da clínica.
Levamos para essas pessoas qualidade de vida, respeito e resgatamos a sua dignidade.
O IME - CLÍNICA CIDADÃ também oferece gratuitamente para a comunidade de baixa renda a oportunidade de ter acesso a saúde de qualidadede através do Projeto “Pequenos Olhares”, esse trabalho é feito com crianças de escolas municipais de Uberlândia, também doamos os óculos para a correção das ametropias.
A realização das triagens nas escolas é de responsabilidade das suas respectivas professoras que são treinadas e capacitadas para tal procedimento.
Esse trabalho social tem tido um impacto muito importante na vida dessas famílias, pois não possuem condições nenhum de arcarem com o valor de uma consulta particular. E através do SUS ficariam meses a espera de uma consulta, o que atrapalharia o desenvolvimento das crianças na escola.
What methods for quantification of social impact are you applying (if at all)?
Pesquisa banco de dados clínica.
Could your solution work in other geographies or regions? If so, where?
Sim. Qualquer cidade no território Brasileiro.
Que tivesse dispostos a priorizar o ser humano e não o lucro.
What is your projected impact over the next 1-3 years?
Crescimento de 15% ao ano.
了解详情↓↑ 隐藏↑ 隐藏Elaborate on your current financing strategy
A captação de recursos da clínica cidadã para a sua manutenção e crescimento vem através das consultas, exames e cirurgias.
Reaplicamos parte dos lucros no crescimento da empresa e em projetos sociais que beneficiam a comunidade de baixa renda na qual estamos inseridos.
Share of revenue generation in total income of organization (in percent)
80 % consultas, 15% exames e 5% cirurgias.
Direct sales to patients or other beneficiaries (in percent)
Of the possible sources of these sales listed below, check all that apply to your current strategy
Patients.
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
基金会, 非政府组织, Private businesses, Regional government, 国家政府.
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
基金会, 非政府组织, Private businesses, Regional government, 国家政府.
Explain your revenue generation strategy in more detail
Como já disse o IME - CLÍNICA CIDADÃ é um negócio social. Fazemos parte do setor híbrido.
Até o momeno não temos parcerias com o setor público.
Nosso rendimento se faz através de: consultas médicas, exames complementares e cirurgias.
Share of philanthropy in total income of organization (in percent)
Os valores destinados são variáveis de acordo com as necessidades e capacidade da clínica.
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
Mantemos alguns projetos sociais com recursos próprios da organização.
Para saber mais informações entre: www.clinicacidada.com.br
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
Os valores destinados são variáveis de acordo com as necessidades e capacidade da clínica.
Alternative, Inc.
Worker Owned Media & Publishing Cooperative Corporation.
We provide research, back-office services, managing data, publishing, media and sharing of alternatives to mainstream ideas & products in the realm of Healthy sustainable ecological cooperative peaceful living.
Created on 03/27/2013 by robertp1
EarthBox Mexico imports, and soon will locally manufacture - very space + water efficient - and simple to use - vegetable growing systems to families, schools, clinics and institutions across the country. Mexico has the world's highest levels of childhood obesity and Type 2 Diabetes. The solution is access to and consumption of fresh green vegetables every day. Using EarthBoxes, we can re-introduce "at the doorstep" cultivation using minimal space, 60-80% less water, and much less labor. Youth and women's groups can use our products to generate income and overcome basic poverty.
了解详情 ↓↑ 隐藏↑ 隐藏组织名称
EarthBox Mexico / Huertos Sostenibile
组织所在的国家/地区
Mexico, JAL, Zapopan (Guadalajara)
该组织在哪些国家/地区创造了社会影响力
Mexico, JAL, Guadalajara + national
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了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
EarthBox Mexico - Sustainable Gardens (Huertos Sostenibile)
请选择最符合您的解决方案的阶段：
开始（刚开始运作的试行阶段）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
EarthBox Mexico imports, and soon will locally manufacture - very space + water efficient - and simple to use - vegetable growing systems to families, schools, clinics and institutions across the country. Mexico has the world's highest levels of childhood obesity and Type 2 Diabetes. The solution is access to and consumption of fresh green vegetables every day. Using EarthBoxes, we can re-introduce "at the doorstep" cultivation using minimal space, 60-80% less water, and much less labor. Youth and women's groups can use our products to generate income and overcome basic poverty. Our innovation is entirely portable, requires no motors, no operating costs, and is guaranteed minimum 12 years - it is a revolution in sustainable food production. Grow your own fresh, tasty healthy food!
What are your organization's top three priorities in the next year?
1. Develop a dedicated network of distributors who know and feel passionately about our products and services.
2. Raise sales (and capital) to the level that will allow us to purchase molds and manufacture the EarthBox in Guadalajara, using maximum recycled plastic.
3. Promote our products and services to generate "volume" sales (schools, projects, institutions, corporate sector).
Need #1
Consumer/Audience Acquisition
Need #2
Opportunity Analysis
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
EarthBox Mexico needs an effective strategy to place awareness of our products and services before decision-makers in the corporate, institutional, philanthropic and governmental secotrs - to assure understanding of our products' advantages, and to spur "volume" sales.
"Institutional" and "volume" sales will be followed by sales on the retail level - to families - through a dedicated network of distributors.
One major challenge is the very nature of our product and services: while transportable and functional virtually anywhere there is sunshine, the EarthBox is "three-dimensional"...It must be seen in use to be fully understood.
EarthBox Mexico will need (1) creative help to widely demonstrate the advantages of our products and services, and (2) an effective strategy to display / introduce this product to key decision-makers in industry, government, institutions and the philanthropic sector.
1.
Commitment to using strengths, assets and connections to reach a progressive and lasting social impact
2.
Ability to listen, absorb and respond to the unique needs and priorities of a diverse audinece (including clients, vendors, and
3.
Transparence / honesty and trust in day-to-day activities.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
EarthBox Mexico / Huertos Sostenibile has one core product - the EarthBox, plus our services which include training, project design and installation.
The primary focus will be on the introduction of our core product to potential "volume" clients.
The EarthBox is, in a sense, "too easy" to use. Decision-makers often look for complicated solutions, and the straight-ford and functional "universal products" get overlooked. The earthBox is a "universal" product.
The "service" aspect, while potentially very reward, is easier understood than the core product - the EarthBox - itself.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
We have worked on this focus area only in respect of personal contacts.
We need to go far beyond this.
No - we have not engaged consultants - we have focused our effort on (1) finalizing the horticultural/agronimic package - making sure it is organic, local and effective - and low cost, and (2) developing our training/service package so as to complement sales with additional, service oriented revenue streams.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Our core product, and our Company/Cooperative, are known to key decisions-makers and also - on a much wider level that at presen
2.
Knowldege of the product leads to increased "volume" or institutional sales, and we enhance our distribution network nation-wide
3.
Our sales / capital situation improves + allows us to purchase our mold set to manufacture locally w/recycled plastic.
What has been the impact of your solution to date?
We have developed our supply chain for Jalisco and generated local retail and "school-client" interest (sales of several thousands of units).
We have a modest network of distributors in major cities.
We have - on the family and school level - many repeat buyers, which reflects the quality of impact, and this convinces us that theproduct has massive business potential, and even greater potential for social impact.
EBMexico has localized our growing inputs - organic soil/fert.
IN our direct philanthropic efforts - in isolated indigenous communities, we have enhanced nutrition / food security by the introduction of EarthBox-grown green vegetables, and we have groups of women who are commercially organized around the growing box for market - to develop sustained supplemental income.
What is your project future impact after receiving professional support from American Express?
Our hope is that we have the strategy and tactics to present our products and services to potential clients, thus improving volume and institutional sales.
Increased sales will lead to local manufacture using recylced plastic, and lower end-prices - thus increased social impact (nutrition, food security, health, income generation).
The business, agronomic and social experience we gain in Mexico is absolutely applicable beyond the country's borders.
Our team is the most experienced user group of this innovation in the world; our experience has proven the product for rich/middle-class/poor communities, in rural + hyper-urban settings, in humid and dry climates, and in tropical/moderate and areas. This system works; we have localized and adapted it with great success.
This Entry is about (Issues)
Created on 03/26/2013 by mikent
When is the last time you did something unexpected? Fulfilled a dream? Or executed an important goal, big or small? Moving our lives from regrettable to remarkable can't be accomplished through good intentions alone. Yodel.org is a fun online community & social fundraising platform that inspires, kickstarts & supports people who want to make a difference in their own lives & the lives of others. Users set a challenge for themselves, go through a virtual coaching session, & start to make change that is meaningful to them.
了解详情 ↓↑ 隐藏↑ 隐藏组织名称
Copper Hut Technologies, Inc
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏What problem is your organization committed to solving? In particular, share what is innovative about your approach.
When is the last time you did something unexpected? Fulfilled a dream? Or executed an important goal, big or small? Moving our lives from regrettable to remarkable can't be accomplished through good intentions alone. Yodel.org is a fun online community & social fundraising platform that inspires, kickstarts & supports people who want to make a difference in their own lives & the lives of others. Users set a challenge for themselves, go through a virtual coaching session, & start to make change that is meaningful to them. They partner their action with a change organization, & use their personal stories to inspire others & gather pledges from their networks. Pledges go directly from Yodel.org to the organization. Yodel.org - the platform for creating a remarkable life on your own terms.
What are your organization's top three priorities in the next year?
1. To launch our yodel.org platform
2. To acquire and maintain 2,500 users
3. To acquire and maintain 25 changemaking organization partners
Need #1
Consumer/Audience Acquisition
Need #2
Customer Relationships
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
Yodel would use the support offered to
- Develop a user base that utilizes the platform to design and accomplish personal goals.
- Ensure that beta users of Yodel.org are engaged and sharing with their networks through the tools on the site
- Attract changemaking organizations to partner with yodel.org as recipients of funds raised by the users
- Identify target market and build strategic communications plans to reach them
- Connect with potential corporate partners that embrace social responsibility and employee wellness programs to beta test the plaform
- Connect with potential advertising partners to further develop the concept of a value added reward system for Yodel.org members
1.
Open, honest, clear communication. Yodelling is encouraged.
2.
Time well spent through mutually beneficial collaboration
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
The support will be focused specifically on the yodel.org web platform.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
We have not focused on consumer/audience acquisition in the past. We are currently in the process of creating a strategy to identify and engage target market, including a beta group.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Thousands of people will have become members of the yodel.org community, and will complete meaningful personal challenges.
2.
Raise millions of dollars in donations for diverse change making organizations around the world.
3.
Create a resource rich platform that supports yodel.org members in living the life they have always imagined.
What has been the impact of your solution to date?
We are in the infancy stage of the project. Thus far we have built a dynamic and diverse leadership team and advisory board dedicated to the creation of yodel.org.
What is your project future impact after receiving professional support from American Express?
We will change the world, one yodel at a time. The impact of this professional support will see us through our final build and launch of the platform. We expect to be more successful in defining and building a user base of individuals for whom a change action holds appeal, and who are also keen to dedicate their pledge support to change organizations that are meaningful to them. We also project that the consulting support will help us to develop strong and trusted partner relationships, so that organizations will want to build a relationship with Yodel.org, and are confident that the pledge process will result in successful fundraising. We believe in the power of strategic partnerships and look forward to the support and smarts of American Express, who are masters of transaction!
This Entry is about (Issues)
Created on 03/22/2013 by aadewole@adcem.com
ADCEM Healthcare is a technology driven operator in kidney care within Nigeria. We are deployed to save lives by making dialysis more accessible to under-served regions in Nigeria. We will improve awareness among the general public and healthcare practitioners and through advocacy & partnerships with the public sector, contribute to development of socially impactful health care policies
了解详情 ↓↑ 隐藏↑ 隐藏组织名称
ADCEM HEALTHCARE LIMITED (ADCEM)
Organization's Country of Operation
Year of launch of the organization
Has the organization received awards or honors? Please tell us about them
Award For Excellence as Distributor for Fresenius Medical Care in Nigeria for the Middle East and Africa Region
We want to hear about your “Aha!” moment. Share the story of where and when the founder(s) saw this solution’s potential to change the world.
The founder is Adeyemi Adewole, a graduate of Pharmacy. I incorporated the company to function in a professional niche area of Pharmaceuticals/ healthcare. Fresenius came along looking for a distributor to promote Dialysis products and specialized Pharmaceuticals. My"aha" moment came when I researched into dialysis/kidney disease, to discover that services were gravely inadequate.. Duty called!
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了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Catchment Escalation: Innovating for Acute Kidney Injury Treatment
Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
For over 20 years, ADCEM has provided integrated services and solutions that has supported the management and treatment of kidney disease in Nigeria. Research suggests that 90% of people in need of treatment in Nigeria does not have access to it, and those that do cannot afford it. This makes infrastructure deficit a major challenge for dialysis treatment.
Through the adaptation and deployment of Mobile Haemodialysis Service (MHS), acute kidney injury (AKI) treatment and interventions will reach otherwise unreachable regions of known areas of critical need. AKI in Nigeria is very common amongt the youth and young adults most of whom are in their economically productive years. MHS is currently designed to be tested around a pilot in Ogun State of Nigeria and will involve the following components:
(1) develop, upgrade and strengthen the capacity of the Dialysis Center of the Olabisi Onabanjo University Teaching Hospital (OOUTH)
(2) OOUTH now becomes the base center where the Mobile Haemodialysis units depart daily to previously identified areas of critical need in the state
(3) constantly train members of the recipient communities and develop local capacity through partnerships with NGOs and other private actors
Describe how your innovation model is distinct from any other organization in your field?
Facts to be considered:
(a) the mobile approach that targets communities is not deployed anywhere in Nigeria
(b) most of the target areas do not have access to electricity.
(c) the MHS is mounted on a truck, can run without electricity, and does not need to be connected to a water source
The MHS crew takes off from the OOUTH and makes 2 trips weekly to other local health facilities in the Ogun State. Expert physicians and nurses will accompany the equipments. Training will be conducted for staff of the receiving hospital as part of the overall operations, pre-during-post visits. This makes capacity building a critical success factor.
What type of operating environment and internal organizational factors make your innovation successful?
As in many parts of the world, AKI is a serious health issue, more so in the less developed countries of sub-Saharan Africa like Nigeria. Intervention in Nigeria is dominated by the private sector (80%) and mostly concentrated in the urban areas, making availability almost an impossibility for the non-urban dweller (coupled with high treatment costs). This means that innovative approaches like the MHS that engages stakeholders from the three major sectors - public (OOUTH), private (ADCEM) and NGOs (capacity building and project expansion) are a sure way of bringing much needed service to the under-served communities of Ogun State.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
For over 20 years, ADCEM has delivered quality services and provided solutions in renal care across Nigeria. Our customers are the tertiary institutions - Teaching Hospitals, Federal Medical Centres, General Hospitals, Private Hospitals and Private Organisations who through their CSR (Corporate Social Responsibility), have partnered with ADCEM to provide Renal care to their immediate communities. ADCEM also promotes and manages an ultramodern Dialysis training centre in Ikeja, Lagos.
Given our success and experiences over the years, we believe that engaging the public sector (Ogun State of Nigeria in this case) through partnerships that create highly needed social value (like the MHS) is a clear and demand-driven endeavor that is self-sustaining just by the volume of need.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏The systemic challenge you are trying to overcome (select one)
Bring accessible healthcare to communities in emerging markets
Health area (target market) where the need is [select only one]
Acute care (hospitalization, etc)
Categories along the health continuum you are covering [select all that apply]
Prevention, Detection, Intervention, Follow-up, Social integration.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
ADCEM is trying to make AKI interventions possible for under-served residents of Ogun State Nigeria, a known region for low availability for AKI care.
With about 4 million people in Ogun state, there is only 1 dialysis centre owned by Ogun state government and 1 by the Federal Government.There are a couple of other privately owned Centres that are not fully functional.
Sufferers of AKI can benefit from the following components of the MHS:
1. Availability
2. Capacity building for Healthcare personnel in Diagnosis and Treatment
3. Timely intervention
4. Awareness of the causes and treatment by the general public
5. Lower cost
6. Local capacity building (recipient health facilities)
7. Community outreach and enlightenment activities
Stage that best applies to your solution [select only one]
Idea (poised to launch)
Core strategies of your business model [select all that apply]
Approaches to behavioral change at the individual level, Patient-centered design, Redesign of the public healthcare system for more efficiency (in terms of processes, structure etc.), New approaches to distribution of health products and services, Unconventional partnerships (between traditional healthcare players and players outside healthcare), 其他.
Most relevant tools you are using to implement the strategies outlined above [select only two]
Technology, Education/training.
Please describe your solution in more detail
First component
Acquire WTU’s (Water Treatment Units) and install appropriate Water Pre-treatment System
Provide continuous medical education in Nephrology
Encourage and enhance hands-on training for technical and nursing personnel
Solicit support from relevant international organisations
Strengthen research capabilities
Commence Peritoneal Dialysis for Acute Kidney Injury especially in children.
Second component,
Dialysis centre in OOUTH should commence a Mobile Haemodialysis Service (MHS) which will be used to reach out to all other remote areas in the state.
Third component,
Private dialysis centres in the state be co-opted and a profit sharing relationship be negotiated.
What are your vision and overall objectives?
To bring stakeholders together to pilot, study, and escalate processes that will make affordable care available for AKI sufferers in mostly non-urban and under-served regions of Ogun State of Nigeria. Lessons learned should hopefully be used in expanding treatment to similar regions across the country.
Partnership development and capacity building will form key components of this effort.
What is your value proposition?
ADCEM HEALTHCARE LIMITED (ADCEM), an affiliate of ADCEM PHARMACEUTICALS LIMITED, is the sole representative of FRESENIUS MEDICAL CARE (FRESENIUS) of Germany, the world’s largest integrated provider of products and services for individuals undergoing dialysis due to chronic kidney failure. The company, ADCEM, has been in business for over 20 years, delivering quality services and providing solutions in renal care across the country. Our customers are the tertiary institutions - Teaching Hospitals, Federal Medical Centres, General Hospitals, Private Hospitals and Private Organisations who through their CSR (Corporate Social Responsibility), have partnered with ADCEM to provide Renal care to their immediate communities.
Who is your customer(s)?
children and young adults, particularly women in labour. These represent the higher population group at risk of AKI in Nigeria
What approaches to you use to reach your customers?
- a central and well equipped (both equipment and personnel) center (identified here as OOUTH) to serve as the planning and logistics unit where the MHS infrastructure will be supported
- an outreach program that serves the dual purpose of needs-assessment and heath education and awareness-building for the intervention recipient communities (e.g., screening campaigns)
- capacity building and training for local recipient institutions (e.g., local clinics and hospitals)
- continuous advocacy (bringing together private, public and non-governmental groups) aimed at finding ways to drive down cost
What are your primary activities?
-Acute Kidney Injury (AKI) care through the use of environmentally and technologically appropriate dialysis equipment.
- Design and deployment of efficient logistics to facilitate timely intervention.
- Screening of the beneficiary communities for risk of Chronic kidney disease
- awareness campaigns to prevent occurrence of AKI
Who are your peers and competitors? What problems could these players pose to your success or growth?
ADCEM actually seek partners and collaborators given the magnitude of challenges.
there is a severe shortage for AKI (and Chronic Kidney Disease (CKD) care in Nigeria, despite the exponential increase demand for care over the last decade. CKD, for example, accounts for about 10% of patients admitted to medical wards in various hospitals in the country while community studies have revealed a prevalence of between 15 and 30%. AT an approximate cost of about $800.00/week for treatment, most sufferers are forced to go without treatment.
Attacking the general problem from the perspective of AKI allows ADCEM to target children and younger adults and thus possibly prevent escalations to chronic stages where treatment typically unavailable, and where available, costs are not affordable to most.
What other challenges - individual, organizational, or environmental – are you currently facing or might hinder future success of your business, and how do you plan to overcome those?
The biggest problem in Nigeria is the overall health care policy environment. Getting the public sector actors to participate in activities that will yield public policies geared at lowering the very high barrier to adequate availability of care and lower costs of treatment remains a challenge.
By piloting the the Mobile Haemodialysis Service (MHS) as a form of intervention for traetment of AKI through collaborations with the Ogun State government of Nigeria (public sector), ADCEM has at the core of its effort a process that "brings stakeholders together to discuss and initiate actions relevant to finding workable solutions to AKI treatment in Ogun State," and eventually across Nigeria.
Briefly describe your growth strategy going forward
The pilot project in Ogun State as a case study will yield the necessary outputs that will be studied and expanded to other areas of need in the country. This is why the outreach, advocacy and capacity building components of the MHS effort are critical success factors.
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New customer group(s), New regions(s).
What makes your business "ready" for growth?
That demand for our work is high is a given. We have been equipped and have experienced growth at every stage of our existence which spans over two decades. This means that we have the experience to deliver on the technology and logistic aspects of the MHS. What we seek are collaborations that will allow for increases in treatment availability, cost reductions, and awareness building.
What are your key growth objectives?
To expand our customer base by tapping into the Corporate Social Conscience of organisations in diverse industries.
To operate more as a Social Enterprise with clear development goals
To partner with government at all levels in improving the efficiency of dialysis services to the general populace and reducing cost to the patient.
To champion technological innovation in the healthcare sector
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
Within the year, to start a pilot for substantial government funding of dialysis, thereby greatly expanding the market for products and services. Also start a pilot for mobile dialysis service in Ogun State
In the next 5 years, we should have set up a manufacturing facility for the production of Peritoneal dialysis fluid and similar products. We should also be taking advantage of Government's policy of substantially funding chronic dialysis. This should strengthen the care for all types of kidney care.
We should have a full network of mobile dialysis services in critical need areas across Nigeria.
了解详情↓↑ 隐藏↑ 隐藏What has been the impact of your solution to date?
As we are yet to start, we cannot report any impact for the MHS. However we can report on our current activities in supporting Chronic Kidney disease treatment at public hospitals, experiences that position us to drive the MHS effort.
In partnership with Corporate Organisations. A good example is our work with MTN Foundation in setting up dialysis CENTRES situated in secondary and tertiary hospitals all over the country. This intervention is for a 5 year period and includes renovation, equipment, furniture, consumables, training, screening for risk, awareness campaigns, management and maintenance.
We can report improved access to treatment, minimal down-time, enhanced accountability and judicious use of resources, better quality of care, heightened knowledge of staff and awareness in the host communities.
MTNF have employed advanced Monitoring and Evaluation matrices culminating in a report to be published soon, and ADCEM is a key contributor to this effort.
What methods for quantification of social impact are you applying (if at all)?
Enumeration of patients treated and populace screened for risk of Chronic Kidney Disease, records of demography including age, sex, records of aetiology, etc.
Could your solution work in other geographies or regions? If so, where?
Yes..in other less urban parts of the country. Keep in mind that 80% of treatment centers for kidney diseases and infections are privately owned. This may be responsible for their concentration in the urban areas of the country, and not in the less urban / rural areas where over 68% of the population reside
What is your projected impact over the next 1-3 years?
Attain 50 percent improvement in primary and secondary health institutions with access to dialysis capability.
Improve healthcare personnel's knowledge and participation in kidney disease related intervention significantly
Achieve escalation of this intervention at the Federal level(the rest of the country)
了解详情↓↑ 隐藏↑ 隐藏Elaborate on your current financing strategy
A clear challenge in our part of the world is extreme competition for very limited financial resources, more so for AKI/CKD given the absence of clear public policy instruments, as is available in more developed parts of the world, to articulate and support the critical need for public funding.
Given these and other challenges, our current strategy relies on finding local and international development agencies or Corporate Organisations to support our proof of concept (pilot), an outcome of which is hoped to provide the necessary results that will serve as information and tool that will be utilized in better advocacy to enlighten and solicit the public sector (state and local governments) for escalated buy-in. Such buy-in will serve the dual purpose of increasing funding availability and positively influencing policy discus around the treatment of all aspects of kidney diseases.
It should also encourage contributions from corporate organisations and NGOs, given that the pilot will provide clarity on all aspects of the MHS effort.
Income will also be generated during the pilot phase from paying patients and counterpart funding from Ogun state government and NGOs. This underscores the question of sustainability. The MHS will benefit from the tripod input of (1) technology, (2) policy, representing the public sector, and (3) commercial, representing the private sector. The MHS pilot effort understand that a confluence of these three inputs will represent the zone of sustainability. This means sound technology, good policy, and financial reward are success factors.
Share of revenue generation in total income of organization (in percent)
Direct sales to patients or other beneficiaries (in percent)
Of the possible sources of these sales listed below, check all that apply to your current strategy
Friends and family, 个人, Patients, Private businesses.
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
基金会, 非政府组织, Private businesses, Regional government, 国家政府.
