Haas Social Impact Fund Luncheon 9-25-2012


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Haas Social Impact Fund Luncheon 9-25-2012

  1. 1. 2012 HSIF Organizations
  2. 2. Alicia Chan (not pictured)2012 HSIF Fellows
  3. 3. Berkeley-HaasSocial Impact Fund (HSIF) 2012 HSIF Luncheon September 25, 2012
  4. 4. Leadership crisis in nonprofits 640k new leaders in the nonprofit and public sector will be needed by 2016 Nonprofit and public employers are increasingly requiring MBAs for top positions MBAs skills often in short supply Top barriers to attracting top leadership talent: (1) “fit” and (2) compensationSource: 2009 Bridgespan Report
  5. 5. The pay gap Summer Internship Monthly Salaries 11,832 40% less than Class of 2012 Class of 2013 average pay 9,3538,983 7,160 6,994 6,973 6,960 6,960 7,037 7,022 6,786 7,046 6,248 5,593 4,222 Wtd. Education/ Consumer Bio-tech/ Financial Technology Energy ConsultingAverage Gov’t/ Products Pharma/ Services Nonprofit Healthcare Source: Class of 2012 and 2013 Employment Reports – Summer Internships (as of 3/31 in each respective year)
  6. 6. Program mission Provide social sector organizations access to much-needed MBA talent Support students to apply their MBA skills to solve complex problems faced by these organizations Allow students to determine role of social sector in their personal and professional lives
  7. 7. Award criteriaQuality of application Financial need (60%) (40%)
  8. 8. 2012 highlights 54%: participation from 2013 class >$25,000: total funds raised 8: HSIF Fellows $3,134: average award value Created surplus to provide stability and implemented more structure
  9. 9. 2012 – 2013 goals Improve marketing and communication efforts >75% participation from 2014 class Improve stability ($35k fundraising goal) Pre-identify and promote internship opportunities Engage network of program alumni
  10. 10. 2012 HSIF FellowsProject Summary Reports: • Rakesh Apte • Marina Boleda • Alicia Chan • Kathryn Doyle • Samantha Henderson • Kota Fukasawa • Jerry Lee • Julie Lutz
  11. 11. Rakesh Apte HSIA Recipient 2012I was working on a project funded by the UK’s Department for International Development (DFID). DFIDhas projects throughout Africa, parts of the Middle-east, and Asia. DFID is funding a project in Rwandafocused on developing the agricultural sector, since approximately 80% of Rwanda’s economy comesfrom agriculture. I took on a role as a development associate in Kigali, Rwanda partnered with H2OVenture Partners to be focusing my entire project on developing the country of Rwanda.Given my background in the technology, and my deep passion for base of the pyramid small holderfarming, I was put on a project to help bring critical agricultural services to the growing number offarmers with mobile phones. Mobile phone growth has skyrocketed in Africa in the past decade. Manywho have extremely limited access to electricity (or no electricity) even have a mobile handset. Rwandais relatively nascent in its phone adoption (only 42% penetrated), but that number is quickly growing.My role was to be the end-to-end project owner of delivering these kinds of services over the mobilephone, which has never been done in Rwanda. One of the hardest challenges that farmers in the ruralcommunities face is access to information. This lack of information makes them susceptible to manyoutside factors that could be controlled for or mitigated. The government was looking for a long term,scalable solution to address this need.I had to first do a robust, expansive set of research that would survey the farmers all over Rwanda abouttheir preferences for types of services they would prefer, and if they could pay for any services, howmuch would they be willing to pay.The types of services that I found that were most useful were: 1. 3-5 day weather forecasts to help farmers with their planning activities (when to dry crop, when to plant seeds, etc..) 2. Crop road map – the government of Rwanda is pushing many farmers into cooperatives that plant a certain type of crop, so being that many of the farmers are new to the crop, this mobile phone service would tell them what they would need to do (i.e. put fertilizer on week 2). 3. Disease alerts – knowing about what diseases are affecting their regions and solutions on how to better their plants 4. Market prices – the current prices of crops in different markets so they know where and when to sell their cropsMy initial goal in coming to business school was to use my skills toward social impact in the internationaldevelopment sector. I had worked for the private sector in emerging markets, but never focusing on thebase of the pyramid, which became my passion after traveling extensively in developing markets. Iknew coming to Haas would allow me to refine my business skills toward this cause of using a privatesector type mentality in the international development sector. This would be my first foray into theinternational development sector, helping change lives at the base of the pyramid, and I would get achance to see if this is the type of work that gets me fired up. I’ve never been more inspired andreinvigorated to take on these challenges after this experience. 1
