2006 SKOLL AWARDS FOR SOCIAL ENTREPRENEURSHIP
Skoll Award for Social Entrepreneurship Recipient Profiles
2005—2008
TANZANIA, AFRICA
2006 SKOLL AWARDS FOR SOCIAL ENTREPRENEURSHIP
4 Afghan Institute of Learning Sakena Yacoobi (Peace and Security, Tolerance and Human Rights, Economic and Social Equity)
30 Committee for Democracy in IT (CDI) Rodrigo Baggio (Economic and Social Equity)
6 Aflatoun Jeroo Billimoria (Economic and Social Equity, Tolerance and Human Rights)
32 Digital Divide Data Jeremy Hockenstein and Mai Siriphonphanh (Economic and Social Equity)
8 Amazon Conservation Team Mark Plotkin and Liliana Madrigal (Environmental Sustainability)
34 Escuela Nueva Foundation (New School Foundation) Vicky Colbert (Economic and Social Equity, Tolerance and Human Rights)
10 American Council On Renewable Energy Michael Eckhart (Environmental Sustainability)
36 Free The Children Craig and Marc Kielburger (Economic and Social Equity)
12 Arzu Connie K. Duckworth (Economic and Social Equity, Health)
38 Friends-International Sebastien Marot (Tolerance and Human Rights, Economic and Social Equity)
14 Barefoot College Bunker Roy (Economic and Social Equity, Environmental Sustainability)
40 Fundacion Paraguaya Martin Burt (Economic and Social Equity)
16 Benetech Jim Fruchterman (Tolerance and Human Rights, Economic and Social Equity, Environmental Sustainability) 18 CAMFED International Ann Cotton (Economic and Social Equity, Tolerance and Human Rights) 20 Ceres Mindy Lubber (Institutional Responsibility, Environmental Sustainability) 22 CIDA City Campus Taddy Blecher (Economic and Social Equity) 24 Citizen Schools Eric Schwarz (Economic and Social Equity) 26 Ciudad Saludable Albina Ruiz (Environmental Sustainability, Health) 28 College Summit J.B. Schramm (Economic and Social Equity) 2
42 Global Footprint Network Susan Burns and Mathis Wackernagel (Environmental Sustainability, Institutional Responsibility) 44 Gram Vikas Joe Madiath (Health, Environmental Sustainability, Economic and Social Equity) 46 Half the Sky Foundation Jenny Bowen (Economic and Social Equity) 48 Health Care Without Harm Gary Cohen (Institutional Responsibility, Environmental Sustainability, Health) 50 Institute for Development Studies and Practices Quratul Ain Bakhteari (Peace and Security, Tolerance and Human Rights, Economic and Social Equity) 52 Institute for OneWorld Health Victoria Hale (Health) 54 International Bridges to Justice Karen Tse (Tolerance and Human Rights)
2006 SKOLL AWARDS FOR SOCIAL ENTREPRENEURSHIP
56 International Development Enterprises (India) Amitabha Sadangi (Economic and Social Equity)
82 Root Capital (formerly EcoLogic Finance) William Foote (Economic and Social Equity, Environmental Sustainability)
58 Kashf Foundation (Miracle Foundation) Roshaneh Zafar (Economic and Social Equity)
84 Roots of Peace Heidi Kühn (Peace and Security)
60 KickStart Nick Moon and Martin Fisher (Economic and Social Equity) 62 Kiva Matt Flannery and Premal Shah (Economic and Social Equity) 64 Manchester Bidwell Corporation William Strickland (Economic and Social Equity) 66 Marine Stewardship Council Rupert Howes (Environmental Sustainability, Institutional Responsibility) 68 mothers2mothers Dr. Mitchell Besser and Gene Falk (Health) 70 Partners in Health Dr. Paul Farmer (Health, Tolerance and Human Rights) 72 Peaceworks Foundation Daniel Lubetzky (Peace and Security) 74 Population and Community Development Association Mechai Viravaidya (Economic and Social Equity, Health) 76 Renascer Child Health Association Vera Cordeiro (Health) 78 Riders for Health Andrea and Barry Coleman (Health) 80 Room to Read John Wood (Economic and Social Equity)
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86 Rugmark Foundation USA Nina Smith (Institutional Responsibility, Tolerance and Human Rights) 88 Search for Common Ground John and Susan Marks (Peace and Security) 90 Sonidos de la Tierra Luis Szarán (Economic and Social Equity) 92 TransFair USA Paul Rice (Economic and Social Equity) 94 Verité (Truth) Dan Viederman (Institutional Responsibility, Economic and Social Equity) 96 VillageReach Blaise Judja-Sato (Health) 98 Visayan Forum Foundation Cecilia Flores-Oebanda (Tolerance and Human Rights) 100 WITNESS Gillian Caldwell (Tolerance and Human Rights) 102 YouthBuild USA Dorothy Stoneman (Economic and Social Equity, Tolerance and Human Rights) 104 Appendix Portfolio information and categorization
AWARD YEAR 2006
2006 SKOLL AWARDS FOR SOCIAL ENTREPRENEURSHIP
Afghan Institute of Learning Sakena Yacoobi CRITICAL ISSUE AREAS Peace and Security Tolerance and Human Rights Economic and Social Equity SOCIAL ENTREPRENEUR
Born in Herat, Afghanistan, Sakena Yacoobi came to the United States in the 1970s to earn her bachelor’s and master’s degrees in public health. In the 1980s, she worked as a health consultant at D’Etre University in Michigan. From 1992 to 1995, she worked for the International Rescue Committee in Pakistan, increasing the number of Afghan refugee girls enrolled in IRC-supported schools from 3,000 to 15,000. During that time, she also served on the Agency Coordinating Body for Afghan Relief delegation of the United Nations, as well as on the United Nations Rehabilitation Plan for Afghanistan. During the mid-1990s, funding for education and health programs in Afghanistan was cut dramatically as a result of the Taliban’s grip on power. Sakena was determined to keep education and health programs going, despite the Taliban’s opposition, and thus founded the Afghan Institute of Learning (AIL) in 1995.
EQUILIBRIUM CHANGE 30 years of warfare have destroyed Afghan family systems and educational infrastructure. AIL brings education and health opportunities to communities, laying a foundation for education and development. INNOVATION Women’s Learning Centers and Educational Learning Centers deliver best-practice services and training with a strong emphasis on values and community. BUSINESS MODEL AIL’s higher education programs train professionals who bring values of tolerance, sustainability and respect to national leadership positions, while basic education programs engage and train community leaders, teachers and health care providers.
TRACK RECORD
PATH TO GREATER IMPACT Expand teacher training programs and its partnership network to 100 new community-based organizations.
AIL has a network of 44 education and health centers that provide comprehensive health and education services to Afghan women. The centers help more than 350,000 women and children each year.
GRANT AMOUNT $480,000 over 36 months (to fiscal sponsor Give2Asia)
AIL’s training staff has provided teacher training and management, leadership, health and democracy training to more than 16,000 teachers, administrators and government workers. The 13,000 teachers trained by AIL are improving educational quality for thousands of Afghan students. AIL’s university in Peshawar prepares graduates for careers in civil service; more than 165 students have graduated from the colleges of computer science, health and education.
AFGHAN INSTITUTE OF LEARNING
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SAKENA'S VISION
"I believe that all people are capable of finding and implementing solutions to the challenges they face, no matter how poor they are, no matter how uneducated they are, no matter what they have lived through. I envision a peaceful future for Afghanistan, where every man, woman and child knows how to read and has access to high-quality family health care." THREE-YEAR OBJECTIVES AT TIME OF AWARD
AIL creates lasting change by working only in communities that specifically request programs and commit to achieving sustainability with their own contributions. AIL training in program quality, leadership, management and income-generation capacities for each center helps ensure that local people have the skills and knowledge to continue programs independently. Grant objectives include: Achieve measurable improvement in literacy and quality of education in Afghanistan Develop a base of service-providing civil society organizations Improve the health of Afghan women and children CONTACT
Sakena Yacoobi c/o Creating Hope International PO Box 1058, Dearborn, MI 48121 Telephone: (313) 278-5806 sakenay@aol.com GEOGRAPHY / AREA OF IMPACT
Location of main office: Dearborn, MI USA The organization is currently active in Afghanistan and Pakistan
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AFGHAN INSTITUTE OF LEARNING
AWARD YEAR 2006
2006 SKOLL AWARDS FOR SOCIAL ENTREPRENEURSHIP
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2006 SKOLL AWARDS FOR SOCIAL ENTREPRENEURSHIP
Aflatoun Jeroo Billimoria CRITICAL ISSUE AREAS Economic and Social Equity Tolerance and Human Rights
EQUILIBRIUM CHANGE Half a billion children live in rural poverty. Most have some access to money - at least in small amounts. Learning early to defer impulses, set goals and save is a first step toward envisioning and planning a better life.
SOCIAL ENTREPRENEUR
Jeroo Billimoria grew up in Mumbai, India. Drawn to children, she studied social work and founded Meljol, an organization that provides opportunities for children to make friends across classes and castes and become leaders in their communities. Jeroo also gave out her phone number and took calls for help from street children, which led her to found Childline. Starting with just $6,000, she built a national institution that in five years fielded more than 10 million calls for assistance in India’s 74 largest cities. She then founded an international organization, Child Helpline International, which now supports help lines in 153 countries. In 2005 Jeroo founded Aflatoun to apply the same international replication model to Meljol’s child empowerment curriculum and in-school savings and financial education program. This program, symbolized by an “Aflatoun” (explorer) who helps children envision a better future and act on their dreams, promotes a culture of saving, builds skills for using money, and develops responsibility and pride.
INNOVATION Children learn to take responsibility for themselves and to plan and save in schoolbased Aflatoun Clubs that prepare them to succeed in school, manage income and contribute to breaking the cycle of poverty. BUSINESS MODEL Aflatoun provides a unified brand identity, along with curricula and learning opportunities and quality control to a network of implementation partners. PATH TO GREATER IMPACT Launch programs in 10 to 15 countries during 2006; reach 10 million children living in rural poverty in five years.
TRACK RECORD
GRANT AMOUNT $765,000 over 36 months (expenditure responsibility grant)
The first Aflatoun pilot in India has expanded over the past five years with approximately 83,000 Indian children currently participating in Aflatoun programs. More than three-quarters of program graduates continued to save, one fifth of them on a regular basis. An unexpected benefit of the program is that the parents of participating children also started to save. The Aflatoun program has been implemented in 11 additional countries serving approximately 35,000 children. An estimated 28,000 of those children are currently saving.
CHILD SAVINGS INTERNATIONAL
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JEROO’S VISION
“Acquainting children with the concept of saving and banking is a first structural step that empowers these children to handle money responsibly and contribute to breaking the cycle of poverty. What the concept of microcredit has brought to adults (e.g., stimulate entrepreneurial activities, responsible handling of money, empowering them to tackle poverty themselves), the concept of child savings can bring to children.” THREE-YEAR OBJECTIVES AT TIME OF AWARD
The Aflatoun replication plan is modeled on the successful global rollout of Child Helpline International, leveraging a community of social entrepreneurs to achieve the common objective of contributing to breaking the cycle of poverty. These partners already have the required skills, networks and a proven track record. Grant objectives include: Reach 1 million children living in rural poverty within five years, operating child savings schemes in 50 countries by 2010, at a very low cost per child Empower children to improve their lives, measured in terms of encouragement in the habit of savings, financial management, demonstrated knowledge and understanding of their rights and responsibilities, as well as behavioral outcomes CONTACT
Jeroo Billimoria Sarphatistraat 7, PO Box 15991, Amsterdam, 1001 NL, Netherlands Telephone: (+31) 0206 262025 jeroo@aflatoun.org, www.aflatoun.org GEOGRAPHY / AREA OF IMPACT
Location of main office: Toronto, Canada The organization is currently active in Egypt, Malawi, Zimbabwe, India, Philippines, Argentina, Serbia, Uganda, South Africa, Nigeria, and Vietnam. The organization plans to expand in 2008-2009 to nearly 30 countries.
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CHILD SAVINGS INTERNATIONAL
AWARD YEAR 2006
2006 SKOLL AWARDS FOR SOCIAL ENTREPRENEURSHIP
AWARD YEAR 2008
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Amazon Conservation Team Mark Plotkin and Liliana Madrigal CRITICAL ISSUE AREAS Environmental Sustainability
SOCIAL ENTREPRENEURS
EQUILIBRIUM CHANGE The Amazon forests (i.e., the lungs of the world) are being destroyed at an alarming rate. Partnering with indigenous people represents an overlooked but powerful, lowcost way of preserving pristine rainforest. ACT empowers tribes to remain on their land and use modern methods to become its best caretakers.
Mark and Liliana, a husband and wife team, have spent much of their lives preserving the Amazon rainforest and the knowledge and culture of its indigenous inhabitants. Liliana and Mark recognized that the loss of the forest and the destruction of tribal culture were inextricably linked and that one could not thrive without the other. Together they created ACT to preserve the cultures of indigenous peoples of the Amazon and empower them to protect their rainforest homes.
INNOVATION ACT trains tribes to use technology such as GPS units and satellite imagery while also strengthening and preserving traditional culture, creating a comprehensive program that allows indigenous people to maintain strong communities and advocate for and protect their forests.
TRACK RECORD
ACT’s primary beneficiaries include 26 indigenous groups in three countries (approximately 22,000 people), rainforest acreage preserved and all who benefit from the rainforest. Accomplishments include:
BUSINESS MODEL ACT’s Map, Manage, and Protect program trains tribes to monitor threats, enforce legal rights, fund projects and use forest management practices. Its Preserve, Strengthen and Promote program helps tribes thrive by preserving traditional knowledge and teaching sustainable harvesting of natural resources.
Providing in-depth cultural, health, and conservation training to thousands of indigenous people. Mapping and providing land management for 40 million acres of Amazon rainforest. Implementing the Google Earth project to create satellite maps showing forest destruction.
PATH TO GREATER IMPACT ACT builds the capacity of tribal associations to take over existing programs and outreach, allowing ACT to focus its resources on moving into new areas.
Aiding indigenous researchers in documenting medicinal and other use of plants and herbs. Brokering the creation of 12 tribal associations, and in Suriname creating the first consultative body for consensus on land use between government and tribal communities.
PATH TO SUSTAINABILITY ACT aims to take advantage of increased interest in climate change by creating more sophisticated marketing, development and evaluation processes. It also trains tribal leaders to seek funding for local projects. GRANT AMOUNT $1,015,000 over 36 months AMAZON CONSERVATION TEAM
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MARK AND LILIANA’S VISION
“The only way to truly preserve the rainforests of the Amazon – including their rich biodiversity and culture--is to enlist the assistance of the people who actually live there. Indigenous peoples know, manage and protect the rainforest far better than we do. By respecting their knowledge and giving them the tools they need to enforce their legal rights, we can protect the greatest expression of life on earth.” THREE-YEAR OBJECTIVES AT TIME OF AWARD
This grant will help ACT lay the groundwork for its 2015 goal to offset an estimated 10 billion tons of carbon. Grant objectives include: Conserve an additional 40 million acres of rainforest by partnering with 20 more indigenous tribes to expand their capacity to protect their land and preserve their culture. Develop and implement an organization-wide strategic plan covering program, operations, communications, marketing and fundraising. Implement fundraising component of strategic plan. Build ACT’s capacity to conduct more sophisticated impact measurement. CONTACT
Amazon Conservation Team Headquarters 4211 N. Fairfax Dr. Arlington, VA 22203 Phone: 703-522-4684 Fax:703-522-4464 www.amazonteam.org GEOGRAPHY / AREA OF IMPACT
Location of main office: Arlington, Virginia The organization is currently active in Brazil, Colombia, and Suriname. The organization plans to begin operations in one new country in 2008 (probably Guyana) and begin expansion process into one additional country.
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AMAZON CONSERVATION TEAM
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American Council On Renewable Energy Michael Eckhart CRITICAL ISSUE AREAS Environmental Sustainability EQUILIBRIUM CHANGE Renewable energy (RE) has only three percent of the market and often competes for scarce dollars. Through ACORE a unified RE community will increase U.S. renewable energy usage to at least 25 percent by 2025 and as much as 50% by 2050. INNOVATION While an RE community has existed for years in Europe, there was little such concept in the U.S. ACORE has created a nonpartisan RE group that can speak with one voice and deliver its message with the credibility, strength, and prestige needed to counter powerful carbon energy industries. BUSINESS MODEL ACORE uses tactics such as “big-tent” membership to reach beyond the RE industry to Wall Street, academics, and others, and convenes them in working groups. It conducts research to document the economic benefits of RE, plus targeted analysis and dissemination. ACORE aims to use economic data to show that RE is a viable, affordable option just as others have successfully used scientific data to bring climate change into mainstream acceptance.
SOCIAL ENTREPRENEUR
Mike has worked in the energy field for 30 years on both RE and traditional energy. In 1995 he decided he couldn’t do conventional power work any longer and founded the Solar Bank Initiative to finance solar energy in India, South Africa and Brazil. In 2001, along with other U.S. leaders, Mike formed ACORE to create a U.S. renewable energy community. His role as president started as a volunteer activity and grew into a full time commitment. Since then, ACORE has created a “renewable energy” community, ending a 30-year era of stove-piped, technology-specific RE industries. TRACK RECORD
ACORE has created a U.S.-based renewable energy community that didn’t exist before and changed how this community thinks and acts about its mission. Other accomplishments include: Creating the beginnings of a renewable energy policy framework in Washington, D.C. called Phase II. Establishing, for the first time, trust and communication between utility companies and other elements of the renewable energy community.
PATH TO GREATER IMPACT ACORE will expand to 1,000 members and launch a new program to hire expert researchers to develop quantifiable data on the economic benefits of renewable energy. ACORE will also build its own communications capacity to broadly disseminate the results.
Bringing the financial community into renewable energy and hosting an annual renewable energy finance conference on Wall Street which attracts senior level financiers and links investors and lenders directly to developers and vendors.
PATH TO SUSTAINABILITY Two-thirds of ACORE’s revenue is earned income (one-third membership dues, one-third conference fees), the rest is raised from corporations and foundations.
Creating a proprietary database of over 50,000 renewable energy players, plus Web-based marketing and outreach tools. Members can access information on who is interested in their particular specialty and who is or has financed renewable energy projects.
GRANT AMOUNT $1,015,000 over 36 months
AMERICAN COUNCIL ON RENEWABLE ENERGY
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MICHAEL’S VISION
“Renewable energy can be successful in the U.S. but only if the renewable energy community powers up to match the heft and muscle of energy incumbents in the oil, gas, coal, and nuclear industries – not by accusing them of being bad, but by creating a new renewable energy solution that includes technology deployment, market development and a sustainable policy framework.” THREE-YEAR OBJECTIVES AT TIME OF AWARD
This grant will help ACORE to advance toward its goal of increasing renewable energy to 25 percent of U.S. energy supply by 2025. Objectives include: Create and disseminate a data-driven, finance-oriented economic case for renewable energy as a viable, achievable climate change solution. Build ACORE’s communications capacity to disseminate renewable energy data and policy analysis and brand renewables as mainstream, economically-feasible options. Improve ACORE’s ability to evaluate its direct impact by tracking outcomes such as increased adoption of renewable energy and legislative fuel standards. Increase ACORE’s revenue to $7 million by 2010 by building its membership to 700 by 2009 and to 1,000 by 2010. CONTACT
American Council on Renewable Energy 1600 K St. NW Washington, DC 20006, USA Phone: 202.393.0001 Fax: 202.393.0606 www.acore.org GEOGRAPHY / AREA OF IMPACT
Location of main office: Washington D.C., USA The organization is currently active the U.S. and has partnerships in China, Germany and India The organization plans to open an office in San Francisco office by 2010.
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AMERICAN COUNCIL ON RENEWABLE ENERGY
AWARD YEAR 2008
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Arzu, Inc. Connie K. Duckworth CRITICAL ISSUE AREAS Economic and Social Equity Health
EQUILIBRIUM CHANGE Arzu helps Afghan women and their families break the cycle of poverty by providing access to steady income, education and healthcare through the sale of handwoven Afghan rugs in the developed world. INNOVATION Arzu brings together culturally-sensitive development activities and best practices of sophisticated consumer marketing, building a business that operates like a competitive for-profit but distributes its cash-flow entirely for benefit. Arzu pays women weavers above-market compensation for handwoven rugs and provides literacy, education and health benefits for them, their families and their communities. Rugs are sold in the luxury consumer market in the U.S to generate the profits that sustain the social venture.
SOCIAL ENTREPRENEUR
Connie made history as the first female sales and trading partner at Goldman Sachs. In 2002 she was asked to join the U.S.-Afghan Women’s Council, a bipartisan commission formed to insure Afghan women a voice in post-Taliban Afghanistan. Returning from a trip to Afghanistan in 2003, where she witnessed the indescribable hardships women faced, she outlined the vision for Arzu: a nonprofit that would help empower women and operate on a sustainable economic model. She provided seed capital for the first year of operations and currently oversees Arzu’s operations. TRACK RECORD
Arzu is one of the largest employers in Afghanistan, having created more than 700 private sector jobs, 90 percent of which are in underserved rural areas. The program began with 30 weavers outside Kabul and has now expanded to nine locations.
BUSINESS MODEL Local Afghan teams deliver, manage and monitor the program on the ground. U.S.based staff promotes rug sales in the highend rug market via events and through retailers. Top designers and architects create exclusive rug designs.
Considering benefits to entire families, Arzu aids over 2,100 individuals through its core program. Arzu’s efforts impact thousands of Afghans through community projects such as school construction, water purification and healthcare training.
PATH TO GREATER IMPACT Investment in distribution capacity in U.S. and Europe will allow for expanded production within Afghanistan and to one additional country. PATH TO SUSTAINABILITY Achieve a level of sales, via investment in brand promotion and distribution capability, that provides a sustainable cash flow to fully support operations. GRANT AMOUNT $1,015,000 over 36 months
ARZU, INC
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CONNIE’S VISION
“In an ever-flattening world of increasingly instantaneous communication, it is no longer possible to cam-
ouflage and ignore the vast economic disparities between the haves and the have-nots, which I believe are the root of global conflict. I don’t think of the wealth pyramid in the traditional sense. Rather, I see this pyramid inverted, with the massive base of billions of the poor unstably balanced on an increasingly unsustainable pinnacle. Economically empowering women, so often kept in the cellar of this pyramid, is critical to the world’s future prosperity and possibilities for peace”. THREE-YEAR OBJECTIVES AT TIME OF AWARD
Over the three-year period of the Skoll Foundation Award, Arzu will create a sustainable revenue stream by building out its sales and distribution capabilities to a level that will fully support its expanding operations on an ongoing basis. Specific objectives include: Register 700 new women in the Arzu program (rug weavers and other registered crafts women) for a total of 1,400 direct beneficiaries and more than 5,000 family members. Institutionalize distribution capabilities by investing in expertise and partnerships Expand sales territory to include one European country
CONTACT
Arzu, Inc. 541 N. Fairbanks Court, Suite 1700 Chicago, IL, 60611 Phone: 312.321.8663 www.arzurugs.org GEOGRAPHY / AREA OF IMPACT
Location of main office: Chicago, Illinois USA The organization is currently active in Bamyan, Faryab and Kabul provinces of Afghanistan. The organization plans to deepen penetration in existing nine villages in 2008; expand to at least one new community within Afghanistan in 2009, and; expand to one new country in 2010.
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ARZU, INC.
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Barefoot College (Social Work and Research Centre) Bunker Roy CRITICAL ISSUE AREAS Economic and Social Equity Environmental Sustainability SOCIAL ENTREPRENEUR EQUILIBRIUM CHANGE Illiteracy and lack of educational qualifications have always been considered a barrier to communities developing themselves. Traditional knowledge, practical skills and village wisdom remain underutilized and unrecognized. INNOVATION Semiliterate and illiterate rural men and women have been trained as “barefoot” engineers, teachers, communicators, health workers and architects to serve communities all over India.
Bunker Roy founded Social Work and Research Centre (now known as Barefoot College) in 1972, emulating the work style and lifestyle of Mahatma Gandhi. The college focuses on demystification of technology and placing control and ownership in the hands of very poor rural communities. It is the only college in rural India that is fully solar electrified. Its constituency is people who have been rejected by society or have little or no formal educational qualifications. TRACK RECORD
Over 125,000 people have access to solar lights in 575 villages and 540 schools in 16 Indian States generating more than 530 kilowatts of solar energy through 7,300 individual solar units benefiting 11,000 families.