Explain your revenue generation strategy in more detail
In Nigeria, patients typically pay for all services rendered in the public health system. If we consider a possible proportion of defaulters then 15% is reasonable. Friends and Family also form a strong support group for acutely ill patients. We shall also be requesting counterpart funding from Ogun state government since they are the main beneficiary
Share of philanthropy in total income of organization (in percent)
70% for the pilot phase, with significant decreases by the end of year 3. ADCEM is currently about to start the pilot
Philanthrophy strategies you are using
Single strategy, Diversified strategy.
Explain your philanthropic approach in more detail
International Development Agencies, NGOs,Corporate organisations will be approached in exchange for demonstrated accountability and impact assessment reports
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
We will ensure interim reporting of positive outcomes in each year so as to encourage donors to continue funding, we also plan to be innovative in raising revenue by providing advertising opportunities.The Federal government is looking into the possibility of implementing a policy compelling government to substantially contribute to funding dialysis. ADCEM is currently involved in designing a pilot study for this purpose. We expect that at least the funding of acute care should have commenced by the end of year 3.
More significantly and as mentioned in earlier input, the MHS will benefit from the tripod input of (1) technology, (2) policy, representing the public sector, and (3) commercial, representing the private sector. The MHS pilot effort understand that a confluence of these three inputs will represent the zone of sustainability. This means sound technology, good policy, and financial reward are success factors. This also underscores the fact that ADCEM understands the importance of the commercial function in intervention projects like the MHS. While the entire effort will seek to escalate treatment availability while decreasing cost, attention will be paid to processes that will ensure reduction in share of philanthropy (currently estimated at 70%). This will mean more private-sector input once the process is deemed profitable. That balance between treatment affordability to patient and profitability to investor is part of what the MHS service seeks within the next 3 years
This project also has a Changeshop where you can read more about its latest progress.
Go to Changeshop: My Name My Story.
Created on 03/15/2013 by amit@mynamemystory.org
My Name My Story (MNMS) is a Youth Run Social Leadership Organization that involves students, faculty and the community in the spirit of “inspiring the next generation of leaders” and all actions of the organization are aligned with the philosophy of “Hope – Believe – Succeed –Inspire”Our Goal: One Million Stories that Inspire.Our Mission: To increase Unity, Tolerance and Empathy, in the community, while developing leaders.
Created on 03/14/2013 by Engineering Leadership Council - Engineers Without Borders
Infrastructure shapes our communities and our lives. In the 21st century it is economically and technically possible for engineering infrastructure projects to build thriving communities that enrich social wellbeing in balance with environment. However, ”the way it has always been done” often impedes innovation in the development on infrastructure, which hinders vibrant communities from being built.
了解详情 ↓↑ 隐藏↑ 隐藏组织名称
Engineering Leadership Council
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了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Engineering Leadership Council
请选择最符合您的解决方案的阶段：
发展（从试行步入正轨，并开始扩展）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Infrastructure shapes our communities and our lives. In the 21st century it is economically and technically possible for engineering infrastructure projects to build thriving communities that enrich social wellbeing in balance with environment. However, ”the way it has always been done” often impedes innovation in the development on infrastructure, which hinders vibrant communities from being built.
The Engineering Leadership Council is creating a community of practice to advance the social and environmental outcomes of infrastructure projects through collaborating with multiple sectors, stakeholders, and levels of industry. We are engineers, working from inside industry organizations to move beyond 'the way it has always been done' to develop infrastructure for the 21st century.
What are your organization's top three priorities in the next year?
-Support and coach intrapreneurs throughout industry to enable their organizations to develop and engage with infrastructure projects that contribute to stronger, more resilient communities
-Build a strong partner base throughout multiple sectors of industry in Vancouver, BC, and Calgary, Alberta, growing the strength and size of the ELC network
-Improve financial sustainability through: expanded membership programs, scaled fund development, and increasing investment and sponsorship from partner corporations.
Need #1
Message & Brand Strategy
Need #2
Digital Marketing Strategy
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
We are really good at explaining to people with detailed industry knowledge what we are doing, and why it will change the future, and getting them excited and on board.
But to succeed sustainably, we need to build partnerships with with communities, with granting agencies, and others that don't have detailed industry knowledge.
To do this we need to communicate our programs in a fun and compelling way to a general audience.
1.
Impact: is this ultimately useful to the communities we want to see strengthened
2.
Systemic Change: Is this going to make the scale of change that is needed?
3.
Shared Values: Will the partnership persevere through challenges because we both care about the outcome?
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
This support will be used for the Engineering Leadership Council’s overall programming over 2013/2014. Interest has been expressed from engineers from a variety of sectors throughout industry in contributing to the ELC’s community of practice for infrastructure and the development of best practices for infrastructure development. The Engineering Leadership Council is well positioned to work with diverse stakeholders and utilize this interest to improve infrastructure projects and their delivery for community benefit and this support will greatly enable the success of our work.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
We have focused on the above area internally, but we lacked the capacity to create the quality of communication material needed and are seeking outside assistance.
We are very familiar with partnering with outside consultants in a professional context, however, we this would be our first opportunity to address this gap with an outside consultant.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Build partnerships with organizations outside of industry but key to impact including granting organizations and communities
2.
Communicate our program plans concisely and compellingly to potential industry partners. 1:1 conversations won't scale.
3.
Support our volunteer intrpreneurs to more easily implement programs by communicating our programs more clearly to them.
What has been the impact of your solution to date?
Infrastructure planning design, construction, and maintenance is a complex process involving many stakeholders. To change this we have taken an innovative approach that engages with multiple organizations and actors throughout society. In our first year we have seen some very promising results that speak to the growing movement behind the ELC’s vision for infrastructure:
1) ELC Training being sponsored and delivered through APEGBC and APEGA. These associations are responsible for the licensing and governance of engineering practice in the provinces of British Columbia and Alberta
2) Intrapreneurs at three engineering consulting companies are actively changing the type of projects their companies engage with through ELC approaches, leading to stronger outcomes for communities
What is your project future impact after receiving professional support from American Express?
This professional support will be used scale the Engineering Leadership Council’s proven innovations in engineering practice, while also seizing opportunities to harvest the next set of innovations that will unlock further potential in our work.
The immediate outcomes we will work towards are:
-Increasing our ability to deliver ELC training to a diversity of organizations, partners, and markets.
- Expanding our network to include more intrapreneuers, while improving support for existing intrapreneuers
- Delivering high quality results in all ELC core activities to improve ELC’s pitch to key industrial partners
All outcomes contribute to our overall impact: the creation of an active community of infrastructure practice that enables strengthened communities.
This Entry is about (Issues)
Created on 03/13/2013 by AlyssaWozniak
PHIL-Athens connects businesses with nonprofits and enables people to click on our website (www.PHIL-Athens.com) to earn coupons and donate to causes they care about instantly and without spending their own money. Visitors to our website select the nonprofit they wish to donate to, the sponsor that they want to have provide a donation on their behalf, and click the 'donate' button, at which point an advertisement is shown for the selected sponsor.
Created on 03/13/2013 by Teaching and America's Future
NCTAF STEM Learning Studios organize teachers, professionals, and students into cross-disciplinary inquiry teams that work on significant community challenges. Studio investigations promote deeper student learning, continuous teacher development, and high impact industry engagement. As students learn STEM by doing STEM, they become curious, thoughtful learners who develop the 21st century knowledge and skills they need to prepare for college, careers, and life.
了解详情 ↓↑ 隐藏↑ 隐藏组织名称
National Commission on Teaching and America's Future
组织所在的国家/地区
United States, DC, Washington DC
该组织在哪些国家/地区创造了社会影响力
United States, MD, Prince George's County
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了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
NCTAF STEM Learning Studios
请选择最符合您的解决方案的阶段：
发展（从试行步入正轨，并开始扩展）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
NCTAF STEM Learning Studios organize teachers, professionals, and students into cross-disciplinary inquiry teams that work on significant community challenges. Studio investigations promote deeper student learning, continuous teacher development, and high impact industry engagement. As students learn STEM by doing STEM, they become curious, thoughtful learners who develop the 21st century knowledge and skills they need to prepare for college, careers, and life. Teachers develop deeper knowledge and skill in the sciences and engineering by working with their colleagues and industry professionals to design and execute cross-disciplinary inquiry projects. STEM professionals, working as long-term, part-time Studio residents, discover how to translate their expertise into engaging learning.
What are your organization's top three priorities in the next year?
NCTAF’s goals are to:
1. Develop a well-documented and evaluated Learning Studio implementation and technical assistance strategy that enables us to mobilize and army of STEM professionals, including recent retirees, in education.
2. Add momentum to this mobilization by building and leading a national movement of similar initiatives that are remodeling education for the 21st Century
3. Partner with industry, school districts, and schools of education create Educator Development Studios for Next Generation STEM Educators, who acquire their professional knowledge and skill as Learning Studio team members.
Need #1
Message & Brand Strategy
Need #2
Digital Marketing Strategy
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
NCTAF Learning Studios received a 2011 Changemakers award for “creating well-structured, long-term, part-time opportunities for STEM experts to make significant contributions to more effective teaching and deeper student learning… that is a particularly effective way to engage young women and students of color who too often tune out traditional STEM education.” In partnership with NASA, Northrop Grumman, Boeing, and the U.S. Naval Academy we created 24 Studios in 21 Maryland middle schools and high schools where 144 teachers and 30 STEM professionals work with teams that include 4,200 students; in New Hampshire five school districts have seven Studios where 42 teachers and 200 students work with advanced manufacturers and a regional medical center. NCTAF’s stretch goal is to build a national Learning Studio movement to mobilize 100,000 Baby Boomer professionals who join forces with 10,000 teachers and 300,000 students in citizen science projects that address significant community needs. To grow this movement we need to develop a clear brand and marketing strategy that attracts commitments from business partners, educators, government agencies, and community based organizations.
1.
Our partnerships build a clear game plan to orchestrate diverse resources around well-defined goal.
2.
Partners are mutually accountable for building their capacity to meet well-defined benchmarks.
3.
Each partner contributes and each has an opportunity to benefit and grow.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
NCTAF is a nationally recognized advocate for rebuilding American education with teamwork to improve teaching, learning, and school performance. Learning Studios are innovation incubators where educators, business partners, and community leaders are teaming up to reinvent STEM education for the 21st century. American Express support will enable us to: 1.) scale-up Learning Studios to ensure that thousands of youth have a genuine opportunity to prepare for success in a global innovation economy; and 2.) drive our national leadership agenda.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
NCTAF has been developing this initiative for six years with grants from Carnegie Corporation of New York, MetLife, NSF, Gates, NASA, Boeing, Northrop Grumman, and the Deerbrook Charitable Trust. We have a strong track record for issuing school reform publications and recommendations that are widely covered by traditional media (newspapers and radio). We are novices when it comes to digital media. We have not previously used brand or marketing consultants.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Develop a clear and compelling "must have" brand identity for Learning Studios.
2.
Launch an effective media campaign to recruit new business, education and community partners.
3.
Launch studios in five more states and three large metro regions during the 2013-2014 school year.
What has been the impact of your solution to date?
With NSF, MetLife, NASA, Gates , Pearson , and Carnegie grants, we have developed core principles we use to train and deploy teams of teachers and STEM professionals who have well-structured responsibilities for engaging students in deeper learning. We are also evaluating the impact of Studios on student learning, teacher development, and professional engagement in education. In partnership with NASA, Northrop Grumman, Boeing, and the U.S. Naval Academy we created 24 Studios in 21 Maryland middle schools and high schools where 144 teachers and 30 STEM professionals work with teams that include 4,200 students; in New Hampshire five school districts have seven Studios where 42 teachers and 200 students work with advanced manufacturers and a regional medical center.
What is your project future impact after receiving professional support from American Express?
Half of the 78 million Baby Boomers in our country want to give back to their community and most want to do that in education and youth service. The Learning Studios movement will give them well structured pathways for working with youth as citizen scientists to support learning with meaning that makes a difference in their communities. The DC region will have 1.5 million new retirees in less than five years; our goal is to deploy one percent (15,000) in Studios to demonstrate the potential of a national Learning Studio movement that could deploy at least 100,000 Boomers (the best educated, most experienced generation we have ever had) in Learning Studios by 2020 (one percent of Boomers is 780,000, which would exceed our goal by seven fold).
This Entry is about (Issues)
Created on 03/8/2013 by bcydez
Several local organizations have partnered with Project Introspection: A Case Against Bullying, to provide job-training, life-skills training and "green" jobs for those seeking work-especially for young people and those returning to society following incarceration. It will result in multiple benefits to the State of Maine, including reducing unemployment and recidivism: providing job training consistent with the goals of Efficiency Maine; and providing hope to rural residents that have seen their job disappear.
了解详情 ↓↑ 隐藏↑ 隐藏组织所在的国家/地区
United States, ME, Somerset County
该组织在哪些国家/地区创造了社会影响力
United States, ME, Madison, Somerset County
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了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Project Introspection: A Case Against Bullying
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Several local organizations have partnered with Project Introspection: A Case Against Bullying, to provide job-training, life-skills training and "green" jobs for those seeking work-especially for young people and those returning to society following incarceration. It will result in multiple benefits to the State of Maine, including reducing unemployment and recidivism: providing job training consistent with the goals of Efficiency Maine; and providing hope to rural residents that have seen their job disappear.
What are your organization's top three priorities in the next year?
The first is to build capacity among various non profit shelters that serve the needs of Veterans, Domestic Violence and at risk youth and create a memorandum of understanding with one of the Nation's earliest Community Land Trust, here in Maine. Secondly, that memorandum of understanding will fuse the needs of those shelter residents with property owners who wish to dedicate a portion of their property to the implementation of a CLT and an artisan based Co-Op. Thirdly, the implementation of the time banking scavenger hunt will bring the community resources together in a conservative manner to construct Tiny Houses for those residents and youth who can be the connection between businesses, schools and residents with Project Introspection.
Need #1
Digital Marketing Strategy
Need #2
Staffing Capabilities
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
I want to identify what steps are necessary to utilize event driven architecture that reinforces marketing/branding of local businesses to supplement the game play of timebanking members and youth. To host a scavenger hunt among community members, offering "badges" from corporate sponsors, and to retain real time analytics is imperative to the success of this pilot's implementation.
2.
Communications: Timely and Specific
3.
Compassion: Leadership with a Heart.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
I believe that the support from American Express will be best utilized in creating the template for the digital services that will expotentially drive this competition, based upon maximum community cooperation. The sustainability of the program from the perspective of the digital services, and unique staffing constraints (as participants are seens as community managers) is essential.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Yes, I have participated in the Community Roundtable (Jim Storer/Rachel Happe) community, and have been a follower of UBM, as to learn about B2B applications that would serve the gaming community with real time analytics.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Formalize a Steering Committee to forge the pathways and benchmarks of sustainability.
2.
Introduce the project to local community colleges and university's to maximize the sustainability/curriculum quality.
3.
To utilize media literacy as a means to deliver enthusiasm to broaden game play regionally.
What has been the impact of your solution to date?
This is in the beginning stages of prototype with the solarized kit, and Moosehead Furniture has shipped the kit to be assessed/photographed by the process engineer for assembly/instruction purposes. Property owners have agreed to donate 100+ acres for the pilot program to instruct shelter residents in skills to mentor local youth. A proposal is currently being drafted to submit to each shelter, for participant engagement as to identify terms of transitional living at the CLT/Co-Op. A meeting will be convened this week, with legal counsel to construct the memorandum of understanding and CLT/Co-op agreements.
What is your project future impact after receiving professional support from American Express?
I believe that this model will be able to address the needs of other shelters in the State, especially those that utilize time banking. As a best practice of sustainability, it will then have the potential to be implemented by other time banks in the U.S. and Internationally, as well.
This Entry is about (Issues)
Created on 03/8/2013 by Tutudesk UK
Tutudesk UK supports the South African organisation the Desmond Tutu 2015 Tutudesk Campaign Centre. The aim of the organisation is to provide portable school desks, Tutudesks, to children in Sub Saharan Africa where over 95 million school children don't have the benefit of a classroom desk. This affects handwriting, literacy and overall academic performance.
了解详情 ↓↑ 隐藏↑ 隐藏组织所在的国家/地区
United Kingdom, WSM, London
该组织在哪些国家/地区创造了社会影响力
South Africa, GT, Kyalami
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了解详情↓↑ 隐藏↑ 隐藏请选择最符合您的解决方案的阶段：
开始（刚开始运作的试行阶段）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Tutudesk UK supports the South African organisation the Desmond Tutu 2015 Tutudesk Campaign Centre. The aim of the organisation is to provide portable school desks, Tutudesks, to children in Sub Saharan Africa where over 95 million school children don't have the benefit of a classroom desk. This affects handwriting, literacy and overall academic performance.
The Tutudesk product is an innovative solution that ensures a child has a writing surface whether they are sitting on a chair or the floor. We have a financial sustainable business model through corporate sponsorship and I am creating a new funding stream through UK retail.
To date over 1 million desks have been distributed. The Campaign's objective is to distribute a further 20 million desks to 20 million children by 2015.
What are your organization's top three priorities in the next year?
Tutudesk UK was established in 2012 and all the elements required to launch should be in place by the end of March. Our top 3 priorities are:
- Hold a launch event to raise the profile of the Tutudesk Campaign in the UK
- Raise a minimum of £2m through sponsorship contracts (funding mainly comes from sponsors who can print their logo on the desk as a way to engage with the local community)
- Launch the retail of Tutudesks via Amazon, and also begin retailing in a physical store in time for Christmas
Need #1
Consumer/Audience Acquisition
Need #2
Opportunity Analysis
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
The 1 million desks that have already been distributed by our South Africa office have mostly been funded through corporate sponsorship. A company has the opportunity to print their logo and educational content on the desk. This provides a unique opportunity to engage not only with the students and teachers, but also with the whole community. At the end of the day each child carries their Tutudesk home to do their homework on and, on average, 10,000 Tutudesks would be seen around 25 million times in the course of one year.
Tutudesk UK's goal for 2013 is to raise a minimum of £2m through sponsorship agreements. American Express employees could best support by creating a priority list of targets, developing a strategy for each target and identifying the best way to approach them. For example, Company X plans to launch their soap brand in Zambia. Sponsoring Tutudesks would advertise the brand within priority communities, the educational content on the Tutudesk could teach children about the importance of hand washing and the associated PR will raise the profile more broadly across the country and beyond as required. Send their head of Africa a Tutudesk and proposal.
1.
For Tutudesk, my top priority is to ensure that the partner is appropriate for the brand e.g., no tobacco sponsors
2.
Content expert - I want to work with partners who can share their expertise in a certain area
3.
Shared values - I want to work with partners who are excited to work with Tutudesk and can see benefits in the opportunity
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Tutudesk UK has three main areas of activity: sponsorship, retail of Tutudesks and charitable fundraising. The support from American Express would focus on sponsorship, however this is the most significant part of the business. The other two areas are brand new and the plan is to grow them slowly in the UK.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
As part of my work so far we have thought about the sectors that we should target for corporate sponsors and the different ways in which they can benefit from the opportunity. We have researched a few companies, however most of the conversations to date have developed from meeting key individuals at conferences. This research will be an opportunity to step back and prioritise our targets, rather than relying on who attends specific events. Tutudesk UK hasn't work with any outside consultants before.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Prioritised list of corporate sponsors
2.
An understanding of how achievable the £2m target is and whether it should be revised either up or down
3.
A relationship with American Express, which we could look to build on in the future
What has been the impact of your solution to date?
To date, our South African office has provided over 1 million Tutudesks to children across 24 countries in Sub Saharan Africa. A recent independent impact report surveyed 426 teachers, who have been responsible for 16,000 students that have been using Tutudesks for a minimum of 2 years. The research showed a wide range of benefits including improvements in both the speed and legibility of handwriting, better concentration and motivation and higher rates of homework completion.
Beyond the direct beneficiaries, many governments have expressed their support for the distribution of Tutudesks in their country. In addition, sponsors have also realised benefits e.g., Maq washing powder saw a 30% increase in sales from distributing Tutudesks in a particularly competitive market.
What is your project future impact after receiving professional support from American Express?
Tutudesk UK is at a start-up stage, just about to fully a launch its activities in the UK. Once we have secured our first few corporate sponsors we expect to expand the team and develop our other activities - retail and charitable fundraising. Support from American Express will help to fast track our work and ensure that we are on track to achieve our target of providing 20 million more Tutudesks to 20 million children by the end of 2015.
This Entry is about (Issues)
This project also has a Changeshop where you can read more about its latest progress.
Go to Changeshop: Landsongs.
Created on 03/5/2013 by willcadell
Landsongs is a web application to help communities capture their stories. Users are able to document stories using maps, media and text, protect those stories, and share them with their community members.
了解详情 ↓↑ 隐藏↑ 隐藏组织所在的国家/地区
Canada, BC, Prince George
该组织在哪些国家/地区创造了社会影响力
Canada, BC, Prince George
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏请选择最符合您的解决方案的阶段：
开始（刚开始运作的试行阶段）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Landsongs is a web application to help communities capture their stories. Users are able to document stories using maps, media and text, protect those stories, and share them with their community members.
What are your organization's top three priorities in the next year?
1) To build Landsongs into a SAAS product allowing communities across the globe to plug into it easily.
2) To build Landsongs user base from 3 communities to 10
3) To secure Landsongs' mindshare as the cultural history data capture and management experts
Need #1
Opportunity Analysis
Need #2
Digital Marketing Strategy
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
We are an early stage web app. We have a great product and have active clients. We know there is an excellent market for our offering in Canada. We *think* there is a great market across Africa, South America, the South Pacific and in Australia, but we have no data to support this. To scale effectively we will have to capture a percentage of these markets too. Having support in that piece of the opportunity analysis would be tremendous.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
A Particular service: Landsongs is a new and exciting social venture. Your support will help Landsongs become the repository for humanity's cultural diversity.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
This product exists, and has been delivered in a basic form (MVP) to three communities in the North of British Columbia. We at sparkgeo need to re-engineer this app to be able to deliver this technology to every indigenous community on earth, via the internet.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
a better understanding of our potential global penetration
2.
a marketing strategy to support the knowledge developed in (1)
3.
the impetus to push Landsongs internationally
What has been the impact of your solution to date?
We are delivering our solution effectively to three communities. In these communities we have seen an increased level of awareness in their own cultural values, a recollection of activities on their historic lands and a better connection between youth and elders. Additionally these communities are better able to respond to industry on land use issues. This means that industrial decisions can be made faster.
What is your project future impact after receiving professional support from American Express?
With support from American Express we hope to be able to sculpt our product delivery offerings to communities that most need our help. Your support will ensure that we drive specific value to these communities and also ensure that we fulfill our commitment to them by developing a sustainable business that can continually manage and protect their community's history and culture.
This Entry is about (Issues)
Created on 03/4/2013 by jordanbober
Seedstock takes an innovative approach to the problem: "How do we keep money ciruclating in the community and build a more resilient local economy in today's highly globalised and mobile world?"
了解详情 ↓↑ 隐藏↑ 隐藏组织名称
Seedstock Community Currency
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了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Seedstock Community Currency
请选择最符合您的解决方案的阶段：
发展（从试行步入正轨，并开始扩展）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Seedstock takes an innovative approach to the problem: "How do we keep money ciruclating in the community and build a more resilient local economy in today's highly globalised and mobile world?"
We do this by going beyond the mere exortation to "buy local", and instead give people a way to "buy community" by using community currency as partial payment for good and services at participating local businesses. Businesses then recirculate Seedstock Communty Currency into their communities as well, keeping the money going 'round and generating unprecedented customer loyalty to local, community-minded businesses.
Furthermore, because businesses kick off the cycle by making a Seedstock gift to a local cause, Seedstock helps communities fund the things that are important to them.
What are your organization's top three priorities in the next year?
1. Grow the number and diversity of participating businesses to increase the attractiveness and usefulness of Seedstock, and to encourage trading among different kinds of businesses as well.
2. Grow the number of community members who purchase Seedstock from their favourite local causes on a regular basis.
3. Create a strong organisational structure that will enable us to sustain and enhance the services we offer to the community.
Need #1
Consumer/Audience Acquisition
Need #2
Message & Brand Strategy
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
Although the benefits (both individual and to society) of participating in and using Seedstock are demonstrably far superior to other methods that businesses typically use to acquire and retain customers (coupons, discounts, loyaly points, etc), the concept of "community currency" is still very novel to most, so there is still a high need to educate potential participants. We need effective strategies for reaching out to and educating large numbers of businesses all at once.
Similarly, we need strategies for encouraging members of the public to make a habit of buying Seedstock from local causes, then spending it at local businesses.
1.
Collaborative: working together to further a common goal
2.