  12. 12. Rakesh Apte HSIA Recipient 2012Without HSIA, I wouldn’t have been able to take this risk and venture off to Rwanda to help develop theagricultural sector of Rwanda. I am extremely grateful to have received the Haas Social Impact Award,which allowed me to explore a field that is in much need for these type of business skills, but there islittle funding to support summer internships. I could not have had the social impact I achieved were itnot for HSIA.This project I worked on for three months was the most personal impact I’ve been able to make in myentire professional career. I was the lone ranger working on bringing these types of agricultural servicesto farmers (via mobile handsets), and it was a gargantuan task. I would be humbled by even scratchingthe services, and I was amazed by what I was able to accomplish. Key achievements and highlightsincluded: 1. Conducting a robust set of research interviewing 600 farmers in 10 cooperatives in all 5 provinces of Rwanda. Research indicated mobile phone usage and attitudes, preferences toward agricultural services, and ability to pay for services. 2. Building up key partnerships that would be needed to get this type of project up and running. a. Government of Rwanda – Ministry of Agriculture & Ministry of Infrastructure b. MTN – largest mobile phone services provider in Rwanda c. Duterimbere – large microfinance institution d. Rwanda Agro Dealer Development – large network of agrodealers 3. Sourcing service content that would be needed to deliver over the mobile handset 4. Building the model and financials that would allow this program to break-even 5. Review of entire work so far to bring project to proof of concept stage (final summer deliverable)Many skills I had been able to refine during my first year at Haas proved to be extremely useful. Beingmindful of diverging and converging helped me at the beginning phases when I was staring at a blanksheet of paper. The public speaking presentation skills learned in the leadership class helped me thinkabout my cadence, stance, posture, and delivery of content. Both of my BILD experiences proved to bevaluable. The first one, Social Sector Solutions, gave me experience in building frameworks andgathering data. The second, International Business Development, helped me learn about doingdevelopment work in the agricultural sector internationally. I also learned quite a bit on the structure ofnonprofits through my strategic management of nonprofits class. In creating financial models andproject plans, I used everything from a business model canvas to templates received in the IBD class.This summer experience has fueled my desire to continue work in this social impact sector. I’ve beenable to see first-hand now that there is a huge need for the types of skill sets I’ve been able to develophere at Haas. I also have a strong desire to live and work in these developing markets, helping to buildand execute projects focused on the base of the pyramid. There are many ways to create social impact,and the summer has helped guide me into knowing where I want to create that impact. 2
  13. 13. Haas Social Impact Award        Clinton Health Access Initiative         Rural Initiative   Implementation Intern    Lesotho    Haas Social Impact Award    Marina Boleda  June ‐ August 2012 1 | P a g e       
  14. 14. Haas Social Impact Award Contents Section One | C o u n t r y   O v e r v i e w  ...................................................................................... 3  Section Two | R u r a l   I n i t i a t i v e   P r o g r a m  .................................................................... 4  Section Three | H I V ,   T B   A c c r e d i t a t i o n  ......................................................................... 5  Section Four | W o r l d   F o o d   P r o g r a m   E n g a g e m e n t  ............................................... 7  Section Five | L F D S   C a p a c i t y   A s s e s s m e n t  ................................................................. 9  Section Six | C l i n i c   C o n s t r u c t i o n  .................................................................................. 10  Section Six | M a t e r n a l   a n d   N e w b o r n   H e a l t h   P r o p o s a l  ............................... 10  Section Seven | C o n c l u s i o n   a n d   A c k n o w l e d g m e n t  ............................................ 10     2 | P a g e       
