impact report 2016-2018
We believe anyone, anywhere, can take creative action to solve a social problem, for the good of all.
The Problem
Too many people still lack the belief, support and knowhow to tackle big issues in their communities, as a part of their daily lives. We see hundreds and thousands of problem-solvers in sectors that we convene, but social problems persist.
The Opportunity
However, we’ve seen the power of those most affected by an issue, are also the best to lead solutions.
Our Role
To inspire, equip and connect anyone to start changemaking in their own environment, and in the most powerful way they can. We are dedicated to providing the tools that will enable changemakers to connect, collaborate and thrive at scale.
Ashoka Changemakers Impact Report 2016-18
1
Impact at a ..Glance Visualizing the Changemakers Network Since 2016, we engaged 3,171 changemakers through the following experiences: Social Intrapreneurship Courses, Leadership Bootcamps, Changemaker Challenges, and Social Innovation Mappings.
3 Years
4 Pathways for Impact
33 engagements 136 countries 3,171 changemakers
1 2 3 4
Increasing Diversity Leadership Ripple Effect Inspire Changemaker Identities Collaborative Networks
434 1,167 170
2016-2018* Changemakers Network by Region
407
535
1,050
1,167 North America 1,050 Latin America 535 Africa 434 Europe 407 Asia 170 MENA *Since its founding in 1998, a total of over 33,000 people have shared their ideas for social impact on changemakers.com/ideas
1
Increasing Diversity
increasing the diversity of Changemakers
case study ‘T-Mobile Changemaker Challenge’ Mobilizes Youth Across U.S.
342
42
85%
Ideas shared US states Of youth from by Young represented underrepresented Changemakers communities
Ashoka partnered with T-Mobile to launch a nationwide Changemaker Challenge to find the most revolutionary ideas from youth innovators between the ages of 13-23 and received a total of 342 entries. The ideas were reviewed over 3 months, with a final 30 teams selected to participate in the Changemaker Lab in Seattle. The teams received in-depth mentoring, training and funding to develop their project. The Challenge has encouraged young people to realise their potential as social innovators.
“I simply can’t express how grateful and appreciative I am for everything. I had one of the best couple days of my life, and it was so evident how much time and effort you all put into the Lab.” -Youth Participant The Changemaker Challenge network was amplified beyond the core participants, mobilising a large group of young thought leaders as well as engaging T-Mobile employees and their families through additional activities. After the event, one of the T-Mobile employees provided feedback saying:
Young Changemakers collaborate and share their innovations at Lab in Seattle
“These young people are so inspirational, I am so grateful for their energy and passion for all of these critical issues. I feel so much hope for all the things broken in our world.” - T-Mobile employee participant Partner: T-Mobile
Location: Seattle
3
2
Leadership Ripple Effect increasing Changemaker capacity
case study 29%
89%
Felt Have already inspired to taken on an intrapreneurial bring back project or action learnings into daily after course life and ended business
66%
Now have the resources to bring intrapreneurial changes to their own business
‘Making More Health’ Online Course Inspires Intrapreneurial Action in BI Employees
Ashoka and leading health company Boehringer Ingelheim (BI) have been partnering for 4 years to bring the Social Intrapreneurship for Innovation in Health course as part of the global “Making More Health” initiative. Fall 2018 marks the 8th renewal of the course which brings BI employees and a global, cross-sectoral community of professionals together. In the 6-week long course, employees learn the entrepreneurial skills and startup strategies necessary for creating positive impact in the world of healthcare.
“For me, the biggest take home was that I can be a social intrapreneur! The case studies that I have read, and the guest speakers that I have listened to, have convinced me that it is possible for one person to make a positive difference to many.” - Chris Young, BI Employee, New Zealand The course prepares its participants to enter lead roles in creating social and business impact by connecting them with a global community of health professionals from across the private, public, and nonprofit sectors.
“I am definitely going to continue to look for ways to support the intrapreneurship mindset and MMH initiatives in my Operating Unit. This course helped me to understand the steps to getting from an idea to becoming a fully supported project.” - Diana Montalvo, BI Employee, USA Partner: Boehringer Ingelheim
Location: Worldwide
4 4 7
Professionals attending a health innovations workshop at the MMH x Ashoka European Changemaker Summit in Berlin
3
Inspiring Changemaking Identities
increasing the adoption and recognition of diverse changemaking approaches
case study ‘Future Forward’ Network Increases the Role of Youth in Leadership and Employment
230k
African youth who secured employment through Future Forward Fellows
76% Of Future Forward Fellows reported creating policy change
6
Paradigm shifts identified as critical for transforming youth leadership
Ashoka has been partnering with the MasterCard Foundation on Future Forward, an initiative which for the last six years has been connecting young Changemakers with social entrepreneurs to address Africa’s youth employment crisis. Two-thirds of young people in Sub-Saharan Africa face long term unemployment, a prospect that needs to be changed through a shift in mindsets. The partnership has coordinated bootcamps, a Globalizer, challenges, online courses and events to strengthen networks and share insights. Future Forward also supports Fellows with the most innovative approaches, enabling them to scale their social innovations and create opportunities for youth leadership.