Mutual: partners show mutual respect, reciprocity and generosity
3.
Openness: the partnership takes place in a spirit of openness and sharing with each other and the community.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
We would specifically be looking for assistance with our promotion of Seedstock Community Currency to more users (businesses and community members)
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Our promotional strategies have been an ongoing, evolving and iterative process for us, with cycles of ideas, experiments and evaluation. We have not worked with outside consultants.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
A more vibrant, resilient and interconnected local economy in communities with widespread usage of Seedstock Community Currency.
2.
The creation of a powerful new tool for community-based fundraising and even business financing.
3.
Enhanced opportunities for economic participation and right livelihood
What has been the impact of your solution to date?
6 weeks after launching our pilot, Seedstock Community Currency has the participation of 30 businesses and growing, has generated over $ 15,000 in Seedstock donations to local non-profits, and over 3000 ss$ has been exchanged for $Cdn with members of the public. Local causes have already raised money they would not have otherwise, with minimal effort on their part, and local businesses have already generated sales from Seedstock. The model has been shown to work, and now only needs to be scaled up.
What is your project future impact after receiving professional support from American Express?
We hope that the support of American Express can help us acquire a critical mass of Seedstock participants and users ("the early adopters") that will fuel further growth of the user base largely by word-of-mouth advertising and referrals. In the long term, we do not see why every independent, locally-owned business in the Lower Mainland would not want to be involved. This could one day result in Seedstock worth several hundred million dollars circulating in our communities each year, generating tens of millions in funding for local causes, projects and social enterprises. Seedstock's objective is to focus on projects that will leave a lasting impact for a more resilient local economy, including investments in our local food system and in arts and cultural infrastructure.
This Entry is about (Issues)
Created on 03/2/2013 by adam@moveforhunger.org
Fact: 1 in 6 Americans, including 17 million children, go to bed hungry each night. Many people tend to think of hunger as a third-world problem, but the reality is that more and more Americans struggle with hunger every day.
了解详情 ↓↑ 隐藏↑ 隐藏Title
Founder/ Executive Director
组织所在的国家/地区
United States, NJ, Neptune, Monmouth County
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏请选择最符合您的解决方案的阶段：
调整（下一步将着眼于地区性乃至全球性的影响）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Fact: 1 in 6 Americans, including 17 million children, go to bed hungry each night. Many people tend to think of hunger as a third-world problem, but the reality is that more and more Americans struggle with hunger every day.
Fact: 1 in 7 Americans relocate each year. When people move, they throw away a whole bunch of “stuff.” Unfortunately, a lot of this “stuff” is food that could be given to a family in need rather than thrown away. Move For Hunger works with moving companies across the nation to pick up unwanted non-perishable food items during the moving process and deliver them to local food banks.
We are mobilizing the entire relocation industry to include hunger relief as part of their core business practices, creating a sustainable solution to hunger.
What are your organization's top three priorities in the next year?
1. Grow Staff & Create a Better Baseline for Performance Metrics
2. Create & Implement a Development Plan
3. Double the Amount of Food Collected in 2013 From 2012
Need #1
Staffing Capabilities
Need #2
Consumer/Audience Acquisition
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
Our staff is currently in transition as we are beginning to bring on new employees and losing others to grad school. We are creating a new development role for the organization and will be looking to fill other roles in the near future. With limited funding, we are trying to maximize our efforts in recruiting new staff that will help our organization grow. In addition, creating new metrics to accurately measure performance will be important to the success of our entire team.
Our organization has experience incredible growth both internally and externally over the past 3.5 years. In 2012, we doubled our staff as well as our partners, programs, and impact. We hope to continue this trend in 2013 (at least on the impact metric). Through new partnerships we are poised for another year of growth. We are seeking the assistance of AMEX to help implement the proper staffing practices to achieve our organizational goals. In addition, AMEX's support would be utilized to better define the roles and functions currently in place while strategically planning for the addition of new team members down the road.
1.
The partnership must be mutually beneficial. Creating a win-win is the key to a successful relationship.
2.
Terms of the partnership should be laid out from the start. Both parties must be able to commit to the terms they agree to.
3.
Metrics must be put in place to measure the value and impact of the partnership.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
AMEX's support will focus on our organization as a whole. While our team is small (just 5 full-time staff), we have worked hard to created a hard-working and fun culture at the organization. Without losing that culture, we are excited for the opportunity to implement practices from AMEX to advance the capabilities of Move For Hunger.
Staff is our organization's greatest asset. As we continue to grow our organization's reach and impact, it is also important to grow professionally as individuals. There is a lot to be learned from a company like AMEX
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Aquire the skills needed to recruit and train new staff more effectively
2.
Better define the roles and responsibilities of current staff and outline a roadmap for the future
3.
Identify new partnership strategies based upon the new perspectives of AMEX consultants
What has been the impact of your solution to date?
Move For Hunger was founded by my family's small moving company in NJ in 2009. Since then, we have grown to work with over 450 moving companies in 47 states and have expanded to Canada. Together, we have delivered over one million pounds of food to food banks and pantries across the nation. That's enough to provide over 770,000 meals to those in need. In 2012, we doubled our network of moving partners and launched a real estate program to increase hunger awareness locally throughout the country. In addition to our everyday collections, Move For Hunger organizes a ton of food drives to get young people involved in fighting hunger. It's easy to work with us since our moving partners do all the heavy lifting. From 2011 to 2012, we increased our food drives from 70 to 170.
What is your project future impact after receiving professional support from American Express?
We see great opportunity in working with AMEX to grow our internal capabilities. Our organization still has a lot of work to do within the US to increase the amount of companies working with us to fight hunger. However, we do not want to stop here. Hunger is a problem the affects people all across the globe. We strive to take our organization to new heights by expanding into new countries and incorporating our sustainable solution into new markets. A relationship with AMEX could go beyond just consulting support. We see value in creating employee engagement to get your company even more involved in the fight against hunger.
In terms of impact, Move For Hunger is just getting started. There are many more opportunities in scaling our organization, and AMEX can help us get there!
This Entry is about (Issues)
Created on 02/28/2013 by MCouvares
The technology industry is growing and suffers from talent shortage. Without immediate action, human capital deficits in the industry will only grow. At the same time, schools--and especially schools in low income communities--are not teaching the computer programming skills necessary to thrive in the 21st Century economy. In late Sept. 2012, we launched ScritptEd, an organization that brings computer programming education to students in high-needs schools, to address this problem. ScriptEd classes are held twice weekly at students' schools and are taught by volunteers from the tech industry.
了解详情 ↓↑ 隐藏↑ 隐藏组织所在的国家/地区
United States, NY, New York, New York County
该组织在哪些国家/地区创造了社会影响力
United States, NY, New York, New York County
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏请选择最符合您的解决方案的阶段：
发展（从试行步入正轨，并开始扩展）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
The technology industry is growing and suffers from talent shortage. Without immediate action, human capital deficits in the industry will only grow. At the same time, schools--and especially schools in low income communities--are not teaching the computer programming skills necessary to thrive in the 21st Century economy. In late Sept. 2012, we launched ScritptEd, an organization that brings computer programming education to students in high-needs schools, to address this problem. ScriptEd classes are held twice weekly at students' schools and are taught by volunteers from the tech industry. The program incorporates field trips and guest speakers to further engage students in the industry, and provides students with job-shadowing and internships opportunities in the summer.
What are your organization's top three priorities in the next year?
Our top three priorities in the next year are (1) to expand our program to additional schools and cities to serve more students, (2) to refine our curriculum, and (3) to secure enough money and resources to enable us to do both of these things.
Need #1
Opportunity Analysis
Need #2
Message & Brand Strategy
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
As an organization that is approaching the end of its first iteration, we are looking forward to taking a step back to assess both what we've accomplished and what we can improve upon. More specifically, we would like to determine which areas of our organization need the most work in the upcoming year. Some questions that come to mind include: Would having a better social media presence help further our cause and grow our organization? How can we create a sustainable funding model? How can we best measure student achievement? How can we better delegate responsibilities to our volunteers? To which cities should we expand next? How do we secure the necessary resources to expand?
3.
Creating clear and specific goals and objectives
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Support from American Express would be focused on our organization overall. As stated above, we've close to finishing the first school-year with our students and we would like to take a 'step-back' and better understand how our organization as a whole can both grow and operate more efficiently.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
We have focused on this area internally, but have not worked with outside consultants before. We created a growth plan when our program first launched, but it needs to be revisited and refined.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
2.
Create a budget and fundraising model that correlate with that growth plan
3.
Create more efficient organizational systems
What has been the impact of your solution to date?
Since launching in September, 2012, we have provided computer programming instruction in HTML, CSS and Javascript to approximately 25 students in two high schools in Harlem, New York. We have engaged approximately 10 volunteers in our efforts. Our students and volunteers have gone on field trips and have completed job shadows at companies including The New York Times, General Assembly and Promgirl.com. We have secured internships at tech companies for two of our students for this summer, and plan to secure internships for another eight students.
What is your project future impact after receiving professional support from American Express?
With support from American Express, our goal is to create a plan to expand our program to serve 350 students in 35 schools in two cities by September, 2014. In order to do this, we anticipate engaging approximately 125 volunteers. In doing this, ScriptEd will continue to grow its network of students, volunteers, companies and other stakeholders to promote the inclusion of computer science and technology education in high schools across the country.
This Entry is about (Issues)
This project also has a Changeshop where you can read more about its latest progress.
Go to Changeshop: HealthBooth.
Created on 02/27/2013 by milindnaik
The HealthBooth screening, using latest technology offers cost effective and affordable solution to common man with limited financial resources, as well as the busy bodies strapped for time. The solution is an Early Warning Signal, which will seem like a wake up call to take appropriate and urgent action, as well as monitor their wellness regularly.
了解详情 ↓↑ 隐藏↑ 隐藏组织名称
Pappilon Software Solutions Pvt Ltd
Organization's Country of Operation
Year of launch of the organization
Has the organization received awards or honors? Please tell us about them
We want to hear about your “Aha!” moment. Share the story of where and when the founder(s) saw this solution’s potential to change the world.
My wife works for a large company managing their CSR, When we speak she told me about the conditions that rural people and people below the poverty line have, The basic healthcare, sanitation and the number of avoidable deaths that happen due to non availability of basic screening. This was the moment that we decided to work building a affordable early warning health system.
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
The idea of delivering affordable healthcare screening services with the help of technology is a very novel idea. Currently, there are very few options available to people at the bottom of the social pyramid to check the status of their health. HealthBooth has come up with an innovative design and delivery of such screening services. The tests in HealthBooth are engineered in such a way that a small set of devices, housed in a 6 ft x 4 ft space is all that is required to perform 10 screening tests. This space includes the seating while performing the tests, equipment's performing the tests, a tablet for displaying the results, a printer for providing reports and a battery for mobility. The schematic of the HealthBooth and the process of performing the tests have been designed after thorough research so that both the cost and time per session is brought down significantly. The impact of this efficiency and affordability can have a major impact on its utility in remote areas or in times of epidemic.
Describe how your innovation model is distinct from any other organization in your field?
Currently, in India, there are 720,000 doctors, 93% of whom are only in urban cities which comprises only 30% of the demand. This implies that 70% of the Indian population is serviced by only 7% of the medical professionals, ignoring completely the BOP in the urban areas or general masses in rural areas who can’t afford basic medical consultation. Currently, there is no organized effort towards providing affordable screening services to these people.
The basic 10 tests that are performed at a HealthBooth are sufficient to gauge and detect some of the most commonly occurring diseases. The tests that have been chosen for initial rollout are capable to detect most of the commonly occurring diseases like BP, Diabetes, and hypertension among others that can be controlled if detected early.
What type of operating environment and internal organizational factors make your innovation successful?
HealthBooth has conducted a few pilot tests which have shown tremendous promise of utility in urban and rural areas. After significant research we have developed an affordable and reasonably mobile set-up of booth that can significantly reduce the time and the cost of delivery.
As for safeguarding our technology, we have built our technology in India and the application for trademark and patent is in progress. The technology leverages the Wireless SPP protocol for data transfer between the screening devices and Android Tablet. The tablet communicates over mobile spectrum to communicate to the cloud hosted server. The data is centralized and can be accessible across all the booths based on authentication, STD as well as RSA (OTP).
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
One of our central focus as a company is to constantly innovate in terms of additions to the bouquet of tests or service delivery. Our partnership with VoCare, a US based healthcare company, allows us access to the best medical research and innovations across the world.
The tests offered in any booth may be customized reasonably and new tests can be added with minimal effort and cost. This ensures a very minimal go to market time for our future innovations as well.
Some of the ideas that we propose to include in future are disease specific screenings such as malaria tests to pre-empt spread of any disease. We can also introduce remote consultation via video facilities that may be made available on the android tablet.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏The systemic challenge you are trying to overcome (select one)
Bring accessible healthcare to communities in emerging markets
Health area (target market) where the need is [select only one]
Primary healthcare services
Categories along the health continuum you are covering [select all that apply]
Detection.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
Health is a crucial factor in developing the Human Development Index of a country.Productivity and economic growth of a nation depends on the health of its people. Health is a major social investment and has a world wide social goal.
In recent years, India has managed to control communicable diseases like malaria, cholera and polio. However, the nation now has to deal with a new breed of developed world obesity-fuelled diseases like diabetes and cardiovascular ailments. Coupled with a sedentary urban lifestyle, increased alcohol consumption and smoking.India has 61.3 million people with diabetes and is still counting.
Our preliminary screening test will make people aware of their health conditions and reduce the above stated health problems.
Stage that best applies to your solution [select only one]
Piloting (a pilot that has just begun operating)
Core strategies of your business model [select all that apply]
Redesign of the public healthcare system for more efficiency (in terms of processes, structure etc.), New approaches to distribution of health products and services.
Most relevant tools you are using to implement the strategies outlined above [select only two]
Technology, Consultation.
Please describe your solution in more detail
The HealthBooth screening, using latest technology offers cost effective and affordable solution to common man with limited financial resources, as well as the busy bodies strapped for time. People at the bottom of social pyramid are in need of such a preliminary screening solution that will enable them to decide the future course of action towards their wellness: e.g. diabetes detected early through a blood-sugar test will drive them to seek an endocrinologist’s help for appropriate medication to control their blood-sugar levels; vision screening results will compel them to approach an optician or eye-specialist to correct their vision; blood-pressure screening results will motivate them to seek help from heart-specialists and so on. The solution is an Early Warning Signal.
What are your vision and overall objectives?
The vision: Facilitate affordable preliminary healthcare screening services to the bottom of the social pyramid as well as provide easily accessible screening solutions in urban and semi-urban markets.
The HealthBooth screening, using latest technology, offers an affordable health solution to general public. The rural and urban population is in dire need of a preliminary screening solution that will enable them to understand their current state of health so that they can take preventive action. The intent of the company is to develop and provide an Early Warning Signal.
What is your value proposition?
HealthBooth aims to offer an affordable and accessible health check-in booth that can perform basic screening relatively quickly (5 minutes) at affordable costs (less than US$ 1) with the help of technology. The tests that HealthBooth plans to offer initially include:
- Blood Pressure
- Blood-Sugar
- Temperature
- Oxy haemoglobin Count
- Heart Rate
- Pulmonary Function
- BMI
- Vision
- Body Fat
- Height & Weight
HealthBooth is built with technology on mobile devices that can make access to healthcare information available on the go. With a completely modular and cost-effective set-up, HealthBooth can be set up in a small space and in a very short time.
Who is your customer(s)?
The primary target customers are the people at the bottom of the pyramid either in rural or semi-urban markets that have limited financial resources and do not have access to affordable preventive health check-ups. There are lot of late-stage complications that can be avoided if such people are made aware of their state of health at an early stage
The secondary target customer is time pressed persons who choose to avoid time consuming health check-ups. They would be able to avail basic screening services at HealthBooth available at close proximity to work places/homes.
The third category of target customers is business establishments that are required, obligated or otherwise wish to maintain basic health facilities for their employees.
What approaches to you use to reach your customers?
HealthBooth will initially, over the next 6-9 months, set up company owned booths with focus on areas catering to lower strata of the society in rural Karnataka and Maharashtra. Simultaneously, through various tie ups, the company will also set up HealthBooths in areas such as health clinics, pharmacies, technology parks, railways stations, gymnasiums, malls, post offices etc to bring healthcare solutions within easy reach of urban and semi-urban consumers.
HealthBooth is also in discussions with NGO's. Government bodies are also being approached for setting up screening units in medical facilities in target areas.
HealthBooth is also evaluating feasibility of seeking franchisees for the booth as that will help tremendously to improve penetration in targeted markets.
What are your primary activities?
HealthBooth is a new company that will be set up to focus on providing affordable and accessible healthcare screening solutions to the masses.
Who are your peers and competitors? What problems could these players pose to your success or growth?
Currently, there are two companies that have tried to bring healthcare services within easy reach of the masses.
- eHealthAccess is a Hyderabad based company offering medical consulting services to individuals remotely via telephone or email. For corporates, they can set up a health kiosk containing basic screening services as well as provide health consulting services remotely.
- KTwo Technology Solutions is a Bangalore based company focusing on using existing healthcare infrastructure to provide tele-medicine solutions to rural and semi-urban population
The focus of both these companies is primarily to provide curative medical services vs. HealthBooth which is focused on preventive screening services
What other challenges - individual, organizational, or environmental – are you currently facing or might hinder future success of your business, and how do you plan to overcome those?
We feel that the following challenges may lead to restrictive growth for the company:
- Funding: to create a meaningful impact on the society as well as for sustaining the fixed costs, the company needs to create a large enough distribution network of booths. Towards this, we plan to seek an early investment from private investors.
- Trained manpower availability: a large team of trained staff is required for local service delivery.
- Procurement: Procurement of medical devices and android tablets is being done from outside India. The company intends to develop local suppliers to significantly reduce the procurement risk.
- Creating awareness: The company needs to create awareness of such an affordable solution amongst society by investing in marketing at local levels,
Briefly describe your growth strategy going forward
The Company intends to adopt a multi-pronged approach towards growth.Growth plan include.
- Tying up with NGO's, corporates as part of their CSR,
- Set up a franchisee network. This will not only bring healthcare solutions within easy reach of general public but also provide income generation / enhancement opportunities for local entrepreneurs.
- Information: For better use.
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New customer group(s), New regions(s).
What makes your business "ready" for growth?
Through feedback from various pilots done so far, HealthBooth has been designed over a period of time after many levels of testing. The schematic of the booth has already been tailored to fit the most cost efficient process for conducting screening tests. The set-up of the booth is modular and not capital intensive and can be implemented in a matter of a few days.
What are your key growth objectives?
We have earmarked clear milestones based on the following long term goals:
- Bridge the gap between the social demographic and access to basic healthcare
- Ensure penetration of basic screening services to areas lacking basic infrastructure
- Provide assistance to detect and curb spread of epidemics
- Reduce ailments and improve overall health by facilitating early detection
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
SHORT TERM
we propose to roll out 30 owned booths by Jun 2013 and 200 owned booths by Dec 2013. This roll out will be in catchment areas catering to targeted population. We also plan to partner with various NGO and corporates with health focused CSR initiatives and roll out HealthBooth in partnership with them.
MEDIUM TERM
We plan to set up 2,000 owned as well as franchised booth by Dec 2015. During this period, we also intend to introduce specific disease based screenings.
LONG TERM
By 2017, we intend to roll out 5,000 owned as well as franchised booths. In the long run, we also intend to provide additional services such as tele-medicine using video facility on the android tab etc.
了解详情↓↑ 隐藏↑ 隐藏What has been the impact of your solution to date?
We have done two successful pilots till date:
Pilot 1 | Rural | Objective – With a NGO "Prevent disabilities" which works with pregnant women at the lower strata of the society, to gauge the quality of her health and that of the yet to be born baby.
Problem: Normally performed by the paramedic, the tests used to take a long time thereby limiting the number of tests per day. They were suggested to use HealthBooth set-up.
Outcome: A paramedic who was able to usually meet 25-30 women a day was now able to test more than 50 patients with same accuracy.
Pilot 2 | Urban | Objective – Gauge acceptability and efficiency: At a bungee jumping event within the city.
A trained person would spend 15-20 mins to perform basic checks on their customers. On an average, it took about 15 mins per test considering the experience of the professional and lack of a method. With HealthBooth and its test process, the same professional was able to achieve a screening time of less than 5 mins. A third of the earlier time.
What methods for quantification of social impact are you applying (if at all)?
Over the next 8-10 years, HealthBooth will aim at reaching 20,000 booths across India with a major concentration over the rural areas and bottom of pyramid settlements. With each booth servicing even 20 persons per day at low utilisation level would mean having an impact on 120 million people a year just from screening alone. With disease specific screening, targeted preventive checks can be done to pre-empt any large scale spread of specific diseases.
In addition to preventive healthcare services, our franchised booths will also provide income generation / enhancement opportunities to several local entrepreneurs.
Apart from this, analysis of collected information will help the governments and hospitals to design more effective healthcare initiatives at the local level.
Could your solution work in other geographies or regions? If so, where?
Yes. Our solution is fairly modular and can be introduced in any of the geographies requiring affordable healthcare screening solutions.
On a macro level, the potential of a concept as HealthBooth can have far reaching impact in not only India, but also all the other BRIC and MIST countries (where more than one in 3 has high BP). But the biggest perceivable impact would be in the African subcontinent (where more than 40% of adults are estimated to have high BP) where information is scarce and connectivity has just begun to pick up. With its easily deployable model, it can be quickly modified to local practices and body structures to ensure that the operation of a unit and expansion to different countries can be done immediately.
What is your projected impact over the next 1-3 years?
With 2,000 booths over the next 3 years, we would have provided more than 20,000,000 affordable screenings to population at the bottom of pyramid, only considering our focus on the Indian subcontinent. In addition, we will implement disease specific screening to pre-empt large scale spread of various diseases. Our franchised booths will provide employment and income enhancement opportunities to local entrepreneurs.
This impact would be excluding the impact that we could have from maintaining and sorting information on behalf of the key stakeholders in public healthcare delivery.
了解详情↓↑ 隐藏↑ 隐藏Elaborate on your current financing strategy
The company proposes to roll out initial set of booths with its seed capital infused by the promoters. The company is also seeking grants from various development and quasi-government organizations. The company believes that once an initial network of booths is established, its model can be self-sustaining as detailed below.
The company proposes to charge a nominal fee of INR 50 per test. The booth is designed to minimize the roll out time as well as cost. As per initial estimates, 10-50% graded utilisation is expected to recover booth costs in less than 3 years. Once the company has rolled out an initial set of owned booths, the franchisee model would be given preference as it will not only help contain the rental and operating costs for the company but also provide much needed non-refundable deposits from the franchisees. The company proposes to plough these franchisee deposits back into the business.
At an opportune time, the company also proposes to raise some investment from private investors for growth.
Share of revenue generation in total income of organization (in percent)
Direct sales to patients or other beneficiaries (in percent)
Of the possible sources of these sales listed below, check all that apply to your current strategy
个人, Private businesses, Other beneficiaries.
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
基金会, 非政府组织, Private businesses, Others.
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
基金会, 非政府组织, Regional government, 国家政府.
Explain your revenue generation strategy in more detail
We are looking at 3 basic sources of revenue:
- Self-owned booths
- Franchisee
- NGO/ Governments
- Corporates
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Explain your philanthropic approach in more detail
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
- Self-owned booths
Booths would be setup in a mix of urban and rural areas and users would be charged per set of tests.
Rural areas – focus will be on affordability as well as accessibility and roll out will be in locations such as post offices, bus stands, panchayat offices, local markets, health clinics etc.
Urban areas – focus will be on easy accessibility while at the same time keeping the costs affordable. Roll out will be in locations such as malls, gyms, railway stations, post offices and other areas with heavy footfalls.
- Franchisee
Franchisee pays a fixed lump sum upfront for right to receive the booth set up. The company will pay him a commission for every test conducted by him.
- NGO/ Governments
Mobile booths can be made available to NGO/Govt either at a lump sum or at a per test basis where the company expects to receive consideration linked to the number of tests that are conducted during a defined timeframe.
- Corporates
CSR initiatives: these are initiatives where corporates can sponsor setting up a booth or a number of tests every month in a particular region of its choice as a means of giving back to the community. The company expects to receive consideration linked to each test conducted.
Employee wellness: Corporates may also wish to put up booths within their campuses as an employer of choice initiative or due to industrial guidelines and remunerate the company on a retainer or on a per test basis.
Running has the potential to develop character and sporting spirit among the individuals. People stay healthy and adopt healthier life-styles if they are into it when young.