BUSINESS MODEL Barefoot College is a locally managed educational resource that is open source, spontaneous and self-sustaining.
A total of 340 barefoot solar engineers have been trained in 16 States of India and 9 countries in Asia, Africa and Latin America. Over 1.67 million tons of carbon emissions are saved annually as a result.
PATH TO GREATER IMPACT Support new “barefoot” colleges in remote rural communities in more states of India and other countries.
More than 7,000 children attend 250 night schools in 6 states of India and since 1975, more than 50,000 children have passed through these night schools. Over 500 barefoot teachers are involved in the night schools.
GRANT AMOUNT $615,000 over 36 months
60 million litres of rain water have been collected in 1,000 rural schools in 13 Indian states benefiting 25,000 children who no longer have to walk to fetch water during school hours, and as a result of water being available in bathrooms, more girls attend school.
BAREFOOT COLLEGE
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BUNKER’S VISION
“It’s a place to try new, daring and crazy ideas. It’s a place to fail–and try again. It’s all a part of the learning process. The courage to try and attempt to make innovations work is respected in Barefoot College.” Bunker intends to seed new Barefoot Colleges by inviting communities to elect representatives who will travel to Tilonia for a six-month residential learning period to become “barefoot” entrepreneurs. Upon their return, they will lead village development work and launch new training centers. THREE-YEAR OBJECTIVES AT TIME OF AWARD
Bunker seeks to replicate the Barefoot College approach globally, focusing initially on meeting lighting and drinking water needs. The replication model is creative and low cost; it is essentially open source, spontaneous and self-sustaining. Objectives include: Launch programs in 30 communities in Africa and the Middle East Initiate national-level Barefoot Colleges outside India Assist governments and communities to forge partnerships for support CONTACT
Bunker Roy, Director Barefoot College Tilonia 305816 Ajmer District Rajasthan, India Telephone: 00 91 1463 288205 bunker@vsnl.com; bunker_roy@yahoo.com www.barefootcollege.org, www.globalrainwaterharvesting.org GEOGRAPHY / AREA OF IMPACT
Location of main office: Rajasthan, India The organization is currently active in Afghanistan, Ethiopia, The Gambia, Sierra Leone, Bolivia, Cameroon, India, Mali, and Senegal. The organization plans to expand in 2008 to Bhutan, Mauritania, Benin, Malawi, Nigeria, Uganda, and Nepal.
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BAREFOOT COLLEGE
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AWARD YEAR 2006
2006 SKOLL AWARDS FOR SOCIAL ENTREPRENEURSHIP
Benetech Jim Fruchterman CRITICAL ISSUE AREAS Tolerance and Human Rights Economic and Social Equity Environmental Sustainability
EQUILIBRIUM CHANGE Technology is rarely developed to address social needs. Benetech is paving the way to change this with a model for employing technology to serve all of humanity. INNOVATION Benetech’s innovations span many fields: character-to-voice reading, landmine detection and monitoring software are a few examples. BUSINESS MODEL Benetech employs a technology enterprise model, pursuing sustainable endeavors with a social return on investment, and bringing commercial technology and private sector management techniques to bear in creating innovative solutions to pressing issues.
SOCIAL ENTREPRENEUR
While in college learning to make smart bombs, Jim Fruchterman thought of using technology for a positive social purpose: applying character recognition to reading. This simple idea became a reality when he founded Arkenstone, a leading nonprofit organization providing adaptive technology for people with disabilities which became the largest maker of reading machines for people with disabilities. The concept of employing technology to address social problems is the basis of Benetech’s work today. In 2000, with proceeds from the sale of Arkenstone, Jim founded Benetech to create a platform for launching new enterprises. TRACK RECORD
Bookshare.org, the largest online library of accessible digital titles in the U.S.A, launched internationally, making accessible digital books a reality for people worldwide. In the past year membership has grown to over 14,000 people with print disabilities. Rapid expansion is continuing, with a new commitment from the federal government to underwrite the extension of Bookshare.org to all print disabled students in the U.S.A
PATH TO GREATER IMPACT Create new enterprises, mentor new social entrepreneurs, access resources for promising projects and share the lessons learned. GRANT AMOUNT $1,215,000 over 36 months
The Human Rights Program continued work on projects documenting and analyzing human rights abuses around the globe, specifically in the following countries: Liberia, Guatemala, Sri Lanka, Colombia, and Burma. Martus, our software solution for securing and reporting on human rights documentation, experienced a 120percent increase in worldwide usage. Miradi, Benetech’s environmental project management software, has received considerable attention from the global conservation community. Currently in beta, over 450 people in more than 65 countries have registered to download the program. We will officially launch Miradi in 2008. BENETECH
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AWARD YEAR 2006
2006 SKOLL AWARDS FOR SOCIAL ENTREPRENEURSHIP
JIM’S VISION
“As a technology entrepreneur I grab kernels of ideas from existing technology and then envision how to create solutions to address existing social problems. The world’s problems are more than Benetech can solve by itself, and a critical part of our strategy is to encourage the creation of more Benetech-style enterprises. Together, these elements are going to change the world, both through Benetech’s work and the work we catalyze.” BUSINESS CASE AND THREE-YEAR OBJECTIVES
The pipeline of new projects is subjected to a rigorous vetting process to assure that each initiative becomes a self-sustaining enterprise within a specified time frame, allowing Benetech to move on and continuously develop opportunities. Grant objectives include: Deepen impact of existing projects and launch high-potential new projects Build capacity by strengthening technology, business development and marketing skills Advance the field of social entrepreneurship and social enterprise by developing the next generation of social entrepreneurs and spreading the word about social entrepreneurship CONTACT
Jim Fruchterman Benetech 480 S. California Avenue, Suite 201 Palo Alto, CA 94306-1609 Telephone: (650) 644-3400 president@benetech.org www.benetech.org GEOGRAPHY / AREA OF IMPACT
Location of main office: Palo Alto, USA The organization is currently active in the U.S., UK, Colombia, Guatemala, Sri Lanka, Liberia, Burma and Thailand. The organization plans to expand in 2008 to India, South Africa, and the Federated States of Micronesia.
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BENETECH
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CAMFED International (and CAMFED USA Foundation) Ann Cotton CRITICAL ISSUE AREAS Economic and Social Equity Tolerance and Human Rights
EQUILIBRIUM CHANGE Around the world, more than 121 million children, most of them girls, do not go to school. In some parts of Africa, boys outnumber girls in school by 10 to one. INNOVATION CAMFED works with groups of girls who support each other in their communities to power a virtuous cycle leading to female leadership and community commitment to girls’ education.
SOCIAL ENTREPRENEUR
Ann Cotton is a professional educator who was inspired by a trip to Zimbabwe to do something about the many girls kept out of school. Her research led her to conclude that gender inequality in education was not, as donor agencies assumed, driven by cultural factors, but rather by families’ poverty and inability to pay fees. She started Campaign for Female Education (CAMFED) in 1993 by raising money through bake sales to pay 32 girls’ fees.
TRACK RECORD
CAMFED has developed a model for supporting girls to go to school, start businesses and return to their communities as leaders, and is currently implementing it in 61districts in Zimbabwe, Ghana, Zambia and Tanzania.
BUSINESS MODEL CAMFED engages in policy work and high level corporate partnerships to integrate its model into national education systems and bring its message to audiences of millions around the world.
In 2007, 408,485 children benefited from CAMFED’s education programs across a network of 2,079 partner schools.
PATH TO GREATER IMPACT Increase impact in current program countries; expand three more countries in subSaharan Africa.
7,914 young African women are involved in CAMA, an alumni network that provides mentoring, economic opportunities, and leadership training. Last year, 47,369 vulnerable children were supported through school by CAMA members and other community groups.
GRANT AMOUNT $615,000 over 36 months
16,050 young women were trained in business skills in 2007, and 1,440 new businesses were started.
CAMFED INTERNATIONAL
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ANN’S VISION
“CAMFED creates a forum for learning, at the center of which is the girl-child. It is she on whose behalf the organization exists, and it is her experience of poverty and exclusion that is the greatest resource to secure her education. The learning forum that underpins CAMFED’s work places her at the center of a forum that extends from her family and community to the national and international policy-making levels.” THREE-YEAR OBJECTIVES AT TIME OF AWARD
CAMFED’s community-centered model relies on local ownership from the beginning and promotes sustainability. Grant funds support implementation of a transfer-of-leadership model to enable rapid growth. Objectives include: Strengthen alumni network with 21 new district-level centers Expansion into Africa from four to seven countries Promote national policy changes in 10 African countries CONTACT
Ann Cotton, Executive Director CAMFED International 22 Millers Yard Mill Lane Cambridge CB2 1RQ United Kingdom Telephone: (0)1223 362648 acotton@camfed.org www.camfed.org GEOGRAPHY / AREA OF IMPACT
Location of main office: Cambridge, United Kingdom The organization is currently active in Zimbabwe, Ghana, Zambia, and Tanzania. The organization plans to expand in 2008 to Malawi, and be active in a total of seven countries by 2010.
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CAMFED INTERNATIONAL
AWARD YEAR 2005
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AWARD YEAR 2006
2006 SKOLL AWARDS FOR SOCIAL ENTREPRENEURSHIP
Ceres Mindy Lubber CRITICAL ISSUE AREAS Institutional Responsibility Environmental Sustainability
EQUILIBRIUM CHANGE Corporations have generally failed to respond to the threat of global warming. Ceres works to engage corporations in reducing greenhouse gas emissions as a matter of good business practice. INNOVATION Ceres advances institutional responsibility and environmental sustainability by enlisting the institutional investor community. BUSINESS MODEL Ceres develops analytical and reporting tools and uses conferences, media and other forms of outreach to demonstrate the economic impact of issues such as climate change. PATH TO GREATER IMPACT Persuade corporations and investors to improve environmental practices, organize forums for investors and corporate directors, expand investment in clean energy, and conduct strategic research and communications.
SOCIAL ENTREPRENEUR
As a teenager on Long Island, New York, Mindy Lubber became frustrated that the town’s civic leadership did not have a recycling plan, so she started one herself. Today, the town recycles nearly 4,000 tons of material per year. After earning both an M.B.A. and J.D., Mindy became executive director of Massachusetts Public Interest Research Group and later started the National Environmental Law Center. In 1991 she launched Green Century Capital Management, the first U.S. mutual fund company to be wholly owned by nonprofit public interest groups. A founding board member of Ceres, Inc., Mindy became the organization’s president in 2003. TRACK RECORD
The Investor Network on Climate Risk (INCR), formed at the 2003 Ceres Institutional Investor Summit with an initial membership of 10 investors managing $600 billion in assets, has since grown to include over 60 investors representing combined assets of over $5 trillion.
GRANT AMOUNT $525,000 over 36 months
CERES, INC.
By harnessing the influence of Ceres' investor partners to move the companies they own, the financial firms seeking their business, and public policy, Ceres has played an instrumental role in achieving the following results: Texas power company TXU halted construction of eight out of eleven new coal-fired power plants; oil giant ConocoPhillips became the first large U.S. oil company to openly call for federal regulation of greenhouse gas emissions and agreed to invest $150 million per year in alternative energy, and; financial firms and banks are changing their investment policies and taking action against climate change, including Bank of America’s launch of a $20 billion climate initiative and Citi’s $50 billion climate initiative.
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AWARD YEAR 2006
2006 SKOLL AWARDS FOR SOCIAL ENTREPRENEURSHIP
MINDY’S VISION
Mindy’s vision is of a world in which business activity promotes the well-being of human society and the protection of the earth’s biological systems and resources. Ceres enlists institutional investors in responding to the threat of global warming. Mindy shares the risks and opportunities that climate change poses to investors and provides guidance on the actions investors should take. BUSINESS CASE AND OBJECTIVES
This grant will support Ceres’s goal to integrate disclosure and sustainability into company practice, culture and governance. The specific grant objectives during the three grant period are to: Persuade 25 companies from the auto, banking, building, electric power, insurance, oil and other sectors to make significant new public commitments on climate change Increase the number of U.S. companies disclosing social and environmental impacts using standardized reporting formats, such as the Global Reporting Initiative, from the current 75 to 300 companies Assist institutional investors in deploying substantial capital ($3 billion) in the clean technology sector to help catalyze adoption in the broader marketplace Mobilize institutional investors to encourage improved corporate practices on climate change CONTACT
Mindy Lubber Ceres, Inc. 99 Chauncy Street, 6th Floor Boston, MA 02111-1703 Telephone: (617) 247-0700, Fax: (617) 267-5400 lubber@ceres.org www.ceres.org GEOGRAPHY / AREA OF IMPACT
Location of main office: Boston, MA USA The organization is currently active globally.
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CERES, INC.
AWARD YEAR 2006
2006 SKOLL AWARDS FOR SOCIAL ENTREPRENEURSHIP
CIDA City Campus Taddy Blecher CRITICAL ISSUE AREA Economic and Social Equity
EQUILIBRIUM CHANGE Education provides the foundation for any society to advance, and for South Africa— still a fragile democracy emerging from apartheid—educational opportunity is vital but out of reach for vast numbers. CIDA aims to reverse this cycle to leverage South Africa’s greatest natural asset: its people. INNOVATION CIDA offers a very low-cost, high-quality, sustainable higher education model that empowers students to become citizen leaders equipped to build the South African economy and society. BUSINESS MODEL CIDA calls on the help of partners in the corporate, philanthropic and education sectors to provide facilities, equipment, expertise and teaching. Students are employed to implement management and administrative functions as part of their education and graduates help to sponsor another student from their community within five years of graduating
SOCIAL ENTREPRENEUR
Taddy Blecher, a self-described “hardened capitalist and qualified actuary,” had packed all his belongings and was on the verge of emigrating from South Africa when he paused to take a good look around him. “I saw aching poverty but also the greatest and most valuable resource: human potential,” he said. At that moment, he made a life-changing decision to do something to help his country. In 1999 Taddy and his colleagues opened CIDA City Campus, dedicated to providing disadvantaged youths with the chance to earn a four-year business degree.
TRACK RECORD
Since launching the Johannesburg campus in 1999, CIDA has: Served 3,300 students who are now employed, collectively earning about $21.5 million a year. Implemented a student outreach program that has trained and directly touched 530,000 young South Africans throughout the nation.
PATH TO GREATER IMPACT Open new campuses, increase enrollment and franchise a rural African University Village Model entirely built and managed by students.
Yielded a 20,000 percent ROI. For $9,500 per student, CIDA produces an employable graduate with potential lifetime earnings of $635,000 to $1.5 million. Within five years of being employed, this individual will also teach 30 young men and women, who will teach 1,000 more, support five AIDS orphans and sponsor another student to attend CIDA.
GRANT AMOUNT $1,015,000 over 36 months
CIDA CITY CAMPUS
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AWARD YEAR 2006
2006 SKOLL AWARDS FOR SOCIAL ENTREPRENEURSHIP
TADDY’S VISION
“A long-term, sustainable economy in Africa depends on relevant higher education and relevant entrepreneurship training and support. Africa is not a ‘basket case.’ It is not through handouts but through the development of Africa’s greatest resources – the genius and abilities of its people, sitting undeveloped in its underappreciated youth – that the continent will have a truly bright future.” THREE-YEAR OBJECTIVES AT TIME OF AWARD
CIDA City Campus envisions itself as the front end for mass-scale societal transformation. Toward this end, it is focused on creating mini-campuses run by students in their home communities to provide relevant educational courses and support the development of businesses, housing and a meaningful economic democracy. Results achieved in five years, with no government support, have attracted significant interest and support for replication plans; economic self sufficiency is expected within 10 years. Grant objectives include: Replicate the model in two or three campuses in South Africa over three years Create a rural campus, which will operate as a fully sustainable, African village-based university prototype and leverage indigenous knowledge systems and state-of-the art technology CONTACT
Taddy Blecher CIDA City Campus 54 Commissioner St., P.O. Box 61791 Marshalltown, South Africa Telephone: 011 27 82 926 2157 or 011 27 11 833 8825 taddy_blecher@monitor.com, www.cida.co.za GEOGRAPHY / AREA OF IMPACT
Location of main office: Marshalltown, South Africa The organization is currently active in South Africa The organization plans to expand to Nambia, Angola, Zambia and Mozambique.
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CIDA CITY CAMPUS
AWARD YEAR 2005
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Citizen Schools Eric Schwarz CRITICAL ISSUE AREA Economic and Social Equity
EQUILIBRIUM CHANGE In many major U.S. cities where the high school graduation rate is below 50 percent, students disengage from learning during their middle school years. INNOVATION Citizen Schools builds a corps of qualified volunteer educators for after-school programs that engage low-income middleschool students in learning, acquiring essential life skills and going on to complete high school. BUSINESS MODEL CS is a franchise model empowering local and regional organizations to make the case for and implement volunteer-led after school programs. PATH TO GREATER IMPACT Expand the program to serve more than 6,000 students within three years.
SOCIAL ENTREPRENEUR
Eric Schwarz’s professional experience as a fellow at Harvard’s Kennedy School of Government and a manager at City Year focused his attention on the crisis in public education in the U.S. He recognized that American students spend 80 percent of their waking hours outside of school and yet only 2 percent of public funding supports out-of-school programs. He founded Citizen Schools to transform afterschool programs from an afterthought to a powerful element of authentic, large-scale education reform. The organization’s program for low-income middle school students includes hands-on learning, discovery, teamwork and fun—in school buildings, led by professional educators and staffed by volunteer Citizen Teachers.
TRACK RECORD
GRANT AMOUNT $615,000 over 36 months
In 2007-2008, Citizen Schools will serve approximately 3,800 students and engage 2,800 volunteers. There are currently 38 Citizen Schools campuses in six states. According to an external evaluation, Citizen Schools students with high attendance demonstrated significant gains on six of seven academic metrics in middle school, and participants enrolled in high-quality high schools at about twice the rate of matched non-participants.
CITIZEN SCHOOLS
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AWARD YEAR 2005
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ERIC’S VISION
“Citizen Schools looks beyond the school walls and outside of the school day – and we see vast, untapped opportunity. We believe that outstanding after-school programs can shift the life trajectories of lowincome, low-achieving students and propel them toward success in school, college attainment, career opportunities and civic leadership.” THREE-YEAR OBJECTIVES AT TIME OF AWARD
Citizen Schools will build a network of franchise programs and strengthen the case, by documenting outcomes, for adoption of after-school programs and curriculum for training educators and volunteers. Grant objectives include: Establish programs on 50 campuses in six regions; demonstrate measurable results at each site Provide data to policy makers to strengthen after-school programs nationwide CONTACT
Eric Schwarz, President and CEO Citizen Schools 308 Congress Street Boston, MA 02210 USA Telephone: (617) 695-2300, ext. 102 ericschwarz@citizenschools.org www.citizenschools.org GEOGRAPHY / AREA OF IMPACT
Location of main office: Boston, MA USA The organization is currently active in six U.S. states—California, Massachusetts, New Jersey, New Mexico, North Carolina, and Texas. The organization plans to expand in 2008 to New York.
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CITIZEN SCHOOLS
AWARD YEAR 2006
2006 SKOLL AWARDS FOR SOCIAL ENTREPRENEURSHIP
Ciudad Saludable Albina Ruiz CRITICAL ISSUE AREAS Environmental Sustainability Health
EQUILIBRIUM CHANGE Worldwide, tens of millions of people suffer from improper disposal of solid wastes— through contamination of air and water, and as a vector for transmission of disease, to cite just a few examples. Albina Ruiz sees in garbage not only an intractable problem but also an opportunity to develop sustainable livelihoods. INNOVATION Community-based solid waste management businesses generate employment and facilitate cleaner cities. BUSINESS MODEL Ciudad Saludable is a business initiator, incubator and accelerator, developing approaches and technologies that local entrepreneurs can use to build the small businesses that are components of the waste management ecosystem.
SOCIAL ENTREPRENEUR
Albina Ruiz started worrying about health and environmental problems caused by garbage in Peru when she was an industrial engineer student. Twenty years ago, she came up with an idea for local enterprises to collect and process garbage, charging affordable fees, reducing waste volume in municipal landfills and generating more income by separating recyclables, spinning off additional microenterprises to produce compost and other marketable by-products. After 15 years of promoting her concept while working as a consultant to cities, industrial firms and various international development projects, she founded Ciudad Saludable (CS) in 2001.
TRACK RECORD
CS has trained authorities in 60 municipalities on integrated waste management, established a post-graduate degree program at Peru's leading university, and worked with the government to develop the country's first national waste management plan.
PATH TO GREATER IMPACT Build Ciudad Saludable team to support additional replications via franchise model; create alliances with financial institutions for start-up capital.
More than 1,500 "informal recyclers" - people who make their living as dump scavengers - have organized as an association to improve their situations and build a sustainable waste management industry.
GRANT AMOUNT $615,000 over 36 months
The CS demonstration site has composted and sold 1,000 tons of organic waste.
CIUDAD SALUDABLE
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ALBINA’S VISION
“In marginal communities, there is a deficit in basic services, especially waste collection. There are many preconceived notions about these poor sectors of society: Some say they don’t want to pay for services, some say they don’t like to be clean. Our work proves that when prices are reasonable, they are very good payers and they prefer to live in clean areas. They put all their effort to make it happen.” THREE-YEAR OBJECTIVES AT TIME OF AWARD
Ciudad Saludable serves as a source of technical knowledge and advice for its service network, and assures that the work of community-based systems is coordinated with municipalities and other government agencies. Recognizing that effective longer-term solutions for solid waste problems require substantial changes in the habits of individuals and the practices of large institutions, Ciudad Saludable has organized public and education programs on waste-related environment and health issues. Grant objectives include: Serve 5 million Peruvians through enterprises operating under the Ciudad Saludable brand in 20 major cities Create alliances with financial institutions to provide credit to solid waste management industries Support the adoption of the Ciudad Saludable model in other countries, beginning in Venezuela CONTACT
Albina Ruiz Rios,(Executive Director) Avenida Ernesto Diez Canseco 442, Oficina 1001 Miraflores, Lima 27, Peru Telephone: 51-1 446- 6323 Fax: 51-1 446- 6358 albina@ciudadsaludable.org www.ciudadsaludable.org GEOGRAPHY / AREA OF IMPACT
Location of main office: Lima, Peru The organization is currently active in Peru, Venezuela, and Mexico. The organization plans to expand in 2008 to Bolivia, Colombia, and Ecuador.
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CIUDAD SALUDABLE
AWARD YEAR 2006
2006 SKOLL AWARDS FOR SOCIAL ENTREPRENEURSHIP
AWARD YEAR 2006
2006 SKOLL AWARDS FOR SOCIAL ENTREPRENEURSHIP
College Summit, Inc. J.B. Schramm CRITICAL ISSUE AREA Economic and Social Equity
EQUILIBRIUM CHANGE Attending college is widely known to break the cycle of poverty for a family forever but fewer than half of low-income students in the United States enroll in college even when academically qualified to do so. College Summit is increasing college access among this population. INNOVATION College Summit provides support and mentoring through Summit workshops and other mechanisms to help students see themselves as college material, complete the application process and navigate college successfully. BUSINESS MODEL School districts compete to become part of the College Summit program, assuring that local commitment and resources are sufficient to assure success of the program.
SOCIAL ENTREPRENEUR
A product of inner city schools in Denver, J.B. Schramm noted that many of his peers were not going on to college, despite the fact that colleges were eager to enroll students from diverse socioeconomic backgrounds. Seeking to bridge this gap, J.B. become the director of a teen center in a low-income neighborhood of Washington, D.C. In 1993 J.B. piloted College Summit with four students. In 1995 he expanded on the idea, bringing 40 students to a college campus to complete their college applications and essays and develop a college list with the guidance of college counselors. With a $13,000 grant, commitments from volunteer writing coaches and Connecticut College as the host, J.B. held the first summer workshop. Seventy-five percent of the participants were accepted to colleges. The next year, J.B. ran three workshops for 97 students and founded College Summit, Inc. (CS). TRACK RECORD
College Summit works with 150 high schools in 10 states through partnerships with school districts. Partner schools are successfully raising their school-wide college enrollment rates. For example, St. Louis partner high schools produced more than a 20% increase in college enrollment over baselines in their first year. Results from West Virginia show schools outperforming similar high schools throughout the state by 13% over 2 years.