  15. 15. Haas Social Impact Award Section One | C o u n t r y O v e r v i e w  Due to limited education, high migration rates, challenging terrain, and scarce resources the healthcare system  in  Lesotho  has  some  of  the  poorest  health  rates  in  the  world.    Lesotho  suffers  from  the  third highest rate of HIV infection (23.4%) and one of the highest rates of tuberculosis in the world (634 new cases per 100,000 per year).1  Further, the majority of Basotho who are infected with TB are HIV‐positive and approximately 1,000 people each year contract strains of TB that are resistant to first‐line drugs.  In addition, Lesotho has an unacceptably high Maternal Mortality Ratio (MMR) at 1,155 per 100,000 live births1, which is almost twice as much as Sub Saharan Africa’s average of 640 per 100,000 live births.2  The Under‐five Mortality Rate (UMR) is also very high at 117 per 1,000 live births.3 Of  Lesotho’s  2.07  million  citizens,  76.2%  live  in  rural  areas.4    Approximately  59%  of  the  country  is  covered by mountainous terrain, which poses a challenge  for delivery of social services including healthcare.1   The health system in Lesotho is divided into three levels:  (1)  National  (Tertiary)  Level  which  includes  tertiary  hospitals;  (2)  District  (Secondary)  Level  which  includes  filter  clinics  and  district  hospitals;  (3)  and  Primary  Level  which  includes  community  health  posts  and  health  centers  (primary).  In  total,  there  are  21  hospitals,  4  filter  clinics and 188 health centers in the country. The majority  of  these  health  centers  are  located  in  rural  areas.  At  the  national level, there are three tertiary hospitals.   Currently  the  health  sector  is  going  through  a  decentralization  process  where  resources  and responsibilities  are  transferred  from  the  central  level  to  the  District  Health  Management  Teams (DHMTs)  in  order  to  empower  local  communities  and  ensure  effective  management  of  healthcare services.  The Clinton Health Access Initiative (CHAI) aims to strengthen the health system in Lesotho by working to improve the management of health services; integrate services that are closely related to HIV/AIDS; strengthen  the  supply  and  distribution  system  of  ART  commodities;  improve  lab  services;  and  recruit, deploy and retain healthcare workers.                                                              1  Lesotho Demographic Health Survey (LDHS) 2009 2  UNICEF. “Levels & Trends in Child Mortality”, 2011 3  Lesotho Demographic Health Survey (LDHS) 2009 4  Bureau of statistic (2006) Lesotho population census 3 | P a g e       
  16. 16. Haas Social Impact Award Section Two | R u r a l I n i t i a t i v e P r o g r a m  The  Rural  Initiative  Program  aims  to  improve  the  services  provided  in  two  of  the  most  remote mountainous  clinics  in  Lesotho,  Semenanyane  and  Kuebunyane  clinic.    Both  clinics  are  inaccessible  by road  and  are  thus  serviced  by  the  Lesotho  Flying Doctor  Service  (LFDS),  in  partnership  with  Mission Aviation Fellowship (MAF). LFDS provides emergency medical  services  and  supplies  to  the  remote mountainous  areas  of  the  country.      In  search  of medical  attention,  patients  in  this  region  walk  an average of 4‐6 hours to a clinic. Prior  to  the  Rural  Initiative  Program,  the  nurses  in the  Semenanyane  and  Kuebunyane  Clinics  only provided  basic  primary  care  services.      The  District Health  Management  Teams  and  the  Ministry  of  Health  have  largely  overlooked  both  clinics.    During interviews  with  the  DHMTs  it  was  reported  the  representatives  from  the  DHMTs  had  not  visited  or provided any support to the clinics in over a year. As  described  in  the  Memorandum  Of  Understanding,  “the  Rural  Initiative  Program  was  established  to support  the  MOH  in  the  decentralization  of  HIV/AIDS  care  and  treatment  services  in  order  to  provide universal  access  as  well  as  Primary  Health  Care  (PHC)  in  rural  areas  of  Lesotho.    The  Rural  Initiative program  addresses  two  strategic  areas  that  support  Priority  Area  3  above:  capacity  building  of  the Lesotho Flying Doctor Services (LFDS), and establishing a MOH nurse driven model for service at the two yet‐to‐be‐renovated LFDS sites.”  My internship with CHAI focused on the implementation of four key components of the Rural Initiative:   HIV, TB Accreditation   World Food Program Engagement   Lesotho Flying Doctor Service Capacity Assessment   Health Center Construction  The following sections provide an overview and update of each of the four components listed above.4 | P a g e       