Mighty Runners program's objective is to instill the sport of running at a young age and provide a common platform to the children. By engaging school children and providing them with systematic training and online tools for training, we plan to bring together children across different schools. Such program has the potential to develop and give the country some of the best distance runners and marathon runners.
a web application to help communities capture their stories
Created on 02/9/2013 by pcs2prosper
Pcs2Prosper bridges the digital divide by acquiring and donating computers to children in need. Our unique holistic model connects communities one computer at a time.
Cheap and reliable diagnosis of diseases in rural areas, with lack of electricity or water, and inadequately trained healthcare staff are widespread problems in less developed countries. GSK is helping to develop simple, cheap, paper-based devices capable of diagnosing infections and saving millions of lives.
Created on 01/31/2013 by hei3paak3
Approximately 50 words left (400 characters).
了解详情 ↓↑ 隐藏↑ 隐藏Organization's Country of Operation
Year of launch of the organization
Years in Operation
Operating 1-5 years
Has the organization received awards or honors? Please tell us about them
We want to hear about your “Aha!” moment. Share the story of where and when the founder(s) saw this solution’s potential to change the world.
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Obesity and Diabetes Prevention
Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
It is in the interest of companies and organizations to prevent the occurrence of debilitating conditions and diseases such as obesity and diabetes. Governments, health organisations and school authorities have failed to address this problems and are still struggling to find strategies to deal with the consequences of this epidemic.
Mental and and physical performance suffers significantly when a person is affected by obesity and diabetes. Any number of affected employees influences the economic performance of companies. The impact can already been measured.
The innovation we present enables companies and organisations to address the problem of early obesity in a proactive and systematic way. By using a systems approach of evidence based knowledge, easy to learn tools, simple processes and common sense nutritional advice, the employees are empowered to actively prevent and in some cases cure the occurrence of insulin resistance, obesity and early diabetes.
The service provided consists of individual and group training sessions, group activities and exercises and the administration of mild and herbal nutritional supplements.
Describe how your innovation model is distinct from any other organization in your field?
Currently only government organizations do make efforts to fight the obesity and diabetes epidemic. These efforts are based on non-scientific assumptions, popular and outdated nutrition myths and a lack of understanding of body chemistry and biology.
What type of operating environment and internal organizational factors make your innovation successful?
While working in a company context, and by emphasizing the economic aspects and impact of health conditions, we can expect a higher success rate than public service advice or half-hearted or inaccurate nutritional advice.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
The scientific literature covering the prevention, the influence and the cure of insulin resistance and obesity is constantly growing. By staying informed and keeping track of the scientific insights as they emerge, we will be able to adapt training programs continuously.
Also, observing and analyzing successes and failures of the training programs over long periods of time will bring into light feedback of participants and will enable us to improve on the methodologies and methods.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏The systemic challenge you are trying to overcome (select one)
Realign the incentives in the public healthcare system in mature markets, or
Health area (target market) where the need is [select only one]
Nutrition
Categories along the health continuum you are covering [select all that apply]
Prevention, Detection, Follow-up, Long-term care, Social integration.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
Prevention and detection of insuline resistance, early obesity and diabetes.
Stage that best applies to your solution [select only one]
Idea (poised to launch)
Core strategies of your business model [select all that apply]
Approaches to behavioral change at the individual level, New approaches to distribution of health products and services, Unconventional partnerships (between traditional healthcare players and players outside healthcare).
Most relevant tools you are using to implement the strategies outlined above [select only two]
Consultation, Education/training.
Please describe your solution in more detail
- Intensive group training and coaching
- Individual coaching session
- Long term follow-up and reinforcement
What are your vision and overall objectives?
The business model relies on the financing of training and coaching efforts by companies. While it is our main objective to establish long term relationships with companies, family members or community members may also be included in training programs. The fees may then be covered by the individuals.
What is your value proposition?
By preventing insulin resistance, obesity and diabetes, work force performance can be improved significantly. Also, by improving well-being and health of employees, the company can document its commitment to improve working conditions and employee welfare.
Who is your customer(s)?
- Small to medium companies, in particular in rural areas or regions affected by economic downturn
- Larger companies observing a general decline in employee well-being and performance
What approaches to you use to reach your customers?
- Through industry trade fairs
- Direct contact with management and networking
- Through networking via professional associations
- By collaborating with health insurance companies
What are your primary activities?
- Group and individual coaching, training and consulting
- Analysis and reporting of the impact of training efforts
- Long term follow-up and reinforcement
Who are your peers and competitors? What problems could these players pose to your success or growth?
Companies such as "Weightwatchers" and other organisations are using an approach of group dynamics
and target individuals. Also, the emphasis is on cosmetic weight loss, while we promote health improving life style changes.
What other challenges - individual, organizational, or environmental – are you currently facing or might hinder future success of your business, and how do you plan to overcome those?
Employee motivation
Employee participation and motivation is often unevenly distributed even in companies where a large amount of employees are affected by obesity. Motivation is the most important aspect in training an coaching and a special effort is necessary to promote motivation and provide incentives.
Legal framework for health related services
The legal framework for providing health services varies significantly from country to country. By employing medically trained staff and consultants, risks of legal trouble is minimized.
Briefly describe your growth strategy going forward
- Finalizing and improving training programs, training material
- Design promotional materials
- Find partners with medical background
- Identify partners supplying herbal and nutritional supplements
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New customer group(s), New regions(s), New market(s)/country(ies).
What makes your business "ready" for growth?
In view of increased health risks through obesity and diabetes, companies can not wait for government intervention, The must act proactively to prevent an economic impact through the decline of general health in their work force.
What are your key growth objectives?
- To have a profitable an sustainable business in all stages of the development of the company
- Create a well-known and respected brand
- Become the main contact for general, collective health issues in companies and organisations
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
- To have a complete training system with training material in 6 months
- To be operational with a group of 5 to 6 coaches in 12 months
- 10 coaches in 18 months
- To develop a franchisable business with strict quality control in 24 months
了解详情↓↑ 隐藏↑ 隐藏What has been the impact of your solution to date?
- Increase in awareness of the problem
What methods for quantification of social impact are you applying (if at all)?
Subjective and objective assessments of health of individuals:
- General well being
- General health indicators: amount of body fat, blood glucose levels
Could your solution work in other geographies or regions? If so, where?
Yes, considering and respecting local diets, cultural issues and language, it is possible to use this solution in different geographies.
What is your projected impact over the next 1-3 years?
- Improved well being of employees
- Better general health
- Better work performance
了解详情↓↑ 隐藏↑ 隐藏Elaborate on your current financing strategy
A detailed financing strategy has yet to be developed.
Share of revenue generation in total income of organization (in percent)
Direct sales to patients or other beneficiaries (in percent)
Of the possible sources of these sales listed below, check all that apply to your current strategy
Friends and family, Private businesses.
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
Private businesses, Others.
Explain your revenue generation strategy in more detail
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
Funding through service contracts and slow organic growth.
Created on 01/15/2013 by dileksi
Employees should feel theirselves as a organic part of companies. Companies are expected to take responsibilities for their workers to make their lives better in holistic way. The initiative could be an alternative to satisfy expectations of employees.
了解详情 ↓↑ 隐藏↑ 隐藏Tell us about yourself/your team.
I work for the private bank as a project manager and a senior business analyst in IT department.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
Service leadership is the key word for me to define an intrapreneur. I am also very keen on sustainability issues. Because of my curiosity, I wrote a book about ‘Sustainability and New Job Models in Turkey’ in Turkish. The book will be published soon. To be a channel for people and to design new systems in terms of providing new job opportunities are main motivations in my life approach.
Primary country where this project is creating social impact
Additional countries or regions
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了解详情↓↑ 隐藏↑ 隐藏The Need: What social or environmental problem are you trying to solve?
Cittaslow (Slow city) has been expanded throughout the world since 1999 and the concept was born in Italy. There are about more than a set of 50 goals and principles in terms of promoting cultural diversity and uniqueness of individual cities, protecting the environment, making life better for everyone living in an urban environment. Eight regions have participated in this movement in Turkey so far. The business world can have advantage of making contributions into these towns in 'win-win' concept. One of the advantage is for employees. To strengthen loyalty of employee to the organization and to evaluate the performance of employee will be required to have innovative actions in a wide thinking way.
The Solution: What is your solution? Be specific!
The bank I have worked for can enable employees as ‘giver’ or ‘receiver’ to participate in the services offered by the slow towns. Accordingly, these participations can create different social climate in the organization in order to rise awareness of the concept ‘slow city’ and persuade employees in a natural way to take place in volunteer actions for slow towns. The solution is to establish a network in the organization which can provide employees to search all services offered by slow towns. As examples, receiving a service from the slow town can be ‘preferring to stay in a guest house in an organic farm’ and giving a service to the slow town can be ‘an employee’s child might want to work in the organic farm on a holiday’. At the same time, while employees have fun as to learn many things via the organizational network, the outputs of these actions could be inputs into the performance management system of the bank.
The Solution: Why is this solution innovative for your company and industry?
The bank will start to use new types of motivation tools for the personal growth of employees and will enable their children to receive benefits of activities of 'slow towns'.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
Regarding improving performance management system, a bonus system can be set within the network of the organization. The bank would give initial bonus to each employee registering to this network. For example, 500 units are freely loaded into the virtual accounts of each employee by the bank. 1 unit could be equal to 1 Turkish Liras. This system resembles ‘time banking’ pattern which is a reciprocal service exchange that uses units of time as currency. However, the units in the proposed bonus system can be converted into money if an employee want to use his or her own units as for example- having a holiday in one of the slow towns.
If the initial units have not been used by employee, her/his units would be decreased in the middle of the year to the half of the initial units. The purpose of the rule is for supporting to vitalize a regular reciprocity flow of receiving and giving in the network. Then, the staff having initial units in the beginning of the year can use these units as receiving a service from slow town and also can raise the units as giving a service to slow town. Furthermore, the children of the employees can take place in the network. The children of the employees also obtain units.
The units gained by employee can be transformed to performance management system of the organization in order to add into his/her performance scores.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
It would be very good if the bonus system for the performance management system is copied by other organizations.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
When I prepared a book about ‘Sustainability and New Job Models in Turkey’, I interviewed with the mayor of the first slow town (Seferihisar) in Turkey. He mentioned that the slow towns were a free-thought zones to implement new ideas. I visited the first slow town and I saw going-on changes in this region. I have had inspiration after the visit.
Furthermore, I interviewed with founder of a head hunter company. He emphasized that the new type of firms should consider the young generations of the employees. I have seen a link between the corporate systems and slow towns that the internal structures of the organizations can be re-built, at the same time, staff enjoy to get benefit of the services of slow towns. Beside this, the children of the staff in the organization can use the bank’s ‘citta slow’ network. Thus, they can start to understand the importance of reciprocity services at young ages.
What has been the impact of your solution to date?
It is still just a proposal.
What is your projected impact over the next 1 to 3 years?
New models to assess the performances of staff will emerge in the organizations. The children of the staff also will be included into the system. Accordingly, the awareness of ‘citta slow’ will start to be well known by public.
What barriers might hinder the success of your project? How do you plan to overcome them?
Implementing a new concept into the organizations will take a time and effort. Therefore, the solution can be monitored in the first phase within limited departments of the organization. Then, it will be widened. Some campaigns in the organization needs to be done in order to explain the benefits of reciprocity services and the mentality of ‘slow cities’ to whole staff.
了解详情↓↑ 隐藏↑ 隐藏What is the benefit or value you're creating for your business?
The new apprehension in Human Resources Departments will diffuse into whole departments in the organization as the interactions increase between employees and the services of slow towns within network. These interactions are measured as units which will be later loaded into performance management system of the organization.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
Approximately 100 words left (100 characters).
Expand on your answer, explaining the long-term funding and support plan.
The second solution could be funded by internal sources of the organization. As a first step, a software programme is required to establish a bonus network system. The private bank I have worked for have IT department to be able to support the plan.
Tell us about your partnerships across your company and externally that are key to your project's success.
The project’s partners are mainly Human Resources Department of the bank and the representatives of slow towns.
What internal support have you gotten for your project? What kind of push-back have you received?
The internal support I have gotten is the book I wrote. I interviewed private companies, NGO’s, academics, local initiatives about new business models for the book. My vision was shaped with these interviews. I had an impression about highly potential transformations towards sustainable life style in the first slow town in Turkey. The slow towns are very open to innovative attempts and cooperations with the business world.
Created on 01/15/2013 by pattymorrissey
Groupon Grassroots uses the world's largest ecommerce marketing system to connect our subscribers with new causes, rally people together, and lend a helping hand. We empower our subscribers to give a little to make a big difference.
了解详情 ↓↑ 隐藏↑ 隐藏Tell us about yourself/your team.
Our team is composed of seven full-time staff and two interns. We've used our backgrounds in advocacy, sales, and international development—to name a few—to launch the program, and we continue to drive its development as a central feature of Groupon's social innovation efforts. Campaign organizers currently manage Groupon Grassroots regionally and across the United States.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
Innovation is about creating solutions for unmet needs. We leverage Groupon’s core assets to drive societal change and bottom-line business value. Groupon Grassroots is our first endeavor and we’ve already started expanding our scope of work to find opportunities that marry our strengths with the needs of the community. We’re relentless about translating the benefit of our ideas into something that the entire company can understand. We have confidence to take risks piloting new initiatives and don’t wait to be granted permission to execute on ideas. Our role is to connect the dots between our core business and our footprint on the world and ensure that our legacy is one we can be proud of.
Company Country
United States, IL, Chicago, Cook County
Primary country where this project is creating social impact
United States, National (U.S.)
Additional countries or regions
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The Need: What social or environmental problem are you trying to solve?
We solve the challenge that nonprofits and mission-driven social ventures have with connecting to new donors. We've found that smaller and newer organizations in particular find online engagement to be challenging because they don't know how to employ online marketing tools, and they don't have the reach to engage a wide enough audience to support an online marketing campaign. The problem we're solving for individual donors is helping them overcome the decision-making paralysis that is caused by lack of knowledge on how to vet organizations properly or the feeling that a small gift won't have an impact.
The Solution: What is your solution? Be specific!
We use the power of the Groupon platform, which works to connect thousands of small businesses with millions of new customers, to help small grassroots organizations connect with new supporters; the program is called Groupon Grassroots. Groupon Grassroots features a collection of 10–15 crowdfunding campaigns every single week on Groupon, with the goal of connecting a critical mass of local donors with quality organizations to fund tangible, high-impact projects that make a difference in the communities of our subscribers. A Groupon Grassroots campaign is convenient (it meets people where they already are—in their inbox); it's credible (our customers trust Groupon's brand); and it instills a sense of urgency to give (people have a limited window of time to support a campaign).
The Solution: Why is this solution innovative for your company and industry?
Most people don't realize that Groupon was born out of a collective-action platform called The Point, which was one of the first crowdfunding platforms in existence. When Groupon pivoted to focus on ecommerce and began pioneering the daily deals business, it only made sense to leverage the collective power of our consumers for our original purpose for being.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
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.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
We don't view other crowdfunding platforms as our competitors. Rather, we celebrate their successes. We have even partnered with CrowdRise on an Earth Day promotion in 2012 that featured Edward Norton. Crowdfunding sites are most successful when they know their niche; with Groupon Grassroots, we're uniquely positioned to localize content and serve as a bridge to an organization that doesn't yet have the capacity to succeed on its own through other crowdfunding platforms. This falls in line with our goal to help small nonprofits build their capacity in online engagement.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
There wasn't a specific light bulb epiphany; Groupon Grassroots is simply the natural extension of how Groupon was born, with the site The Point. Using our platform and technology for good is in our DNA—it's who we are. Compared to other for-profit corporations that may have corporate citizenship programs as an add-on, social innovation has always been an important part of our success, and it fuels our sense of purpose as an organization year-round.
What has been the impact of your solution to date?
To date, Groupon Grassroots has raised $4.5 million from more than 180,000 individual supporters to fund more than 1,200 campaigns nationwide. Here's what some of our community partners say: "This is a phenomenal program that has had a huge impact on our organization. Our community was excited to see Little Bit represented in a new and different way, and everyone was eager to support the project. Setting up the campaign was very easy…I can't recommend [Groupon] Grassroots enough. Our organization has nothing but praise."
"I think this program is fantastic! I really appreciate such a reputable company such as Groupon giving back to the community!"
Though the exposure and raised funds are great, we’re also providing capacity building to these organizations.
What is your projected impact over the next 1 to 3 years?
Currently the Groupon Grassroots program is operating in the United States only. Now that we have a model that works domestically, we plan to scale this solution globally in the 48 countries where Groupon has a footprint, with immediate plans to expand to Europe. We also have plans to expand the scope or our work beyond campaign organizing. We recently changed the team's name to 'Social Innovation' to reflect this next phase of our evolution, having recently launched our Employee Volunteer Program, Green Committee, and near-term plans to launch a social innovation lab to support intrapraneurs from across the company.
What barriers might hinder the success of your project? How do you plan to overcome them?
Working for an innovative company means our company is constantly changing. Though it's challenging to incorporate changes into our program, we have great relationships internally and have open communication that supports our capacity to add value to ongoing innovations. Our current goal is streamlining our growth with Groupon's growth internationally. While we scale, our greatest challenge will be staying informed about innovations at Groupon internationally to incorporate them into our programs abroad.
了解详情↓↑ 隐藏↑ 隐藏What is the benefit or value you're creating for your business?
Customer engagement: first-time customer activations (about 25% of people who donate to a Groupon Grassroots campaign have never purchased a Groupon before). Brand: measurement of PR stories, which have the dual benefit of showcasing our work to the broader community while garnering media attention for our Groupon Grassroots partner organizations. Employee engagement: We partner closely with HR to track awareness of how participation in social innovation activities impact their talent-development goals.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
We have a small, scrappy team of seven full-time staff, but as a fully integrated business unit, we have support and access to Groupon's resources. Our team of editorial writers put together compelling and straightforward write-ups for the campaigns. We work closely with our Communications team to raise the profile of Groupon's social innovation efforts and community partners' promotion efforts. We work closely with our Talent Development team to tie social innovation activities with employee engagement opportunities. The robust marketing tools for Groupon Grassroots' community partners are the result of collaboration with our designers, copywriters, and video teams.
Expand on your answer, explaining the long-term funding and support plan.
The reason we could grow the team from one to seven (plus two student interns) in a short period of time from June 2011 to today is because we've shown the direct link of our efforts to Groupon's bottom line. As we improve operational excellence domestically, we can maintain our commitment to local impact while putting resources into global expansion and development of new social innovation initiatives, such as our newly formed Employee Volunteer Program (EVP) and Green Committee, as well as the social innovation lab that is currently in development.
Tell us about your partnerships across your company and externally that are key to your project's success.
The feel-good factor of our work gives us a competitive advantage over other department leaders vying for the time of our talented—and very busy—employees. Externally, we partner with community organizations across the United States, and soon we will partner with organizations internationally to source and spotlight the great work they're doing.
What internal support have you gotten for your project? What kind of push-back have you received?
Our internal surveys show that employees—C-suite and front-line employee included—value our work. Internal push-back usually stems from a traditional mindset and bias toward charitable work along with the assumption that if it's good for the community, it MUST be a cost-cutter. We are always saying, "Just because it smells like philanthropy doesn't mean it's not good business."
Facilitated through Heartland Hospice (HCR-Manor Care) office in Richmond, Virginia, Flower-Power builds upon collaborative relationships with and shared resources among Heartland Hospice, The Jerusalem Connection, Renew Richmond, Riverside PACE, Virginia Cooperative Extension, Four-H Program of Richmond, Henrico Master Gardeners, Virginia Tech University, Richmond Behavioral Health Authority, Shalom Makers, ASHOKA, families of former hospice patients, and diverse community-based and faith-inspired organizations.
Riga Latvia
56° 56' 58.7364" N, 24° 6' 18.6696" E
In 2012 HR Manager of GlaxoSmithKline Latvia Edite Kalnina designed Small Grants Programm listening to the voice of customer - her colleagues doing charitable work and engaged a cross-functional team to work together on CSR. The project is addressing the most serious problem for Latvian non-governmental/ not-for-profit organizations- the lack of sustainable and long-term financial resources.After the country's entrance into the European Union foreign support funds for Latvian NGOs have dissolved and organizations have to find new financial sources.
Created on 01/15/2013 by Myriam Sidibe
Handwashing with soap is the most cost-effective way of reducing the two biggest causes of child mortality. This programme spreads this simple practice. Our aim to change the behaviour of a billion people will improve health outcomes around the world.
了解详情 ↓↑ 隐藏↑ 隐藏Tell us about yourself/your team.
I am a public health professional working in the private sector to bring sustainable solutions to global health issues, and one of only two people in the world with a Doctorate in Public Health, specialising in handwashing and behaviour change, from London School of Hygiene and Tropical Medicine.
Over the last 15 years, I’ve worked with NGOs, UN, academic institutions and the private sector on hygiene promotion. I created and designed this role, and in the past 7 years, have helped take the brand from €300m to €600m, landing the goal of improving hygiene for 1 billion people by 2015.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
I’ve always tried to be a social pioneer, pushing the limits of what conventional wisdom says can be achieved to reach sustainably the poorest of the poor.
I passionately believe that business can be a force for good. My personal goal is to harness my scientific expertise in order to do good with each bar of soap we sell. I am determined to make a real, long-lasting difference to millions through handwashing as a behavioural solution for disease prevention.
To achieve this, I have to be a catalyst for change inside our organisation, as well as a passionate advocate externally.
Primary country where this project is creating social impact
Additional countries or regions
We lead programmes in more than 14 countries, with the lead programmes conducted in India, Pakistan and Bangladesh.
Industry
Consumer Products
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Established (past the previous stages and has demonstrated success)
The Need: What social or environmental problem are you trying to solve?
Every day 6,000 children die from diarrhoea and pneumonia. Yet 600,000 lives a year could be saved through the simple act of handwashing with soap: one of the most effective and low cost ways to combat these life-threatening illnesses.
Globally, soap penetration is over 90%; yet washing hands with water alone remains common. Only 17% of mothers wash their hands with soap after using the toilet, just 19% after cleaning their child’s faeces, and only 13% before handling food. We therefore need to bring handwashing with soap to the poorest households in Africa and Asia where the mortality is high.
The Solution: What is your solution? Be specific!
We lobbied Lifebuoy to set the goal of changing hygiene behaviour in one billion consumers across Asia and Africa by promoting the practice of handwashing with soap, thereby helping reduce respiratory infections and diarrhoea.
We defined a comprehensive handwashing programme to reach the 1 billion, focusing on three areas:
1. Behaviour change programmes are integrated into marketing - engaging poor mothers and children to ensure that our message makes a difference in keeping people safe and healthy.
2. Working with partners (both public and private sector) to promote the importance of handwashing with soap – a task too big for any single organisation to tackle alone.
3. Driving advocacy to raise the profile of handwashing with soap, creating the right environment for investment in behaviour change.
The Solution: Why is this solution innovative for your company and industry?
Behavioural change has to work at a deep level, and is therefore embedded throughout Lifebuoy marketing. We made this bold commitment as the only FMCG brand with such significant reach. Our model is founded on one of the largest independent studies ever undertaken. It showed the Lifebuoy Way of washing hands reduces diarrhoea by up to 25%, acute respiratory infections by 15%, with a resulting 40% increase in school attendance.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
We created our behaviour change model to reach under-fives - those most affected by diarrhoea:
1. Creating basic awareness and relevance for why the habit is important
2. Ensuring people commit to practising the Lifebuoy Way
3. Getting people to practise the behaviour for 21 days so the habit takes root
4. Rewarding behaviour to make sure the habit sticks
We created the Lifebuoy Way - a comprehensive programme of washing hands with soap at 5 key daily moments: before breakfast, lunch and dinner; when bathing; after using the toilet.
The results of a clinical trial showed it was successful in increasing handwashing with soap:
• Children showed 25% fewer episodes of diarrhoea, 15% fewer episodes of Acute Respiratory Infections (ARI) and 46% fewer eye infections
• Children had 26% fewer days of school absence due to illness
• Analysis carried out 5 weeks later also indicated there had been no significant increase in incidences of diarrhoea, ARI and eye infection.
In other words, the Lifebuoy Way programme results were extremely positive in showing sustained behaviour change.
Diarrhoeal rates have decreased significantly over the last five years - all trends indicate a direct correlation between commercial growth and diarrhoeal disease reduction.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
In 2008 we co-founded Global Handwashing Day with the Public Private Partnership for Handwashing, which invites private sector organizations and non-profits, including UNICEF, USAID and the London School of Hygiene and Tropical Medicine, to work together with common purpose.
Rather than discouraging competitors, such as Safeguard, we understand the value of potential partnerships to help bring resources to reach even more people with a lifesaving message.