PATH TO GREATER IMPACT Serve more than 28,000 students through growth in current sites and the addition of three new sites. GRANT AMOUNT $1,515,000 over 36 months
College Summit has steadily increased the number of students served annually, from 925 in 2002 to 13,000 in 2007, while reducing the cost per student from $3,400 in 2002 to approximately $1,350 in 2007. College Summit generates a high return on investment. Its cost per student is projected to be $894 in 2008. Numerous studies have shown that each student who graduates from college will earn an additional $1 million over his or her career COLLEGE SUMMIT, INC.
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J.B. SCHRAMM’S VISION
J.B. Schramm believes that low-income talent in America is undervalued, so he founded College Summit to correct the market gaps so that all the nation’s talent can shine. Rather than follow a conventional social services model to address the problem, Schramm has pioneered a solution through College Summit that partners school districts, their high school students, educators, colleges and investors together to build the capacity of high schools to increase college enrollment rates school wide. A college education breaks the intergenerational cycle of poverty, as children of college graduates are nearly twice as likely to go to college themselves. BUSINESS CASE AND OBJECTIVES:
This grant will support College Summit's goal to prove that its program can successfully transition collegeready, low-income students to colleges and that its model is economically viable at scale nationwide. The specific objectives during the three-year grant period are: To serve a total of 28,280 students and to raise the school-wide college enrollment rate by 20 percent over school-specific baselines, as measured by an independent data source To support creation of a comprehensive centralized system that measures college enrollment rates by high school, nationwide As a long-term goal, to eliminate the systemic gap that inhibits all college-capable students from enrolling in college CONTACT
J.B. Schramm College Summit 1763 Columbia Road, N.W., Second Floor Washington, D.C. 20009 Telephone: (202) 319-1763 ext. 420, Fax: (202) 319-1233, Toll-free: (866) 266-1100 jbschramm@collegesummit.org www.collegesummit.org GEOGRAPHY / AREA OF IMPACT
Location of main office: Washington D.C., USA The organization is currently active in 10 U.S. states—California, Colorado, Maryland, Missouri, New York, North Carolina, South Carolina, Virginia, Washington D.C., and West Virginia. The organization plans to expand in 2008 to Connecticut, Florida, and Indiana.
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COLLEGE SUMMIT, INC.
AWARD YEAR 2006
2006 SKOLL AWARDS FOR SOCIAL ENTREPRENEURSHIP
AWARD YEAR 2005
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Committee for Democracy in Information Technology Rodrigo Baggio SOCIAL ENTREPRENEUR CRITICAL ISSUE AREA Economic and Social Equity EQUILIBRIUM CHANGE Information technology can be a powerful tool for development, but the poor rarely have the equipment and know-how to benefit. INNOVATION Information Technology and Citizens Rights Schools teach skills for using and maintaining computers that would otherwise be discarded by companies making upgrades, and support use of the equipment in community development projects. BUSINESS MODEL CDI’s social franchise model provides material and technical support to independently managed local centers.
Rodrigo Baggio was first exposed to computers at the age of 12 by his father, an information management specialist. During his adolescent years, he volunteered helping street children and mobilizing workers for a day nursery in the slums. At that time, the technology revolution was having a tremendous impact on Brazil, yet instead of creating opportunities for all, it was creating another social divide. Rodrigo dreamed of how he might combine his desire to improve the lives of the poor with his passion for technology. In 1995, with a collection of secondhand computers and volunteer teachers, Rodrigo founded the Committee for Democracy in Information Technology (CDI) to teach people how to use technology to improve their communities and their lives.
TRACK RECORD
CDI supports a Network of 840 “Technology & Civic Engagement Schools” in 10 countries.
PATH TO GREATER IMPACT Strengthen the network and its social franchise model to expand beyond Latin America.
CDI schools impact the lives of over 70,000 underprivileged youth and adults every year.
GRANT AMOUNT $615,000 over 36 months
Independent evaluations of CDI programs show 87% of students said their educational performance improved after studying with CDI; 23% went back to school to finish their education; 47% said their newly-acquired knowledge helped them find jobs. Qualitative research also shows that CDI students report increased self-esteem, a strengthening of community bond/spirit, and increased participation in locally-run action/advocacy campaigns designed to solve common problems using technology as the main tool.
CDI
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RODRIGO’S VISION
“The model is based on the concept of helping people help themselves. We hope to influence the social destiny of the nations where the project is implemented, widening the concept of digital inclusion as an integration of education, technology, citizens rights and entrepreneurship, working to achieve social transformation.” THREE-YEAR OBJECTIVES AT TIME OF AWARD
CDI provides tools and technical support under a social franchise model; each school is financially autonomous and sets its own priorities for application of the technology. Grant funds will support CDI to build capacity for expansion and quality control. Objectives include: Enhance user outcomes and satisfaction, and strengthen the CDI network Improve fundraising, management and strengthen the technological area CONTACT
Rodrigo Baggio, Founder and Executive Director Committee for Democracy in Information Technology (CDI) Rua Alice, 150 – Laranjeiras Rio de Janeiro/RJ 22.241-020 Brazil Telephone: (55-21) 3235-9450 rodrigob@cdi.org.br www.cdi.org.br GEOGRAPHY / AREA OF IMPACT
Location of main office: Rio de Janeiro, Brazil The organization is currently active in Brazil, Argentina, Chile, Colombia, Ecuador, Mexico, Peru, and Uruguay.
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CDI
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Digital Divide Data Jeremy Hockenstein and Mai Siriphongphanh CRITICAL ISSUE AREAS Economic and Social Equity
EQUILIBRIUM CHANGE Underinvestment in numerous Southeast Asian countries threatens to trap entire societies in poverty. Digital Divide Data is building the IT infrastructure and human capacities necessary to lift these economies into global markets. INNOVATION DDD’s global partnership between its Western business arm and its high-touch Southeast Asian social service program creates a unique and scalable fair-trade model for development across industries. BUSINESS MODEL Taking advantage of low operating costs in Laos and Cambodia, DDD offers specialized digitalization services to Western clients through an outsourcing operation that is competitive with similar for-profit outsourcing operations in India and China. Profits from services rendered covers costs of DDD’s intensive work/study social development program.
SOCIAL ENTREPRENEUR
On a vacation to Angkor Wat, Jeremy was struck by both the devastating poverty in the streets of Cambodia and the large number of internet cafes.. In this seeming hopelessness, he saw opportunity for change: Jeremy recognized that the region had the same surplus of inexpensive labor as India and China, but lacked access to global markets. A business consultant, Jeremy knew that with an initial development in human capital, he could create a social venture that would lift Southeast Asians from poverty. Growing up in a traditional Lao family during the communist regime of the 70s and 80s, Mai challenged the status quo by pursuing higher education. In business school, she studied social enterprise and realized the model was what her country needed to jumpstart its economy. Mai sought out Jeremy when DDD was still a startup and offered her help. Mai then presided over the expansion to two new offices and polished DDD's social enterprise model. TRACK RECORD
DDD has 450 employees, and 1,000 people have been through the DDD program. The average DDD employee earns six times the national average wage in Laos and Cambodia, representing a $14 million increase in collective earning potential.
PATH TO GREATER IMPACT In the next three years, DDD plans to double the number of its program graduates to 400 and triple its annual earned income to roughly $4 million. DDD will also expand its operations into a new location in Vietnam. PATH TO SUSTAINABILITY DDD is shifting its project work into higherend, more specialized and more profitable markets, ensuring financial sustainability. In two years, DDD has increased its margins from 10 percent to nearly 35 percent. GRANT AMOUNT $1,015,000 over 36 months
DIGITAL DIVIDE DATA
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JEREMY AND MAI’S VISION
“At DDD, we use a sustainable work/study model to enable our graduates to find well-paying jobs and raise the standard of living for themselves and their families, lifting Cambodia and Laos into the global market and breaking the cycle of poverty that trap these countries. Every individual who walks through DDD's doors--whether disabled, from a rural migrant family, or rescued from the sex trade--walks back out into their community as a leader.” THREE-YEAR OBJECTIVES AT TIME OF AWARD
Over the next three years, DDD will expand its Southeast Asian operations and help build staff capacity across DDD offices. In particular, DDD plans to: Increase the number of DDD employees and trainees from 500 to 1,600 and expand its graduate base of 200 DDD graduates to 400, DDD aims to help each of these graduates earn six times the per capita income in Cambodia and Laos by 2010. Open one new office in Cambodia and Laos by 2010, moving into more rural areas. DDD will also expand to Vietnam by 2010 and open an office in either Ho Chi Min City or Hanoi. Engineer and implement a toolkit for wider-scale, global replication of the DDD model and to support remote offices by 2010. Increase annual earned revenue from $1.2 million to $3.6 million by 2010. CONTACT
Digital Divide Data No. 119BEO, Street 360, Tuol Svayprey 1 Khan Chamkar Mon Phnom Penh, Cambodia www.digitaldividedata.com GEOGRAPHY / AREA OF IMPACT
Location of main office: Phnom Penh, Cambodia The organization is currently active in Cambodia and Laos. The organization plans to expand with one new office in Cambodia and Laos each and open new office in Vietnam.
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DIGITAL DIVIDE DATA
AWARD YEAR 2008
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Escuela Nueva Foundation Vicky Colbert ISSUE AREAS Economic and Social Equity Tolerance and Human Rights EQUILIBRIUM CHANGE Poor children are not well served by traditional schools. The Escuela Nueva (New School) model shows that with the right educational approach, any child can achieve high academic standards and permanently escape poverty. INNOVATION The model combines flexible, modular curriculum with socialization and citizenship activities. A Smart Scaling Campaign will ensure continued quality and sustainable replication internationally. BUSINESS MODEL Students learn at their own pace from childcentered lessons that reflect their lives. The Smart Scaling Campaign will create an independent infrastructure to augment government replication by setting shared standards, generating innovation and promoting replications. PATH TO GREATER IMPACT The Smart Scaling Campaign will establish a Learning Network to share best practices; a Resource Center to disseminate knowledge and develop standards; a network of partners; and a separate organization, Escuela Nueva International, to focus on core business functions. PATH TO SUSTAINABILITY The Smart Scaling Campaign will be funded through fund raising and earned income sources, including curriculum sales, workshop and conference fees, consultancy fees, and teacher training and certification. GRANT AMOUNT $1,015,000 amount over 36 months
ESCUELA NUEVA FUNDACION
SOCIAL ENTREPRENEUR
As a child, Vicky Colbert was convinced that sustainable development and democracy could not be achieved unless all children were educated to become future citizens of society. She became a professional educator and sparked a revolution that would empower poor children throughout the developing world. She developed Escuela Nueva (New School), which evolved from a local innovation into an effective national policy adopted by Colombia’s Ministry of Education. Escuela Nueva’s impact was so significant that Vicky was able to replicate it throughout Latin America as a regional adviser for UNICEF. She started the Escuela Nueva Foundation (ENF) and, over the next decade, duplicated the program in 16 countries. In 2000, concerned that government reforms and a lack of shared standards were weakening the program, she left UNICEF to build ENF’s capacity to ensure the quality of existing programs and continue international replication. Vicky has added many innovations to the model. TRACK RECORD
The Escuela Nueva model now reaches more than 5 million children in 14 Latin American countries. Focusing on its Smart Scaling Campaign, ENF has held two international Escuela Nueva convenings, developed new curriculum, and committed at the Clinton Global Initiative to provide quality education to 8,700 conflict affected children in Colombia through its Escuela Nueva Learning Circles Program™ that promotes academic achievement, conflict resolution skills and improved self esteem. After Escuela Nueva was implemented in 20,000 of Colombia's rural schools and become a national policy, Colombia became the only Latin American country where rural students outperformed students from urban public schools, except in megacities. The World Bank has recognized Escuela Nueva as one of the three most important innovations in education in developing countries that have impacted national policies. 34
VICKY’S VISION
“My vision is that Escuela Nueva empowers all children to become contributing members of their communities through a quality education that promotes citizenship skills and democratic behaviors.” THREE-YEAR OBJECTIVES
By 2015 the Escuela Nueva model will reach 8 million children by expanding existing programs and launching new programs. Three-year objectives include: Reach an additional 1.5 million children by 2009 by expanding current programs in Uganda, Mexico, Dominican Republic, Honduras, El Salvador, Brazil, Panama, Paraguay and Chile, and by launching new programs in India, Kenya and Ethiopia. Demonstrate gains in academic achievement, social skills and life skills, with 60 percent of students advancing to secondary school Launch the Smart Scaling Campaign with a Learning Network that conducts at least four workshops or conferences, a Resource Center that develops and tests three to five new programs and products for the Network, and a certification system to establish shared standards of excellence Increase revenue by 2009 by 150 percent to $5.3 million, and diversify its funding base by developing five new earned-income programs. CONTACT
Vicky Colbert, Executive Director, Fundación Escuela Nueva Volvamos a la Gente (Escuela Nueva Foundation) Calle 39 No. 21-57 Bogota, D.C., Colombia Telephone: +57 (1) 2452712 vcolbert@escuelanueva.org www.escuelanueva.org GEOGRAPHY / AREA OF IMPACT
Location of main office: Bogotá, Colombia The organization is currently active in Colombia, Mexico, Honduras, Guatemala, Panama, Guyana, Dominican Republic, El Salvador, and Peru. The organization plans to expand in 2008 to Asia and Africa.
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ESCUELA NUEVA FUNDACION
AWARD YEAR 2007
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Free The Children Craig Kielburger and MarcKielburger ISSUE AREA Economic and Social Equity EQUILIBRIUM CHANGE Youth in North America have the power and the potential to address inequalities affecting their peers in developing countries. Free The Children inspires young people to develop as socially conscious global citizens and become agents of change. INNOVATION Free The Children (FTC) works with Youth in Action groups through long-term relationships with schools, providing them with tools, innovative campaigns and support to act locally and globally in order to create tangible changes in communities around the world. BUSINESS MODEL FTC has a broad network of Youth in Action groups and student advocates that are involved in fund raising and awareness campaigns to support international development projects. PATH TO GREATER IMPACT FTC plans to further expand its youth programming availability the U.S, a substantially larger market, by establishing 800 new Youth in Action groups that will raise an additional $1.5 million each year by 2009.
SOCIAL ENTREPRENEURS
In 1995, when Craig Kielburger was 12, he was shocked by a newspaper article about the murder of a child laborer turned child rights activist. Craig enlisted the help of his brother, Marc, and they established Free The Children (FTC), determined to help fight poverty, exploitation and powerlessness among their peers. The organization began as a group of classmates raising money and awareness and evolved into an international phenomenon: hundreds of Youth in Action school chapters, a partnership with Oprah’s Angel Network and volunteer service trips to Asia, Africa and Central America. Craig never stopped spreading the message that children in the Western world could effect social change. Marc, a Harvard graduate, Rhodes Scholar and Oxford-educated lawyer, has helped the organization move from focusing strictly on international issues to bridging the gap between global and local needs. TRACK RECORD
More than 500,000 students have joined Youth in Action groups, serving 2,000 schools across the United States and Canada. Among their accomplishments: More than 1 million people have been impacted through Free The Children’s innovative domestic and international programs.
PATH TO SUSTAINABILITY The organization is building an earnedincome engine with significant potential for growth through sales of trips, books, campaign kits and clothing.
Through the energy and passion of young people, Free The Children has built 500 schools providing quality primary education to more than 50,000 students daily, shipped $15 million in essential school supplies, provided health care projects benefiting nearly 513,000 people, and implemented alternative income projects for marginalized women and their families helping more than 23,500 people.
GRANT AMOUNT $1,015,000 over 36 months
More than 2,000 young people annually participate in volunteer and leadership trips overseas. FREE THE CHILDREN
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CRAIG AND MARC’S VISION
“Free The Children is leading a growing movement of young change makers who are committed to making a difference locally and globally. We know that change is possible, and that we are the generation we have been waiting for.” THREE-YEAR OBJECTIVES
Free The Children’s strategy for replication centers around continued youth outreach and activities aimed at raising youth awareness in the United States. Specific objectives include: Increase the U.S. network to 800 Youth in Action groups by the end of 2009, in support of overseas development projects that raise $1.5 million per year beginning in 2009 Implement the full “Adopt a Village” program that will provide 22 villages in Africa, Asia and Central America with access to quality education, alternative income programs, clean water and health care that will benefit approximately 22,000 residents Build FTC’s capacity to operate at scale by attracting talented people for key positions, including a U.S. youth programming director, regional coordinators, motivational speakers and an online activity manager CONTACT
Craig Kielburger, Founder and Chair Marc Kielburger, Chief Executive Director 233 Carlton Street Toronto, Ontario M5A 2L2 Canada Telephone: 416-925-5894 info@freethechildren.com www.freethechildren.com GEOGRAPHY / AREA OF IMPACT
Location of main office: Toronto, Canada The organization is currently active in the U.S. and Canada for domestic programming, and Kenya, Sierra Leone, China and Sri Lanka for international programming. The organization plans to expand in 2008 to India and Ecuador with its Adopt a Village development model.
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FREE THE CHILDREN
AWARD YEAR 2007
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Friends International Sébastien Marot ISSUE AREAS Tolerance and Human Rights Economic and Social Equity
EQUILIBRIUM CHANGE More than 150 million children—poor, orphaned, addicted—live on the streets worldwide. Friends-International provides positive alternatives to those who unwittingly enable this phenomenon, helping street children become healthy, secure citizens. INNOVATION Friends-International is managed more like a child-centered business than a charity. Its projects provide sustainable alternatives, supporting prevention and reintegration. BUSINESS MODEL Friends launched and supports community and international networks that prevent child abuse. It partners with providers, public and private agencies, businesses and the public, infusing high standards of practice in services to street children. PATH TO GREATER IMPACT Friends will build a financially sustainable global network of partners capable of helping 500,000 street children each year. Within five years, The Street Children Network will reach 75 percent of the street children in each of eight target areas.
SOCIAL ENTREPRENEUR
Sébastien Marot served in Asia with the French diplomatic corps. Returning as a traveler to Cambodia, he encountered a wrecked society where children slept in the streets. He gave them meals but soon realized that giving to child beggars kept them on the streets. He started Mith Samlanh (“Friends” in Khmer) to offer shelter, medical care and education, reintegrating children with family, school and work. Friends Cambodia encourages tourists to patronize approved businesses instead of giving to beggars. As the organization’s success attracted attention, Sébastien was attacked and targeted for assassination by gangs and pedophiles. Yet requests for help and training continued to pour in, and Sébastien transferred leadership of Friends Cambodia to an able Cambodian colleague. He now devotes his energy to Friends-International, supporting replication through two key programs, ChildSafe, which involves local leaders and tourists in prevention, and The Street Children Network, which makes effective services available to street children. TRACK RECORD
Friends Alliance projects were developed and reinforced to reach 526,000 children and youth in Cambodia, Laos, Indonesia and Thailand. Ongoing services were provided to 11,000 individual children and youth. In 2008, Friends-Alliance will expand to Hong Kong.
PATH TO SUSTAINABILITY Service providers generate at least half their revenues through business ventures developed to train and employ clients.
The Charter and strategy for CYTI Network has been established and is ready for implementation in 2008 with 20 partners in 8 countries, including Cambodia, Laos, Indonesia, Thailand, China (Yunnan), Egypt, Honduras, and Mexico.
GRANT AMOUNT $1,015,000 over 36 months
The ChildSafe Network expanded to three new countries (Laos, Thailand and Indonesia) and now has 914 partners, with 50 new members in Bangkok joining the network in February 2008. FRIENDS INTERNATIONAL
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SÉBASTIEN’S VISION
“Street children are the thermometer of the economic and social situation of a country. Friends strives to support and empower street children, and in the long term, to diminish the risks to children, with the help of key sectors in the communities. We believe that this approach can move the work with street children and vulnerable populations away from charity and toward real development that will benefit societies at large.” THREE-YEAR OBJECTIVES
Friends-International’s social marketing targets those who might unwittingly or out of economic necessity be part of the problem – such as taxis, Internet cafes, restaurants, hotels and tourists – and makes them part of the solution. It shows them how to recognize children at risk and how to refer them to support programs. It partners with families, schools and employers to move children through shelter and training programs and into sustainable lives. The organization plans to: Involve 50 partners in eight target countries within five years Support partnerships through a network that provides technical assistance and shares innovations Involve 5,000 additional ChildSafe businesses in 10 countries Demonstrate in Cambodia within three years that restaurants, shops, hair salons and other businesses training former street youths can provide 50 percent or more of program income CONTACT
Sébastien Marot, International Coordinator, Friends-International House #9A, Street 178 P.O. Box 597 Phnom Penh, Cambodia Telephone: (855) 23 986 601 Sebastien@friends-international.org www.friends-international.org GEOGRAPHY / AREA OF IMPACT
Location of main office: Phnom Penh, Cambodia The organization is currently active in Cambodia, Laos, Indonesia, Myanmar, Thailand and Honduras. The organization plans to expand in 2008 to China, Hong Kong, Egypt, Mexico, and Honduras.
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FRIENDS INTERNATIONAL
AWARD YEAR 2007
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AWARD YEAR 2005
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Fundación Paraguaya (Paraguayan Foundation for Cooperation and Development) Martin Burt SOCIAL ENTREPRENEUR CRITICAL ISSUE AREA Economic and Social Equity
EQUILIBRIUM CHANGE Young people growing up in a subsistence farming economy often get little benefit from school curricula far removed from the realities of their lives. This disconnect reinforces self-fulfilling visions of limited opportunity. INNOVATION Fundación Paraguaya offers an agricultural school that is a self-sustaining, productive enterprise helping young people re-envision and create their own futures. BUSINESS MODEL FP’s model is “education that pays for itself” – students and teachers participate in operating the school as an enterprise.
Martin Burt founded Fundación Paraguaya in 1985, offering microcredit and entrepreneurship education, a daring enterprise because Paraguay was still under the rule of a dictator. The foundation’s self-help groups provided real benefits, and Fundación Paraguaya survived to support thousands of small businesses and become a leader in microenterprise development as Paraguay transitioned to democracy. In addition to microlending and Junior Achievement for youth, the organization is developing a self-sustaining, productive agricultural school that offers credit upon graduation to put learning into practice. All of these innovations have had systems-changing influence.
TRACK RECORD
Fundacion Paraguaya has serviced more than 90 different types of urban and rural microenterprises. The organization has supported more than 47,000 micro-entrepreneurs who have created 25,000 new jobs. The delinquency rate is less than two percent as of December 2007.
PATH TO GREATER IMPACT Provide tools and practices that will empower communities to address youth unemployment in other rural areas. GRANT AMOUNT $515,000 over 36 months
At least 60,000 young people have benefited from Fundacion Paraguaya’s financial literacy and business education and from its enterprise incubator services. Teach a Man to Fish, a UK-based international development charity, was founded in 2005 to promote Fundación Paraguaya’s financially self-sufficient agricultural school model and the concept of “education that pays for itself.” Teach A Man To Fish has more than 600 members in 65 countries, and is carrying out 13 educational projects in countries across Latin America, Africa, South Asia, and England.
FUNDACION PARAGUAYA
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MARTIN’S VISION
“We want to transfer the microfinance model laterally to other areas. What we have accomplished in microfinance over the past 20 years is applicable today to other areas of development, such as education, health and housing.” THREE-YEAR OBJECTIVES AT TIME OF AWARD
Fundación Paraguaya offers a transformative approach to rural education, with opportunity for systemic change on several levels, including: Infusing education with life skills and support for rural youth who will leave school to become farmer/ entrepreneurs Improving public governance as ministries of education learn to value better practice and use resources more effectively through self-sustaining vocational schools Nutritional and health benefits to communities that gain access to a variety of organic foods Improving rural environments by reducing chemical use Grant objectives include dissemination of the model to at least 45 additional sites, with eight engaged in replicating the entire model CONTACT
Martin Burt, General Manager Fundación Paraguaya 5589 Blinder Asunción, Paraguay Telephone: (595) 21-609277 Skype: martin.burt www.fundacionparaguaya.org.py, www.teachamantofish.org.uk GEOGRAPHY / AREA OF IMPACT
Location of main office: Asunción, Paraguay The organization is currently active in 136 towns and cities throughout Paraguay.