  17. 17. Haas Social Impact Award Section Three | H I V , T B A c c r e d i t a t i o n    Prior to the Rural Initiative, Semenanyane and  Kuebunyane did not treat HIV or TB patients.  The  objective of this initiative was to facilitate the HIV, TB  accreditation process in order to initiate HIV and TB  services in both clinics.   Key stakeholders were engaged throughout the  accreditation process, including: Lesotho Flying  Doctor Service, Ministry of Health Disease Control  Directorate, District Health Management Teams,  EGPAF, and nursing officers from both of the clinics. The following requirements need to be fulfilled in order to receive ART accreditation:   Community health volunteers required to complete HIV counselor training  Nurses required to complete ART training  Procurement of storage shelves  Sample transportation system   Space managementThe following requirements need to be fulfilled in order to receive TB accreditation:    Nurses required to complete TB training   Introduction of TB drugs and equipment    Sample transportation During my internship I worked with various stakeholders to meet the requirements detailed above.  My primary focus in my first month was to work closely with LFDS, DHMTs, and the nurses in the clinics to coordinate the required trainings. This process proved more challenging than initially expected because (1) flights were cancelled due to severe weather and (2) the trainers cancelled, mainly because they needed to attend funerals in their community.  Further, neither clinic has cellular service, making it difficult to coordinate with the clinic’s staff.  Over the course of my internship all trainings were completed except for one, the TB training at Semenanyane.  I scheduled this training and booked flights three times but the TB Coordinator was not able to make the flight all three times.   The following table details the various trainings I assisted to coordinate for both clinics:   5 | P a g e       
  18. 18. Haas Social Impact Award Table 1:  Required Trainings for HV, TB Accreditation and WFP Commodities  Training Kuebunyane Clinic Semenanyane ClinicART Training Completed 7/2 – 7/13 Completed 6/2012HIV Counseling Training Completed 7/12 Completed 7/6TB Training Completed 7/12 * Needs to be completedWorld Food Program Training Completed 7/12 Completed 6/18 Prior to leaving Lesotho, I worked closely with my co‐worked, ‘Ntate Hlalele, to train him on the process of coordinating the TB training in Semenanyane.  During my internship my boss and I were able to complete all of the accreditation requirements except for the TB accreditation for Semenanyane clinic.  With the completion of the accreditation process, we worked with the Ministry of Health to arrange for drugs to be administered.  The following table summarizes the accreditation progress and the schedule of when drugs will be administered.  Table 2:  Accreditation Summary  Introducing ARTs Accreditation Administration of DrugsKuebunyane Clinic  Complete Scheduled to be delivered in SeptemberSemenanyane Clinic  Complete Scheduled to be delivered in September Introducing TB Medication Accreditation Administration of DrugsKuebunyane Clinic  Complete Schedule to be delivered August 20, 2012Semenanyane Clinic  Need to complete TB training Will be administered during TB training Finally, it is worth noting that we have been collaborating with EGPAF and the DHMTs to ensure that mentors are onsite when TB and ART medications are administered.  The standard attachment is one week in length.  During this week the mentors work closely with the nurses to treat their first round of HIV‐positive and TB patients.       6 | P a g e       
  19. 19. Haas Social Impact Award Section Four | W o r l d F o o d P r o g r a m E n g a g e m e n t   Malnutrition  continues  to  pose  a  challenge  in  Lesotho’s  development.    Malnutrition  in  Lesotho  is  the  result  of  complex  socio‐economic and  biological  interactions,  which  affects  physical  growth,  as well as physical activity, resistance to infection, cognitive and social development.   Stunting (height for age) amongst children below five years seems to be stable at an  alarming rate of 39% as reported by DHS, 2009.3 Stunting, which is a chronic form of  malnutrition,  is  highest  in  the  mountain  districts  of  Lesotho  ranging  from  47%  in  Qacha’s Nek to 51% in Thaba Tseka.  Stunting is associated with decreased survival,  childhood and adult health, learning capacity and productivity.5      In  collaboration  with  the  World  Food  Program  (WFP),  CHAI  is  providing  nutritional support for HIV and TB patients, pregnant women, malnourished children and others who show clinical signs of malnutrition. Throughout my internship I managed CHAI’s engagement with WFP in order to secure food commodities for qualifying beneficiaries in the clinics.    Figure 1: World Food Program Engagement Goal    To  start  the  initiative,  I  finalized  the  Memorandum  of  Understanding  and  received  headquarters’ approval.    