What makes us unique is that every day, we reach over 2 billion people with our products – more than any government or NGO – which gives us unique scale to help bring about real change.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
Lifebuoy has always been a brand built on social purpose - its commitment to saving lives stems from its 19th century heritage, when it was created to tackle cholera outbreaks.
I was able to put my academic research into practice in defining a social mission for Lifebuoy that would drive business growth.
I always wanted to spread a hygiene message, and my doctoral thesis examined handwashing behaviours in Timor and Senegal. My research highlighted the benefits of good hygiene, and I knew that this could be applied to the Unilever Sustainable Living Plan to improve the health of 1 billion people. Our unique clinical research demonstrated conclusively that lives can be saved by handwashing with soap, forming the basis of our programme.
What has been the impact of your solution to date?
We’ve made a brilliant start. The Lifebuoy Behaviour Change Programme was launched in 2010, and by the end of 2012, we have reached over 130 million people with our lifesaving message across 14 countries, reducing incidences of diarrhoea and ARIs, and saving thousands of lives.
But we’re not resting on our laurels – there’s a lot more to be done. We plan to scale up the rural footprint of Lifebuoy’s hygiene behavior change programmes, developing bigger, cost-effective partnerships, adapting the model for new Lifebuoy geographies, building evidence of successful deployment and elevating advocacy of handwashing with soap.
What is your projected impact over the next 1 to 3 years?
By 2015, Lifebuoy aims to change the behaviour of one billion consumers across Asia, Africa and Latin America and save hundred of thousands of lives.
What barriers might hinder the success of your project? How do you plan to overcome them?
The scale of the problem can seem daunting - changing deeply-entrenched habits requires a huge cross-sector effort. An African proverb says, “If you want to go quickly, go alone, if you want to go far, go together.” We plan to go far, and therefore will elevate advocacy, seeking key partners in government and NGOs to go along with us.
There is potential for scepticism from these partners. Key to tackling this is being painfully transparent about our commercial interests. Organisations are reassured we’re in it for the long haul through business motivation, not because we'd spotted an opportunity for publicity.
了解详情↓↑ 隐藏↑ 隐藏What is the benefit or value you're creating for your business?
Put simply, growth. We’ve created a very clear link between tackling this critical issue and our business ambitions. The social issue is clear: the business opportunity for us is equally clear. Ideal consumption for handwashing to reduce illness is around 20 bars of soap annually, yet 1.5 billion people consume just eight bars or fewer. This opportunity is more marked because of the rapid pace of change in emerging markets.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
The mission forms an integral part of the Unilever Sustainable Living Plan, and being so closely allied to the overall corporate strategy means we can call on colleagues around the world in corporate, public affairs, HR and marketing teams to lend their expertise and time.
We work hand in hand with brand and advocacy teams to reach out to consumers and organisations, while our work with internal communications teams encourages employees to get involved.
Employees around the world have gone into schools to teach children about handwashing. Some have even been part of successful world record attempts!
Expand on your answer, explaining the long-term funding and support plan.
Long term, the success of the Lifebuoy Social Mission in doing good AND increasing sales means it becomes self-sustaining.
Since we launched the programme, we have seen a significant sales uplift, this is set to continue. This allows us to continue to be a positive force for good in the world, in the interests of all our stakeholders – our investors, our consumers, our employees and the communities where we operate. We are also in very advanced discussions with pioneering types of partnership that include fund-matching from private foundations to expand our programmes.
Tell us about your partnerships across your company and externally that are key to your project's success.
If Unilever achieves its sustainability targets but no one follows, we will have failed. Consequently, we’re working with other organisations, such as the Consumer Goods Forum, the World Economic Forum, the Public Private Partnership for Handwashing with Soap, the World Business Council for Sustainable Development, NGOs such as UNICEF and USAID and local and national governments, to drive cross-sector change.
What internal support have you gotten for your project? What kind of push-back have you received?
As the programme ties in with the Unilever Sustainable Living Plan, we haven’t faced push-back.
On the contrary, it has created positive energy and momentum inside our business. Many employees want to get involved because they have a genuine desire to give something back – 20,000 employees volunteered in 2012. This in turn builds pride in the company they work for.
Created on 01/15/2013 by Smaat Aqua
Smaat Community Water Center is a flagship program of Smaat, to quench the thirst of crores of people in India by providing healthy drinking water through community water centers.
了解详情 ↓↑ 隐藏↑ 隐藏Tell us about yourself/your team.
We are an Environment Industry working towards bringing sustainable solutions in the field of Water, Air and Energy. We have set up with the zeal to eliminate poverty in India and to bring one of the most luxurious products to vulnerable and marginalized societies : Safe Water.
So, why water? that day is not far when the cost of 1 lt of water will be Rs 1000. The present cost of 1 lt water is Rs 20. This is not affordable by common man in villages and towns of India. Using the latest state of the art technology and chemical free process, We bring out the feasible solutions for providing safe and pure drinking water.
It is not just about water, it is about Economy, Health and Happiness.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
The qualities that enables me to make me an intrapreneur are
1. Passion for sustainable solutions
2. Fire within to bring about revolutions
3. Compassion towards marginalized and vulnerable communities
4. Zeal to give back to the society what it has given to us.
Primary country where this project is creating social impact
Additional countries or regions
Mahabubnagar, Ranga Reddy , Kurnool
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The Need: What social or environmental problem are you trying to solve?
We chose the activity and location because we wanted these people to be self sufficient and have a sustainable lifestyle. With the advent of providing low cost technology, the people were able to understand how the techniques work and they themselves were comfortable in replicating the technology for day to day needs.Techniques such as water conservation, water recycling, importance of clean drinking water,etc were taught and the people gladly accepted.
We are trying to solve:
1. The need for clean and safe drinking water
2. Effective Water Conservation
The Solution: What is your solution? Be specific!
Water is precious and it is considered as luxury.Our concept is "Community Water Center" where we bring safe drinking water to the people. Not all have the access to safe drinking water. We bring low cost technology to villages and fabricate the drinking water treatment plant according to the requirements of the village. We have taught the people of the village how to operate the plant and given workshops in every village on how the drinking water plants are fabricated, designed and manufactured using various equipment and water technologies. we have created entrepreneurs in every village where we have set up our drinking water treatment plants
The Solution: Why is this solution innovative for your company and industry?
1. Water is considered a luxury hence we have designed equipment that will make available water for all for a long time
2. Many Companies use harmful carcinogenic chemicals in water purification; but we donot use chemicals and we are the first ISO 9001:9008 Company using non chemical methods for purification of water
3. A popular adage says "Roti,kapda aur makan is the main trilogy for living" but something is missing and that is drinking water.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
Karunakara M Reddy was born to agriculturists in a remote village in Andhra Pradesh. Even though he belonged to a farming fraternity, he often was faced with one shortage- access to safe drinking water. He saw that the people in his village suffered a lot due to lack of clean and safe drinking water. A lot of women and children would travel miles to fetch water. People fell sick and there was absenteeism seen in the local work areas and schools just for water. The general tendency of People in Rural India lies in the fact that water found anywhere with any source can be used for drinking along with other petty activities of everyday life. He saw that the only technique the people used was tying of a cotton cloth to the faucet to get water that is perceived to be 'clean'. A death in his family due to shortage of water vowed him to bring about a change in the way people look at water
What has been the impact of your solution to date?
the impact of our activity begins at the construction stage itself.
1. women and children need not travel miles to fetch clean water- hence 4 hours were saved for every women in the village
2. men fell sick less often, hence manhours were increased and sick leaves were decreased.
3. People became self sufficient after knowing the technology, in 3 months entrepreneurs were born among the men
4. Business techniques and practices were taught and the men and women learnt these techniques.
5. emphasis on culture protection were done and every person in the village aims for a 'clean and green' place to strive to live
What is your projected impact over the next 1 to 3 years?
What barriers might hinder the success of your project? How do you plan to overcome them?
Some barriers
1, Lack of awareness
2. Red tapism
了解详情↓↑ 隐藏↑ 隐藏What is the benefit or value you're creating for your business?
1. Transforming villages
2. Bringing sustainable solutions to one and all
3. Making safe and clean drinking water available at an affordable cost
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
Approximately 100 words left (100 characters).
Expand on your answer, explaining the long-term funding and support plan.
Tell us about your partnerships across your company and externally that are key to your project's success.
Approximately 60 words left (425 characters).
What internal support have you gotten for your project? What kind of push-back have you received?
Approximately 60 words left (425 characters)
The project "Children's Friends" is aimed at the children because they are preferential in need of support from the side of adults. Especially when some of them is in the hospital for a long time due to some disease. For many of them it is hard to experience the time spent in the walls of a hospital so we’ll try to do everything we can for young patients to make them feel much more better in the conditions of the hospital setting. So, first of all, the project "Children's Friends" dedicated to children from hospitals.
Created on 01/14/2013 by Anth
Dragon Social Responsibility aim to provide public awareness and direct funding for deserving causes and organisations by supporting our clients to add a social, external and non-operational emphasis to their activites, in return for the provision of our unique CSR services and benefits.
了解详情 ↓↑ 隐藏↑ 隐藏Tell us about yourself/your team.
Dragon SR is a new operation bringing together a small team of experienced experts from the world of community development & conservation project implementation and the finance and consultancy sectors.
With vast experience in both sectors from Europe, Africa and Asia the team includes specialist experience in, amongst others, assessing and implementing social and environmental projects, crisis preparedness, social and traditional media interaction, business auditing, on and offline content creation, CSR and business consultancy.
Based in Malaysia but with a scope that aims to include South East Asia and beyond, the experience of the team and flexibility of the business model allows the company to think beyond national borders in terms of client partners and project implemantation.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
Having worked across the Financial & Consulting sector for 9 years & the Expedition & Social/Enviro Project Implemtation industry for 7 years, I've attained experience and knowledge from both, much of it transferable across industries, that gives me confidence and enthusiasm that the lessons learned can be shared. More socially aware corporates and more business like social enterprises, sharing insights and working together can make a lasting difference.
Unafraid to make mistakes but with (hopefully) the experince to spot them before they happen, I aim to make Dragon SR a portal for Corporates and Social Enterprises alike.
I'm driven to succeed but have an empathy often missing in corporates and I hope to convince others that Social Responsibility can be about just that!
Primary country where this project is creating social impact
Additional countries or regions
South East Asia, Africa, Latin America
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开始（刚开始运作的试行阶段）
The Need: What social or environmental problem are you trying to solve?
To many onlookers current Corporate Social Responsibility programmes and some NGO/NFP organisations have drifted away from their original honourable intentions, with CSR seeming more and more concerned with share value and streamlining processes than social concerns and some NGOs/NFPs looked upon sceptically with unnecessary overheads and little transparency for their actions.
Not For Profits are often uncertain that a business will follow through with their funding intentions, whilst businesses often wonder how their funds are spent with little feedback. This leads to rather insipid CSR programmes focused on internal factors with little social focus and a lack of funding for deserving and essential projects with funds difficult to attract or going to less deserving programs.
The Solution: What is your solution? Be specific!
Dragon SR aim to actively support companies with entirely new or purely internally focussed CSR programmes to engage with social and environmental projects external to their own business. These could be projects with a specific link to their area of operations or entirely separate.
Before introducing a client to a project, the NGO/NFP will be assessed by Dragon SR on various criteria to understand its aims, sustainability and transparency amongst other factors to ascertain as far as possible how the client's funds will be used and offer certain assurances for the client, whilst the project itself recieves funding guarantees from the client.
In return Dragon SR will then provide various CSR and marketing services to the client including Annual Report CSR compliance, regular project feedback and reports, Cause Related Marketing, client facing content for internal use, customer facing content for external use and support for their ongoing CSR and staff engagement activities.
The Solution: Why is this solution innovative for your company and industry?
As it stands the CSR industry is booming, but in our opinion it has lost sight of the original premise of social responsibility being now concerned with reducing overheads, increasing profit and adding value for the shareholder to whom most of the corporate responsibility seems to be aimed at.
Dragon SR aim to re-align the focus of CSR showing that it need not be at the expense of good business practices while at the same time providing funding streams for deserving causes
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
The end goal in everything that dragon SR does is to create awareness for and help support some of the most deserving causes on the planet, be they social, environmental, scientific, the arts or otherwise. However, at every point our activities aim to benefit the clients, projects and social awareness together. As part of our remit we hope to use the Dragon SR online presence as a portal to create awareness not just for the projects and the clients funding them but for social and environmental causes in general, encouraging open discussion and ideas and featuring projects and programmes whether they are linked directly to Dragon SR or not.
This awareness has the added benefit of creating interest from potential new clients who would bring more funding.
Once engaged a we sit down with a client to understand their current Social Responsibility activities and see how our services can support them and at this point see if their interest lies with operationally linked projects (a property developer funding a housing project) or entirely separate (an MD's personal interest in Women's Rights programmes).
Before linking a business and a cause the Dragon SR team will personally visit a project (if they are new to us) to understand more about its aims and management processes in order to protect both the client's potential funding and also make sure the client is right for the project.
Once linked with funding streams put in place our team use both new and traditional media to create awareness of the partnership and implement the more traditional client CSR services.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
Whilst there are many CSR consultants in the Malaysian and SEA market as part of large international corporations or in house teams, most focus on what we call "Internal CSR" with only a small percentage of time dedicated to external Social Responsibility which is generally left to the company itself to arrange for better or worse. Of the locally based consultancies only one other offers specific Project Consultation offering to link their client with a partner project.
Our most obvious asset is the experience in working on both sides of the funding fence, being able to bring both Corporate and in-field project experience to our activities, giving us a unique position in the marketplace when offering SR services.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
I struggled for many years to find funding for community and enviro projects I was involved in. Then in spring 2012 I was invited to an AGM for a company in KL during which I saw a speaker from the HR department proudly present the group's CSR activites for the previous year and announce they met all the requirements expected for a listed company on the Malaysian Exch, but in my oppinion met none of the requirements expected to be Socially Responsible.
Deciding to look further into this I found many Annual Reports contained CSR sections that counted basic staff training, the stopping of ilegal operational practices and in one case the increase of parking space size for management as CSR. The better cases shouted about the money being saved through staff and process streamlining. Only a small percentage reported tangible CSR activites that represented Social Responsibility.
Understanding why Corporate funding was so difficult to source in SEA the seeds of Dragon SR were planted.
What has been the impact of your solution to date?
As we have been operating for only a matter of weeks our impact has been limited thus far (though fingers crossed) but we have actively helped raise awareness for a number of organisations and causes through our activities and received vital support and great feedback from CSR experts and Social/Enviro changemakers alike, so we believe we are on the right track.
More specifically we are currently looking to support some of the team aiming to re-assess current legislation regarding CSR compliance for Malaysian listed companies which at the moment is very loose. We hope to be able to offer future clients more specifc advice on what constitutes adherence to future legislation and how funding through us can help meet those requirements.
A different example can be seen through one of our potential clients who hope to fund through us in order to help improve their public reputation in response to some very specific critisicm aimed at them regarding the environmental policies.
What is your projected impact over the next 1 to 3 years?
Over the first three years of operation we aim to increase from 3 to 10 clients, supporting their CSR programmes, improving the quality of Social Responsibility activities and helping to define for them causes which not only deserve their support but have long term sustainable and tangible goals.
We hope to support the ongoing development of CSR Reporting legislation in South East Asia, helping to shape what actually constitutes CSR and what should iare actually just general operational activities.
We aim to support through raising awareness and client funding 10 - 20 social and environmental programmes and offer those that require it advice on the various criteria that responsible donating clients look at when choosing a recipient project to support.
What barriers might hinder the success of your project? How do you plan to overcome them?
Current CSR Reporting legislation for listed companies in Malaysia requires companies listed on the stock exchange to report their CSR activities but provides little information on what those should be leading to a situation where hundreds of listed companies report a huge range of activities many of which have little to do with CSR.
This lack of lack of definition gives no incentive to companies to change their current CSR practices and may hinder our growth. To this end we are actively engaging business leaders and government officials to offer our support for and find out more about future changes to CSR reporting legislation which can be fed directly into our clients in order to support their future adherence to new legislation.
了解详情↓↑ 隐藏↑ 隐藏What is the benefit or value you're creating for your business?
As the company founder and Managing Director my influence runs through Dragon SR shaping what we do yet hoping to be shaped by the people I have chosen to work alongside me.
I have pulled together a small team with specific experience to help us grow into a fully operational enterprise, who mirror my own enthusiasm and passion for what we are building together.
At the moment our services are based on my experience but I will look to add to that with staff and partners that can help our company and services evolve beyond my initial ideas.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
We are fortunate because the business model we have chosen has little by way of initial set-up costs or ongoing overheads during the formative months. We are a small team working wirelessly from an office at the MD's residence with a flexible working routine.
The two directors of the company are working without pay and are supporting the low overheads through external work until we arrive at the point that the company can sustainably operate without support and can increase staff numbers organically.
Until then all 5 members of the team (MD, CFO, Sales Manager, Sales exec and the Marketing, Conent and Social Media manager) will cover all elements of the job each selling, writing content, networking and supporting the company as required.
Expand on your answer, explaining the long-term funding and support plan.
The current small team can opperate and meet client service levels for the foreseeable future with the current projected client numbers and the Directors covering any initial financial requirements beyond that. The business model does not foresee a time when outside investment will be required unless the company is a much greater initial success than anticipated, at which point outside funding may be required to meet our own service commitments, especially regarding the assessment of new projects which would require further costs.
We aim to make the growth of the company as organic as possible to prevent overstretching our requirements and enable us to focus as much of our time as possible on finding funds for the recipient projects.
Tell us about your partnerships across your company and externally that are key to your project's success.
Key external contacts that will shape our initial success are the network of organisations and projects I assessed during my previous role. These "pre-assessed" projects in South East Asia, Africa and Latin America, covering community development, environmental conservation and sustainable energy amongst other subjects, enable us to have a ready list of partners that we can use as examples of responsible and sustainable projects when negotiating with potential clients.
What internal support have you gotten for your project? What kind of push-back have you received?
Though this question is not necessarily applicable to Dragon SR at this stage, I would say that the passion and commitment of my small team has taken me by surprise so far. One team member even quit their job and moved 7000 miles to help make the company a success. With that sort of passion on show I'm extremely confident about our prospects.
É crescente o número de instituições, nas mais diversas áreas sociais, culturais e ambientais, que desconhecem as opções de patrocínio e/ou convênios para manutenção das mesmas. Por outro lado o governo disponibiliza redução fiscal para as empresas que se comprometem com os projetos que foram aprovados pelos órgãos competentes. E as empresas ignoram os incentivos fiscais ou não possuem profissionais experientes para habilitar tais empresas a participarem do trâmite de patrocínio dos projetos das instituições. Instituições sem gestão.
Created on 01/14/2013 by lfilose
The Intel Education Service Corps, or IESC, sends teams of Intel employees to support NGOs and governments using Intel technology in education programs in developing countries. Combining community service, expert consulting and emerging market development, IESC has achieved social & business impact in 16 countries.
了解详情 ↓↑ 隐藏↑ 隐藏Tell us about yourself/your team.
I work on Intel's in Corporate Responsibility Office and run the Intel Education Service Corps (IESC) program. My career has been focused on creating economic development and social change through technology, primarily in Sub-Saharan Africa. After launching multiple energy products in Africa and serving as a Peace Corps Volunteer I came back to the US to do my MBA at UC Berkeley and joined Intel in 2011, embedded in the product group that makes affordable education products. In January 2013 I moved to the Corporate Responsibility Office and continue to leverage Intel's employee base to drive social change while building our business in emerging markets.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
I believe an intrapreneur is simply someone who likes to push the traditional corporate boundaries...what companies are capable of achieving, and expected to do as corporate citizens. Intel's mission is to touch everyone on earth with technology so the culture is already there. Having co-founded a company before joining Intel, I'm used to ambiguity as well as being a sales person that no one has heard of (at least at first)... only I'm selling internally as much as externally. And having lived in Sub-Saharan Africa for three years and worked in nearly a dozen countries in Africa I bring a dose of reality of a world that exists for billions of people as well as ideas on how employees can build on their "day job" and contribute to global challenges in a way that fits the corporate vision,
Primary country where this project is creating social impact
Additional countries or regions
Global, with focus on developing countries
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调整（下一步将着眼于地区性乃至全球性的影响）
The Need: What social or environmental problem are you trying to solve?
Education is absolutely key to all forms of development. Beyond basic needs it's essential that developing countries educate their children more effectively. Unfortunately, many countries find themselves overwhelmed by the challenge, with outdated infrastructure and teachers that struggle to move beyond a system of rote memorization. The effective use of technology can help teachers leapfrog old practices while enabling their students to learn more effectively and gain critical thinking skills that are more and more in demand today. The real probably is in the effective use of technology. Computers, tablets, phones, etc, simply delivered to a classroom without extensive training will not be used well and the teachers will go back to doing what they did before.
The Solution: What is your solution? Be specific!
The Intel Education Service Corps (IESC) combines two things: (1) NGOs and governments purchasing technology, and (2) Intel employees from around the world who are passionate about improving education and possess relevant skills. We combine these by forming teams of Intel employees who train for two months and then spend two weeks in a developing country supporting an NGO or government school or schools in the effective use of technology. These teams routinely spend over 500 hours of preparation to develop training materials and gather educational software and content. Once in country, they take a Peace Corps type approach, breaking from the traditional workshop and forming close relationships with the teachers. Side by side they practice developing lesson plans that leverage technology and support national standards, and they then help the teachers implement these practices with their students. They also document technical processes and help even remote schools manag
The Solution: Why is this solution innovative for your company and industry?
The Intel Education Service Corps is innovative for Intel because it crosses the boundaries between Intel's sales force and its volunteering programs. In terms of our industry, many technology companies and many Fortune 500 companies have started international volunteering programs, but IESC is one of the few that uses a volunteer platform to not only serve a community but also to support customers in markets where such support may be limited from local sources.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
In Haiti, Zynga raised funding to build a school, and Laura Hartman sought out the support of IESC to enable the school with technology to give the students the best possible chance at success. IESC helped to create a computer lab and train teachers in using software in the lab and in their own classrooms to promote literacy, numeracy, and basic computer skills. Over the course of three IESC teams, Intel has provided technical support but also extensive teacher professional development so that the teachers can effectively use the technology in support of their curriculum. Mary Clisbee, Principal of L'Ecole de Choix, recently told Intel: "Our technology matches the absolute best in the country, and our teachers know how to use it." Our work in Haiti is a great example of what IESC volunteers do worldwide. Working in extremely difficult conditions, volunteers have done everything from dig a trench to lay network cable, to training teachers on using Khan Academy videos to enrich their own and their students learning. We have replicated this model in 16 countries with dozens of NGO clients, and beyond the programmatic success, the NGOs enjoy the collaboration from Intel professionals from sites including Chandler Arizona, Haifa Israel, Penang Malaysia, and San Jose Costa Rica. Meanwhile, volunteers have called it "one of the best experiences in my whole life."
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
For the NGOs and governments with whom we work, they may consider the whole range of options when deploying technology, from competitors products to second-hand donations, and we advocate for Intel's "complete solution" of hardware, software, content and training as the most holistic approach for improving educational outcomes. For the volunteers, we compete with their time. Intel employees are busy creating value in their day jobs and are being asked to take two weeks of their time to participate in IESC. Their managers must see the value in the long-term development of their employee and the social impact created. As for other companies with similar programs, we see them more as partners than competitors, helping to identify opportunities.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
IESC was founded by Julie Clugage in 2009, who joined the product group making the Intel classmate PC and heard from NGOs who needed support in making technology work effectively in the classroom. She knew about Intel's volunteer efforts and heard from employees who wanted to travel to support these education customers. I joined in 2011 to scale the program and have now overseen 20 IESC teams (roughly half of the total deployed since 2009). My "Aha!" moment was when a volunteer came back from his deployment with an idea for how one of our products could be made more effective in resource constrained environments. He then took an extended sabbatical to worked with our partners to design a new version of the product that is now in use in Africa. The idea that product insights could come from these volunteers and that the experience could awaken a desire to take service to the next level really hit me when this volunteer announced he was taking 3 months off to support this initiative.
What has been the impact of your solution to date?
To date, IESC volunteers have donated skilled labor worth $4.1 million (using Taproot Foundation benchmarks for senior IT professionals) to 39 projects in 16 countries. They have helped set up 1250 classmate PCs at more than 100 schools, and have trained 700 teachers and 9,000 students, with another 1300 teachers and 58,000 students to benefit indirectly from their support.
For our clients, IESC brings hope and new ideas. Teachers in rural Haiti, India, or Sub-Saharan Africa find great benefit in spending two weeks with Intel professionals from around the world, and the reverse is also true. IESC volunteers come back with a renewed sense of purpose and how they can contribute to global challenges, as well as a new pride in their company.