“Seeing young people reintegrated into society keeps me inspired. Seeing them start businesses, being employed, and soaring keeps me inspired.” - Vickie Wambura, Ashoka Fellow, Kenya Through interviews and case studies of over 45 Ashoka network social entrepreneurs and intrapreneurs in 17 countries, six major paradigm shifts have been identified as integral to addressing the historical and cultural marginalization of young Africans.
Students at Fundi Bots in Uganda learn how to build robots through STEMrelated classes
“Ashoka works on systems change. It’s not just about making your project work; it’s about undoing structures and addressing systemic issues, whether they are cultural, social, or economic.” - Regina Honu, Ashoka Fellow, Accra Partner: MasterCard
Location: Sub-Saharan Africa
57
4
Collaborative Networks increasing collaboration among Changemakers
case study 409
9.4
2k
Members of Score (out Emerging the American of 10) when innovators Express participants who have Leadership were asked if Academy which participated in bootcamps they felt part of participants join a meaningful after Bootcamp worldwide community
‘Emerging Innovators Bootcamps’ Enables Social Entrepreneurs to Share Peer Support and Guidance
Since 2013, American Express and Ashoka have been providing support to high-potential emerging innovators through a series of intensive Bootcamps in Mexico, Canada, Europe, the United States and throughout Africa. For 2-3 days, 25 participants convene in an intimate environment to develop a quality network through peer learning, personal stories and through a selection of inspiring innovators. The exchange of knowledge and collaborative problem-solving empowers the participants to become stronger leaders.
“This leadership course is not like anything I have participated in before. Its focus is on making you psychologically ready to accept you are just human and that pushing yourself to the limit has a cost. A big thank you for making this happen, there is another great generation of social entrepreneurs in need of this bootcamp. It made a change in this cohort.” - Arne Pauwels, Berlin Bootcamp Participant Through the Bootcamps, innovators have cultivated lasting connections which have enabled them to collaborate on new projects. Graduates of the Bootcamp join over 2000 members of the American Express Leadership Academy Alumni Network.
“It was a very refreshing and eye-opening trip shared with a group of brilliant and open-minded people” - Berlin Bootcamp Participant Partner: American Express
Location: Berlin, Nairobi, Dakar, Mexico City, New York City
Social innovators at the intensive training bootcamp in Mexico City discuss the best strategies to grow their ventures 6
Ashoka Changemakers Theory of Change Ultimate Impact
An Everyone a Changemaker (EACH) World is the norm: individuals can take creative action to solve a social problem as the need arises, solutions outrun problems, and communities thrive amidst constant change
Long Term Outcome
Everyone has role models that inspire and provide the how-to’s for changemaking (individual and institutional)
Short Term Outcome
1. Changemaking Diversity: Increased diversity and # of people identifying as active changemakers, (diverse by race, geography, wealth, and approaches)
2. The Leadership Ripple Effect: Increased changemaker capacity (individually and organizationally), particularly the ability to enable others to be changemakers as well
Our Open Platform Strategy
Convening Changemaker Networks
Developing Changemakers
Changemakers are easily able to access support and have increased impact
Ashoka Changemakers Impact Report 2016-18
3. Inspiring Changemaking Identities Increasing the adoption and recognition of changemaking approaches from every part of society
Framing Shifts, Co-Creating Insights
Sharing Inspiring Insights & Storytelling
4. Collaborative Networks: Increased number of changemakers that are collaborating & sharing stories
Igniting Collaborative Networks
7
7
What We Learned
What We’ll Change
We observed the continued need to ensure our network is truly representative. We also saw a need to ensure that our initiatives are leading to a clear, collective impact, greater than the sum of its parts.
As a result of our learnings, we have refined our strategy for the coming year to ensure all of our work is building together towards one central objective, and 5 key results each tied to that central objective, as follows:
For example, on the need for ensuring greater diversity of our network, only 12% of our changemakers are from Asia, despite Asia having 60% of the world’s population. While the US has 29% of the changemakers despite the US having only 4% of the world’s population.
Objective: Enable changemakers to connect, collaborate, and thrive at scale.
This signals the need to increase activity globally, particularly in Asia to ensure more equal representation.
Key Results: 1. Network of Networks: Ensure 10% of our global network are diverse, active users on a central Changemakers Network Platform 2. Changemaking Ripple Effect: 20% of people in the Changemakers Network are actively enabling others to be changemakers 3. Inspiring Changemaking Identities: Changemaking is celebrated with at least 3 large scale media partnerships on the topics of youth, systems change, and emerging leadership. 4. Revenue & Wellbeing: Changemakers Team develops sustainable partnerships, is in a place to be well, and is in a place to meet key results.
8
Changemakers Team Arianna De Mario
Daniela de Carvalho Matielo
Europe Network Manager
Director, Collaborative Impact
Eveline Eveline
Fernando Balbino
South Asia Network Manager
Marc Carr
North America Change Manager
Platform Manager
Rachel Fauber
Associate Director, Communications
Ashoka Changemakers Impact Report 2016-18
Our team is based in over 5 countries, and works closely with over 30 additional Ashoka country offices.
Douglas Ely
Associate Director, Operations & Wellbeing
Hector Moyeton
South America Network Manager & Spanish Language Manager
Reem Rahman
Director, Knowledge & Impact Evaluation
Isabela Carvalho Product Manager
Stephanie Ambar
South America Network Manager & Portuguese Language Manager
Jocelyn Fong
Knowledge Manager
Tsehaynesh Asefa Finance Manager
9