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FUNDACION PARAGUAYA
AWARD YEAR 2005
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Global Footprint Network MathisWackernagel and Susan Burns ISSUE AREAS Environmental Sustainability Institutional Responsibility SOCIAL ENTREPRENEURS EQUILIBRIUM CHANGE Humanity’s consumption of ecological resources is 25 percent beyond global sustainable limits, commonly called “ecological overshoot.” The Ecological Footprint is a science-based tool that graphically shows the depletion of ecological assets, helping businesses and governments track impacts and improve decisions.
Mathis Wackernagel’s father introduced him to The Limits to Growth when he was 10, and he grew up with a vivid awareness of the potential for global ecological collapse. He became an engineer to advance the theme of “small is beautiful” and renewable energy. He developed the Ecological Footprint while completing his Ph.D. at the University of British Columbia. He has worked on sustainability issues with businesses, academics, NGOs and governments around the world.
INNOVATION The Ecological Footprint allows nations and large institutions to measure their demand on the biosphere and assess sustainability and the implications of their choices.
Susan Burns, also an engineer, is a lifelong nature enthusiast and founder of Natural Strategies, a sustainability consulting firm. She created a business case for sustainability and promoted groundbreaking concepts in pollution prevention and industrial ecology.
BUSINESS MODEL The Ecological Footprint provides a graphic illustration of the extent to which a nation or institution is overdrawing its balances of ecological resources. Global Footprint Network (GFN) provides data for the tool and supports organizations that use it.
The couple launched Global Footprint Network (GFN) in 2003 to advance the Ecological Footprint, coordinate research, develop methodology standards and provide decision makers with resource accounts to help humans operate within the Earth’s ecological limits.
PATH TO GREATER IMPACT GFN has four programs that help end global ecological overshoot: National Footprints Accounts research, establishing standards, an outreach/partner network and applications.
Wales has adopted the Ecological Footprint as an indicator of sustainability. The Scottish Government announced plans to reduce its Ecological Footprint this fall and has included it as a measurement in its National Performance Framework and its formal economic strategy.
PATH TO SUSTAINABILITY Institutions using the Ecological Footprint contribute revenue to maintain accounts, train users and support outreach.
Swiss officials are incorporating Ecological Footprint data into the nation’s Sustainability Development Plan.
GRANT AMOUNT $1,015,000 over 36 months
GLOBAL FOOTPRINT NETWORK
TRACK RECORD
The Ecological Footprint is part of Japan’s Basic Environmental Plan. The Utah Population and Environment Coalition, a Global Footprint Network partner, successfully completed the first major calculation of the Ecological Footprint of a US state using National Footprint Accounts data and state statistics. 42
MATHIS AND SUSAN’S VISION
“Ecological overshoot affects us all, but disproportionately the poor, who cannot buy themselves out of the problem by getting resources from elsewhere. To maintain human well-being, it is imperative that individuals and institutions all around the world recognize the reality of ecological limits and start making decisions consistent with these limits. The Ecological Footprint can help make that happen.” THREE-YEAR OBJECTIVES
Global Footprint Network’s goal is to institutionalize the Ecological Footprint in at least 10 key nations by 2015. Within three years it plans to: Conduct scientific reviews with six national governments of their respective National Footprint Accounts, paving the way to adopt the Ecological Footprint as a national indicator. One multilateral organization will sponsor or participate in the national reviews. Enhance precision, quality and transparency of the Ecological Footprint to increase its usefulness to practitioners and decision makers Lead a consensus-based process to establish international standards governing Ecological Footprint analytical methods and applications. A third-party certification system will be established by 2009. Add 15 national and/or international government agencies to the partner network Persuade 1 million people to use Web-based Ecological Footprint applications CONTACT
Mathis Wackernagel, Executive Director Susan Burns, Managing Director 312 Clay Street, Suite 300 Oakland, CA 94607-3510 USA Telephone: 510-839-8879 mathis@footprintnetwork.org, susan@footprintnetwork.org www.footprintnetwork.org GEOGRAPHY / AREA OF IMPACT
Location of main office: Oakland, California The organization is currently active in Australia, Austria, Belgium, Canada, China, France, India, Italy, Japan, Kenya, Luxembourg, Switzerland, UAE, UK, and the US. The organization hopes to add more projects in 2008 in Andean and African nations.
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GLOBAL FOOTPRINT NETWORK
AWARD YEAR 2007
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Gram Vikas (Village Development) Joe Madiath ISSUE AREAS Health Environmental Sustainability Economic and Social Equity
EQUILIBRIUM CHANGE The poorest communities in India have been systematically marginalized so that they have little or no voice in government. Gram Vikas transforms villages through a comprehensive approach to development that positively affects livelihoods, women’s rights, education, health and housing. INNOVATION Gram Vikas has developed an approach to rural development that involves entire communities. With water and sanitation as the starting point, Gram Vikas transforms villages into sustainable models grounded and empowered by those living in the villages. BUSINESS MODEL Gram Vikas’ MANTRA model provides running water and a toilet and bathing room for every household. The program requires 100 percent participation by the villagers in a community-run endowment that assures 100 percent coverage for extended families in the future.
SOCIAL ENTREPRENEUR
Joe Madiath has spent 30 years working in development among the poorest communities in Orissa, India. Drawn there in 1971 to help communities that had been ravaged by a cyclone, Joe stayed on as an activist focused on sustainable development projects. He founded Gram Vikas in 1979 and has served as executive director ever since, growing Gram Vikas into one of the largest nongovernmental organizations (NGOs) in Orissa. Gram Vikas originally focused on providing renewable energy for rural communities, building more than 54,000 biogas units. Over time, Gram Vikas developed its more holistic model of development, based on Joe’s conviction that every family in a village must have healthy living practices and an improved quality of life before total development can occur. This model has transformed at least 289 villages and has successfully proven that the rural poor can and will pay for better sanitation and water facilities. TRACK RECORD
The MANTRA program has been implemented in 361 villages, reaching 26,850 households. Demand for the program is accelerating as residents observe the changes that have occurred in neighboring villages. Gram Vikas reports significant impacts during its 14-year history with MANTRA, including:
PATH TO GREATER IMPACT Gram Vikas has successfully replicated programs in many environments and is now poised to grow in village clusters throughout Orissa and through partnerships in other Indian states.
An 85 percent drop in morbidity, especially from waterborne diseases
PATH TO SUSTAINABILITY The MANTRA model is designed as a onetime intervention, requiring seed capital to trigger the development process and becoming self-sustainable after two to three years.
Immunization of 100 percent of children Participation by 18,360 people (of which 17,174 are women) in self-help groups.
GRANT AMOUNT $1,015,000 over 36 months
Community savings of 36.44 million rupees ($934,000). A total of 1,123 village youths trained as skilled masons during the past three years.
GRAM VIKAS
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AWARD YEAR 2007
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JOE’S VISION
“Gram Vikas sets in motion a process that enables Indian villages to become sustainable and self-governing, with basic infrastructure and livelihood opportunities and where people live in peace with equity and dignity.” THREE-YEAR OBJECTIVES
Gram Vikas seeks to expand the reach of its MANTRA model according to the following grant objectives: The MANTRA model of water and sanitation will provide access to toilets, bathing rooms and piped water to 100,000 families, benefiting 550,000 people (including 275,000 women and girls), by December 2010. An additional 100,000 families will be involved in initial stages of implementation. By 2010, in the states of Andhra Pradesh, Chattisgarh, Jharkhand, Madhya Pradesh and Maharashtra, the program will cover 3,000 families (in aggregate) on a pilot basis through partner NGOs. In every MANTRA village, the incidence of water-borne diseases will be reduced by at least 70 percent. There will be 100 percent enrollment of children in school and regular immunization. By 2010, there will be 1,200 people’s institutions (one per village) which will lead the course of development activities and form alliances among themselves to successfully negotiate with the state. By 2010, Gram Vikas will have 25 partner NGOs working in different parts of the country, with at least 10 active NGOs who will have proven themselves capable of scaling up in their respective areas. Gram Vikas will develop an earned-income activity to support the expansion of MANTRA based on sales, storage and processing of local vegetables and nuts. CONTACT
Joe Madiath, Executive Director Mohuda Village, Berhampur 760 002 Orissa, India Telephone: +91 680-2261866 to 2261869 gramvikas@gmail.com, info@gramvikas.org www.gramvikas.org GEOGRAPHY / AREA OF IMPACT
Location of main office: Ganjam, Orissa, India The organization is currently active in Orissa, Maharashtra and Jharkhand states of India. The organization plans to expand in 2008 to several additional states of India.
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GRAM VIKAS
AWARD YEAR 2008
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Half the Sky Foundation Jenny Bowen CRITICAL ISSUE AREAS Economic and Social Equity EQUILIBRIUM CHANGE Half The Sky is partnering with the Chinese government to transform state-run orphan care centers from places where the level of care is often deficient to places where every child is given the nurturing and developmental support to prevent the debilitating effects of institutionalization. INNOVATION HTS attempts to mitigate the core failure of institutionalized orphanages in China—the onset of early deprivation—by offering nurture and enrichment programs that combine Chinese best practices with the Italian Reggio-Emilia approach to education. BUSINESS MODEL HTS offers four core programs that provide age-appropriate nurturing and enrichment to Chinese orphans in state-run welfare institutions, including one program that provides stable permanent families for special needs orphans that will never be adopted.
SOCIAL ENTREPRENEUR
Jenny and Richard Bowen adopted a toddler from an orphanage in China in 1997. Their daughter, Maya, had many of the sad effects of institutionalization. At almost two, she could not walk, she had no language and she was emotionally shut-down. With Jenny’s constant nurturing and care, in a year, Maya was interacting like a normal child. To Jenny this transformation was “a miracle that made perfect sense.” Jenny made a commitment to try to bring nurturing care to the thousands of Chinese orphans who remain in institutions and so started HTS in 1998. TRACK RECORD
In 2004 HTS was invited to be the only foreign NGO working to mitigate the impact of AIDS on thousands of children in Henan Province who lost their parents due to a government-sponsored blood-selling campaign. In 2005 HTS was asked to help China’s Ministry of Civil Affairs develop national guidelines for orphan care and the government made its first-ever statement acknowledging that nurture and education were as basic to a child’s healthy development as food, shelter and medical care.
PATH TO GREATER IMPACT HTS plans to expand its reach to 100,000 orphaned children and set up model centers in every Chinese province in five years. It will leverage its model centers as regional training facilities, providing training and mentoring to government staff to implement HTS programs themselves.
In 2006 the Chinese government announced it was committing CNY 2 billion (nearly US$300 million) infrastructure funding to dramatically improve the lives of China’s orphans—the Blue Sky plan.
PATH TO SUSTAINABILITY HTS plans to sustain its organization over the course of the Blue Sky partnership by increasing support from corporations and individual donors. HTS’s long-term sustainability strategy is for local governments to take over direct operation of HTS programs in all state-run welfare institutions.
And in 2007 the Ministry of Civil Affairs invited HTS to become its partner (its first national partnership with a foreign NGO) to implement Blue Sky, introducing HTS’s four programs to 300 new or upgraded purposedesigned institutions over the next five years. HTS is now poised to train the state orphan-care system itself.
GRANT AMOUNT $1,015,000 over 36 months HALF THE SKY FOUNDATION
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JENNY’S VISION
“Every child, no matter how humble or horrible her beginnings, has tremendous potential. As the adoptive mother of two girls who spent their first years in China’s welfare institutions, I have seen intimately both the damage done by neglect and the miraculous resilience of young children when provided the nurturing care that should be every child’s birthright. Children need to know that their lives matter.” THREE-YEAR OBJECTIVES AT TIME OF AWARD
Half the Sky aims to achieve the following objectives related to its partnership with China’s Ministry of Civil Affairs in the Blue Sky plan over the next three years: Establish 25 model HTS centers in 25 provinces across China, expanding its reach from 4,000 children currently enrolled in HTS programs to almost 6,000. Develop its training and human resources infrastructure to facilitate the training of 270 Blue Sky Children’s Welfare Institutions (to implement HTS programs over five years). Develop and implement a program quality assurance methodology. Broaden awareness of HTS’ mission and expand outreach in both the private and corporate philanthropic sectors CONTACT
Half the Sky Foundation Unit 4-2-142 Jianguomenwai Diplomatic Compound Chaoyang District, Beijing 100600 CHINA Phone: +86(10) 8532-3042 Fax: +86(10) 8532-1920 www.halfthesky.org GEOGRAPHY / AREA OF IMPACT
Location of main office: Beijing, China The organization is currently active in 36 locations in 13 Chinese provinces. The organization plans to expand its model centers to all Chinese provinces.
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HALF THE SKY FOUNDATION
AWARD YEAR 2008
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AWARD YEAR 2006
2006 SKOLL AWARDS FOR SOCIAL ENTREPRENEURSHIP
Health Care Without Harm Gary Cohen CRITICAL ISSUE AREAS Institutional Responsibility Environmental Sustainability Health SOCIAL ENTREPRENEUR
EQUILIBRIUM CHANGE The health care industry is a major source of cancer-causing pollution from toxics such as mercury and dioxin. Health Care Without Harm facilitates the transition to nontoxic products and practices. INNOVATION If provided with rigorous data and viable alternatives in a collaborative way, health care providers will voluntarily change their buying habits and use their large-scale purchasing power to shift the market toward healthier products and practices. BUSINESS MODEL Partnerships with major hospitals and health care providers create a critical mass of buying power sufficient to influence suppliers to offer safer, more sustainable products, which then become available to the industry as a whole.
Gary Cohen was a travel writer whose life was changed by an assignment to draft a community guidebook about toxic chemicals. After meeting mothers working to protect their families from toxic dumps and other chemical threats, he devoted his life to the field of environmental health. He was first codirector of the National Toxics Campaign and cofounder of the Military Toxics Project, then helped launch a free clinic serving survivors of a chemical disaster in Bhopal, India. When he returned home, he co-founded Health Care Without Harm (HCWH) in 1996. Since then, HCWH has become a worldwide phenomenon, moving markets and changing practices through partnerships with major hospital systems and their institutional buyers. TRACK RECORD
HCWH has built a collaborative network of 435 organizations in 52 countries to raise awareness, create new messengers for environmental health, and develop tools and strategies to change the health care industry.
PATH TO GREATER IMPACT Launch a coordinated global effort to educate providers, change harmful practices and compel manufacturers to sell healthier products.
They helped close more than 90% of medical waste incinerators in the U.S. and virtually eliminated mercury medical products from U.S. and European hospitals. Developed a framework for building healthy and green hospitals that is being adopted as the LEED for Healthcare by the U.S. Green Building Council.
GRANT AMOUNT $765,000 over 36 months
HCWH helped the Philippines Health Ministry safely dispose of 19 million syringes from a measles vaccination project, the world’s first major vaccination campaign-without incineration. HCWH is partnering with the World Health Organization and the United Nations Development Program to create demonstration projects in eight developing countries in support of mercury-free and dioxin-free medicine. HEALTH CARE WITHOUT HARM
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GARY’S VISION
“When we help people see that illness is linked to problems of pollution and poverty, we create the possibility of powerful collective action. Imagine a movement where doctors and nurses join the race for cancer prevention, rather than the race for the cure.” THREE-YEAR OBJECTIVES AT TIME OF AWARD
HCWH focuses on practical solutions, such as fostering the development of cheaper alternative technologies, commissioning research and reaching out to new constituencies, such as nurse managers who make purchasing decisions. Grant objectives include: Eliminate mercury in health care globally by demonstrating the efficacy and affordability of alternatives Expand networks in Latin America, Southeast Asia and Europe Work with medical device manufacturers to make safer alternatives available in the southern hemisphere CONTACT
Gary Cohen Health Care Without Harm 41 Oakview Terrace Jamaica Plain, MA 02130 Telephone: (617) 524-6018 gcohen@igc.org www.noharm.org GEOGRAPHY / AREA OF IMPACT
Location of main office: Jamaica Plain, MA USA The organization is currently active in India, Philippines, South Africa, Tanzania, Senegal, Lebanon, Malaysia, Indonesia, Vietnam, Argentina, Uruguay, Brazil, Chile, Mexico, Canada, United States, European Union countries, and Latvia.
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HEALTH CARE WITHOUT HARM
AWARD YEAR 2006
2006 SKOLL AWARDS FOR SOCIAL ENTREPRENEURSHIP
AWARD YEAR 2006
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Institute for Development Studies and Practices Quratul Ain Bakhteari CRITICAL ISSUE AREAS Peace and Security Tolerance and Human Rights Economic and Social Equity
EQUILIBRIUM CHANGE In Pakistan, less than five percent of the population enrolls in post-secondary education, the surest path out of poverty. In Balochistan, the poorest province, 98 percent of students do not complete primary school. IDSP is working to make education available there. INNOVATION IDSP gives students an opportunity to become engaged in the social and economic development of their country by providing schools that teach responsibility and impart skills for community leadership.
SOCIAL ENTREPRENEUR
Quratul Ain Bakhteari grew up in a refugee camp on the outskirts of Karachi after the creation of Pakistan in 1947. After completing her B.A. degree, she helped new refugees coming from Bangladesh by providing basic health care and education. Later, she earned a master’s degree and Ph.D. and established 2,000 government girls’ primary schools in rural Balochistan, resulting in the enrollment of 200,000 girls—a record in Pakistan’s history. Frustrated with a lack of efficacy in internationally sponsored development projects, she wrote a concept paper that became the blueprint for Institute for Development Studies and Practices (IDSP) and was funded by The Asia Foundation for three years. She formulated curriculum, recruited and trained faculty and formally launched IDSP in 1999. TRACK RECORD
BUSINESS MODEL IDSP is managed as an open learning space and funded through tuition and other support, offering an education that focuses on future community and national leadership.
Eighty percent of IDSP graduates are placed in high level positions of influence at national and international levels, as well as engaged in community-based development projects as planners, chief executives of nongovernmental organizations, and consultants and advisers of development programs. The projects affect a large majority of the excluded population of the country.
PATH TO GREATER IMPACT Create a broad network of community-based learning institutions in Pakistan with international support.
Eight young women graduates are either running for public offices or aiming to enter the process to enter the Pakistani parliaments. Another three graduates qualified for international scholarships for courses on peace and interfaith studies at universities in the UK.
GRANT AMOUNT $450,000 over 36 months
About 50 of IDSP’s young women graduates have established five campuses in five districts of Balohistan, providing a basis for more women to learn development processes in support of family, community and local governance, leading to global opportunities. INSTITUTE FOR DEVELOPMENT STUDIES AND PRACTICE
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QURATUL AIN’S VISION
"IDSP prepares young people to assume positions of leadership in their communities through open access to education. IDSP gives young Pakistanis an opportunity to become educated, contribute to the development of their communities and live a purposeful life for themselves and the rest of humanity." BUSINESS CASE AND THREE-YEAR OBJECTIVES
IDSP provides training and education on the basic tenets of community development, gained from Quratul Ain's 28 years of experience in the field. Students pay tuition and agree to return to their communities to generate collective action around community need. Land has been donated by the government of Balochistan at a low cost for a permanent campus. Grant objectives include: Expand physical infrastructure for increased enrollment; expand presence in rural communities Strengthen academic program; become a certified and accredited institution of alternative learning CONTACT
Quratul Ain Bakhteari Institute for Development Studies and Practices House no. 7-A, Mashriq St. Arbab Karam Khan road, Quetta, Balochistan,Pakistan Telephone: 92-81-449775 0300 8381640 021 5854033 quratulainidsp@yahoo.com, idsp@idsp.org.pk www.idsp.org.pk GEOGRAPHY / AREA OF IMPACT
Location of main office: Balochistan, Pakistan The organization is currently active in Pakistan.
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INSTITUTE FOR DEVELOPMENT STUDIES AND PRACTICE
AWARD YEAR 2006
2006 SKOLL AWARDS FOR SOCIAL ENTREPRENEURSHIP
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Institute for OneWorld Health Victoria Hale CRITICAL ISSUE AREA Health
EQUILIBRIUM CHANGE Infectious diseases cause nearly 60 percent of deaths among the world’s poorest people (compared to 10 percent in developed counties), but pharmaceutical companies rarely develop new drugs for these diseases. INNOVATION The Institute for OneWorld Health is a nonprofit pharmaceutical company that tests and brings to market drugs and treatments identified through others’ research but left undeveloped due to lack of financial incentive.
SOCIAL ENTREPRENEUR
Working for the Food and Drug Administration in the early 1990s, Victoria Hale saw many promising new medicines abandoned or not developed to their full market potential. Diseases such as visceral leishmaniasis, long ignored and often fatal, needed special and urgent attention. In 2001 she founded the Institute for OneWorld Health to address the gap between global infectious diseases and pharmaceutical opportunities.
TRACK RECORD
BUSINESS MODEL OneWorld Health is creating a new channel for technology transfers and intellectual property donations from universities for drug development to directly impact the lives of people suffering from disease around the globe.
Launched the Phase 4 Program of Paromomycin IM Injection in India to investigate the safety and efficacy of treatment of visceral leishmaniasis with Paromomycin. Paromomycin IM Injection was approved by the Government of India in 2006 and in 2007 was added to the WHO List of Essential Medicines which provides a model for countries to select medicines addressing public health priorities.
PATH TO GREATER IMPACT Build an organization that can support a robust drug development pipeline.
Sponsored a research and drug development partnership to explore and develop a new technology platform for producing a semisynthetic form of artemisinin, an essential ingredient in a highly effective class of anti-malarial therapies.
GRANT AMOUNT $615,000 over 36 months
Initiated collaborations to identify new anti-secretory drug candidates that could be administered with oral rehydration therapy to prevent childhood deaths from dehydration caused by diarrheal diseases.
INSTITUTE FOR ONEWORLD HEALTH
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VICTORIA’S VISION
“Building on decades of pharmaceutical innovation and research, OneWorld Health is taking the pharmaceutical industry on a new path. We are one small example of how the U.S.’s world leadership in scientific research and medical expertise can be deployed to improve the health of the developing world. We tap into the pragmatic idealism of a generation of pharmaceutical scientists and professionals eager to engage in work that has a truly global impact. We believe OneWorld Health to be at the forefront of the most important shift in the application of scientific inquiry toward global health in our lifetime.” THREE-YEAR OBJECTIVES AT TIME OF AWARD
OneWorld Health has demonstrated its ability to raise project funding and develop partnerships to bring “orphan” drugs to market. Operational support from this grant will help build an institution capable of using resources effectively to succeed in fighting diseases of poverty. Grant objectives include: Five drug development programs in process by 2008 Two drugs ready for manufacture Long-term corporate and agency partnerships in place CONTACT
James H. Hickman Vice President, Communications & Fund Development 50 California Street, Suite 500 San Francisco, CA 94111 Telephone: 415-421-4700, Fax: 415-421-4747 jhickman@oneworldhealth.org www.oneworldhealth.org GEOGRAPHY / AREA OF IMPACT
Location of main office: San Francisco, USA The organization is currently active in India. The organization plans to expand in 2008 to Bangladesh and Nepal.
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INSTITUTE FOR ONEWORLD HEALTH
AWARD YEAR 2005
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2006 SKOLL AWARDS FOR SOCIAL ENTREPRENEURSHIP
International Bridges to Justice Karen Tse CRITICAL ISSUE AREA Tolerance and Human Rights
EQUILIBRIUM CHANGE Even though many countries have responded to international awareness of human rights violations and pressure to reform domestic laws and policies, ordinary citizens continue to be victimized. IBJ addresses the breakdowns in implementation that cause continuing abuse —judges who are unaware of new mandates or how to enforce them, or lack of trained criminal defense lawyers. INNOVATION IBJ safeguards the rights of citizens by supporting legal aid centers, training defense lawyers, and raising awareness. BUSINESS MODEL IBJ works in partnership with countries already committed to improve systems, engaging the international community and carefully selected fellows to support largescale change.