What is your projected impact over the next 1 to 3 years?
Our plan is to more than double our impact over the next three years, as well as expanding IESC to more countries, more NGO and government clients, and additional Intel product groups within and beyond education.
What barriers might hinder the success of your project? How do you plan to overcome them?
The IESC "skills-based" volunteering model presents challenges for scale from a training perspective. Volunteers often bring relevant experience but must adapt their skills to the unique cultural and institutional context found in developing countries. Beyond simply preparing teams for their deliverables, they must gain enough fluency, tools, and coping mechanisms for the cultural barriers they will face in order to be productive during their assignments. This is addressed mainly through training and mentorship. Due to Intel's multicultural workforce, we have in-house resources related to thriving in different cultural environments. These resources are used when bringing new volunteers on board. In addition, previous volunteers mentor new volunteers on what to expect with their assignment.
了解详情↓↑ 隐藏↑ 隐藏What is the benefit or value you're creating for your business?
IESC's benefit to Intel is measured in terms of visibility, scale and other business value. Visibility refers to the co-marketing efforts between Intel and its IESC partners. IESC projects have been featured in the Wall Street Journal, Forbes, Fast Company, the San Jose Mercury News, etc, and highlight Intel's commitment to education and service. Scale refers to the sale of Intel products and enabling markets for additional growth. Other business value relates to things like product feedback, and enhancing our employee engagement programs.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
IESC is a thrifty operation that leverages cash and in-kind resources from a variety of internal sources. IESC volunteer travel expenses are extremely modest (costs are budgeted at $200 per day for a two week trip, which includes airfare), and are paid for by two sources: an HR program called "Great Place To Work" and individual business groups that can sponsor teams of their own employees. The volunteers continue to receive their salary and benefits, so their managers must agree to their participation and treat it as a business assignment. And while the volunteers are paid, they contribute significant amounts of time in their preparations (estimated at 130 hours of volunteering over the 2-3 month period). Our 200+ IESC alumni continue to volunteer by mentoring new volunteers.
Expand on your answer, explaining the long-term funding and support plan.
Our long-term plan is to continue to expand the various elements of the program. Our Great Place To Work team sees great value in IESC from an employee engagement and motivation perspective so we hope this support will continue to grow. Intel has hundreds of individual business units that can sponsor a team, and so far we have just scratched the surface of this potential. But IESC's long-term plan actually doesn't rest on internal support, but rather the external demand for the program. We receive frequent requests for support from NGOs and governments and it's this demand that enables us to marshal the modest resources required to provide support to these clients.
Tell us about your partnerships across your company and externally that are key to your project's success.
IESC partners internally with business units that sponsor teams, our HR experts who support our application process, our Intel Education team that supports teams with teacher professional development and digital literacy programs, and our business development managers around the world who request IESC support to serve their customers. Externally IESC is founded on collaboration with NGOs and governments deploying education technologies and requesting technical assistance.
What internal support have you gotten for your project? What kind of push-back have you received?
IESC has received internal support up to the highest levels of Intel. Before the program was created, there was push-back based on some misperceptions about the program, namely that it would be expensive to operate. Once these concerns were addressed and the program launched, there has been no push-back, and executives often praise our program internally and externally.
London United Kingdom
51° 30' 26.406" N, 0° 7' 39.6588" W
In response to a growing demand from clients, Reed Smith formalised a global Social Impact Finance Group (SIFG), which undertakes both pro bono and billable representations. Reed Smith’s SIFG consists of a cross-border, cross-practice team of lawyers, which sits across its offices. The SIFG initiatives focus on increasing access to funding for organisations that deliver both economic and social returns, such as microfinance institutions, impact investment funds and other social enterprises.
Created on 01/14/2013 by paulvanhoof
We launched an intensive collaboration with four distinct and passionate NGOs from Bulgaria, Hungary, Romania and Slovakia in order to accelerate learning and achieve more together than alone to improve the health of those living in socially excluded and isolated Roma communities, especially the children.
了解详情 ↓↑ 隐藏↑ 隐藏Tell us about yourself/your team.
We are a team of 4 non-government organisations (NGOs) and employees of GlaxoSmithKline (GSK) from Bulgaria, Hungary, Romania, Slovakia, Belgium and the UK, passionate about improving the health of Roma children in Europe.
I am a father of an 11 year old son. I work for GlaxoSmithKline for 19 years now. I love travelling and seeing the world, meeting and learning from other people and other cultures. I have lived and worked in, the Netherlands, Indonesia, the UK, Slovakia and now in Belgium.
Our Project is initiated and funded from the GSK European Community Partnerships Programme.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
Passionate to address inequalities, especially towards children not having the chance to grow up in good health and appreciate good education. A pragmatic problem solving and solution oriented can –do attitude. A healthy aversion towards (corporate) bureaucracy. Proven ability to make things happen. Able to see the big picture and future needs and linking it to the Corporate Strategy. Strong internal GSK network and growing external network In Brussels and Central Europe at sufficient level to raise awareness and gain support. Natural and inclusive leadership/moderating skills to align different (professional) stakeholders and individuals towards a common goal
Company Country
United Kingdom, Brentford (london)
Primary country where this project is creating social impact
Slovakia, PR, various Roma settlements in CEE
Additional countries or regions
Romania, Bulgaria, Hungary
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Established (past the previous stages and has demonstrated success)
The Need: What social or environmental problem are you trying to solve?
Most of us live in countries where Roma people make up to 10% of the population. Roughly half of the Roma people live in settlements which are often geographically isolated and characterized by a lack of infrastructure, hygienic amenities, and social, educational and health services. Consequently, employment rates, educational attainment, and health literacy are especially low in Roma settlements. This leads to outbreaks of dangerous but perfectly preventable infectious diseases. Virtually all local, regional and national governments as well as the European and global institutions are confronted with prejudices and many are finding it difficult to structure support that really reaches the communities and improves the lives of Roma minorities and children.
The Solution: What is your solution? Be specific!
We belief change needs to come from inside communities. GSK has launched a three-year European Community Partnerships programme: “Together for a better health - for us, by us”. This programme aims to improve the health of those living in socially excluded and isolated Roma communities, especially the children. With this project we support four distinct and passionate NGOs from Bulgaria, Hungary, Romania and Slovakia in order to accelerate learning and achieve more together than alone. We are working together in a very structured way to Improve the life of Roma Children, Better support and embed the role of Roma Health Mediators in society and within Roma communities, Ensure that Roma Health Mediators are acknowledged and embedded in the legal frameworks and Speed up sustainable access to available national and European funds. We belief it will attract the attention of National & European Government Organisations, NGOs and private companies in terms of Roma health policies and funding
The Solution: Why is this solution innovative for your company and industry?
First project of its kind, aiming at accelerating goals by the mutual intensive collaboration and learning of Roma NGOs in different member states, the Roma community, Governments and GSK. It will raise the awareness and potentially strategic approach towards the health of 5-10 million Roma people in Settlements. It will support new Roma policies at the EU level new partnerships and in time the Roma people will gain a better health, including access to medicines and vaccines
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
The project is now 9 months underway. We agreed a structure and communication: Rotating NGOs will chair the project supported by GSK project manager. We have 1 face to face meeting each year and 4 video conferences . These are aimed at sharing questions, solutions, achievements and best practices on the work with the Roma Health Mediators and Roma communities and on embedding and legalisation of the role of the Health Mediators. In 2013 we will include funding, ahead of the EU structural fund submissions. The NGOs provide a simple and aligned progress report each quarter and one financial report yearly. GSK colleagues support the local NGOs in the project locally and facilitate communication and contacts. The project has been shared with the main national and European NGO's and governmental stakeholders.The most recent meeting was attended by a major European NGO as an observer. A concrete example of success; Based upon the shared experiences from the one NGO, another NGO Initiated the establishment of a "National Platform to support the health of disadvantaged minorities", representing all stakeholders. They organised a series of round tables. The platform achieved an agreement with the various ministries involved and the Government Representative of Roma Communities on the legalisation of programs and position of Roma Health Mediators, Health Coordinators and the new position of National Coordinator in that member state , as well as the Government adoption and funding of the role of Roma Health Mediators.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
Peers are all individuals, Governments, NGOs and for profit organisations, nationally and in Europe that are able and willing to address health inequalities in Roma and particularly children. We do not anticipate any major challenges or competition– instead we see an opportunity ( and first proof), for partnership with Pan-European NGOs and organisations to draw upon different strengths and expertise to accelerate success on all levels, A perceived risk is that some governments and pan-European organisations may not yet fully understand the rational for pharmaceutical industries involvement. By operating our business in a values-based manner and by increasing transparency of all of our activities, we hope this perceived risk will be minimal. We will engage in an open dialogue
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
In 2010 I visited a number of Roma settlements in eastern Slovakia. I wanted to learn and understand the societal discourse, even discrimination of Roma. I found the living conditions comparable to what I saw in the slums of Nairobi. I knew about outbreaks of diseases that are preventable.I learned about the prominent and deep issues within the Roma communities, the difficulties to access proper healthcare. I learned about the important role of Health Mediators, Roma people that support health improvement from within their community, and their successes. I recognised the crucial roles of NGOs employing and supporting the Health Mediators. I learned about bureaucracy and transparency issues in legalising the role of the Health Mediators and funding. I saw that some settlements actually were able to increase their standards of living and health, for example, by coordinated vaccination awareness campaigns. I promised a Roma gentleman in a settlement that I would come back.
What has been the impact of your solution to date?
Within the first nine months of the project: 87 new Health Mediators have been trained, 117 communities have been reached and 149 700 children have benefitted either directly or indirectly. Approximately 70% of those who benefitted are children. The mutual learnings and best practice sharing between the NGOs and with GSK have led to the exchange of educational materials, tracking and improving Health Mediator activities, broader acceptance in general towards the Health Mediators and the role of medical society, including proposed legal changes. The Project has attracted attention and even support from respected international Institutions and professionals that are willing to help and who will bring learnings from the project into European Roma Policy making and insights on European procedures to this project. The project is already being extended in various regions in the four countries and can be scaled up even further
What is your projected impact over the next 1 to 3 years?
We expect to reach more than 480 000 Roma people by the end of the three year project term. The primary focus being increasing access to healthcare and health infrastructure. The project aims to attract other sources of funding so that it is more self-sustaining. The GSK funds and support at the inception of the project are meant to provide a kick start to take the collaboration off the ground. We will work in partnership on building a strong international platform that will continuously work in the field of Roma health literacy and enhance status of the community. Grow and extend a stable network of Health mediators in the 4 countries and beyond , to be able to spread their knowledge and best practices outside of the current scope.
What barriers might hinder the success of your project? How do you plan to overcome them?
We have identified two main risks: 1. Both the NGOs as well as GSK employees are very busy delivering the core of their daily work. As such there is a risk that important learnings and insights from this project will not be captured and leveraged sufficiently to European stakeholders and other NGOs.
2.The other risk is that we will not be effective enough to learn about and to submit for European Funding 2014-2018. In order to mitigate these risks: We are currently applying for a full time Project and Communication Manager under GSK’s PULSE VOLUNTEER project. We are also actively engaging other stakeholders in our meetings and communications to ensure that they can add and take away learning’s’ directly into informing European Policy development and improving access to funding.
了解详情↓↑ 隐藏↑ 隐藏What is the benefit or value you're creating for your business?
GSK will have the opportunity to demonstrate our open and collaborative way of working by working in genuine partnership with all national and EU stakeholders to ensure the change in Roma communities is sustainable. It serves as an example of how we bring our philosophy of ‘health for all’ to life. In time the significant community of Roma people will gain access to better quality of health (including access to our vaccines, medicines and consumer health care products) and better quality of life overall as well as an uplift in their social status.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
We are providing a grant of €500.000 over a period of 3 years to support the NGOs for the direct benefit of the work of existing Health Mediators and projects and to increase the number of Roma Health Mediators and education. We provide a part-time project manager who works in close collaboration with the NGO that chairs the project. We are finding synergies with other GSK programs, GSK Colleagues are working in teams with the local NGOs and support communication and contacts with medical and governmental stakeholders and provide communication infrastructure and in kind materials. Our European Government affairs department in Brussels leverages the project and needs of NGO's towards EU and global institutes and our HQ communication department supports in/external awareness
Expand on your answer, explaining the long-term funding and support plan.
GSK will support the project for a defined period of three years. Support is skills-based and financial. The initial funding from GSK should help to kick start the project, create and embed ways of working and attract other sources of funding. The aim is for the programme is to be self-sufficient and therefore able to operate independently of GSK funding. One of the aims is to achieve legal acknowledgement and broad government adaption and funding towards the NGOs and towards Health Mediators as a recognised job.We, as a collective, should gain the skills to successfully apply for the European Structural Funds 2014-2018. Overall the base for an extended network of European NGOs and the learnings about how to collaborate and benefit from each other will be established
Tell us about your partnerships across your company and externally that are key to your project's success.
As mentioned before, the project is supported by a variety of professional disciplines from within GSK. Learnings and materials from other GSK Community Partnership Programmes from all over the world are brought into this project and vice verse.
National Governments and National and international NGOs and organisations have indicated their interest and support us in various ways. We are aiming to embed this support into the sustainability of the programme
What internal support have you gotten for your project? What kind of push-back have you received?
Full internal support including communications. The project will be featured in the 2012 Corporate Responsibility report, is featured on the internal web page and is featured on gsk.com. Initially the reputational impact of this project on GSK was considered – primarily since awareness of the Roma community is low within the company. It was decided rather that the project would be the responsible course of action given our position as a healthcare company
Created on 01/11/2013 by Ninus Martinus
The initiative brings together a multidisciplinary and cross-cultural team of
Finnish students and a Lebanese community around the emerging hackerspaces and
Media Labs in Beirut in order to co-create and co-design a knowledge-based network
around digital tools for social innovation in the context of Arab societies.
了解详情 ↓↑ 隐藏↑ 隐藏Tell us about yourself/your team.
We are the two directors of the initiative, Anna Asikainen and Nina Martin. We have different but complimentary backgrounds in business and design.
We share the passion to redefine and revolutionise development work through social entrepreneurial methods that lets the people define the way they can impact society.
We are a Finnish and German team with experience in international work and in community innovation projects.
We are MA candidates at the Aalto University in Helsinki, Finland, and eager to use the university's outreach for co-designing the future changemakers in global societies.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
We have been displaying intrapreneurial behaviour since the beginning of our studying and working life by initiating projects outside of the curriculum. We think acquired skill and learnt knowledge should be put into practice, preferably towards solving wicked problems.
We founded our partnership by realising that the potential of this university and NGOs we work with is not utilised. And we believe that people in communities can have a strong societal impact themselves. So we combined our professional expertise with our field experience of working with NGOs as well as our academic backgrounds to start this initiative within a broader framework that we are hoping to reshape.
Primary country where this project is creating social impact
Additional countries or regions
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了解详情↓↑ 隐藏↑ 隐藏The Need: What social or environmental problem are you trying to solve?
We are trying to solve the gap that exists between innovative thinkers and investors. The digital revolution has reached the Arab world but has not had a chance to be truly established as a pool of social venture opportunities. We recognise the potential and want to build a network facilitates the creation of new sustainable businesses in a modern, young and growing society.
As of now there is no such network or digital platform that brings people in the Arab world together so they can co-create their future. This we aim to change through intercultural collaboration and community innovation in a local hackerspace.
The Solution: What is your solution? Be specific!
Through an exchange of young Finnish and Lebanese students, entrepreneurs, designers and activists we are aiming to facilitate community innovation around the emerging hackerspaces in Beirut, Lebanon. The idea is to observe, think, create and make for societal change. The final deliverable will be based around a knowledge sharing digital platform in the Arab context, that was co-created and co-designed by the European and Arab participants. This platform will be used to promote emerging social ventures in the region. Anybody with a vision for the development of their society will get the chance to connect with investors and potential partners, pitch ideas, access resources and brainstorm around digital tools for societal impact.
The project will include 2 parts:
1) A student exchange between Finland and Lebanon.
2) A business incubator that will be created and maintained by local communities and a growing network of social entrepreneurs.
The Solution: Why is this solution innovative for your company and industry?
We are proposing a new way of doing development work. Instead of bringing in foreign experts to finance and control the way a society is shaped we would like to enable citizens with new ideas that first of all benefit smaller communities by giving them access to a network of fellow active citizens and small-scale investors so that ideas can be taken off the ground sensibly in a sustainable manner. No such network currently exists in the Arab world but is certainly wished for.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
Our initiative works with the first ever hackerspace in Beirut. Finnish students will work together with the existing community and come up with product service systems that can be developed in social business models to be pitched to investors. This could for example be a new tool to regulate energy consumption in the household, one of the major urban challenges that is surrounded by a lot of exploiting activities. We will collaborate with local entrepreneurs and other activists to form a strong proposal and receive investments. Around the first proposals that emerge from the student exchange we will base a network for future social venture incubation. This platform will be developed with the digital community and Arab entrepreneurs so that it is relevant for the Arab markets and takes into consideration the various cultural contexts. It will allow the shaping of training and workshop groups for self-teaching, impact investments through various partners, collaboration on design pitches, testing sessions organised at local labs or with local and remote volunteers etc.
In the local Beirut entrepreneurial hub we will kickstart a regular event that links the digital spaces with the existing Entrepreneurs' Brunch so that contemporary social ventures gain the visibility they deserve.
The first proposals will be exhibited both in Beirut and Helsinki and serve as marketing material for the future activities on the platform.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
So far there is no competitor that directly links the open source maker culture to entrepreneurial activities on the ground.
However one partner is GEMSI, an initiative that helps kickstart the founding of those hackerspaces themselves in different Arab countries. Another competitor, who could easily be a peer, is the MIT Pan Arab Forum that created a social entrepreneurship workshop at the beforementioned hub, although with no focus on the media used. Western platforms like Kickstarter and Instructables are known and used but they do not address those specific markets.
Besides Lamba Labs, the local partner, another peer is the MENA Design Research Center that focuses on design research for social impact and works a lot with communities on sustainable solutions for societal issues.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
When I was first working with the MENA Design Research Center in Lebanon, I quickly realised the potential that fast networking has in the country. People act on passion and common understanding of society's needs, something that is specific to the region and its people thanks to a history that often left them behind in decision-making processes.
The second time I worked in Beirut with the hackerspace I saw the common interest and immediate excitement about access to the digital tools but at the same the unawareness of tangible opportunities that these offer.
By networking with many other activists and entrepreneurs as well as participating in many initiatives my belief in the country's potential has been strengthened. The eagerness of partners to join us keeps us motivated to make this happen in the near future as we are building a sustainable model for realisation.
What has been the impact of your solution to date?
As our solution is still in the pitching stage it has not made a tangible impact. However it brought on board many people that are now devoting time to realising this idea, which certainly is an impact in terms of the mindset of people. We managed to bring the Arab societies into academic discussions at Aalto, which is something that has not happened before. Faculty and students from all levels are now eager to learn more and participate. We are also creating stronger networks between both European and Lebanese stakeholders.
What is your projected impact over the next 1 to 3 years?
In one year the student exchange will take place that will lead to the creation of the platform, an exhibition of the proposals as well as an evaluation phase.
The incubation methodology will have been developed and will then be tested and optimised with various trials so that in three years time the business model can have reached sustainability and will be maintained locally. We are looking at slowly growing ventures to ensure strong capacity building and avoid fast collapse. While we will provide tutoring we will mainly focus on adapting the model for other markets such as Iraq, Iran and Egypt, where we also have partners.
If approved by the partner universities, the student exchange will become mutual and continue yearly, thus supporting the incubation space in Lebanon.
What barriers might hinder the success of your project? How do you plan to overcome them?
There still is the fright that many investors share when it comes to investing in the Arab markets. At the same time we have to fight common definitions of development work as we are proposing an innovative approach. We also know that cogs are moving slowly in academia so that this is struggle when trying to establish a new course. It also does not help that we are still young graduates with limited entrepreneurial expertise.
However we have a strong pitch and many experienced partners from various fields that support every application.
We have professional expertise and a good cultural understanding so that we can communicate the importance of this project and the relevance of the location.
We already received a small travel grant for networking in Lebanon in February, which helps.
了解详情↓↑ 隐藏↑ 隐藏What is the benefit or value you're creating for your business?
The benefits can be measured in various ways.
One will be the successful emergence of new, partly profitable business in Lebanon that utilise digital means. Within a few years first studies will confirm the impact those social ventures create on society.
The other value is for the academia as it opens up a new educational market for Finland and potentially other European partners.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
We are making use of Aalto's support for new courses and projects that are run with at least two different departments. Through that we are able to build an academic support system. At the same time we are shifting people's focuses onto this project so that they do not have to spend much additional time but rather adjust the time they invest into initiatives anyways. This is support by the research opportunities the project provides. At the same time we are making use of existing networks on all scales such as the Cumulus for the overall university, the research labs for smaller focuses, the local and remote centers as well as EU foundations that support our concept stage with small travel grants.
We are using our access to various services within Aalto to support this initiative.
Expand on your answer, explaining the long-term funding and support plan.
In the long term there will be various ways of funding this initiative.
While the Lebanese partner institutions will provide a working space, materials and tutoring as well as exhibition support, the Finnish institution, Aalto University, will provide academic support such as official accreditation, travel grants, provision of working rooms and seminar building.
The funding for the implementation of the business proposals after the first project phase will be taken on by local investors in Beirut, Lebanon. Thanks to this plan, the funding required is rather minimal as it is required in increments rather than a lump sum and much of the funding is provided through the sponsoring of facilities, materials and human resources.
Tell us about your partnerships across your company and externally that are key to your project's success.
Within Aalto we have partnerships with several departments and research groups such as the NODUS sustainable design research group, the ePedagogy department, the Media Lab, the Aalto Global Impact development initiative, the Executive Education and the Creative Sustainability programme.
Outside of Aalto we have partnerships with the MENA Design Research Center, the Lamba Labs hackerspace, the Lebanese American University and the GEMSI initiative.
What internal support have you gotten for your project? What kind of push-back have you received?
So far we have received mainly academic and structural support from within Aalto. So far there have not been many push-backs as we are just starting the initiative. We have just applied for course funding, which we will be informed of at the end of this month.
There has only been one push-back, which is timing as already many projects and courses have been confirmed for the coming 18 months, which leaves us behind a little. On the other hand we have promising partnerships.
Created on 01/8/2013 by Neo
My initiative deals with the formulation of an effective nutraceutical combining highly nutritious compounds with scientifically-proven immunostimulant effects. The goal is to improve vaccine efficacy in developing countries by tackling both malnutrition and immunodeficiency issues at the same time.
了解详情 ↓↑ 隐藏↑ 隐藏Tell us about yourself/your team.
I am an expert scientist in molecular biology at GSK Vaccines (Belgium). I hold a PhD in Immunology from the Université de la Méditerranée (France) and completed post-doctoral training in Cancer Immunogenetics at the Gustave Roussy Institute (France). I have always wanted to participate in the quest towards new classes of well tolerated anti-cancer therapies and thus decided to join the GSK Antigen-Specific Cancer Immunotherapeutic (ASCI) program three years ago. My group participates in the characterization of tumor-specific antigens and related biomarkers at the molecular level and their implementation in clinical trials.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
In my opinion, there are two kinds of people: people who have ideas but never do anything about them, and people who do something about their ideas. I have always wanted to be one of the doers. I like to generate new ideas which address issues and tackle the underlying causes of problems to create strategies and a vision for the future. In other words, I have creative and innovative thinking skills. Moreover, I am determined, persevering, diplomatic and able to lead cross-functional teams.
Primary country where this project is creating social impact
Burkina Faso, KAD, Ouagadougou
Additional countries or regions
All developping countries
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了解详情↓↑ 隐藏↑ 隐藏The Need: What social or environmental problem are you trying to solve?
Malnutrition is considered to be the most common cause of immunodeficiency worldwide. Malnutrition elicits dysfunctions in the immune system and promotes increased vulnerability of the host to infections. These immune dysfunctions are referred to as nutritional-acquired immune deficiency syndrome (NAIDS), which is reversible if adequate nutrition is restored.
NAIDS can impair the establishment of effective vaccine-induced immune responses. As an example, the protective efficacy of rotavirus vaccination in developing countries is about 50% of the efficacy found in developed countries. This reduced protective efficacy of vaccines in developing countries is strongly correlated with malnutrition, especially in Africa, India and Asia.
The Solution: What is your solution? Be specific!