SOCIAL ENTREPRENEUR
A former public defender and ordained minister, Karen Tse moved to Cambodia in 1994 to train public defenders. “I remember peering through a prison cell and talking with a boy who had been detained and tortured,” she recalls. “He was just a boy who had tried to steal a bicycle and he had no one to defend him.” At that time, there was little Karen or others could do. Now governments throughout Asia, under pressure from human rights activists, have passed laws outlawing torture and providing citizens with basic rights. By helping countries develop criminal justice systems to implement these laws, International Bridges to Justice (IBJ) is dramatically improving and even saving the lives of everyday citizens. TRACK RECORD
Karen founded International Bridges to Justice (IBJ) in 2000 with a vision to end torture in the 21st Century through the just implementation of criminal laws, based on experience showing that legal counsel at the earliest stages of defense can reduce instances of torture by as much as 80 percent. IBJ therefore works with the defender, or legal aid lawyer, as the primary leverage point for the legal transformation of its target countries.
PATH TO GREATER IMPACT Expand work in China and establish International Defender Institute to replicate the successful China model around the world. GRANT AMOUNT $765,000 over 36 months
Karen has negotiated and implemented groundbreaking measures in judicial reform with the Chinese, Vietnamese and Cambodian governments. Under her leadership, IBJ has expanded its programming to Rwanda, Burundi and India, and is now working to create a Global Defender Support Program that will bring IBJ assistance to public defenders worldwide. In China alone, IBJ has enabled thousands of lawyers to acquire advanced legal skills, empowered millions to demand their legal rights, and sparked an explosion in growth of state-backed legal aid efforts. INTERNATIONAL BRIDGES TO JUSTICE
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KAREN’S VISION
“It is through the support of communities that the lawyers have the courage and strength to build the movement. In the words of a Kenyan proverb, ‘If you want to go fast, walk alone. If you want to go far, walk with others.’“ BUSINESS CASE AND THREE-YEAR OBJECTIVES
Program countries are selected based on criteria for probable impact, including legal reforms already in place and a commitment to implement effective legal defense systems, evidenced through written agreements with IBJ. Resources to sustain country programs will come from two main sources: volunteer service from in-country program graduates and pro bono as well as financial support from international Communities of Conscience (congregations, legal associations, service organizations). Grant objectives include: Develop the International Defender Institute to certify defenders from the developing world to establish IBJ programs in their countries Recruit additional fellows and support program growth by activating Communities of Conscience CONTACT
Karen Tse, Founder and CEO 10 Rue de Berne, 1201 Geneva, Switzerland Telephone: 41 22 731 2441, Fax: 4122 731 2438 ktse@ibj.org www.ibj.org GEOGRAPHY / AREA OF IMPACT
Location of main office: Geneva, Switzerland The organization is currently active in Burundi, Cambodia, China, India, Rwanda, Switzerland, United States, Vietnam, and Zimbabwe. The organization plans to expand in 2008 to Azerbaijan, Egypt, Guatemala, Malawi, Nepal, Mongolia, Paraguay, Uganda, and Ukraine.
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INTERNATIONAL BRIDGES TO JUSTICE
AWARD YEAR 2006
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International Development Enterprises - India Amitabha Sadangi CRITICAL ISSUE AREA Economic and Social Equity
EQUILIBRIUM CHANGE Subsistence farmers are caught in a cycle of poverty, living on less than $1 a day and forced to migrate to seek opportunities during the dry season. INNOVATION IDE (India) offers simple, affordable irrigation systems that cost as little as $1, enabling even the poorest farmers to produce dryseason crops for family nutrition and income; there are more than 2,000 retailers throughout India. BUSINESS MODEL IDE (India) operates as a center for research and development and business incubation to introduce income-enhancing products to manufacturers, retailers and farmers.
SOCIAL ENTREPRENEUR
Amitabha Sadangi is the architect of International Development Enterprises India’s (IDE-India) “market creation” approach to development, focused on sustainable local industries producing and selling irrigation technologies that even the poorest farmers can afford. He has directed IDE (India) since it became independent of its international parent organization. Every product is designed to produce a net return on investment more than 100 percent of the purchase price every year, allowing farmers to move up the ladder of development.
TRACK RECORD
Through use of its technologies and market linkages, IDE (India) has enabled 850,000 small farmers to earn a net profit $400 per person per year. Through March 2007, IDEI technology has contributed to a reduction of 1,349,025 tons of carbon emission.
PATH TO GREATER IMPACT Spin off successful products and enterprises; develop new products and partnerships to improve the profitability of small farms.
Every $1 of donor investment is matched by $3 of farmer and entrepreneur investment.
GRANT AMOUNT $615,000 over 36 months
INTERNATIONAL DEVELOPMENT ENTERPRISES (INDIA)
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AMITABHA’S VISION
“I want to create the means for sustainable rural livelihood—empowering the poor to achieve greater food security, improved family health and education, increased income and a stable and productive natural resource base.” THREE-YEAR OBJECTIVES AT TIME OF AWARD
IDE’s key to poverty eradication is a network of small entrepreneurs providing farm technology to bottom-of-the-pyramid producers and consumers. Grant objectives include: Develop additional markets for drip irrigation, creating $184 million in new wealth Build a movement promoting rural entrepreneurship and wealth creation CONTACT
Amitabha Sadangi, Chief Executive Officer C-5/43, Safdarjung Development Area New Delhi, 110016, India Telephone: 91-11-4600 0400 amitabha@ide-india.org www.ide-india.org GEOGRAPHY / AREA OF IMPACT
Location of main office: New Delhi, India The organization is currently active in India, Pakistan, Zambia, Zimbabwe, Tanzania, Laos, Sri Lanka, Tajikistan, Malawi, Ethiopia, Mozambique, and Eritrea. The organization plans to expand in 2008 to Nicaragua and Burkina Faso.
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INTERNATIONAL DEVELOPMENT ENTERPRISES (INDIA)
AWARD YEAR 2005
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AWARD YEAR 2007
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Kashf Foundation (Miracle Foundation) Roshaneh Zafar ISSUE AREA Economic and Social Equity SOCIAL ENTREPRENEUR EQUILIBRIUM CHANGE In Pakistan, the face of poverty is female, with one-third of homes at or below the poverty line. Kashf offers a first step out by increasing the number of women with access to financial services. INNOVATION Kashf stands out from other microfinance institutions because of its diverse range of product and program offerings that empower women. BUSINESS MODEL Kashf establishes links with national and international organizations to fill the credit void in Pakistan, delivering collateral-free microfinance loans, savings and life insurance products to poor women. PATH TO GREATER IMPACT Kashf will expand operations ninefold to 600,000 clients by 2010 in Pakistan’s Punjab and Sindh provinces. PATH TO SUSTAINABILITY Each new Kashf branch charges enough in interest to cover costs and reach selfsustainability. GRANT AMOUNT $1,015,000 over 36 months
Through a chance meeting with Muhammad Yunus, Roshaneh Zafar was inspired to quit her job and establish the Kashf Foundation. Believing that the Grameen model could help empower women both economically and socially, Roshaneh ignored warnings that a microfinance program focusing on women would not work in Pakistan. Ten years later, she has proved her critics wrong. Starting with her own family’s funds, her personal car and a volunteer workforce of five women, Roshaneh drove her colleagues to distant villages to start microfinance centers. Beginning with 15 clients in 1996, Kashf now boasts approximately 135,000 clients. TRACK RECORD
Kashf Foundation’s client-friendly products have led to the growth of the organization over the past decade. It has 294,000 active clients as of the end of 2007, currently holds 29 percent of the microfinance market share in Pakistan, and is the third largest microfinance institution in the country. Recently Kashf was ranked amongst the top 25 microfinance institutions in the world by the Mix Market. Kashf Foundation has: Increased client outreach by 117 percent from 2006 to 2007, with an outstanding portfolio of $51 million and a recovery rate of 99%, with 35 percent of its clients moving out of poverty within three years. Grown its network of branches to 152 and benefited over 500,000 families since its inception. Introduced new products including a home improvement loan and a health insurance product, to improve the quality of life and to reduce vulnerabilities of poor households. Been able to cover over 600,000 lives (the client and her spouse) through its life insurance product, which it pioneered with a local insurance company in 2000.
KASHF FOUNDATION
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ROSHANEH’S VISION
“By delivering microfinance services to women from low-income communities, Kashf has catalyzed a transformation where men and women are equal partners in development, where the dignity of poor men and women can be restored, and where those without choices can exercise their ability to determine a better future for themselves and their families.” THREE-YEAR OBJECTIVES
As Kashf scales quickly into the Sindh province and continues its expansion into the Punjab region of Pakistan, the organization will focus on building its core management infrastructure to report from branches that will be increasingly distant from Lahore. Kashf’s grant objectives are designed to focus attention on this aspect of expansion, as well as remain competitive in Pakistan as new microfinance entities come to market. Specific objectives include: Kashf will open 16 new local branches and two new regional offices in the Sindh province to serve 300,000 households through 50,000 new women clients. Kashf will make these new branches financially sustainable within 24 months of opening. Kashf will conduct comprehensive social impact assessments every two years for the whole program, including the Skoll-supported branches. CONTACT
Roshaneh Zafar, Founder and President 19 Aibak Block, New Garden Town Lahore, Pakistan Telephone: +92 42 111 981 981 roshaneh.zafar@kashf.org www.kashf.org GEOGRAPHY / AREA OF IMPACT
Location of main office: Lahore, Pakistan The organization is currently active in rural, urban and semi-urban areas of the Punjab region in Pakistan. The organization plans to expand further into the Punjab region and move into the Sindh Province in the southeast.
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KASHF FOUNDATION
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KickStart Martin Fisher and Nick Moon CRITICAL ISSUE AREA Economic and Social Equity
EQUILIBRIUM CHANGE More than half the labor force of southeastern Africa lives on subsistence agriculture, making less than $2 per day. INNOVATION KickStart offers moneymaking tools, such as irrigation pumps, that increase a family’s farm income tenfold by allowing them to grow through the dry seasons. A privatesector supply chain manufactures and sells the tools. BUSINESS MODEL KickStart develops products and markets that become self sustaining. Philanthropic and development assistance supports the development phase.
SOCIAL ENTREPRENEUR
Nick Moon grew up in India and Southeast Asia, and he coowned a woodworking enterprise in London. He sold his share to take up development work in Africa. Martin Fisher, who earned a Ph.D. in theoretical and applied mechanics, was inspired to find solutions for the developing world during international travel and studies supported by a Fulbright fellowship. They cofounded ApproTEC in Kenya in 1991. Although their technologies include an oil press and brickmaking equipment, irrigation pumps are their signature product. The organization changed its name to KickStart in 2005.
TRACK RECORD PATH TO GREATER IMPACT Establish manufacturing in China to reduce costs; develop wholesale markets, expand to additional African countries.
Over 60,000 profitable small businesses have been created with KickStart’s irrigation pumps and other tools. Combined, all of KickStart’s pumps in use are generating more than $65 million per year in new profits and wages. In Kenya, users of the pumps are generating the equivalent of 0.6 percent of the national GDP.
GRANT AMOUNT $615,000 over 36 months
More than 7,000 families have used their income for new or better homes; more than 94,000 children have been able to attend school. More than 300,000 people have escaped poverty.
KICKSTART
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MARTIN AND NICK’S VISION
“As people move from poverty to a middle class, they leave despair behind as well. They feel as if they can create a better world for their children. They have hope for their futures, and they invest their energies in building those futures.” THREE-YEAR OBJECTIVES AT TIME OF AWARD
KickStart seeks to make its retail business pay for itself by reducing costs of production and distribution and increasing scale. Manufacturing in China is a key strategy. The goal is to double the reach and impact of programs. Grant objectives include: Develop wholesale markets to make technology available to the world through nongovernmental organizations Develop new programs in three of seven countries: Ghana, Uganda, Ethiopia, Rwanda, Zambia, Mozambique and Malawi Reach the “tipping point,” where pumps can be sold at a profit, without subsidizing the market CONTACT
Martin Fisher, Founder and CEO Nick Moon, Founder and Managing Director KickStart 2435 Polk Street, Suite 20 San Francisco, CA 94109, USA Telephone: (415) 346-4820 mjfisher@kickstart.org, nick.moon@kickstart.org www.kickstart.org GEOGRAPHY / AREA OF IMPACT
Location of main office: San Francisco, CA USA The organization is currently active in Kenya, Tanzania, Mali, and Burkina Faso.
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KICKSTART
AWARD YEAR 2008
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Kiva Matt Flannery and Premal Shah CRITICAL ISSUE AREAS Economic and Social Equity
EQUILIBRIUM CHANGE Microfinance has reached only 8 percent of the world’s poorest and needs to rapidly expand in coverage. Kiva offers the chance to mobilize new funding sources and extend coverage to new populations outside the reach of the largest institutions. INNOVATION The first online platform for retail microfinance lending, Kiva’s Web site allows the “Haves” to connect with the lives of the working poor and develop a sense of mutual respect and accountability, helping people to help themselves.
SOCIAL ENTREPRENEUR
Kiva was started after a trip to East Africa sparked an idea in the minds of Matt Flannery and his wife Jessica to help the poor start their own businesses. Their personal interest grew into something larger that eventually found a home on the Internet. At about the same time, Premal Shah of PayPal was similarly inspired while consulting in microfinance. After posting a small loan application on eBay, Premal became an early pioneer of Internet microfinance. Premal and Matt connected over the concept of Internet microfinance and have together built Kiva’s innovative approach. TRACK RECORD
Since creation in late 2005, Kiva has built a community of over 260,000 lenders that have made over 30,000 loans for a total of $24 million—a pace of growth has been experienced by few other social enterprises or nonprofits.
BUSINESS MODEL Kiva allows individuals to lend $25 to specific microbusinesses in the developing world. Kiva works with a network of microfinance institutions who use the site as a marketplace to attract loans for their clients.
Kiva has cultivated a network of 84 field partner MFIs located in 39 countries. In spite of working primarily with mid-tier MFIs, a repayment rate of 99.77 percent has been achieved.
PATH TO GREATER IMPACT Kiva plans to expand the number of partner microfinance institutions from a current base of 70 to over 300 by 2010 while deepening these relationships in terms of increased loan volume, stronger fiduciary procedures and impact assessment analysis.
Kiva has sent 75 volunteer fellows to more than 20 countries to build relationships with MFIs in the field.
PATH TO SUSTAINABILITY Kiva achieved 81% breakeven in 2007 on the basis of optional lender contributions and interest income. Following a ramp-up in operations requiring external finance, a return to breakeven is expected by 2010 based on contributed and earned income. GRANT AMOUNT $1,015,000 over 36 months
KIVA MICROFUNDS
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MATT AND PREMAL’S VISION
“To create a world where people separated by long distances can connect through lending for the purpose of alleviating poverty while promoting strong, persistent interpersonal ties that improve cross-cultural understanding and encourage self-respect, accountability, and hope among loan recipients.” THREE-YEAR OBJECTIVES AT TIME OF AWARD
Program delivery: Expand the number of Kiva lenders to over 1 million and the annual loan volume to over $100 million by 2010. Organizational capacity: Develop and execute strategy to deepen operational capacity, including a plan to optimize MFI partner relationships. Impact Assessment: Develop and implement an assessment strategy in collaboration with partner MFIs to determine how Kiva’s activities create outcomes that have a long-term impact on loan recipients’ families and communities. Resource Engine: Achieve 100 percent financial sustainability by 2010. CONTACT
Kiva Microfunds 3180 18th Street, Suite 201 San Francisco, CA 94110 USA Tel: 1-888-445-5032 (Toll Free US) www.kiva.org GEOGRAPHY / AREA OF IMPACT
Location of main office: San Francisco, CA USA The organization is currently active in 39 countries in all regions of the world. The organization plans to establish field offices in five to eight countries.
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KIVA MICROFUNDS
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Manchester Bidwell Corporation Bill Strickland ISSUE AREA Economic and Social Equity
EQUILIBRIUM CHANGE Youths in impoverished urban environments have few opportunities to reach their potential. The Manchester Bidwell Corporation (MBC) model provides arts and career education in a beautiful environment, fostering inspiration and development of life skills. INNOVATION Other education centers are replicating this model by adopting its teaching and learning philosophy and creating an environment that includes an inspiring space and state-of-theart equipment. BUSINESS MODEL MBC’s youth programs connect arts knowledge and skills with academic standards, citizenship and life disciplines. Its career education programs serve disadvantaged adults and recent high school graduates by providing skills relevant to the emerging economy. PATH TO GREATER IMPACT The National Center for Arts and Technology (NCAT) intends to expand the MBC model by helping local leaders create Centers for Arts and Technology in their own communities.
SOCIAL ENTREPRENEUR
Bill Strickland was a struggling high school student in Manchester, a Pittsburgh neighborhood devastated by the steel industry’s decline, when he met Frank Ross, a ceramics art teacher who became his mentor and friend. Ross taught him about clay and introduced him to jazz and the architecture of Frank Lloyd Wright. Bill was inspired to “bring that light into my neighborhood to people who deserve it as much as anybody else, and who would respond to it as wholeheartedly and creatively as anybody else.” In 1968 Bill founded Manchester Craftsmen’s Guild (MCG) to offer an arts program and exhibition space. In 1971 he assumed leadership of the Bidwell Training Center (BTC), a vocational training program. In 1986 a new 62,000-square-foot facility opened with art and recording studios, computer classrooms, a music hall and an industrial kitchen. Manchester Bidwell Corporation (MBC) holds and operates these and other subsidiaries, which are nationally recognized models. TRACK RECORD
The National Center for Arts and Technology (NCAT) was established as a supporting organization to replicate the programs of Manchester Craftsmen's Guild and Bidwell Training Center. 2007 achievements include: In Pittsburgh, 2,685 students enrolled in MCT and BTC programs.
PATH TO SUSTAINABILITY NCAT expects to cover core operating costs through service fees paid by partner sites and achieve federal funding of six replication programs by 2009.
In San Francisco, Bayview Hunters Point Center for Arts and Technology (BAYCAT) provided arts training to about 350 urban youth.
GRANT AMOUNT $1,015,000 over 36 months: $765,000 to MBC and $250,000 to Bayview Hunters Point Center for Arts and Technology
In Grand Rapids, Michigan, The West Michigan Center for Arts and Technology (WMCAT) served 793 youth and adults. In Cincinnati, Ohio, The Cincinnati Arts and Technology Center (CATC) served 737 individuals.
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BILL’S VISION
“We are not a poverty center. A poverty center looks like poverty; we look like the solution. A kid goes into that ceramics studio, he works with first-class equipment and materials. When he looks up on the shelves, he sees the work of world-class artists. You provide kids with good things, you expect them to do good work, and don’t worry, they’ll do just fine.” THREE-YEAR OBJECTIVES
MBC and NCAT will enhance impact and progress toward sustainability and equilibrium change through four related strategies: launching new replications, serving increasing numbers of youths and young adults, leading the way to sustainable revenue streams and developing systems to measure impact. Specific objectives for the three-year period include: Enter into feasibility, planning and implementation agreements with local organizations in six cities Show a gradual increase in the number of youths and young adults served annually at replication sites by FY2010 Lead the way to the passage of federal legislation providing funding for replication sites Systematically determine the impact of NCAT initiatives in each city CONTACT
William E. Strickland, Jr., President and Chief Executive Officer 1815 Metropolitan Street Pittsburgh, PA 15233 Telephone: 412-323-4000 wstrickland@mcg-btc.org www.manchesterguild.org GEOGRAPHY / AREA OF IMPACT
Location of main office: Pittsburgh, PA USA The organization is currently active in four U.S. states —Pittsburgh, San Francisco, Cincinnati, and Grand Rapids. The organization plans to expand to New Orleans, Philadelphia, Columbus, Los Angeles and two other cities.
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MANCHESTER BIDWELL CORPORATION
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Marine Stewardship Council Rupert Howes ISSUE AREAS Environmental Sustainability Institutional Responsibility EQUILIBRIUM CHANGE Collapsing fish stocks may be the world’s greatest environmental challenge after climate change. Marine Stewardship Council’s (MSC) international certification and ecolabeling program uses market forces to support sustainable fisheries and encourage eco-friendly products. INNOVATION MSC offers the world’s only international seafood eco-labeling and certification program. It covers all wild marine fisheries and works on both the supply and demand sides of the market. BUSINESS MODEL MSC uses scientific standards and independent assessors to ensure that certified fisheries engage in sustainable practices. It seeks commitments from retailers to carry MSC-certified products and educates consumers about the importance of choosing eco-friendly seafood. PATH TO GREATER IMPACT MSC will increase its market penetration in Europe, strengthen its U.S. presence, expand into the Asia/Pacific arena and certify more developing world fisheries by revising its certification process to make it easier for small fisheries to participate. PATH TO SUSTAINABILITY MSC expects to broaden its funding base by increasing multilateral and bilateral government agencies support for its work in developing countries and earning additional earned income from its eco-label licensing fees as demand for its brand increases.
SOCIAL ENTREPRENEUR
From an early age, Rupert Howes was passionate about nature. Influenced by conservationists like David Attenborough, he was determined to make the world more sustainable. Although he ultimately became an economist instead of a marine biologist, he never strayed from his childhood passion. He worked with environmental organizations, wrote a book on motivating industries to improve environmental performance and championed corporate responsibility. In 2004 he became CEO of Marine Stewardship Council (MSC) because, he said, his economic training and general pragmatism “convinced me that we have to work with the grain of the market if we are to shift our economic system to a more sustainable footing. Markets are not perfect, but they can work better.” When Rupert arrived, MSC was not thriving. He revitalized the organization by hiring new staff, improving finances and developing a strategic plan. Since then, the number of fisheries undergoing certification has tripled and the number of MSC-branded products has doubled. TRACK RECORD
Under Rupert’s guidance, MSC has reclaimed its reputation in the environmental field and jump-started its programs. Major companies such as Whole Foods in the U.S. and Marks and Spencer and Sainsbury in the U.K. have stocked MSC seafood. In early 2006, Wal-Mart announced that it would begin to source all its fresh and frozen fish from MSCcertified suppliers. Other accomplishments include: Twenty-six fisheries have been assessed for certification and 50 to 60 fisheries are in the process of certification. Over 1,000 MSC-labeled products are on sale in 36 countries, including the first certified sustainable tuna, shrimp and scallop.
GRANT AMOUNT $1,015,000 over 36 months
MARINE STEWARDSHIP COUNCIL
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RUPERT’S VISION
“We have one world and we need to manage its resources wisely. There can be a global fishing industry using sustainable practices and operating in healthy, productive marine ecosystems.” THREE-YEAR OBJECTIVES AT TIME OF AWARD
MSC seeks to transform the seafood marketplace by creating a self-sustaining momentum of supply-side “push” and demand-side “pull” to motivate fisheries to undergo certification and retailers and consumers to demand sustainable seafood. By 2020 MSC will double the proportion of wild-capture fisheries with MSC certification to more than 7 million metric tons, including more than 50 percent of the total wild-capture prime white fish and salmon fisheries. Three-year benchmarks include: Establish MSC as the preeminent marine eco-label in the U.K. and Germany, with 30 percent of wildcatch consumption in the U.K. and 40 percent in Germany sourced from MSC-certified fisheries Strengthen MSC suppliers and products in the American market, with six more fisheries entering the assessment process and five of the top 10 U.S. retailers committed to source MSC-certified seafood Develop MSC’s program in the Asia-Pacific region and in developing countries by opening a Japanese office, certifying two fisheries serving Japan and bringing 20 MSC-labeled products to the Japanese market Diversify MSC’s resource base by increasing its earned revenue to 6 percent and shorten the certification process from 18 months to 12 months CONTACT
Rupert Howes, Chief Executive Marine Stewardship Council 3rd Floor Mountbarrow House 6-20 Elizabeth Street London SW1W 9RB United Kingdom Telephone: +44 (0) 20 7811 3302 Rupert.Howes@msc.org www.msc.org GEOGRAPHY / AREA OF IMPACT
Location of main office: London, England The organization is currently active in the UK, U.S., Japan, The Netherlands, and Australia.
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MARINE STEWARDSHIP COUNCIL
AWARD YEAR 2007
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mothers2mothers Dr. Mitch Besser and Gene Falk CRITICAL ISSUE AREAS Health EQUILIBRIUM CHANGE Over 75 percent of the world’s HIV-positive women live in sub-Saharan Africa. Between 30 to 40 percent pass the disease on to their babies, often despite the availability of preventive treatments. m2m allows overburdened, resource-poor clinics to provide customized services that increase treatment compliance and create positive outcomes. INNOVATION m2m creates a new class of paid professional health educators within the existing health care infrastructure. These trained newly delivered mothers, Mentor Mothers (MMs) provide the high quality support services that are common in the developed world but unheard of in Africa. m2m is costeffective and can be used across different cultures, in rural or urban settings and for multiple chronic diseases. BUSINESS MODEL The MMs are HIV positive women who receive intensive training and work onsite at clinics with HIV positive pregnant women from the time they are first diagnosed until several months after they give birth. MMs provide case management, education, referrals and psycho-social support. PATH TO GREATER IMPACT m2m has expanded its own program through partnerships with NGOs and health ministries and plans to aid others in disseminating the m2m model independently.
SOCIAL ENTREPRENEURS
Long-time friends Mitch and Gene followed different paths: Mitch becoming a doctor in the developing world and Gene became a successful business man. In 2000, Mitch moved to South Africa where he saw women come in for their first prenatal visit, test positive for HIV and flee the clinic, never to return. Those that did stay received little education about their disease. Worst of all, Mitch was horrified to discover that 30 to 40 percent of these women gave birth to HIV positive babies. Working without pay, Mitch launched m2m to provide the support services common in the U.S. but absent in Africa. Meanwhile his old friend Gene, now a media industry senior executive, had been involved in HIV/AIDS issues for nearly 20 years. Based on his very personal experience as a gay man living through the worst of the epidemic in the U.S., Gene was struck by the parallels he saw in South Africa to the early days of HIV/AIDS in the U.S., when the epidemic was ignored because its most visible targets were marginalized groups. He also saw Mitch running m2m on a shoestring and realized that his (Gene’s) business skills were needed to take m2m to scale. Gene moved to Cape Town and, together, they have grown m2m to over 155 sites in two countries. TRACK RECORD
In 2007 MM served 150,000 individuals at 155 clinic sites across two countries . Since the program began, m2m has served over 540,000 women and babies
PATH TO SUSTAINABILITY m2m’s extraordinary results have received much attention and resulted in increasingly large grants from the traditional revenue engines of developing world health, e.g., PEPFAR, USAID, foundations and NGOs.
Nearly 100 percent of babies born to m2m participants test negative for HIV. Results of a three-year independent evaluation showed statistically significant increases in m2m clients’ psychosocial well-being and utilization of and compliance with treatment protocols.
GRANT AMOUNT $1,015,000 over 36 months MOTHERS2MOTHERS
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MITCH AND GENE’S VISION
“Billions of dollars have gone into unsuccessful attempts to reduce the number of babies born with HIV/ AIDS. Our goal was to try and save lives by providing a simple, inexpensive way for overburdened clinics in Africa to provide the health education and psycho-social support needed to ensure that patients access and use available treatments. Our vision is to see m2m’s model adopted by clinics and hospitals throughout the developing world.” THREE-YEAR OBJECTIVES AT TIME OF AWARD
M2m’s three year goal is to prevent mother to child transmission of HIV/AIDS and keep mothers alive and healthy by serving over 3.6 million women and children in 11 countries. Objectives include: To expand m2m to serve 750,000 new women each year by operating 1,075 sites in nine new countries, including (by 2008) Kenya, Malawi, Rwanda, Swaziland and Zambia and (by end of 2010) four more countries including Mozambique and Uganda. To build m2m’s capacity by implementing new organizational systems and creating a new board structure. To improve m2m’s ability to track key performance indicators. To establish a process to assess, analyze and develop m2m’s capacity to achieve its revenue targets of $9.4M in 2008, $17.7M in 2009 and $28.2 in 2010. CONTACT
Mothers2mothers 78 Darling Street, 2nd floor CCMA Building Cape Town, 8001, South Africa www.m2m.org
Mothers2mothers 1622 North Curson Avenue Los Angeles, CA 90046 USA robin@m2m.org
GEOGRAPHY / AREA OF IMPACT
Location of main office: Cape Town, South Africa The organization is currently active in South Africa and Lesotho. The organization plans to expand to 11 sub-Saharan African countries by 2010, including Kenya, Malawi, Mozambique, Rwanda, Swaziland, and Uganda.
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MOTHERS2MOTHERS
AWARD YEAR 2008
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Partners in Health Dr. Paul Farmer ISSUE AREAS Health Tolerance and Human Rights EQUILIBRIUM CHANGE Access to quality healthcare today is a luxury, reserved only for the world’s elite. Partners in Health (PIH) argues that access is a human right and is proving that quality healthcare can be delivered anywhere the world. INNOVATION PIH’s fieldwork, based on a signature healthcare delivery model, informs clinical research at leading academic institutions. PIH then translates its findings into policy change, ultimately drawing public attention and resources back into the field. BUSINESS MODEL PIH trains community members to provide healthcare services where they live, building healthcare infrastructure in resource poor settings--changing world views on how healthcare can and should be delivered by proving it can be done. PATH TO GREATER IMPACT PIH will build on its Institute for Health and Social Justice (IHSJ) to create the world’s leading “action tank” around global health issues, disseminating the PIH model of care and serving as the go-to resource for media, policy advocates and practitioners in the field.
SOCIAL ENTREPRENEUR
Growing up in Florida, Paul Farmer took a job picking citrus where he learned firsthand about the bitter conditions Haitian migrant laborers endured . On his first trip to Haiti, he witnessed the misery of life for the poor. Instead of being overwhelmed by what he observed, Paul set out to prove that cost-effective, high-quality health care could be delivered in the most hopeless of contexts. He founded Partners in Health (PIH) and started working in Haiti in 1987. In addition to building a community-based health care system, he forged an academic and medical discipline around the concept of global health equity and created the Program in Infectious Disease and Social Change at Harvard Medical School. In 1993 Paul received a MacArthur Award and developed an advocacy and teaching branch of PIH with the award money. He is inspiring a new generation of practitioners in health and social justice. TRACK RECORD
In 2001 PIH documented results in Haiti from the first HIV-positive patients it enrolled in antiretroviral therapy (ART). Adherence to treatment was very high, clinical outcomes were excellent, and among those patients who received viral load tests six months after the initiation of treatment, 86 percent had undetectable viral loads.
PATH TO SUSTAINABILITY Continued proof of the PIH model and disseminating its learnings through the IHSJ, will drive long-term funding for global health projects.
Between 2001 and 2006, PIH’s program in Haiti grew from 60,000 patient visits to 1.7 million. During this period, PIH provided ART to 3,557 patients, with 2,667 currently enrolled and nearly 10,000 HIV patients not yet on treatment who are being monitored.
GRANT AMOUNT $2,000,000 over 36 months
Across all nine PIH sites, PIH recorded nearly 2 million patient encounters in 2006. PIH has begun replication of its model in six countries on four continents. PARTNERS IN HEALTH
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PAUL’S VISION
“By successfully delivering quality medical care to the poor and oppressed—those most in need of such services—PIH demonstrates that allegedly intractable health problems can be addressed effectively. PIH seeks to inspire, enlist and train others to deliver this same quality of care.” THREE-YEAR OBJECTIVES AT TIME OF AWARD
Skoll funding will focus primarily on key of issues sustainability and on the most important equilibrium change levers that PIH has identified. Three-year benchmarks include: Develop community partnerships; address basic social and economic needs to counteract the effects of poverty for 1,325,000 individuals living in Haiti, Peru, Russia, Boston, Rwanda and Lesotho countries; and expand PIH’s model of service delivery into Malawi in 2007. Strengthen and expand its partnerships with Harvard Medical School, the Brigham and Women’s Hospital, and the François-Xavier Bagnoud Center for Health and Human Rights at the Harvard School of Public Health . Create and publish a training curriculum on the PIH model of care, continue to train representatives from 12 to 20 external projects each year and perform follow-up activities to determine uptake of the model. Increase the activities and reach of the Institute for Health and Social Justice (IHSJ) and focus advocacy efforts on four broad issues: improving food security, increasing the employment of paid community health workers, decreasing maternal mortality and reauthorizing the President’s Emergency Plan for AIDS Relief (PEPFAR). Hire six key employees to ensure quality management of programs in seven countries and manage an organizational budget of $33 million. CONTACT
Dr. Paul Farmer, Founder Partners in Health 641 Huntington Avenue, 1st Floor Boston, MA 02115-6019 (617) 432-5256 www.pih.org GEOGRAPHY / AREA OF IMPACT
Location of main office: Boston, MA USA The organization is currently active in Haiti, Peru, Russia, United States, Rwanda, and Lesotho. The organization is scaling up pilot projects in Rwanda and Lesotho and establishing new programs in Malawi. 71
PARTNERS IN HEALTH
AWARD YEAR 2008
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PeaceWorks Foundation Daniel Lubetzky CRITICAL ISSUE AREAS Peace and Security EQUILIBRIUM CHANGE Extremism, in almost every conflict zone in the world, overshadows the will of the greater number of moderates who want peace. PeaceWorks unites these moderates in the Middle East to push for a negotiated two-state solution to end the IsraeliPalestinian conflict. INNOVATION By appealing to the enlightened self-interest of both Palestinians and Israelis, PeaceWorks amplifies the voices of moderates, shifting public discourse away from politically charged stances toward a language of hope for and urgency in resolving this conflict. BUSINESS MODEL Rooted in Daniel’s belief in the power of economic cooperation to sustain peace, the PeaceWorks company manufactures healthy foods through cooperative ventures; in parallel, the Foundation, supported by influential world leaders, provides tools to ordinary citizens to mobilize to propel their leaders towards conflict resolution.
SOCIAL ENTREPRENEUR
In college, Daniel researched Arab-Israeli joint ventures and saw an opportunity to use business to bring stability to the Middle East. His interest grew and he quickly ended up building his own joint venture that sells food items at over 15,000 retailers nationwide. After the breakdown of the second Camp David Accords, Daniel found himself depressed that this would not be enough to bring lasting change. Realizing there were many people who felt just as he did but were not represented in the peace process, Daniel set out to build a new movement of moderates who could unite for peace in the Middle East through the PeaceWorks Foundation. TRACK RECORD
PeaceWorks is the champion of the language used in the 2008 Middle East peace talks and has enlisted over 650,000 individuals to its OneVoice campaign. PeaceWorks has trained over 3,100 individuals in its Youth Leadership Program.
PATH TO GREATER IMPACT PeaceWorks will roll out a number of new programs including an Israeli/Palestinian joint business plan competition, a documentary film project with foremost film directors and a specialized investment challenge fund. PATH TO SUSTAINABILITY The fast-growing PeaceWorks company donates 5% of its profits to the PeaceWorks Foundation, while a growing set of institutional partners and foundations have made commitments to fund several of the PeaceWorks Foundation’s more ambitious projects. GRANT AMOUNT $1,015,000 over 36 months PEACEWORKS FOUNDATION
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DANIEL’S VISION
“The PeaceWorks Foundation’s OneVoice Movement is a mainstream nationalist grassroots movement that aims to amplify the voice of the overwhelming but heretofore silent majority of moderates who wish for peace and prosperity, empowering them to demand accountability from elected representatives and work toward a two-state solution.” THREE-YEAR OBJECTIVES AT TIME OF AWARD
The ultimate goal of PeaceWorks is to achieve peace in the Middle East through a negotiated, two-state solution to the Israeli-Palestinian conflict. Skoll Funding in particular will support the following objectives: Recruiting at least one million signatures to the OneVoice Movement Mandate. Strengthen the management capacity of the OneVoice team by hiring a general director for OneVoice Israel and a chief operating officer to oversee international coordination of operations. PeaceWorks will also invest in its Palestinian senior management team. Depending upon the outcome of the 2008 peace negotiations, PeaceWorks will respond by adding key management staff across offices. Complete a third-party evaluation Stanford Center on International Conflict and Negotiation (SCICN) and develop case studies on the impact of the OneVoice Movement in affecting and mobilizing Israeli and Palestinian grassroots movements. CONTACT
PeaceWorks Foundation PO Box 1577, New York NY 10113 USA www.PeaceWorks.net; www.OneVoiceMovement.org GEOGRAPHY / AREA OF IMPACT
Location of main office: New York, NY USA The organization is currently active in Israel, West Bank, Gaza, United States, United Kingdom, Canada, Europe and across the Arab world.
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PEACEWORKS FOUNDATION
AWARD YEAR 2008
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AWARD YEAR 2008
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Population and Community Development Association Mechai Viravaidya CRITICAL ISSUE AREAS Economic and Social Equity Health EQUILIBRIUM CHANGE To eradicate poverty in rural communities by addressing the root cause and not the consequence of poverty. PDA believes the only road out of poverty is through private sector partnership. INNOVATION The Village Development Partnership model catalyses development best practices with private funds to transition a village toward sustainable poverty alleviation. BUSINESS MODEL A community empowerment model where villagers set up economic and development activities with support from a private sector partner and PDA provides training and technical assistance. PATH TO GREATER IMPACT PDA plans to expand into 100 villages creating a “VDP corridor” in the Buri Ram province of Thailand through funding partnerships with corporations, institutions and wealthy individuals. The Thailand Stock Exchange is a key partner to access listed companies for sponsorship.
SOCIAL ENTREPRENEUR
As a young economist working for the government, Mechai saw that rapid population growth in rural Thailand was making it difficult for the poor to escape from poverty. He felt the need to address the problem with a radical approach and launched the Population and Community Development Association (PDA) in 1974. The results were remarkable: the population growth rate fell from 3.2 percent in 1974 to 0.5 percent in 2005. Mechai’s efforts in population and HIV/ AIDS education earned him the nickname of the “Condom King of Thailand.” Despite his past accomplishments, Mechai sees the VDP initiative as what will define his contribution toward development in Thailand. TRACK RECORD
PDA’s track record in mobilizing community resources and driving change is clearly established by the success of its family planning and HIV/AIDS prevention programs. PDA’s efforts have directly contributed to a decline in Thailand’s population growth rate from 3.2 percent in 1974 to 0.5 percent in 2005. A World Bank’s study on HIV/AIDS in 2005 estimated that 7.7 million lives have been saved in Thailand as a result of the national campaign led by PDA. The VDP has been implemented in over 300 villages (population total of 240,000) resulting in increased income and well-being and reverse-migration from cities to rural communities.
PATH TO SUSTAINABILITY The Thai law does not allow a nonprofit organization to have earned income. So for the past 30 years, PDA has operated several commercial businesses whose profits after taxes are given to finance the administration of the nonprofit (i.e., Cabbages and Condoms restaurants) GRANT AMOUNT $1,015,000 over 36 months
PEACEWORKS FOUNDATION
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MECHAI’S VISION
“PDA’s mission is to eradicate poverty by tackling the root cause, not the consequence, of poverty. Traditional welfare approach has seldom succeeded, for it has only addressed the consequence of poverty. PDA believes the only road out of poverty is through business by moving from aid to trade.” THREE-YEAR OBJECTIVES AT TIME OF AWARD
PDA’s expansion of the Village Development Program will reach over 100 villages in the lower northeast region of Buri Ram and Nakorn Rachasrima provinces and the Chiang Mai and Krabi provinces in the south. The three-year objectives include: Ensure that at least 60 percent of the population in each village will become a member of the Village Development Bank and earn a secondary source of income, thereby improve their quality of lives. Recruit corporations and sponsors for the villages depending on its size: for 60 small-size villages, $30,000/village; 30 medium-size villages, $60,000/village; 10 large-size villages, $90,000/village. Secure total matching grants from the VDP Partners to the value of at least $4.5 million. CONTACT
Population and Community Development Association (PDA) 6 Sukhumvit 12, Klongtoey, Bangkok 10110 Tel : 662-229-4611-28 Fax : 662-229-4632 www.pda.or.th GEOGRAPHY / AREA OF IMPACT
Location of main office: Bangkok, Thailand The organization is currently active in 300 villages in 18 provinces in Thailand. The organization plans to expand to 100 villages in the Buri Ram province in Thailand.
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PEACEWORKS FOUNDATION
AWARD YEAR 2008
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AWARD YEAR 2006
2006 SKOLL AWARDS FOR SOCIAL ENTREPRENEURSHIP
Renascer Child Health Association Vera Cordeiro CRITICAL ISSUE AREA Health
EQUILIBRIUM CHANGE Millions of Brazilian children live in urban slums and suffer from poverty-related diseases. Brazil’s overwhelmed public hospitals focus on medical treatment and ignore psychological and socioeconomic problems, frequently releasing children back into the same conditions that caused their disease. INNOVATION Renascer Child Health Association and a network of replication centers seek to break this cycle by providing a broad array of services that improve the living and economic conditions of entire families. BUSINESS MODEL Renascer is building a partner network and diverse sources of revenue and contributions to increase the number of hospitals that can refer children into the Renascer model for resolving health issues.
SOCIAL ENTREPRENEUR
In her work as a physician in a public hospital in Rio de Janeiro, Vera Cordeiro felt helpless and frustrated when children who were successfully treated for an infectious disease returned to the hospital and died from the same disease after being reinfected at home. Vera realized that to save these children, she must help their entire family. She raffled off her own belongings to start Associação Saúde Criança Renascer (Renascer Child Health Association) in 1991. Despite early resistance from social workers who felt she was interfering, Vera persevered, recruiting and providing intensive training to volunteers who, together with the staff of Renascer, worked one-on-one with poor families in order to give them dignity and self-sustainability. TRACK RECORD
Renascer serves approximately 1,000 people per month and the entire network has served more than 26,000 people since its inception. Its model will be replicated at 22 other independent centers by 2008, each of them led by a social entrepreneur.
PATH TO GREATER IMPACT Add 10 to 13 new centers to the Child Health Network that will benefit an average of 1,000 new individuals every 18 months.
Renascer and the organizations that adopt its social methodology form a partnership called the Child Health Network. Combined, Renascer and the 22 centers work in different regions of Brazil, with the goal of becoming replication centers for the regions in which they operate.
GRANT AMOUNT $615,000 over 36 months
A 2006 impact study showed that Renascer programs have resulted in an increase in family income of 46%, a savings by public hospitals of US$300,000, and significant improvement in the health condition of children served. In 2008, Renascer’s social methodology is being adopted as public policy in two important regions of Brazil. This advancement is supported by a cross sector partnership of government, private foundations, NGOs and Renascer. RENASCER CHILD HEALTH ASSOCIATION
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VERA’S VISION
“Treating disease is not enough. The real need is to change the family context from poverty and misery to hope and opportunity. My ambition is to replicate Renascer at every public hospital in Brazil so that we can reach the most destitute families and give them the ability to provide a dignified and healthy environment for all their children.” THREE-YEAR OBJECTIVES AT TIME OF AWARD
The point of entry into the families are sick children referred by partner hospitals. Volunteers and social workers focus on health, family income generation, housing, education and citizenship documentation. Small improvements in one or more areas result in tremendous social change in the lives and prospects of its clients. Reduced readmittances save money for hospitals. Sustainability will depend on memberships, an endowment and small income-producing enterprises. Grant objectives include: Add 10 to 13 new replication centers to the Child Health Network (CHN) Strengthen CHN member organizations through a replication department, providing training and other support; establish an annual forum to increase visibility and provide access to experts CONTACT
Dr. Vera Cordeiro Associação Saúde Criança Renascer Rua Jardim Botânico, 414 (Parque Lage) 22461-000 Jardim Botânico Rio de Janeiro - RJ - Brazil Telephone: 55 21 2286-9988 vera@criancarenascer.org.br www.criancarenascer.org.br GEOGRAPHY / AREA OF IMPACT
Location of main office: Rio de Janeiro, Brazil The organization is currently active in Brazil (Rio de Janeiro, Sao Paulo, Minas Gerais, Rio Grande do Sul, Goiania, Paraiba, Pernambuco). The organization plans to expand in 2008 to Peru and Mozambique.
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RENASCER CHILD HEALTH ASSOCIATION
AWARD YEAR 2006
2006 SKOLL AWARDS FOR SOCIAL ENTREPRENEURSHIP
AWARD YEAR 2006
2006 SKOLL AWARDS FOR SOCIAL ENTREPRENEURSHIP
Riders for Health Andrea and Barry Coleman CRITICAL ISSUE AREA Health
EQUILIBRIUM CHANGE Transportation is one of the greatest barriers in delivering health care to remote areas. Vehicles rarely last more than one year in the harsh geography of rural Africa, causing nongovernmental organizations and local governments to abandon projects prematurely. However, modern vehicles, if wellmaintained, can run for years regardless of terrain. INNOVATION Riders for Health created a transport maintenance system that virtually eliminates breakdowns, even in the harshest conditions. It is flexible enough to cover a single motorcycle or a fleet of trucks. BUSINESS MODEL Riders maintains data showing social and financial return on investment in its maintenance programs, and thus is able to market the programs both as development investment and as business contracts.
SOCIAL ENTREPRENEURS
Andrea and Barry Coleman share a passion for motorcycles. Andrea is a former racer and Barry is a successful journalist and author. Through the racing world, they became involved in fundraising for children in Africa. In 1988, on a visit to Somalia, Barry was unable to reach his destination because his car broke down. That day, he noticed broken vehicles everywhere. On a later trip, he and Andrea saw women in childbirth being carried to the hospital in wheelbarrows. Frustrated that aid agencies abandoned vehicles rather than making basic repairs, the Colemans remortgaged their house and founded Riders for Health (Riders) in 1996 to provide practical solutions to transportation problems in Africa. TRACK RECORD
Riders trains local health workers to carry out daily vehicle maintenance. Riders’ own local outreach technicians visit monthly to service motorcycles and other vehicles.
PATH TO GREATER IMPACT Expand programs in Zimbabwe and Gambia to reach an additional 10 million people and move into five more countries over the next 10 years.
Riders increases the efficiency of health workers by more than 300 percent, reduces the incidence of infectious diseases, allows cash-poor governments to capitalize new vehicles, and enhances intervention efforts to stop the spread of epidemics in Africa.
GRANT AMOUNT $765,000 over 36 months
After Riders provided motorcycles to 16 health workers in one district, the malarial death rate dropped 21 percent while the rate in neighboring provinces without Riders’ intervention rose 44 percent. Two of Riders’ three programs are financially selfsustainable and 70 percent of its income is earned revenue.
RIDERS FOR HEALTH
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BARRY AND ANDREA’S VISION
“The internal combustion engine is more than 100 years old, yet still children die because no one can get to them with vaccines or bed nets. We believe that Riders has the potential to transform transportation in Africa. When health care workers are motorized, communities are protected from disease, healthy adults can engage in income-generating activities and children are strong enough to attend school.” THREE-YEAR OBJECTIVES AT TIME OF AWARD
Riders programs are based on the premise that vehicles that receive proper care will not break down. Through careful data collection, Riders can predict the costs of maintaining any vehicle in any geography and recover that cost from customers including ministries of health, NGOs and multinational organizations. Riders has data showing that small investments in transportation can save thousands of lives. Objectives include: Expand programs to at least one additional country and lay the groundwork for at least two more Raise awareness of the importance of transportation in global health initiatives Create the expectation among donors that vehicles can and should run for years without breaking CONTACT
Andrea Coleman, CEO Barry Coleman, Executive director 3 New Street Daventry, Northamptonshire NN11 4BT, United Kingdom Telephone: +44 1327 300047 acoleman@riders.org; bcoleman@riders.org www.riders.org GEOGRAPHY / AREA OF IMPACT
Location of main office: Daventry, United Kingdom The organization is currently active in The Gambia, Zimbabwe, Lesotho, Nigeria, Kenya, and Tanzania. The organization plans to expand in 2008 to Mozambique.
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RIDERS FOR HEALTH
AWARD YEAR 2006
2006 SKOLL AWARDS FOR SOCIAL ENTREPRENEURSHIP
AWARD YEAR 2006
2006 SKOLL AWARDS FOR SOCIAL ENTREPRENEURSHIP
Room to Read John Wood CRITICAL ISSUE AREA Economic and Social Equity
EQUILIBRIUM CHANGE In the developing world, there are 850 million illiterate people. Room to Read is increasing access to educational resources for children who might otherwise face lifelong illiteracy. INNOVATION Room to Read partners with local communities and schools, and with supporters in developed countries, to build and equip libraries, schools and long-term scholarships for girls. BUSINESS MODEL Room to Read connects resource-rich donors in developed nations with communities in the developing world that desire increased educational infrastructure. Communities coinvest, via Room to Read’s “challenge grant” model, in each project. PATH TO GREATER IMPACT Partner with communities to construct schools and establish libraries, ultimately driving community ownership and operation. Monitor and evaluate performance of schools and libraries. Offer long-term scholarships to girls. Commission and print local language children’s books to ensure cultural relevancy of content and proficiency first in the native language, followed later by English.