The solution consists in developing an effective nutraceutical composed of highly nutritious compounds with scientifically-proven immunostimulant effects. This nutraceutical will be administered (as a powder for dispersal in water or milk) to individuals before, during and after the vaccination campaigns to restore healthy nutritional and immunocompetence levels and thus improve vaccine effectiveness. Moreover, the compounds will be selected according to their capacity to grow in harsh conditions with basic infrastructures so that the nutraceutical can be directly produced in developing countries. The formulation will be composed of spirulina (highly nutritious blue-green algae with scientifically-proven immunostimulant activities), quinoa, amaranth and oat: highly nutritious cereal grains rich in saponins, phytosterols and beta-glucans respectively, three families of chemical compounds known to have immunomodulatory and health beneficial effects.
The Solution: Why is this solution innovative for your company and industry?
GSK corporate social responsibility (CSR) represents a standard in the pharmaceutical industry field, notably based on its social initiatives in least developed countries (LDCs). The development of a nutraceutical produced by the LDCs themselves to improve vaccine efficacy in LDCs would constitute a new social business solution fully aligned with GSK CSR and would benefit from the scientific expertise and the know-how of GSK Vaccines and GSK Consumer Healthcare.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
The business model of this solution would be similar to the one developed by the Grameen Danone Foods company, the joint venture launched by Danone and Grameen in 2006 in Bangladesh (see video). The goal is to create a social enterprise that will produce the planned nutraceutical at a price affordable for the poorest individuals. The nutraceutical factory would be implemented in a LDC to promote local economy development by creating business and employment opportunities for rural communities since raw materials will be sourced locally (farming and distribution jobs). Surrounding farmers will be supported in setting-up cost-effective and labor-intensive production models via microfinance programs and fixed contracts with the company. Moreover, this social business enterprise will have to be profitable to ensure economic sustainability, i.e. profits from the first plant will be re-invested in order to finance the construction of new plants.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
Social enterprises dedicated to bring health through nutrition to the poorest communities in LDCs already exist and the Grameen Danone Foods company is a good example, but these initiatives remain limited. From my knowledge, there is no “social nutraceutical companies” developing tailor-made immunostimulant products for vaccine efficacy improvement in poor communities. Nevertheless, the compounds that I propose to combine are already produced individually in certain LDC regions. The key specification that will distinguish our nutraceutical product from the individual compounds already available on the market will be the strong scientific and clinical background supporting the synergistic value of its formulation.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
Seven years ago, while working on my PhD in Immunology, I heard about spirulina, a highly nutritious blue-green algae, as a possible solution to fight chronic malnutrition in least developed countries (LDCs). Further reading in scientific journals revealed that extracts of spirulina had immunostimulant activities. From that moment on I started to consider the benefits of nutraceuticals on immunocompromised individuals who required vaccines and therapies like malnourished children and pregnant/breast-feeding women, HIV-infected people especially in LDCs. At the same time, I noticed the growth of the nutraceutical market mainly focused on developed countries. I have discovered that there is a place for innovative social business initiatives based on the use of nutraceuticals in LDCs to address malnutrition and low vaccine efficacy issues in poor communities.
What has been the impact of your solution to date?
The solution that I propose has not been launched yet. I was waiting for the opportunity to make my idea a reality. That’s the reason why I jumped at the chance when I heard about the League of the Intrapreneurs Competition. I am convinced that this initiative can achieve success with the support of GSK.
What is your projected impact over the next 1 to 3 years?
The projected worldwide impact of the proposed solution over the next 1-3 years can be summarized in two points:
-An improvement of health in LDCs through a better nutrition and vaccination effectiveness.
-An improvement of the living conditions of rural communities by creating jobs through involvement in all stages of the business model: supply, production, sales and through sustainable local microeconomics based on fair trading of raw materials, good working conditions, and fair wage and employee empowerment.
What barriers might hinder the success of your project? How do you plan to overcome them?
Financial, industrial and commercial challenges will have to be met:
-Access sufficient financial resources to create the company and build the first factory. The Grameen Danone success story will represent the proof-of-concept to convince investors.
-Design an environmentally friendly, low-cost and low-maintenance factory with infrastructures based on renewable energies (solar energy, biomass gasification, rain water collection) and relying on local labour rather than on sophisticated machinery to avoid expensive maintenance and promote job creation.
-Adapt the pricing strategy to rural and urban markets by setting prices at a realistic level reflecting the community’s ability to pay.
了解详情↓↑ 隐藏↑ 隐藏What is the benefit or value you're creating for your business?
Among GSK vaccine portfolio, we can distinguish a rotavirus vaccine, a pneumococcal vaccine and potentially a malaria vaccine in the near future, which represent weapons against the three leading causes of childhood mortality in developing countries. The development of a tailor-made nutraceutical for vaccine effectiveness improvement in LDCs will support via a complementary, sustainable and profitable way one of the GSK responsible business goals: “health for all.”
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
As a science-led global healthcare company, GSK is committed to developing practical ideas that have a significant social impact, especially in the least developed countries, a policy that reflects its recognised corporate social responsibility. That is the reason why this initiative will benefit from the support and the expertise of GSK Consumer Healthcare and GSK Vaccines in terms of scientific innovation, manufacturing and commercial strategies. Internal resources and funds to be allocated to this project will be defined in due time depending on the issue of this competition.
Expand on your answer, explaining the long-term funding and support plan.
As a social business enterprise addressing a social objective, the financial strategy will consist in generating a symbolic dividend of 1 to 5% annually that will be re-invested to expand the company (building of new factories) and improve the product(s). It should be noticed that this financial model will be put in place once the founder(s) who have contributed to the seed capital will have recovered their investment. At the same time various funders such as governments, private and public non-profit foundations, corporations and impact investors will be approached and asked to participate in the capital increase over time.
Tell us about your partnerships across your company and externally that are key to your project's success.
An internal partnership will be established between GSK Consumer Healthcare and GSK Vaccines for the development of the nutraceutical prototype and the proof-of-concept in terms of vaccine efficacy improvement. A potential external partnership with the Grameen Bank or a similar organization could be considered to support the microfinance programs that will be offered to the farmers.
What internal support have you gotten for your project? What kind of push-back have you received?
I have received valuable support from my supervisors and have established key contacts with GSK Consumer Healthcare to move forward with this initiative. I have not received any push-back so far.
This project also has a Changeshop where you can read more about its latest progress.
Go to Changeshop: SpeakOut SpeakUp.
Created on 01/8/2013 by waddison77
Humanity is my business. Make it yours - SpeakOut against wrongdoing.
The ignition and fueling of Moral Courage.
The re branding of whistleblowing and speaking out.
了解详情 ↓↑ 隐藏↑ 隐藏Tell us about yourself/your team.
As the whistleblower for the biggest corporate disaster in South African history, I have spent the last 11 years firstly seeking justice followed by developing strategies to encourage others to ignite their moral courage + to speak out in the face of wrongdoing. My battle has been for what's 'right'. It's been an exposure of much of what is 'wrong' in the world. It's about Truth or Dare or rather 'Daring to tell the truth',
The existing situation is that individuals that have the moral courage to speakout or blow the whistle are sullied by their actions and they are therefore marginalised by society. Speaking out against social ills needs to gain enough workability and support so that it clearly becomes the new framework, the new consensus. Humanity is my business. Make it yours.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
Approximately 100 words left (850 characters).
My willingness to counter social conventions and rely on my own beliefs to effect change to controversial statuses.
My soft skills: Endurance, empathy, determination, passion, articulation, both written + verbal. Motivational and a role model. Visionary, Morally Courageous. I know my own truth.
My hard skills - successful business ownership + management with recognised awards.
Financial Accountant, Lifecoach, Motivational Speaker + Trainer.
Company Country
United Kingdom, SRY, Godalming
Primary country where this project is creating social impact
Additional countries or regions
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了解详情↓↑ 隐藏↑ 隐藏请选择最符合您的解决方案的阶段：
开始（刚开始运作的试行阶段）
The Need: What social or environmental problem are you trying to solve?
With crippling corruption, greed and fear in the world there is a need in society to encourage the heroism in speaking out against wrongdoing. The existing situation is that individuals that have the moral courage to speakout or blow the whistle are sullied by their actions and they are therefore marginalised by society.
Speaking out against social ills needs to gain enough workability and support so that it clearly becomes the new framework, the new consensus. This can be achieved through the creation of new pathways and tools - from new stories and ways of looking at things to new institutions.
The Solution: What is your solution? Be specific!
The solution is to engage with public policy makers, social marketers and behavioural experts to transform the 'whistleblower brand'. Although this has been done successfully in the past in changing people's smoking habits through awareness and encouraging condom use for Aids prevention, I believe this is innovative in that the current issues regarding speaking out to halt social ills will not be altered by doing the same thing 'harder'. Policy makers have also failed in the provisions to protect and encourage whistleblowing. In recognition that the internal conformist is a stronger driver than the inner activist the aim is to create a tipping point whereby speaking out becomes a social norm rather than a personal idiosyncrasy.
The Solution: Why is this solution innovative for your company and industry?
Most training and education in the ethics arena pivots around legislation and ensuring compliance to rules. My solution is to understand the social psychology behind human behaviour in order to create awareness and ignition to change. Change will be effected through both understanding in addition to social marketing.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
Blowing the whistle on theft, fraud, corruption halts the erosion of funds, often public and this in turn will ensure that funds reach their intended target for the benefit of all. Additionally, speaking out against environmental ill intent, medical harm, child and sexual abuse, caring abuses will prevent needless deaths, harm and abuse.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
I am not aware of competitors. I have many peer groups who support my desire to effect change but who do not have my own very personal experience of walking the 'moral gangplank' that fuels my passion and determination.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
Post whistleblowing, I have worked really hard at attempting to understand why society shuns those that speak out and to change that status quo through education and training.
What has been the impact of your solution to date?
Speaking arrangements internationally + training opportunities evolving.
What is your projected impact over the next 1 to 3 years?
Worldwide impact. Train the trainer internationally. Speaking out becomes a social norm.
What barriers might hinder the success of your project? How do you plan to overcome them?
了解详情↓↑ 隐藏↑ 隐藏What is the benefit or value you're creating for your business?
Value for the business: Global reach, Global impact, Social change. This will ensure long term sustainability through evolving with a changing world with continued opportunities for growth + development in the training + education arena.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
I am time-rich, money-poor.
Expand on your answer, explaining the long-term funding and support plan.
The major part of an anticipated support plan will be via knowledge, research + synergistic expertise.
Funding would be required for the re branding of whistleblowers + any social marketing campaigns.
Additionally, funding would be necessary for education + training hardware and software.
Tell us about your partnerships across your company and externally that are key to your project's success.
I have many partnerships that reach across the globe + reside in the areas of research, academia, ethics, behavioural psychology, anti corruption and fraud investigators.
What internal support have you gotten for your project? What kind of push-back have you received?
My own personal experience of speaking out against wrongdoing is what drives my desire for understanding and change. Not an obvious internal support but a significantly empowering one!
I have received no push-back, only support.
Created on 01/6/2013 by cerenimo
Standard Chartered Bank(SCB) volunteering group in cooperation with a support organization to provide training and mentorship to social entrepreneurs to help them understand how investment processes work or types of funding instruments available so that they can pitch their ideas effectively to gain access to capital.
了解详情 ↓↑ 隐藏↑ 隐藏Tell us about yourself/your team.
I work for SCB’s Project Finance Africa team, financing infrastructure projects crutial for the development of the Continent. My interest in social finance started in 2010 when I represented JPMorgan in a similar competition by evaluating proposals. During my time in London Business School, I assisted a Ghanaian micro-finance organization with capital-raising and my interest turned into academic work with my graduation thesis about the undercapitalisation of UK social enterprises by providing a valuation methodology, which received the highest grade. Finally I co-headed a research project, supported by Big Society Network (BSN) into UK Social Finance industry by interviewing all key players which provided valuable insights and a motivation for this competition.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
I believe in the importance of specialisation and being the expert of something but also in expanding one's horizon with new knowledge. I am a learner with a pattern of going into emerging areas. I got interested in social finance for the first time four years ago when it was still a new concept. My motivation to understand new things has been a constant driver for me to challenge the status quo on how to apply new trends or discoveries to my environment. I am a good networker and a good listener, which allows me to understand the corporate culture, spot opportunities to apply these trends within the organization by addressing the right people with the right business strategy to gain their support. I have high energy levels and when I am engaged, I can motivate people and lead.
Company Country
United Kingdom, LND, London
Primary country where this project is creating social impact
Additional countries or regions
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了解详情↓↑ 隐藏↑ 隐藏The Need: What social or environmental problem are you trying to solve?
UKSocial Finance market was £190mm in 2011 despite funds of £600mm being available from the government alone without counting private investments. During my market research “lack of investable businesses” and “insufficient capital” were the most pronounced key industry inhibitors identified by investors and entrepreneurs respectively. These are actually interconnected. In reality capital is available to profit-making, commercially sustainable businesses with management teams able to speak the language of “investors". Many entrepreneurs with great ideas and relevant experience are not “investment ready” because they don’t understand how the investment process works or types of funding instruments available and can’t pitch ideas effectively. They need support to become investment ready.
The Solution: What is your solution? Be specific!
Entrepreneurs need to know how to structure their business around a profitable idea but also how to present and structure their ask which requires an understanding of financing options available as well as an awareness of what the investors want to see. Finance, among other skills, can be gained through training. There are many support organizations and incubators in the UK such as BSN, UnLtd, ClearlySo. SCB offers its employees three paid leave to volunteer. We have skilled and knowledgeable people looking to contribute to their society and community. In cooperation with a major and reputable support organization, a training program targeting these necessary skills (basic finance, investment process, presentation, pitching etc) can be created and delivered by SCB volunteers. Same program can also be extended to include a mentorship scheme for the volunteers to continue to work with the entrepreuneurs following the training untill succesful fund raising.
The Solution: Why is this solution innovative for your company and industry?
SCB runs many volunteering programs and there are also many external ones such as Bankers Without Borders initiative. Albeit crutial, these focus in one community or social area. By training future social entrepreuneurs, SCB will contribute to the creation of social innovation and sustainability to a large scale.For the industry, there are many support organizations with very skilled employees. This project will supply technical, active practitioners it needs in a fast way.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
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
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
There is a growing acceptance that social entrepreneurs(SE) and their ventures can bring creative solutions and scale to products and services coupled with sustainable business models to deliver positive social impact. The recent launch of Big Society Capital and the establishment of social impact bonds changed the UK landscape by increasing the number of funds investing in SEs as well as support organizations and programs acting as conduits between investors and SEs to make them investment ready (i.e: Deloitte’s Pioneers, Skoll/Oxford’s Entrepreneurship Center, UnLtd, ClearlySo) My idea does not compete with any existing players, but complements their mission by providing skilled workforce/volunteers with needed technical knowledge and understanding of financial processes.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
While evaluating competition proposals for the competition on behalf of JPMorgan and working with the micro-finance institution I realized how much SEs struggled with basic finance process and knowledge that I took for granted as a finance professional. During my market research, while all SE investors were talking about a shortage/ lack of professional proposals, I met lots of SEs who had good ideas but who didn’t know what to ask for and how. My Aha moment came during an interview when a founding member of a support organization said:” it’s a pity, there are so many people interested in social finance but few with finance background/career. People don’t want to give up to big pay checks” She was an ex-investment banker and her organization was also suffering from the same problem despite the great talent she had in the company. Intrapreneurship: share the knowledge while staying at current job and pay, get familiar with the industry and contribute to its development.
What has been the impact of your solution to date?
My proposal is at the idea stage. The focus of my UK Social Finance research was to identify dysfunctional areas of the market via interviews with investors, support organizations and SEs and provide solutions to help the industry to reach its full potential. I had the opportunity to interview most major players in the UK Social Finance at senior level leveraging the network provided by London Business School and Big Society Network. I have run my idea by a few support organization as well as investors and received positive feedback in terms of their potential cooperation. When SCB’s volunteering team recently posted mentoring opportunities for a UK social entrepreneur which was oversubscribed, it encouraged me to continue with this project. I had the idea but I was not very sure how to proceed with it. I am hoping that this competition will provide the necessary platform internally and externally to bring it to life.
What is your projected impact over the next 1 to 3 years?
The project is a first step of a wider vision. After creating awareness and success stories, capitalizing on the momentum, next step would be to create a social finance group like some of our competitors like Deutsche Bank, UBS, JPMorgan etc making SCB one of the pioneers of a nascent industry. tThe group can continue with the training, contribute to provide research into the industry and can take to other home markets of the Bank in Asia and Africa, leveraging its understanding of emerging markets thanks to its long-standing operating history and local presence. After getting familiar and confortable with the industry, perhaps the social finance group could participate in the market as a SE investor combining the existing skill and know-how of its Principle Investment group.
What barriers might hinder the success of your project? How do you plan to overcome them?
Social Finance will reach its potential of creating sustainable social innovation only if it becomes an asset class attracting institutional investors.At the moment the industry lacks a poster child. While this type of projects can help to get institutional investors like SCB familiar,they unfortunately face the same problem.Social finance is a new concept also to SCB.Therefore, internally a big effort to create awareness about social finance through marketing is needed as well as getting the crucial senior management sponsorship.After success stories, SCB will be familiar with the industry and the internal support will be wider.This will also create a track record promoting the participation of other institutions making it an asset class thus self sustaining without any volunteers.
了解详情↓↑ 隐藏↑ 隐藏What is the benefit or value you're creating for your business?
SCB is a British bank. This project creates an opportunity to give back to its home country and be one of the leaders of social innovation and sustainable development in the UK. It is scalable; the project therefore gives scope for SCB to participate in the growth of social finance in its foot print in Asia, Africa and Middle East. The bank has the required infrastructure: commitment, volunteering schemes, technical knowledge and local presence. And if it chooses to, a platform the Principle Investment team to extend its portfolio to SEs.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
One of the reasons why I chose SCB as my employer is the commitment of the company to sustainable finance and the adoption of giving back to communities as a core value. In the near future, no funding is required as social capital is what the project needs. SCB has a team coordinating volunteering opportunities within the organization providing an infrastructure that can be used for the Project. Technical knowledge to create and deliver the trainings and volunteering culture for social work coupled with corporate incentives providing employees with time off makes SCB the perfect corporate environment for this intrapreuneurship project.People involved in the project such as myself will be using their three volunteering days as well as some personal time especially until the project is live.
Expand on your answer, explaining the long-term funding and support plan.
If the project will be extended to the emerging markets of Africa and Asia, the trainers/volunteers might need to provide the training via webinar sessions or sometimes travel, which might require budget allocation from the bank. But if a social finance group is created, the project will be developed under its business strategy and associated budget.
Tell us about your partnerships across your company and externally that are key to your project's success.
Having recently completed my UK Social Finance Market research and my graduation thesis on the same subject, I have a fresh network comprising of major investors, support organizations and incubators of the UK Social Finance Industry as well as social enterprises I worked with. This network will be the key to source to find the right support organization for cooperation and the suitable social entrpreneurs to join the program as well as creating the training curriculum.
What internal support have you gotten for your project? What kind of push-back have you received?
SCB has a group promoting internal ideas and idea generation mechanisms such as this competition. The entries from SCB employees will also be considered and taken forward internally. I am in the process of getting internal feedback about my idea from my internal network which has been positive so far. My project is at “idea stage”and I hope that this competition will bring the recognition of its value and provide the necessary internal and external platform.
Created on 01/2/2013 by Sacha Carina
Millions of small businesses exist in slums worldwide. Most of them do not have formally recognised addresses, which makes it difficult to send and receive goods. TNT and Vodafone have studied the opportunities of mobile-based addresses, which could enable local stores to rise above poverty by connecting their business to a larger market in the future.
了解详情 ↓↑ 隐藏↑ 隐藏Tell us about yourself/your team.
www.sachacarina.com
(a Pinterest style overview with photos/videos of the field researches I have conducted in Kenya, India and Tanzania)
I would like to start with a saying I truly believe in: "If you are working in an institution with the means to truly make a difference in the world,optimism of the spirit is a moral responsibility" (world bank)
I work at TNT Express as Global Program Manager Innovation. The global program I have developed focusses on the area where our business, technology (ICS) and society meet. Within this triangle, my ambition is to create shared value for all.
Within the slum logistics project, I have successfully developed the partnership between TNT, Vodafone's Mpesa team and a group of representatives of a local slum in India (Mumbai).
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
There are three key characteristics that I believe every entrepreneur should have (...and I hope I have): 1.Go out and meet people, 2.Have a strong believe in your ideals and 3. Think different!
Connect with people: I do not want to work within an office environment. Every possible moment, I want to go into the field and meet locals. I have spend 2 months in Kibera slum, visited rural areas in Tanzania and explored the maze-structured streets of Dharavi (India).
Believe in your ideals: My true believe in this project made that TNT and Vodafone wanted to be part of this project. If you speak from the heart, you can move mountains!
Think different: I mixed logistics with mobile phone locations to create a better world...and it works!
Company Country
Netherlands, NH, Amsterdam
Primary country where this project is creating social impact
Additional countries or regions
all developing countries worldwide
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了解详情↓↑ 隐藏↑ 隐藏The Need: What social or environmental problem are you trying to solve?
Millions of small businesses exist in slums worldwide. Most of them do not have formally recognised addresses, which makes it difficult to send and receive goods. An address can enable local stores to rise above poverty by connecting their business to a larger market.
Chris, a Kibera slum resident explains: "One million people live in Kibera, but we do not have addresses. So when I ordered a camera to use as a journalist, I could not receive the package directly. I had to walk to the nearest postal office at a 3.5km distance. And not just once, I did not know when the package would arrive, so I had to walk back and forth regularly. The people who live in Kibera have little money, so when a package arrives, we even have to bribe the the local authorities to ensure the delivery..."
The Solution: What is your solution? Be specific!
The study showed that mobile phone locations (Geocodes) could be connected to TNT's express global logistics network. In the future, mobile based addresses could leapfrog street names and postal codes in extremely dense and maze-structured urban areas; slums.
An extra added value will be the option to transfer money via the reliable Mpesa (Vodafone's mobile payment system). Local slum businesses could securely do business on the global market place, because cash payments are impossible when doing businesses abroad!
Want to read more about the project? Check out the published articles:
http://www.guardian.co.uk/sustainable-business/delivery-slum-business-mo...
http://urbanpoverty.intellecap.com/?p=558
The Solution: Why is this solution innovative for your company and industry?
This solution is innovative for TNT express and the transport industry, because currently formal addresses are based on street names and postal codes. The technology of linking mobile phones to address locations is new to this industry.
The solution will not only be innovative for the transport industry; it will have a huge positive impact on all other sectors; food security, access to healthcare, emergency responses... Logistics are at the core of all global challenges.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
a local slum entrepreneur sells leather bags via internet. He receives an order from a customer in Europe. Via a text message from Mpesa, he knows that the money is being paid by the customer. The mobile money will be released when he send the bag. When the bag is ready, he calls TNT for pick up of the package. TNT identifies his location via the GPS coordinates. The package is being collected. If the bag has been delivered to the customer via TNT, Mpesa directly transfers the money to the local slum entrepreneur.
Visa versa, if a local slum entrepreneur orders spare parts for his bike shop, he can use his mobile phone number as address location. He pays via Mpesa. Mpesa holds the money until the entrepreneur receives the spare parts. Then, the money is being transferred. TNT delivers the spare parts to the GPS location that has been registered with the mobile phone number.
Reliable logistics and secure payments stimulate local slum businesses to rise out of poverty by connecting them to the global market place.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
There are 2 key differentiators that could potentially give an advantage to the mobile-based address system: First, the mobile-based addresses could directly be linked to a global network. Local carriers do not have this direct connection to a global network. Second, this mobile-based address system could combine the option to securely transfer money via mobile payments. Secure payments are key to stimulate local businesses to participate in the global market place.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
With a group of 5 students, I have spend 2 months in Kibera slum (Nairobi, Kenya) for a field research in 2010. Back in the Netherlands, one of our friends from Kibera asked if we could send him a camera. Willing to support his career as a journalist, we tried to send him a camera. At this moment, I noticed that it is almost impossible to send a camera to someone living in a slum! Aha, the idea of creating addresses for informal settlements was born!
What has been the impact of your solution to date?
Up to this date, we have conduced a local field research in Dharavi slum. The outcome of this research is that there is a lot of potential for Geocode (GPS) based address locations.
We did as well identify other areas of potential impact: formal parts of mega cities in emerging markets (there are many 'formal' houses in Mumbai that do not have an address either), rural areas and emergency situations (e.g.: geocode locations can be used to deliver goods after a disaster has occurred).
What is your projected impact over the next 1 to 3 years?
Within three years, we want to have mobile based addresses implemented in Honduras. Honduras is one of the first countries that we want to support to develop logistics and infrastructure to empower local 'BoP' communities.