SOCIAL ENTREPRENEUR
In 1998 John Wood was trekking in Nepal as a holiday from his hectic life as a senior Microsoft executive. A teacher invited him to visit a school. John was saddened by the library, a small crumbling building almost completely devoid of books. Thinking about how much his hometown library had affected his life, John returned a short time later on a yak with more than 3,000 books. In early 2000 John founded Room to Read (RtR). John explained that “the library in Nepal—a supposedly one-off project—has instead morphed into my life’s passion. I’ve never been happier, worked harder or believed more strongly in an organization.” RtR has been honored four times with the Fast Company Social Capitalist Award, a Draper Richards Fellowship and Time magazine’s Asian Heroes Award. John was also chosen as the first Kellogg School “Alumni Social Entrepreneur of the Year” TRACK RECORD
RtR has constructed 442 schools, established more than 5,167 libraries, provided more than 2.2 million new English language children’s books, created 150 computer and language labs, and funded 4,036 long-term girls’ scholarships benefiting more than 1.7 million children. The organization has built out local program teams in Cambodia, India, Laos, Nepal, Sri Lanka, Vietnam, South Africa and Zambia, and has set up over 30 volunteer fundraising chapters around the world that collectively raise one-third of the organization’s annual budget.
GRANT AMOUNT $1,215,000 over 36 months
When RtR discovered a lack of Nepali children’s books, it initiated the production of 10 children’s books, written and illustrated by local authors and artists and published in Nepal. To date, RtR has published more than 220 new children’s books in 15 languages. ROOM TO READ
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JOHN’S VISION
Room to Read believes that every child, regardless of the circumstances of their birth, deserves to obtain an education. Nearly 1 billion people in the world are illiterate; two-thirds of them are women and girls. According to U.N. estimates, there are 120 million children in developing countries who are cut off from educational opportunities and are not attending school. These catastrophic figures have motivated Room to Read to dedicate its considerable energy to helping at least 10 million children in the developing world gain the lifelong gift of education. John Wood is working to change the world, starting with education. THREE-YEAR OBJECTIVES AT TIME OF AWARD
To serve more than 1.9 million children in the developing world by 2008, specifically by expanding from SIX to 11 countries, constructing more than 470 schools, establishing approximately 5,700 libraries, more than 180 computer and language rooms, and funding more than 3,900 girls' scholarships To strengthen the breadth and depth of its work through partnerships, as indicated by the adoption and growth of the local language publishing program and the launch of new partnerships with nongovernmental organizations as well as governments CONTACT
John Wood, CEO and Founder 111 Sutter Street, 16th Floor San Francisco, CA 94104 Telephone: 415-561-3331, Fax: 415-561-4428 john@roomtoread.org www.roomtoread.org GEOGRAPHY / AREA OF IMPACT
Location of main office: San Francisco, CA USA The organization is currently active in Cambodia, India, Laos, Nepal, Sri Lanka, Vietnam, South Africa, and Zambia. The organization plans to expand in 2009 to Bangladesh.
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Root Capital (formerly EcoLogic Finance)
William Foote CRITICAL ISSUE AREAS Economic and Social Equity Environmental Sustainability
EQUILIBRIUM CHANGE In many remote rural areas, people pursue short-term moneymaking strategies that damage both the natural environment and their own economic prospects through deforestation, slash-and-burn farming, clearing pastures for cattle ranching and overharvesting of wildlife. Root Capital supports communities in transition to sustainable grassroots economic development. INNOVATION Root Capital identifies locations and producers where practices could most efficiently and beneficially be converted to environmentally sustainable enterprises, and provides the means to do so. BUSINESS MODEL Root Capital offers a lending model that supports farmers, artisans and local entrepreneurs in their transition to “green� production.
SOCIAL ENTREPRENEUR
William Foote was an investment banker during the Latin American growth years of the early 1990s. After the 1994 peso devaluation in Mexico, he spent two years in the rural areas of that country, studying and writing about the financial crisis and its effects on people and the environment. He realized that farmers could adopt sustainable practices only if they had resources to sustain themselves during transition periods and could acquire skills, equipment and market knowledge to launch a viable new enterprise. They needed more than microcredit, but were still too small to be bankable by commercial lenders. This realization inspired him to develop a lending model to meet those needs.
TRACK RECORD
Root Capital has raised a $20 million lending pool comprised of $17 million in low-interest loan capital and $3 million in philanthropic funds earmarked for lending.
PATH TO GREATER IMPACT Root Capital plans to expand geographically to Africa and Southeast Asia and offer client services, such as financial capacity building, to complement its lending.
It has made 407 loans with a gross value of over US $80 million to 182 clients in 26 countries. The organization links loans to a corresponding purchase guarantee.
GRANT AMOUNT $465,000 over 36 months, plus $1 million program-related investment
ROOTCAPITAL
Successfully collected 298 loans totaling over US$50 million with a 99.1 percent repayment rate, proving our model works as well in practice as in theory.
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WILLIAM’S VISION
“Marginalized groups, such as peasant farmers, ethnic minorities and women, are beginning to capitalize on growing demand in wealthy buyer countries for goods and services that are compatible with environmental conservation. As this values-driven consumerism expands, eco-enterprises in the developing world will enhance the region’s long-term ability to succeed economically, while protecting local natural resources.” THREE-YEAR OBJECTIVES AT TIME OF AWARD
Root Capital identifies locations and producers where practices could most efficiently and beneficially be converted to environmentally sustainable enterprises, and provides the means to do so. Objectives include: Expand to Southeast Asia and within Africa and Latin America; make 550 loans Increase income for 210,000 beneficiaries and improve management of 1 million acres of land Expand cash-based lending model Increase availability and borrower access to in-country affordable lending CONTACT
William F. Foote, President Root Capital 675 Massachusetts Avenue, 8th Floor Cambridge, MA 02139 Telephone: (617) 661-5792, Fax: (617) 661-5796 wfoote@rootcapital.org, www.rootcapital.org GEOGRAPHY / AREA OF IMPACT
Location of main office: Cambridge, MA USA The organization is currently active in 13 Latin American countries, 9 African countries and 4 South Asian countries, supporting multiple industries in each. The organization plans to expand in 2008 to 4 countries across 9 industries.
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Roots of Peace Heidi Kühn CRITICAL ISSUE AREA Peace and Security
EQUILIBRIUM CHANGE Landmines cause as many as 20,000 deaths and injuries each year, putting adults, children and wildlife at risk, and limiting options for redevelopment of war-torn regions. Roots of Peace transforms minefields to safe development zones. INNOVATION Roots of Peace converts minefields to vineyards, agricultural fields and safe migration corridors for wildlife, demonstrating practical steps toward sustainable development and enduring peace. BUSINESS MODEL Roots of Peace partners with development agencies working in conflict and post-conflict zones to secure capital for launch of its programs, which evolve into locally managed enterprises once the infrastructure is in place.
SOCIAL ENTREPRENEUR
In the midst of a career in business and journalism, and while raising three children, Heidi Kühn was diagnosed with cancer. Following treatment, her appreciation for the gift of life led her to give back to the less fortunate and to live close to and nurture the land. Inspired by the campaign to ban and remove land mines, she founded Roots of Peace (RoP) in 1997 in her family home. Her goal was to bring incomegenerating, self-sustaining agricultural development to wartorn areas, while protecting wildlife and humans from land mines. RoP’s first project was in Croatia. The organization used the experience gained there to develop a successful and replicable model that it has since implemented in Cambodia, Angola and Afghanistan. TRACK RECORD
In Afghanistan, RoP programs are working to double the income for up to 120,000 families by clearing and replanting mined fields, rehabilitating canals and storage facilities, and introducing new grape varieties and growing practices. In its first year, the program exceeded all targets, removing more than 100,000 land mines and unexploded ordnance proving that farmers could earn more money growing grapes than poppies.
PATH TO GREATER IMPACT Expand Afghanistan program to national scale; increase the Angola program from a few key wildlife corridors to national scale. GRANT AMOUNT $765,000 over 36 months
RoP is working to establish commercial orchard development in Afghanistan, planting over 1.5 million trees, providing technical training in fruit production and market development, and establishing a national germplasm repository for Afghan and developing a network of nurseries giving local farmers access to the appropriate, highyielding varietals for their growing region. In addition, we have restored livelihoods to 40 impoverished families in Cambodia, and made wheat farming possible again for 150 farmers in the Mwafar village in northern Iraq. ROOTS OF PEACE
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HEIDI’S VISION
“Mine clearance, relief and development projects in post-conflict countries rarely implement sustainable, market-driven programs that will genuinely restore economic viability to rural farmers. We help to restore safety, and then quickly we begin work to restore markets. The people become vested in their future and work to protect their investments.” BUSINESS CASE AND THREE-YEAR OBJECTIVES
Roots of Peace selects program countries based on assessment of the feasibility of restoring profitable, sustainable farms and businesses. International aid supports demining and technical assistance; local people contribute their own funds and labor to restart and sustain the local economy. Grant objectives include: Extend model to additional provinces of Afghanistan and diversify crop production Extend model to four of the most war-devastated provinces in Angola Strengthen partnerships with key advisers and partner organizations CONTACT
Heidi Kuhn Roots of Peace 1299 Fourth Street, Suite 200 San Rafael, CA 94901 Telephone: (415) 455-8008 heidi@rootsofpeace.org www.rootsofpeace.org GEOGRAPHY / AREA OF IMPACT
Location of main office: San Rafael, CA USA Where the organization is currently active in Afghanistan, Angola, Croatia and The Kyrgyz Republic. The organization plans to expand in 2008 to Africa and Southeast Asia
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Rugmark Foundation USA Nina Smith CRITICAL ISSUE AREAS Institutional Responsibility Tolerance and Human Rights SOCIAL ENTREPRENEUR EQUILIBRIUM CHANGE Nearly 218 million children worldwide are forced to work, robbed of opportunities for education and their childhood. The South Asian carpet industry employs 300,000 of them. INNOVATION Rugmark persuades consumers to refuse to buy rugs made by exploited children and encourages manufacturers to employ adults instead. BUSINESS MODEL Rugmark’s certification program enables consumers to determine which rugs are made without child labor. Revenues from certification together with philanthropic investments support education programs creating awareness of the choice.
Rugmark International was founded in 1994 by Kailash Satyarthi to eliminate the exploitation of bonded child laborers in carpet manufacturing. In Nepal, Pakistan and India, the organization monitors factories, certifies carpets made without bonded labor, and rescues and educates exploited child laborers. In consumer countries, Rugmark seeks to create market preference for certified rugs through use of the Rugmark label. In 1999 Nina Smith brought her experience in fair trade and her passion for children to the campaign and launched Rugmark Foundation USA to educate consumers and persuade them to seek out the Rugmark label, so that the preference for certified rugs will work its way down the supply chain and eventually force manufacturers to stop exploiting children or lose their place in the market.
TRACK RECORD
PATH TO GREATER IMPACT Consumer campaigns and industry partnerships to increase demand for certified child labor-free rugs.
Every percentage point of U.S. market share gained translates into 750 children rescued from the workforce, 1,000 saved from entering the workforce, and 2,200 jobs given to adults rather than children.
GRANT AMOUNT $440,000 over 36 months
In 12 years of operation, RugMark has helped to reduce the incidence of bonded child labor in India, Nepal and Pakistan from 1 million to 250,000. In the U.S., imports of certified rugs grew from zero to $9 million from 1996 to 2006.
RUGMARK FOUNDATION USA
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NINA’S VISION
“Consumers will be educated on the issue of child labor and motivated to take action. Consumers will ask retailers for Rugmark rugs, sending a message down the supply chain and ultimately putting an end to child exploitation. This demand will create a financial incentive to Rugmark participation, showing importers and retailers that Rugmark is a reputable vehicle to communicate humanitarian corporate values to a growing socially responsible marketplace.” THREE-YEAR OBJECTIVES AT TIME OF AWARD
Nina has turned around relationships with the rug industry from conflict to cooperation by convening conversations with industry leaders and their trade association, offering licensing agreements and supporting promotional campaigns on behalf of manufacturers who adopted the Rugmark standards. Rugmark’s new “The Most Beautiful Rug” campaign, designed with assistance from the nation’s top marketing experts, shows great promise to have significant market impact. The three-year goal is to raise market share of certified rugs to 5 percent, and to 15 percent over the longer term. Certification fees and partnership income will contribute to sustainability. CONTACT
Nina Smith, Executive Director Rugmark Foundation USA 2001 S. Street N.W., Suite 430 Washington, D.C. 20009 Telephone: (202) 234-9050 nina@rugmark.org, www.rugmark.org GEOGRAPHY / AREA OF IMPACT
Location of main office: Washington D.C. USA The organization is currently active in India, Nepal, and Pakistan, and works to build consumer demand in the U.S, UK and Germany.
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Search for Common Ground John and Susan Collin Marks CRITICAL ISSUE AREA Peace and Security SOCIAL ENTREPRENEUR EQUILIBRIUM CHANGE Worldwide, tens of millions of people are caught up in violent conflict that robs them of human rights, prevents development and causes huge damage to the environment. Search for Common Ground seeks to defuse, resolve and transform violent conflict. INNOVATION SFCG works across whole societies and uses such well-known conflict resolution techniques as mediation, facilitation and back-channel dialogue; and less traditional methods like community organizing, TV and radio soap opera, music-video and sports. Common Ground Productions provides SFCG with its own media production capability.
John Marks founded Search for Common Ground (SFCG) at the height of the Cold War to build bridges between East and West. Operating from the basic belief that the world is running out of space, resources and recuperative capacity to deal with wasteful conflict, he has built SFCG into the largest nonprofit organization in the world working to defuse, prevent and transform conflict. Susan Collin Marks is South African. Before joining her husband as Senior Vice President of SFCG, she served as a peacemaker during South Africa's transition from apartheid to democracy, mediating bloody clashes, and helping formulate national policy on community policing. TRACK RECORD
In Macedonia, Nigeria, Egypt, the Palestinian Territories and Cyprus, SFCG has produced multi-part, dramatic TV series, promoting tolerance and understanding. It has also produced radio soap operas in 10 countries.
BUSINESS MODEL SFCG utilizes a multi-pronged approach and invests strategically in ground-breaking tools and media programs. Funding comes mostly from international aid agencies and foundations, but is increasingly being supplemented by corporate sponsorships and individual giving.
The organization has established societal conflict prevention programs in Angola, Burundi, Congo, Guinea, Indonesia, Ivory Coast, Liberia, Macedonia, the Middle East (based in Jerusalem), Morocco, Nepal, Sierra Leone and Ukraine.
PATH TO GREATER IMPACT Broaden and deepen work in 15 countries, take Common Ground Productions to scale and achieve global attitude change.
It sponsors a unique network of Arab and Israeli health officials who cooperate in monitoring infectious diseases and possible bio-terrorism across the Middle East. SFCG, in partnership with the Consensus Building Institute, is leading an effort to influence U.S. policies that impact our relations with the Muslim world.
GRANT AMOUNT $765,000 over 36 months
In the U.S. SFCG provided leadership on a consensus project for a coalition of health care leaders that resulted in an historic agreement about reducing the number of uninsured in the U.S. SEARCH FOR COMMON GROUND
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JOHN AND SUSAN’S VISION
“To deal with conflict, it is necessary to promote societal healing. This requires developing concrete ways for diverse people to live together. Our basic strategy is to understand the differences and act on the commonalities. We do not believe in parachuting into other people’s conflicts and, as much as possible, we build local capacity so that each country can successfully manage its own differences.” THREE-YEAR OBJECTIVES AT TIME OF AWARD
Over the coming years, SFCG intends to increase its impact in conflict prevention to a measurable global scale. SFCG is well structured and highly skilled to access appropriate sources. Grant objectives include: Take Common Ground Productions to scale by becoming a self-sustaining production company with global reach Extend its societal approach to conflict prevention to 25 countries by achieving measurable, positive changes in the societies where it works CONTACT
John Marks, Founder and President Susan Collin Marks, Senior Vice President 1601 Connecticut Avenue N.W., Suite 200 Washington D.C., 20009-1035 Telephone : 202-777-2222 jmarks@sfcg.org, scmarks@sfcg.org www.sfcg.org GEOGRAPHY / AREA OF IMPACT
Location of main office: Washington D.C., USA The organization is currently active Macedonia, Egypt, the Palestinian Territories, Cyprus, Angola, Burundi, Congo, Guinea, Nigeria, Ivory Coast, Liberia, Sierra Leone, Morocco, Nepal, Indonesia, and Ukraine. The organization plans to expand in 2008 to Burma and Lebanon.
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Sonidos de la Tierra (Fundación Tierranuestra, fiscal sponsor) Luis Szarán SOCIAL ENTREPRENEUR CRITICAL ISSUE AREA Economic and Social Equity
EQUILIBRIUM CHANGE Young people living in poor areas have few opportunities for constructive recreation and often fail to develop the self-esteem and sense of purpose essential to their development as responsible adults. INNOVATION Sonidos de la Tierra engages entire communities in supporting music education and performance, instilling teamwork and discipline and creating new ways of working together toward development.
Luis Szarán is an internationally known composer and conductor; he is maestro of the Philharmonic Orchestra of Asunción, Paraguay. The eighth child of struggling farmers, he was “discovered” by a prominent Paraguayan musician who gave him the opportunity to study with master teachers in Europe. His experience drove him to offer similar opportunities to others. He founded Sonidos de la Tierra (Sounds of the Land) in early 2002. The program engages entire towns in supporting music education and performance, and in so doing, creates new ways of thinking about development challenges.
TRACK RECORD
The Sonidos de la Tierra program is established in 105 communities in Paraguay, with 8,000 young people involved.
BUSINESS MODEL Sonidos has an essentially word of mouth replication model through which communities that learn of the program in neighboring communities apply to participate and enter the program with a commitment to help future programs in the same way they have been helped. Philanthropic funding supports master teachers and major concerts and tours.
The project also supports three studios where 60 artisans have learned to construct and repair instruments, earning substantial income and keeping the project supplied. The organization is engaging its students and teachers in an effort to revive and document the traditional music of Paraguay.
PATH TO GREATER IMPACT Replication through peer support model. GRANT AMOUNT $465,000 over 36 months
SONIDOS DE LA TIERRA
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LUIS’ VISION
“Playing music provides a vehicle for self-expression, for gaining the admiration of one’s peers and improving self-esteem. It instills discipline and rewards persistence and hard work. Likewise, participating in a musical ensemble teaches patience, cooperation and the art of listening; encourages precision and the pursuit of excellence; and promotes a sense of belonging and community. It is activities and values such as these that young people in Paraguay need in order to overcome the feeling of social malaise and the culture of violence that afflict so many of their peers.” THREE-YEAR OBJECTIVES AT TIME OF AWARD
Luis Szarán’s story and personal qualities make this a powerfully inspiring program. Some independent replication is already taking place beyond the pilot communities and in other countries. The grant will develop a peer-to-peer replication model and promote sustainability and continued growth that does not depend on building organizational infrastructure. Grant objectives include replication in 18 additional communities over the three-year period. CONTACT
Luis Szarán, Founder Sonidos de la Tierra (Fundación Tierranuestra) Cerro Cora 1796 Esquina Mayor Fleitas Asunción, Paraguay Telephone: (595-21) 220332 sonidos@tierranuestra.org.py www.sonidosdelatierra.org.py ls@luisszaran.org GEOGRAPHY / AREA OF IMPACT
Location of main office: Asunción, Paraguay The organization is currently active in Paraguay.
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TransFair USA Paul Rice CRITICAL ISSUE AREA Economic and Social Equity
EQUILIBRIUM CHANGE Market mechanisms alone have failed to provide millions of farmers around the developing world with access to markets, market information, fair prices and livable incomes. INNOVATION Fair trade links ethical consumers in the developed world with democratically organized producer groups in poor countries, assuring a fair price. BUSINESS MODEL TransFair identifies products and markets for which certification has the potential to create a substantial fair trade niche. Certification and partnerships are the main revenue sources.
SOCIAL ENTREPRENEUR
After working for more than a decade in Central America and helping Nicaraguan coffee farmers improve their livelihoods through an organic coffee export cooperative, Paul Rice founded TransFair USA in 1998 to bring the fair trade movement to the United States. TransFair USA promotes a market model that guarantees small family agricultural producers a fair price for their products, direct trade, access to credit and support for sustainable agriculture.
TRACK RECORD
PATH TO GREATER IMPACT Build markets and increase sales of fair trade products.
TransFair USA has signed agreements with more than 700 U.S. companies to source fair trade products and use the Fair Trade Certified™ label.
GRANT AMOUNT $615,000 over 36 months
The organization certifies coffee, tea, cocoa, fruit, rice, sugar, vanilla and flowers. Since 1998, 1.4 million farmers, farm workers and family members have earned more than $100 million in additional revenue from access to the U.S. fair trade market.
TRANSFAIR USA
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PAUL’S VISION
Paul’s goal is to build a more equitable and sustainable model of internationally trade that benefits poor farmers, consumers, industry and the earth. “Our key challenge now is to bring fair trade into the mainstream, to replicate our success in coffee with fair trade bananas, and to continue to support and expand a range of other fair trade products such as tea, chocolate and other fruits.” THREE-YEAR OBJECTIVES AT TIME OF AWARD
TransFair USA aims to build markets and increase sales of fair trade products, increasing benefits to farmers and developing TransFair’s certification income to sustain growth over the long term. Annual growth in certified coffee sales indicates that there is a market for “triple bottom line” goods. Grant objectives include: Increase brand recognition and sales of fair trade products Adapt certification processes for additional products CONTACT
Paul Rice, President and CEO TransFair USA 1500 Broadway, suite 400 Oakland, CA 94612 Telephone: 510 663 5260 ceo@transfairusa.org www.transfairusa.org GEOGRAPHY / AREA OF IMPACT
Location of main office: Oakland, CA USA The organization is currently active in in 60 countries, supporting multiple products in each. The organization plans to add two additional product offerings in 2008.