TNT supports the logistics development of Honduras via our partnership with SUSTAIN (SUSTAIN is an NGO founded by TNT, UPS, WVI and Care International) to give consultancy advice on sustainable supply chain solutions for underdeveloped countries.
What barriers might hinder the success of your project? How do you plan to overcome them?
Barriers can arise by implementing local ICS infrastructure and combining it to existing logistics. Honduras is a completely different than India, so the solution needs to be adapted to local differences.
We can overcome these problems by doing a good local field research, involve ICS experts and work together with local government and the BoP societies to establish a new type of address system.
了解详情↓↑ 隐藏↑ 隐藏What is the benefit or value you're creating for your business?
The value of the research for TNT's business is to learn more about mobile based addresses. Leapfrogging technologies can always be useful in the future for core processes.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
TNT supports SUSTAIN's developments in Honduras, which could be a location to pilot geocode based addresses for local farmers. The pilot would be executed via the SUSTAIN partnership, which means that the funds and time will be covered by them. Potentially extra funds are needed. Option can be to look at a Public Private Partnerships to obtain the initial investment. TNT will bring in the knowledge of the research on mobile-based addresses by sending out TNT employees to Honduras to manage the project.
Expand on your answer, explaining the long-term funding and support plan.
Currently we do not have an long-term funding and support plan. A more detailed plan will follow from a potential Honduras pilot.
Tell us about your partnerships across your company and externally that are key to your project's success.
The 3 key external partnerships for TNT to support this research have been; the WBCSD (Technology enablers initiative), Vodafone Group Ltd. (Mpesa) and SUSTAIN (partnership of TNT, UPS, WVI and Care International). The WBCSD serves as a catalyst to start innovative projects and has linked TNT to Vodafone for the slum research.
What internal support have you gotten for your project? What kind of push-back have you received?
Internally, we have had top-down and bottom-up support. Top Down: The TNT Board of Management has supported the local field research in India. Bottom-up: we have had strong support from TNT Mumbai and the local depot managers to execute the field research.
Created on 12/30/2012 by kbierce
This employee volunteering group empowers employees to make a difference in their communities through direct service volunteering events and supporting employees’ fundraising efforts. Since its inception, the team has donated over 125 hours of service and over $15,000 in communities where we do business.
了解详情 ↓↑ 隐藏↑ 隐藏Tell us about yourself/your team.
I started an employee volunteering group at a 750+ person global firm with the goal of creating a bottom-up movement to engage colleagues with their visions of how they want to make a difference in the world. Local team leaders in each office (in New Delhi, Shanghai, San Diego, New York/New Jersey, Boston, Paris, and London) run events to engage employees with the local community. The group’s goals are:
1. To provide a forum for employees to give back to their local communities through direct service volunteering events and supporting employees' fundraising efforts.
2. To help employees connect with colleagues to facilitate a sense of community at the company
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
I am a “connector” in the Malcolm Gladwell “Tipping Point” sense of the word. My Gallup Strengths are Activator, Strategic, Input, Learner, and Woo (winning over others). What makes me an intrapreneur is my drive to connect people around the world to create a sense of global community, and empower them to have an impact – however they define it – in their local communities.
Over time, I built my personal network at the firm, starting with learning many names and faces. I compiled useful “how-to” guides that I shared with colleagues, such as how to run a webinar or get a mentor. Eventually I could leverage my reputation as a helpful, connected employee to help get innovative ideas off the drawing board and into reality. I find ways to tap unused resources to make an impact.
Company Country
United States, NJ, Jersey City, Hudson County
Primary country where this project is creating social impact
n/a
Additional countries or regions
US, UK, France, India, China
Industry
Professional, Scientific, and Technical Services
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏请选择最符合您的解决方案的阶段：
Established (past the previous stages and has demonstrated success)
The Need: What social or environmental problem are you trying to solve?
The social problems that this global employee volunteering group addresses vary from office to office. Causes we support include advising low-income entrepreneurs, education, blood drives, feeding the hungry and environmental sustainability (e.g. cleaning up parks and public spaces).
The Solution: What is your solution? Be specific!
The global employee volunteering group is a forum for employees to give back to their local communities through direct service volunteering events and supporting employees’ fundraising efforts. It also helps employees connect with colleagues to empower a community of like-minded changemakers at the company.
Employees in different offices can lead events as often as they have time, from about once a month in our HQ office to quarterly or semiannually. We have a monthly conference call with interested employees (team leaders/team members), and if anyone has questions or issues with implementation, we coordinate with the various company departments to make sure team activities can happen.
The Solution: Why is this solution innovative for your company and industry?
Pro bono consulting is not currently practical for employees who work long hours and often travel for work. By focusing on building a community of local team leaders who want to make an impact in their local communities, we work around the constraints of scheduling to empower people to make a difference as they see fit.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
One example of work we do is partnering with the nonprofit Rising Tide Capital, which runs business advising workshops with entrepreneurs from low-income areas of New Jersey. To date, 7 volunteers have provided advice in marketing, budgeting, and business planning to over 20 NJ entrepreneurs.
Another example is the “Power of 100” program in the New Delhi office. Whether employees choose to donate 100 USD or 100 rupees, the global employee volunteering group makes it easy to contribute via payroll deductions to an education nonprofit. Along with local team leaders in New Delhi, I worked with the Finance department to ensure that payroll deductions could be made to support the AID Noida-Prayas school in the Naya Bans slum in Noida, not far from the office. This ongoing financial support enables the AID Noida-Prayas school to serve more students and contributes to hiring additional teaching staff. Employee volunteers also tutor and evaluate AID-Noida – Prayas students’ performance, to help ensure their education is comparable to other schools.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
VolunteerMatch, Catchafire.org, Net Impact Service Corps, Taproot Foundation, and the Points of Light/Hands On Network all support various individual and corporate volunteering efforts. These players are not a challenge to the employee volunteering group's success or growth since employees who are engaged volunteering leaders may choose to lead additional activities in partnership with these organizations. What differentiates this group from these volunteering organizations is that the “employee community” model is flexible enough to allow people to step up and be a leader for one event or in an ongoing commitment, depending on their schedule.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
When I attended the StartingBloc Institute for Social Innovation in March 2011 in Boston, I met a group of like-minded changemakers. I learned from StartingBloc that I didn’t have to wait to get a formal job in CSR to “be the change I wanted to see in my company.” I knew that when I returned to work, I had to start a global employee volunteering group.
In college, one of my career advisors told me to “do lots of informational interviews.” I kept following that advice even after I got a job, and used my networking skills to find and connect like-minded “changemaking colleagues.”
What has been the impact of your solution to date?
Globally, about 5% of employees have participated in at least one volunteering or fundraising activity. Since 2010, employees have donated over $15,000 to charitable organizations in places where we do business, with over 125 volunteer hours donated in 2011.
Since September 2010, Shanghai employees raised over $10,000 to support 50+ impoverished kids who can’t afford middle school and high school.
In May 2012, New Delhi employees raised over $3,000 to support AID-Noida – Prayas to benefit a school in the Naya Bans slum.
As part of Rising Tide Capital business advising workshops and a business plan competition, 7 NY-NJ employees consulted with over 20 NJ entrepreneurs from low-income areas.
In fall 2012, London employees walked 10 miles to raise over $2,000 for Maggie’s Cancer Caring Centres.
In September 2012, San Diego employees cleaned up our oceans in an “Underwater Trash Bash”
New Delhi employees organized a building-wide blood drive in June 2012 with 104 participants.
What is your projected impact over the next 1 to 3 years?
$5,000-$20,000 per year additional funds raised for nonprofit organizations in China, India, the US and Europe
150-400 hours of volunteering per year
Better education for kids in urban Delhi and rural provinces of China
Stronger businesses for low income entrepreneurs in New Jersey, USA
What barriers might hinder the success of your project? How do you plan to overcome them?
We need to improve the organizational structure to further develop global and local office team leaders. Later in January 2013, we will be working with some MBA students from the University of Michigan (in Prof. Jerry Davis’s intrapreneurship class) to get some strategic advice on leadership development for other team members. In the next few months, one goal is to identify another local leader who could become the global group leader, with the global group leader position potentially rotating from person to person every year.
了解详情↓↑ 隐藏↑ 隐藏What is the benefit or value you're creating for your business?
We create a stronger community of employees within each office who do volunteering projects together. This helps recruitment and retention.
Based on a few surveys, volunteers report being happier, more satisfied with their jobs, more motivated, and committed to the company. In the surveys, a majority of respondents agreed with statements like:
“The volunteering activity improved my sense of well-being/happiness”
“The volunteering activity improved my job satisfaction”
“Since the activity I am more likely to talk positively about the company”
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
Every December, I submit a request for budget based on planned activities for the next year. I also ask Principals, VPs, and C level executives for advice on an as-needed basis every few months. By definition, running the employee volunteering group involves partnerships across departments, so I have collaborated with people in many areas to run events, increase engagement, and address bureaucratic hurdles.
Expand on your answer, explaining the long-term funding and support plan.
The current budget is about $6,600 USD globally, from the budget for social clubs from each office. Future financial support will come from budgets submitted yearly by the global employee volunteering group leader, confirmed by local office leaders, and is based on planned activities for the next year.
Tell us about your partnerships across your company and externally that are key to your project's success.
Shanghai employees partner with the “One-on-One” program, started by the Fang Cao Association, a youth volunteer association founded by students at the Univ. of Science & Technology of China.
In New Jersey, we partner with Rising Tide Capital since they run business planning workshops for low-income entrepreneurs.
We also work with the Finance department (so employees in India could donate to a charity through payroll deductions) as well the Women in Business club.
What internal support have you gotten for your project? What kind of push-back have you received?
The Chief Strategy Officer, the Chief People Officer, a VP of Finance, the Finance department in India and several Principals have been supportive. The main push-back was when I proposed a matching donation program. Essentially, our current corporate structure does not have major benefits from corporate tax deductions by donating more to charity, so this was not feasible.
Created on 12/19/2012 by Katelin Kennedy
In partnership with Feeding America and the Global FoodBanking Network, Hilton Worldwide is we are piloting perishable food donations from hotel banquets. The pilot will explore how to enhance operational capacity among food banks and their agency partners to allow them to accept donations from hotel restaurants to reduce waste.
了解详情 ↓↑ 隐藏↑ 隐藏Tell us about yourself/your team.
We have a small but agile team that works to identify opportunities within the company to align business objectives with societal needs.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
Ability to leverage relationships from across the business to gain support and buy-in for your work. Flexibility and ability to adapt to ever-changing internal dynamics and external challenges that you'll inevitably encounter. Willingness and openness to learn from all involved parties to adapt approaches to figure out what works best. And perhaps most importantly a never-give-up attitude!
Company Country
United States, VA, McLean
Primary country where this project is creating social impact
n/a
Additional countries or regions
United States (multiple cities), Egypt, Australia, India, Japan, and others as we scale
Industry
Accommodation and Food Services
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了解详情↓↑ 隐藏↑ 隐藏请选择最符合您的解决方案的阶段：
开始（刚开始运作的试行阶段）
The Need: What social or environmental problem are you trying to solve?
In the United States along 40% of food goes to waste according to Natural Resources Defense Council. As one of the largest hotel companies in the world, we are also one of the largest restaurant operators. We recognized that often food we produce from banquets or daily operations is wasted. Furthermore, this contributes to our costs as we pay to dispose of waste. While the idea to donate this leftover food is conceptually simple, the reality is much more complex. The majority of food banks are not positioned to accept perishable foods, and the recipient agencies often don't have the infrastructure in place to collect food in a timely manner. Further, you run into the challenge of matching supply of food available with demand for food given the added complexity of food being perishable.
The Solution: What is your solution? Be specific!
We have partnered with Feeding America and the Global FoodBanking Network to pilot food rescue and donation activities in key markets, with a focus on learning best practices in order to make food donation opportunities available to our 3,900 hotels in 90 countries. We are examining existing food collection processes to identify opportunities to integrate perishable food collection systems into food banking operations and hotel food and beverage operations. We will leverage the expertise of both organizations to then develop tools and resources that can guide hotels outside of the direct pilots in establishing safe food donation systems with local recipient agencies. Further, we will examine the business impact to understand potential cost savings achieved from this activity to make the case for continued investment from the enterprise.
The Solution: Why is this solution innovative for your company and industry?
To our knowledge other companies haven't attempted to develop a scale-able solution to the problem of perishable food waste. We are uniquely positioned to develop a model that our hotels can leverage to not only reduce waste, but potentially save money in the process. We see great potential to integrate donation opportunities into our current operations and divert waste to do good in the process.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
In some of our properties thousands of pounds of usable food is thrown away on a regular basis while simultaneously the surrounding communities suffer from hunger. For example, in some Middle Eastern countries it is customary to order sometimes over 100% more food than is needed for weddings or other large events. Hotels have usable food and food banks have networks of partners that can use the food, but no one is making the 'last mile' connection to enable the transfer. Through our pilot we are leveraging our expertise in food and beverage operations and our partners' expertise in food handling, collection, and distribution to develop tools and resources to support donation on a larger scale. First we are working to understand the problem and why it isn't happening organically. Next we will focus on making individual connections and facilitating donations at a local level to identify best practices. Finally, we will develop the necessary tools to scale to our broader portfolio. We rely heavily on the expertise of our partner organizations and their affiliates to co-create and guide the development of our solution and truly consider this a partnership that leverages the expertise of the public and private sector to address a societal issue.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
There are many hotels or restaurants that do this at an individual or local level, but to our and our partners' knowledge there aren't other food and beverage outlets that are attempting to scale learnings across a broader enterprise. I believe our biggest challenges will not come from competitors, but will come from the reason we don't have competitors: this is a tough nut to crack! There are a lot of challenges from an operational perspective in terms of food packaging, safety, pick-up and delivery, and legal liability. We would really benefit from ADP consulting support around how to scale this pilot across countries and markets.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
This concept was developed by our VP of Corporate Responsibility and VP of Sustainability as a broader strategy to reduce waste coming from our hotels. They recognized the societal value of reducing the massive amounts of food being wasted on a daily basis, and recognized the opportunity to partner with experts in the field to try to identify a solution.
What has been the impact of your solution to date?
The pilot launched in November 2012, so we are just getting up and running. However, we have committed to the pilot via a commitment to the Clinton Global Initiative.
What is your projected impact over the next 1 to 3 years?
We hope to provide resources to enable hundreds of our hotels to develop local partnerships with food banks and recipient agencies to accept food.
What barriers might hinder the success of your project? How do you plan to overcome them?
Operational and infrastructure challenges have been the first barriers. We have also recognized a challenge to identify hotels that have a commitment and energy around community relations that can match with recipient agencies within a reasonable distance of the hotel that also want to develop capabilities to accept perishable food. To overcome these challenges we are surveying agencies and hotels that have already started the donation process to better understand the critical elements to success in the partnership.
了解详情↓↑ 隐藏↑ 隐藏What is the benefit or value you're creating for your business?
Through food donation we will directly reduce the amount of waste produced by our hotels which is a direct cost to each of them. We will be able to calculate the cost savings given the pounds of waste that are diverted from waste services. Further, these donations will go to charity so there is an opportunity to claim tax deductions as well (though we anticipate this will be less impactful than the value savings from waste reduction).
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
We have worked with our food and beverage teams, and operations teams to identify hotels to participate in the pilot. We plan to develop a working group made up of a cross-functional team from the business to advise on the development of the program as it expands.
Expand on your answer, explaining the long-term funding and support plan.
For the initial year the project is being supported by the corporate responsibility department. The bulk of the cost should take place up front as we implement the pilots and develop supporting resources. Ideally we hope to make the business case to pass any additional costs on to the operations and/or food and beverage teams.
Tell us about your partnerships across your company and externally that are key to your project's success.
Our partnerships with Feeding America and the Global FoodBanking Network are critical to our success. We would not be able to implement without the opportunity to leverage their relationships and expertise in food recovery. Internally we have leaned heavily on our operations team to socialize the partnership with our hotels.
What internal support have you gotten for your project? What kind of push-back have you received?
At the corporate level we haven't received any push-back. At the hotel level we've identified some properties that aren't sure they will have enough food available to donate (remember that our properties range from ~100 rooms to ~1000+ rooms depending on brand, location, type, etc) so we are working to identify the best process for selecting hotels and the ideal hotel 'profile' for donation. Otherwise people have largely been supportive.
Obesity is one of the critical problems of the 21st Century. In the US, one out of 2 will be obese by 2030, if we do nothing. Mexico comes second in this race not-worth-winning, and leads the world in childhood obesity.
Lifestyle choices are at the heart of this issue. 75% of chronic disease is due to lifestyle choices - it costs us money, and our lives. Obesity takes away 10 years of a person's life - the same as smoking. However, there is tremendous hope. Losing just 7% of body weight can lower risk for chronic disease by as much as 50%.
Created on 12/4/2012 by logan.c.graham@gmail.com
The UBC Social Enterprise Club is passionate about empowering students to use Social Enterprise to drive social change.
了解详情 ↓↑ 隐藏↑ 隐藏组织名称
UBC Social Enterprise Club
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了解详情↓↑ 隐藏↑ 隐藏This Entry is about (Issues)
Summary: What specific issue or problem does your Venture address?
We address two problems.
1. Though Social Enterprise -- and by that we mean Social Entrepreneurship, microfinance, CSR, and associated areas -- is quickly growing to become some of the most influential and world-changing subjects today, students have limited access to the realm of Social Enterprise. We think its power is underrepresented.
2. The abilities of students are underused. More and more, students want to do this while also making an impact in the community. However, to make an impact, students are generally limited to traditional solutions like charity fundraising. (At UBC, we have over 30,000 students who form a community driven towards progress and a better world. Many students are heavily involved in non-profit, social change organizations.)
Misson Statement: What will your venture do?
Our project capitalizes on the energy and intelligence of UBC students by engaging them in a series of fast-paced, student run consulting sessions ("Venture Clinics") for organizations doing good in the community. Our Venture Clinics are designed to take advantage of the backgrounds and abilities of students from all areas of study, to enable students to make an impact -- and see it -- in their community, while also learning more about Social Enterprise, first-hand.
As a club, we advocate for and increase the presence of Social Enterprise in our student community, based on three pillars: educate about local and international Social Enterprise in order to cultivate passion; engage (involve) students in real-life examples of Social Enterprise; connect students to careers, organizations, professionals, and other passionate students. in Social Enterprise.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
Beginning this January, we will host 3 to 4 Venture Clinics over the semester. A Venture Clinic is a short (1 to 2 hour-long) live "case". We bring in a local social enterprise, social entrepreneur, or micro-business, whose success benefits the Vancouver -- or international -- community. They outline to us either obstacles they face or goals they want to achieve; for this short session, the student participants act as consultants. Students are separated into teams with new students and each team tackles a different issue in a rapid-fire, critical problem-solving session; each team works together to produce a list of recommendations which are then given to the organization who presented.
The organization then returns with new, free, thought-out advice -- generated by passionate, intelligent students -- and can decide which suggestions to implement. We invite the organization to update us on their progress.
The result is threefold. Firstly, we play a crucial role in assisting a local organization in doing work that benefits the community. Secondly, students both develop their critical thinking skills and enhance their understanding of Social Enterprise. Lastly, we facilitate a connection between students and organizations which might later turn into work positions or other relationships.
The Community: Define your community, local or international, that you will work on behalf of. What population is affected? Are there other organizations working in this space?
Our primary community is the UBC student community. This includes undergraduates (about 32,000) and graduate students, but we have noticed also the interest of professors and faculty. Most of our interest comes from business students; however, we see a large group of Arts and STEM students attending our events as well. Our secondary community is the local Vancouver community, especially secondary school students; we have noticed Vancouver residents coming to our events as well.
Currently, there are very few – if any – organizations like us working in our local community. The closest is a group focused on promoting student engagement in local non-profits, who have identified an interest in Social Enterprise. However, we have worked with them to clearly define our differences.
Founding Story: What inspired your venture? Why?
The venture clinics were inspired by the collective business educations of the current club executives. Cases are a really valuable learning tool in business, and we believed that they could be translated into driving local change.
The founder, Logan Graham, had the idea for the Social Enterprise Club one night in January of 2012. He was an entrepreneurial business student who for five years had been involved in microfinance, and had started and worked with a non-profit for over 10 years; naturally, he was interested in making as big of an impact as possible while still involving business. After learning more explicitly about social entrepreneurship in one of his business courses, he was puzzled by a single question: how can he share his passion for microfinance, and recently social entrepreneurship, with other students? Combining the two – and after learning further about other related areas – he assembled a student team dedicated to answering this question.
What is your long-term vision for your Venture?
There are three action components to our long-term vision.
Firstly, spin our Venture Clinics off into creating and developing our own programs – including establishing our own social enterprise and microfinance fund – which give students long-term opportunities to both work in the fields of social enterprise and empower them to make a social impact in both local and international communities.
Secondly, cultivate and bring together a student Social Enterprise community from universities and colleges across Canada.
Thirdly, play an integral role in influencing and assisting students to choose and find careers in Social Enterprise.
Define your company, program, service, or product in 1-2 short sentences
The UBC Social Enterprise Club is passionate about empowering students to use Social Enterprise to drive social change.
了解详情↓↑ 隐藏↑ 隐藏What do you want to accomplish in your first year?
Roughly, we want to accomplish four things:
1. Establish ourselves as the number one student resource at UBC for learning about, becoming involved in, and connecting with Social Enterprise. This means being a dynamic and growing student organization.
2. Cultivate an initial community of students passionate about Social Enterprise and provide a medium for them to connect with each other.
3. Enable students to create social impact, and highlight and reward them for doing so.
4. Serve as the connection point between the worlds of local and international Social Enterprise, and students. This means reaching out to and collaborating with social enterprises, social entrepreneurs, changemakers, businesses, and other organizations to create opportunities valuable for both them and students.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Bring over 150 students to our Venture Clinics; connect with 8 Social Enterprise-related organizations.
任务 1
Increase our social media presence and develop more personal relationships with potential members and attendees.
任务 2
Sell out events which total in capacity of 100 students by investing more into scaling both size and impact of events.
任务 3
Contact and network with as many local social enterprises and work with them to develop lasting opportunities with students.
Now think bigger! Identify your 12-month impact milestone
Transition to a "new" club with expanded objectives to enhance our social impact.
任务 1
Investigate local social issues, for which we can create student-run program (the venture clinics are the first step.)
任务 2
Establish a student task force to plan social impact programs.
任务 3
Find and engage the student leaders already within our club's community in new leadership roles.
了解详情↓↑ 隐藏↑ 隐藏How will your Venture define success in the short term (1-12 months)?
Venture Clinics:
First and foremost, success will be determined by the amount of impact our Venture Clinics make on local organizations. We will ask: "To what extent did our students help this organization?" "How have we helped this organization?"
Importantly, success is developing long-term relationships between the organization, and the club and students. We will ask "What is our relationship like after the Venture Clinic?" "Did we create other opportunities which connect this organization and students?"
Of course, success will be determined by the enthusiasm (we prefer "passion) for Social Enterprise we generate in students.
The Club:
On a conceptual level, success will be measured as to whether or not we hear from students, on a general level, that we are both a) inspiring students who were not previously aware of social enterprise to become informed and b) recognized as the first-stop for students interested in social enterprise.
Secondly, success will be having created a self-sustaining, student-run organization that is ready for transition this year and the years to come.
Thirdly, success is students, as a result of our club, investigating and even choosing careers in Social Enterprise.
Success will also be hearing from the outside organizations and professionals we work with that we are adequately promoting Social Enterprise, and that they are eager to work with us further.
In the long-term (1 year?)
Success is a process by which the club’s influence grows. A vision for success is a vision where the club is well-known in the UBC community as a group championing a concept that students, if they want to drive change, should consider.
Success is having assembled a club composed of students who are creative leaders and restless changemakers.
Success is where we expand to greater numbers while still retaining the feel of a close community of passionate students.
Ultimate success is seeing social change in our community and those of others.
How will you measure success?
1. Whether or not the organization grows, in all aspects, and by how much. The level of growth is determined by demand from students and our capabilities to expand.
2. The quantitative, and anecdotal, results of our social impact project.
3. The number and size of outside organizations that contact us to work with us to engage our student body.
Why?
We balance three forces: social impact, student engagement, and connection with others. It is important to account for all.
go2gether redefines ridesharing through technology and peer communities, making carpooling convenient, easy and fun!
EMR Document Management L.L.C. will bring a concise scanning program to medical offices. The long term goal is to present this programming to other customers including attorneys, dentists, and other professional practices which use paper as their primary Record keeping method. This program will save considerable cost and staffing problems for the clients who use the service. Our employees will scan old patient records into the new EMR format, utilizing the medical office space and dedicated EMR computers.