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Verité DanViederman ISSUE AREAS Institutional Responsibility Economic and Social Equity EQUILIBRIUM CHANGE Workers globally often suffer from unhealthy, exploitive working conditions and have no leverage to effect change. Verité seeks to identify key problem areas and bring together stakeholders to work toward a solutions-driven, participatory model to achieve large-scale impact for workers. INNOVATION Verite’s innovation has been the meaningful involvement of workers in the factory audit process in order to understand the truth and inspire real change. As the field has developed, Verité has continued to innovate in developing effective standards, scaling strategies and in moving multinational brands from monitoring to practical solutions that improve worker’s lives. BUSINESS MODEL Verité seeks large-scale change in working conditions by providing a continuum of integrated training, factory audits and remediation programs to global supply chain stakeholders. The organization currently operates in more than 60 countries with a growing network of staff and partners. PATH TO GREATER IMPACT Verité is expanding its impact through global partnerships and regional coordinators that extend Verité’s mission and approach into local environments with local capacity. Verité is also launching the Verité RAISE Institute to train others to replicate its model of factory audits and change management. PATH TO SUSTAINABILITY Verité’s operations are largely supported through earned income from its fee-forservice work, while growth and innovative programs are supported through government grants and philanthropic support. GRANT AMOUNT $1,015,000 over 36 months
VERITÉ
SOCIAL ENTREPRENEUR
Dan Viederman has spent his career solving the problems of inequitable and unsustainable development that are by-products of the global economy. He first worked in rural China teaching children from the countryside who had battled astounding odds simply to be in the classroom. He spent the next 15 years working in Asia to establish the China offices for the World Wildlife Fund and Catholic Relief Services. Leading nongovernmental organizations (NGOs) in a place growing as rapidly as China taught him that if the private sector was not provided with incentives to become more sustainable, civil society solutions would fall short and the world as a whole would suffer. Dan came to Verité in 2001 inspired by its potential to improve workplace conditions globally, and he has led the organization beyond its factory audit roots. Under Dan’s leadership, Verité has successfully scaled geographically and across industry sectors and is poised to launch a broader replication strategy through the collaborative RAISE Institute. TRACK RECORD
Hundreds of multinational brands and international institutions have engaged Verite to improve working conditions and overall social performance of global supply chains. Verite’s reputation for credibility and impact means that when multinationals face difficult workplace problems, they engage Verite to uncover the truth. Verite has: Conducted thousands of social audits and training programs to improve working conditions in factories around the world. In 2006, 420,000 workers benefited from improved workplace conditions. Built local capacity to deliver improvements in workplace rights among NGOs in key producing countries including China, Mexico, Bangladesh. Engaged with producers of cocoa, electronics components, toys, shoes and clothing, including efforts to raise standards across the entire industry of social auditing. 94
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DAN’S VISION
“Globalization must benefit everyone, especially those at the bottom of the supply chain whose labor subsidizes the world's high standard of living. By giving workers choices and helping them have an impact on the economic decisions that affect them, Verité can improve the lives of millions of people around the world.“ BUSINESS CASE AND THREE-YEAR OBJECTIVES
Verité seeks to expand the reach of its global workplace programs as follows: Global NGO Capacity: expand NGO network in the countries of Brazil, China, India, Mexico, Southeast Asia and Turkey; establish new programmatic partnerships in Eastern Europe, North Africa/ Middle East and Southern Africa; and mobilize a Global Network Advisory Board Launch of RAISE Institute: secure endorsement of RAISE standards by 40 companies; structure six to eight primary NGO partnerships under the RAISE umbrella and 25 additional partnerships; train 1,500 practitioners from China, Europe, India, Latin America and Southeast Asia by the end of 2009 Public Engagement and Advocacy: deliver information on best practices through a Web-based Global Workers’ Portal to 250,000 workers, hundreds of multinational companies and thousands of factories, as well as local NGOs and labor advocacy groups; establish the Portal in China and India by 2009; realize positive change on policy issues of key importance to Verité (e.g., debt-bondage among foreign contract workers, specific vulnerabilities of women workers); hire a new advocacy staffer to expand individual contacts from 6,000 to 20,000; and track and communicate impact to stakeholders Resources: increase Verité’s financial support from individuals in order to diversify funding base and enable annual revenues of $4.25 million by the end of the grant period CONTACT
Dan Viederman, Executive Director Verité 44 Belchertown Road Amherst, MA 01002-4161 Telephone: (413) 253-9227 Email: dviederman@verite.org www.verite.org GEOGRAPHY / AREA OF IMPACT
Location of main office: Amherst, MA USA The organization is currently active in more than 50 countries, operating through regional offices in China, South Asia, Southeast Asia, Europe and Latin America. It works across a range of industries, and in 2008 is expanding in agricultural commodities and electronics components. 95
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VillageReach Blaise Judja-Sato CRITICAL ISSUE AREA Health
EQUILIBRIUM CHANGE One of the greatest challenges in providing healthcare in developing countries is overcoming the logistical and structural gaps that prevent medicines, vaccines and healthcare services from reaching remote villages. VillageReach seeks to make healthcare accessible even in the remotest locations. INNOVATION VillageReach overcomes “last-mile” challenges by addressing multiple needs: finding quality suppliers, establishing reliable transportation, providing training and equipment to protect fragile vaccines, and creating businesses to fill service gaps and ensure sustainability. BUSINESS MODEL VR develops strong collaboratives that allow it to leverage existing resources rather than depending on long-term foreign aid.
SOCIAL ENTREPRENEUR
Born in Cameroon, West Africa, Blaise Judja-Sato was a successful U.S. businessman until a devastating flood in Mozambique prompted his return to Africa. While helping with relief efforts, he saw both the suffering of the rural poor and the frustration of nongovernmental organizations that could not get medicines across the “last mile” of remote country to those in need. Judja-Sato founded VillageReach (VR) because he recognized that the solution involved building a reliable “pipeline” infrastructure. He also realized that these last mile barriers affected industries and others who might be willing to pay into a shared system that benefited everyone. TRACK RECORD
Since 2002, the VillageReach program in northern Mozambique has provided a logistics platform, cold chain management, delivery of vaccines and other medical commodities, energy supply, and health worker education. Over 5 million people are served through 251 clinics using the VillageReach model. Through our work in Mozambique, over 63,000 children in Cabo Delgado province were fully immunized by their first birthday in 2006. This is a 47% increase over the number of children immunized in 2001. Also in 2006, just 2% of clinics experienced a stock-out of some vaccines, compared to previous levels of 80%.
PATH TO GREATER IMPACT Expand Mozambican project to reach an additional 3.5 million people and replicate its model in five new countries over the next 10 years. GRANT AMOUNT $765,000 over 36 months
VidaGas, our propane distribution company, continues to be the largest propane supplier in northern Mozambique, and provides propane to 251 health clinics monthly, in addition to serving hotels, restaurants, schools, the military, small businesses, and households. VidaGas is jointly owned by VillageReach and by Foundation for Community Development, a Mozambican NGO. VILLAGE REACH
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AWARD YEAR 2006
2006 SKOLL AWARDS FOR SOCIAL ENTREPRENEURSHIP
BLAISE’S VISION
“Nothing will change the future without fundamentally new ways of thinking. I did not create VillageReach to follow traditional approaches of providing aid or supporting governments. I envision a system that will give local communities the capacity to build and manage logistics systems themselves. By addressing the supply and demand of health care services, more people will have access to better services and healthier people can contribute productively to their communities.” THREE-YEAR OBJECTIVES AT TIME OF AWARD
VillageReach builds in-country expertise; works with influential local partners, including community and nongovernmental organizations; and uses its partners’ existing relationships with governments to launch new VR sites. Once a project is established, VR transfers operational responsibilities to the Ministry of Health and local partners. VR also develops earned-income businesses to fill infrastructure gaps and provide sustainability. Grant objectives include: Expand VR’s program to include an additional 169 immunization clinics in the Mozambican province of Nampula and scale VidaGas, a related commercial venture, to support this expansion Begin replication of VR in one to two additional countries by choosing local partners, conducting a feasibility study and securing required Ministry of Health approvals CONTACT
Craig Nakagawa, Acting President 601 N. 34th Street Seattle, WA 98103 USA Telephone: (206) 925-5210 Fax: (206) 925-5201 craig@villagereach.org www.villagereach.org GEOGRAPHY / AREA OF IMPACT
Location of main office: Seattle, WA USA The organization is currently active in Mozambique and Malawi.
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VILLAGE REACH
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Visayan Forum Foundation Cecilia Flores-Oebanda CRITICAL ISSUE AREAS Tolerance and Human Rights SOCIAL ENTREPRENEUR EQUILIBRIUM CHANGE Thousands of women and children are trapped through the cycle of trafficking into a life of slavery, sexual exploitation and human rights violations each year. VF works to eliminate human trafficking through publicprivate partnerships with critical actors. INNOVATION An integrated approach to intercepting, supporting and empowering trafficked women and girls through partnerships with law enforcement, source communities, transit authorities and transportation companies.
Cecilia spent her childhood as a child laborer, selling fish and scavenging garbage to help her family survive. After fighting against the Marcos dictatorship as an insurgent, she was imprisoned with her husband for four years and separated from her oldest son for 12 years while her two other children were born in captivity. When the democracy that she fought for was finally achieved, Cecilia founded the Visayan Forum Foundation VF) in 1991 to help people achieve the freedom to live a decent life. TRACK RECORD
VF has served more than 18,500 victims and potential victims of human trafficking to date
BUSINESS MODEL Task force mobilization to rescue, protect and reintegrate victims; partnership with transport companies to educate the public to spot and aid victims; and safe houses and halfway houses to provide support, counseling and skills training to victims.
35 legal cases have been filed on behalf of 116 victim complainants VF has engaged the Philippine Ports Authority as a key partner in its Anti-Trafficking Task Force, and has recently signed a memorandum of understanding with the Manila International Airport as well
PATH TO GREATER IMPACT Expanding into other strategic shipping points in the Philippines and the Manila International Airport; engaging more partners and building their capacities; capturing learnings in a handbook/reference guide.
U.S. State Department cited VF’s work as one of the International Best Practices in its 2005 Trafficking in Persons Report
PATH TO SUSTAINABILITY Has engaged Venture for Fundraising, a Philippines-based consultancy group for NGOs, to help develop a long-term sustainability plan focused on diversifying funding base. Ultimately, VF hopes to sustain itself long enough to transfer its capabilities and institutionalize its strategies among key actors in the battle against human trafficking. GRANT AMOUNT $1,015,000 over 36 months VISAYAN FORUM FOUNDATION
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CECILIA’S VISION
“We want to see the day where human trafficking, a modern-day form of slavery will be abolished. Through the concerted efforts of various stakeholders we want to create a counter-culture against deceit and abuse so that Filipinos will be able to find work, explore opportunities without the risk of being abused, exploited, sold and enslaved.” THREE-YEAR OBJECTIVES AT TIME OF AWARD
Visayan Forum Foundation plans to expand its multisectoral networks against trafficking through the pursuit of the following objectives over the next three years: Expand operations to Iliolo (in Visayas) and Zamboanga (in Mindanao). Sign an additional nineteen MOUs with new multisectoral partners, particularly in the transportation industry Hire additional staff members to focus on internal capacity Increase percentage of support from nongrant sources Launch a “War Against Human Trafficking” campaign CONTACT
Visayan Forum Foundation 18 12th Avenue Brgy. Socorro, Cubao, Quezon City Metro Manila 1109 Philippines Tel: (632) 709-0573 www.visayanforum.org GEOGRAPHY / AREA OF IMPACT
Location of main office: Manila, Philippines The organization is currently active in Manila, Matnog, and Sorsogon, Philippines The organization plans to expand to Iloilo and countrywide via land transport.
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AWARD YEAR 2008
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AWARD YEAR 2005
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WITNESS Gillian Caldwell CRITICAL ISSUE AREA Tolerance and Human Rights
EQUILIBRIUM CHANGE Despite advances in human rights protections, abuses are still common. INNOVATION Harness the power of video and communications technology to expose and end abuses. BUSINESS MODEL WITNESS uses a network model to provide training and support to local human rights organizations making use of an increasingly sophisticated and accessible global media system. PATH TO GREATER IMPACT Enhance capacity to serve partner organizations and magnify their impact. GRANT AMOUNT $615,000 over 36 months
SOCIAL ENTREPRENEUR
WITNESS was launched in 1992 with the goal of putting video cameras into the hands of human rights activists. One of these activists was Gillian Caldwell, who was using undercover cameras to investigate Russian mafia involved in trafficking women into forced prostitution. Following her successful work as a WITNESS partner, Gillian became executive director in 1998. She realized WITNESS partners needed training on how to film a compelling story, get their films before decision makers who could make a difference, and access more media outlets so that their films could be seen by larger audiences. Pursuing this strategy, she has built the organization into a major international resource for the media and the human rights field. TRACK RECORD
WITNESS has partnered with human rights groups in more than 70 countries, bringing often unseen images, untold stories, and seldom heard voices to the attention of key decision makers, the media, and the general public – catalyzing grassroots activism, political engagement, and lasting change. WITNESS currently has three primary programs: Core Partners consists of a portfolio of 12 to 15 campaign-specific relationships with human rights organizations, each 1 to 3 years in length, designed to create visibility and impact video usage. The Hub (hub.witness.org) is the world’s first website dedicated to human rights-related media where anyone, anywhere can upload, share, discuss and take action on video, audio and images of human rights abuses from around the world. The Hub provides WITNESS an opportunity to dramatically increase its coverage and impact in every major region of the world.
WITNESS
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AWARD YEAR 2005
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GILLIAN’S VISION
“WITNESS is much more than a provider of technology. We know that images are important but footage alone is not enough to stop human rights violations. WITNESS makes a difference because we work with our partners to turn compelling testimony and images into powerful human stories and strategic advocacy campaigns that influence governments, attract the attention of national and international news outlets, and educate and activate the public.” THREE-YEAR OBJECTIVES AT TIME OF AWARD
WITNESS can sustain a worldwide movement by providing technology, training and access to the powerful to a global network of partners. Grant objectives include: Increase the skills and impact of 13 to 15 core partners each year Create a Seeding Video Advocacy program that provides short-term skill training to hundreds of human rights organizations worldwide Build a media archive to give advocates, journalists, lawyers and policymakers access to a growing library of human rights footage CONTACT
Jenni Wolfson, Acting Executive Director 80 Hanson Place, 5th Floor Brooklyn, NY 11217 Telephone: 718-783-2000 ext, 324 jenni@witness.org www.witness.org GEOGRAPHY / AREA OF IMPACT
Location of main office: Brooklyn, NY USA The organization is active globally.
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AWARD YEAR 2007
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YouthBuild USA Dorothy Stoneman ISSUE AREAS Economic and Social Equity Tolerance and Human Rights EQUILIBRIUM CHANGE Gangs, drugs, murder and hopelessness characterize the lives of millions of American young people. YouthBuild creates an alternative future by teaching them to build affordable homes, providing skills and inspiring them to take community leadership roles. INNOVATION YouthBuild solves multiple social problems. Unlike most vocational training programs, it addresses job skills and life challenges, reconnecting young adults with community, leadership roles, higher education and well-paid jobs. BUSINESS MODEL YouthBuild’s network of locally run programs enrolls participants half time in building houses and half time in school. Mentors help them overcome life challenges and take on leadership roles. PATH TO GREATER IMPACT The organization seeks to address problems in four areas: social acceptance of a permanent youth underclass; failures in existing systems of education, criminal justice, workforce development and national service; mismatch of worker shortages and unemployed populations; and inadequate public investment in job training and community service.
SOCIAL ENTREPRENEUR
Dorothy Stoneman joined the civil rights movement after graduating from Harvard University in 1964. She lived in Harlem for more than 20 years. As an educator, she saw young men left behind, unemployed and sent to prison in large numbers. Living in the community, she saw boardedup buildings and people without affordable, decent homes. She began YouthBuild to bring young people into productive engagement by constructing homes. She also led a movement to improve community conditions. First in Harlem, then throughout New York and nationwide with support from YouthBuild USA, the organization pioneered a program that reaches disconnected young adults—those with the most strikes against them, including those already engaged with the drug culture and criminal justice system. It offers them immediately productive roles in their communities, leadership training, education toward a diploma and skills that lead to well-paying jobs. TRACK RECORD
YouthBuild programs engage 8,000 young people in 44 states and produce affordable housing for 1,000 families annually. Since 1994, 76,000 YouthBuild students (90 percent dropouts, 76 percent black or Latino, 72 percent male) have produced 17,000 units of affordable housing.
PATH TO SUSTAINABILITY YouthBuild intends to redirect existing public funding streams and help expand public investment to effective programs and diversify philanthropic sources for stability.
At least half of the students ever enrolled have permanently improved their lives. Six out of 10 youths complete the program and 78 percent of these go on to college or jobs with an average wage of $8.60/hour.
GRANT AMOUNT $1,015,000 over 36 months
YOUTHBUILD USA, INC.
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DOROTHY’S VISION
“If all—or even half—of the disconnected young people of America were reconnected to productive lifestyles, in one generation poverty could be drastically diminished, productivity and civic engagement dramatically increased, and prison costs and other costs of poverty significantly reduced. Millions of idle or alienated young adults could become providers for their families, and positive resources for the economic and social development of their communities.” THREE-YEAR OBJECTIVES
YouthBuild provides the opportunities for the most disaffected young people to transform their identities and life prospects, becoming responsible citizens and good parents with well-paying jobs. YouthBuild will build a critical mass of role models to tip the balance of aspirations in that generation, to shift public perception and willingness to invest in this population, and to create opportunities now blocked by stereotypical perceptions. Three-year objectives are: Have 500 YouthBuild students communicate their experience to audiences of millions to demonstrate the value of low-income young people as a resource to America, to change public perceptions regarding their value and investment in their future, and to be perceived as role models by their peers Assure state criminal justice funding of at least $6 million annually in a breakthrough YouthBuild reentry program for adjudicated young people in California, Illinois and at least one other state Implement YouthBuild’s comprehensive approach, which combines education, job training, community service and leadership, more widely in schools, job training, criminal justice and service contexts through direct expansion, influencing public policy and spreading best practices CONTACT
Dorothy Stoneman, President and Founder YouthBuild USA 58 Day Street Somerville MA 02144 Telephone: (617) 623-9900 dstoneman@youthbuild.org www.youthbuild.org GEOGRAPHY / AREA OF IMPACT
Location of main office: Somerville, MA USA The organization is currently active in 44 U.S. states, South Africa, Mexico, and Canada. The organization plans to expand in 2008 to Central America, Israel, and Scotland.
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2006 SKOLL AWARDS FOR SOCIAL ENTREPRENEURSHIP
Appendix: Issue Area Matrix— The Skoll Foundation funds social entrepreneurs who are addressing six critical challenges of our time: environmental sustainability, health, tolerance and human rights, institutional responsibility, economic and social equality, and peace and security. These issues are at the heart of the foundation’s vision of empowering people to create a peaceful, prosperous, sustainable world. Below is a list of current recipients of Skoll Awards for Social Entrepreneurship divided by issue area. Environmental Sustainability Biodiversity/ depletion of natural resources (see also poverty and distribution of wealth, where there are many sustainable development programs)
Health
Tolerance and Human Rights
Institutional Economic and SoResponsibility cial Equity
Poverty and distribution of wealth • Aflatoun • Arzu, Inc. Access to health • Barefoot College care and system Women’s rights • CDI problems • Afghan Institute of • Digital Divide Data • mothers2mothers Learning Shareholder • Gram Vikas • Partners in Health • CAMFED activism • Half the Sky • Amazon • Renascer • IDSP • Ceres • IDE (India) Conservation Team • Riders for Health • Kashf Foundation Sexual exploitation Business and the • KickStart • Global Footprint • Village Reach and human environment Network • Manchester Bidwell trafficking • Ceres Pollution and Corp. Global warming • Friends-International • Health Care With- • Population and Comtoxins out Harm • American Council on • Gram Vikas • Rugmark munity Development • Global Footprint Association Renewable Energy • Visayan Forum Foun• Health Care Without Network • Ceres dation Harm • Root Capital • Marine Steward- • TransFair USA • WITNESS ship Council • Verité Water Torture and Unethical • Barefoot College wrongful Crime and violence sourcing/ • Gram Vikas imprisonment • Sonidos de la Tierra • International Bridges procurement • YouthBuild USA Oceans • Rugmark to Justice • Marine Stewardship • WITNESS Microfinance Council • Fundacion Paraguaya General • Kashf Foundation Waste (general and • Benetech • Kiva Microfunds nuclear) • WITNESS • Ciudad Saludable Homelessness and • Health Care Without affordable housing Harm • YouthBuild USA Disease control • Institute for OneWorld Health
Religious and racial tolerance • IDSP • YouthBuild USA
Unethical labor practices • Rugmark • Verité • Visayan Forum Foundation
Education • Afghan Institute of Learning • CIDA City Campus • Citizen Schools • College Summit • Escuela Nueva Foundation • Free The Children • Friends-International • Fundacion Paraguaya • IDSP • Manchester Bidwell Corp. • Room to Read 104
Peace and Security War • Benetech (land mine removal work) Terrorism • Search for Common Ground Sustainable development and education in conflict zones • Afghan Institute of Learning • Escuela Nueva Foundation • IDSP • Kashf Foundation • Peaceworks Foundation • Roots of Peace • Search for Common Ground
2006 SKOLL AWARDS FOR SOCIAL ENTREPRENEURSHIP
Appendix: Location and Award Year Matrix— Below is a list of our current SASE award recipients listed by the region that they work in (at the time of receiving their SASE award). The location of the organization’s headquarters and the year they received their SASE award also follows in brackets.
Africa
Asia
Europe
North America
Central and South America
Global / Virtual
• Aflatoun (Amsterdam, Netherlands. 2006) • CAMFED (Cambridge, UK. 2005) • CDI (Rio de Janeiro, Brazil. 2005) • CIDA City Campus (Marshaltown, South Africa. 2006) • Escuela Nueva Foundation (Bogota, Colombia. 2007) • Health Care Without Harm (Jamaica Plain, MA, USA. 2006) • Inst. For OneWorld Health (San Francisco, CA. 2005) • KickStart (San Francisco, CA, USA. 2005) • mothers2mothers (Cape Town, South Africa. 2008) • Riders for Health (Daventry, UK. 2006) • Root Capital (Cambridge, MA, USA. 2005) • Roots of Peace (San Rafael, CA, USA. 2006) • Search for Common Ground (Washington, DC, USA. 2006) • TransFair USA (Oakland, CA, USA. 2005) • VillageReach (Seattle, WA, USA. 2006) • YouthBuild USA, Inc. (Somerville, MA, USA. 2007)
• Afghan Institute of Learning (Dearborn, MI, USA. 2006) • Aflatoun (Amsterdam, Netherlands. 2006) • Arzu, Inc. (Chicago, USA. 2008) • Barefoot College (Rajasthan, India. 2005) • CDI (Rio de Janeiro, Brazil. 2005) • Digital Divide Data (Phnom Penh, Cambodia. 2008) • Friends-International (Phnom Penh, Cambodia. 2007) • Gram Vikas (Orissa, India. 2007) • Half the Sky Foundation (Beijing, China. 2008) • Health Care Without Harm (Jamaica Plain, MA, USA. 2006) • IDE-India (New Delhi, India. 2005) • IDSP (Quetta, Pakistan. 2006) • Inst. For OneWorld Health (San Francisco, CA, USA. 2005) • Int. Bridges to Justice (Geneva, Switzerland. 2006) • Kashf Foundation (Lahore, Pakistan. 2007) • PCDA (Bangkok, Thailand. 2008) • PeaceWorks Foundation (New York, USA. 2008) • Room to Read (San Francisco, CA, USA. 2006) • Roots of Peace (San Rafael, CA, USA. 2006) • Rugmark (Washington, DC, USA. 2005) • Search for Common Ground (Washington, DC, USA. 2006) • Visayan Forum Foundation. (Manila, Phillippines. 2008) • Verité (Amherst, MA, USA. 2007)
• FriendsInternational (Phnom Penh, Cambodia. 2007) • Health Care Without Harm (Jamaica Plain, MA, USA. 2006) • PeaceWorks Foundation (New York, USA. 2008) • Roots of Peace (San Rafael, CA, USA. 2006) • Rugmark (Washington, DC, USA. 2005) • Search for Common Ground (Washington, DC, USA. 2006)
• Citizen Schools (Boston, MA, USA. 2005) • College Summit (Washington, DC, USA. 2006) • FriendsInternational (Phnom Penh, Cambodia. 2007) • Health Care Without Harm (Jamaica Plain, MA, USA. 2006) • Manchester Bidwell Corporation (Pittsburgh, PA, USA. 2007) • PeaceWorks Foundation (New York, USA. 2008) • Rugmark (Washington, DC, USA. 2005) • YouthBuild USA, (Somerville, MA, USA. 2007)
• Amazon Conservation Team (Arlington, USA. 2008) • CDI (Rio de Janeiro, Brazil. 2005) • Ciudad Saludable (Lima, Peru. 2006) • Escuela Nueva Foundation (Bogota, Colombia. 2007) • FriendsInternational (Phnom Penh, Cambodia. 2007) • Fundacion Paraguaya (Asuncion, Paraguay. 2005) • Renascer Child Health (Rio de Janeiro, Brazil. 2006) • Root Capital (Cambridge, MA, USA. 2005) • Sonidos de la Tierra (Asuncion, Paraguay. 2005) • TransFair USA (Oakland, CA, USA. 2005) • Verité (Amherst, MA, USA. 2007) • YouthBuild USA, (Somerville, MA, USA. 2007)
• American Council on Renewable Energy (Washington, DC, USA. 2008) • Benetech (Palo Alto, CA, USA. 2006) • Ceres (Boston, MA, USA. 2006) • Global Footprint Network (Oakland, CA, USA. 2007) • Free theChildren (Toronto, Canada. 2007) • Kiva (San Francisco, USA. 2008) • Marine Stewardship Council (London, UK. 2007) • Partners in Health (Boston, USA. 2008) • Search for Common Ground (Washington, DC, USA. 2006) • WITNESS (Brooklyn, NY, USA. 2005)
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Looking for a pdf version of this report?
Visit: www.skollfoundation.org/media/skoll_docs/saseprofiles.pdf
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