Following,  I  enrolled  in  and  completed  the  training  program  that  WFP  requires  of  all  the doctors  and  nurses  in  participating  clinics.    The  doctor  and  nurses  from  Lesotho  Flying  Doctor  Service completed the training with me.  With the completion of this training, I was certified to assess whether a patient qualified to be enrolled in the program and officially become a beneficiary.  For  both  clinics  it  was  critical  that  we  collect  data  on  patients  who  qualified  to  be  beneficiaries  and determine a distribution plan.  The following outlines our progress in the clinics:                                                               5  AT&T Technical Brief, Issue 2: September 2010. 7 | P a g e       
  20. 20. Haas Social Impact Award Semenanyane Clinic   Data  –  I  travelled  to  Semenanyane  by  airplane  to  conduct  the  initial  assessment.    I  worked  closely with the nurse to complete the data collection process.  It was evident that our presence  in  the  clinic  facilitated  the  process  because  the  nurses  had  received  the  trainings  and  had  the  assessment  sheets  but  had  not  started  the  process.    I  delivered  a  scale,  stadiometer,  BMI  calculator, and MUAC tape.  The equipment that I brought is essentially the only equipment the  clinic has.  I trained the nurses to set up the equipment and we practiced how to accurately use  it.     Distribution plan – Currently WFP distributes food to primary schools in the same region as the  clinic.  Thus,  WFP  is  familiar  with  the  roads,  weather,  etc.    A  distribution  assessment  was  conducted  July  30th  through  August  3rd  and  a  storage  unit  was  identified  at  the  clinic  to  store  commodities prior to distributing it to beneficiaries.   Challenges – Roads to Semenanyane are very unreliable and are not passable during the rainy   season.                    Kuebunyane Clinic   Data – WFP collected data on August 8, 2012   Distribution plan – Since Kuebunyane clinic is not accessible by road, CHAI worked closely with  WFP to identify a nearby community, Ha Ntoane, where food could be dropped off and stored in  a warehouse.  Beneficiaries will be responsible for travelling to Ha Ntoane on a monthly basis to  collect their rations.    Challenges – Food distribution and data collection will be challenging because the road does not  reach the clinic.    In  conclusion,  both  clinics  are  currently  on‐track  for  a  late‐August  distribution.    During  the  last  two weeks  of  my  internship  I  partnered  closely  with  ‘Ntate  Hlalele  to  bring  him  up  to  speed  on  the engagement and ensure an August distribution.     8 | P a g e       
  21. 21. Haas Social Impact Award Section Five | L F D S C a p a c i t y A s s e s s m e n t   The objective of the LFDS Capacity Assessment is to identify LFDS’s management capacity gaps and develop recommendations to address the identified weaknesses.  CHAI hired a consultant from PS Consulting to conduct a capacity assessment.  I worked and travelled with the consultant to conduct interviews and visit clinics.  PS Consulting presented an initial report to the Ministry of Health and CHAI, detailing the needs of LFDS.  Following, my boss and I partnered with the Institute of Development Management (IDM) to develop customized trainings based on the current gaps in management capacity. We faced significant challenges in executing this engagement because the consultant failed to provide a final report, breaching the terms of his contract. To mitigate this issue the country director of CHAI advised that IDM conduct a rapid assessment.  My coworker will continue working with IDM in order to conduct this assessment and finalize customized trainings. During my internship I developed a strong relationship with the doctor at LFDS and worked on other efforts in support of the organization.  The main effort was an HIV/AIDS Counseling Assessment.  The assessment analyzed the HIV/AIDS services offered in four of LFDS’ clinics.  The 195‐point questionnaire covered five key units: Pharmacy Unit, Prevention Unit (HTC), Prevention Unit (STI), Prevention Unit (Condoms), and M&E Unit. The assessment was conducted to determine the critical needs of the four LFDS sites in order to improve the HIV/AIDS services in each clinic.  During the first phase of the assessment I analyzed the collected data and presented the data to LFDS.  Following, I worked closely with the doctor at LFDS to develop a formal report for LFDS to provide to the MOH.     9 | P a g e       
  22. 22. Haas Social Impact Award Section Six | C l i n i c C o n s t r u c t i o n  The  last  initiative  I  worked  on  was  the  construction  of  new  clinics  to  replace  Kuebunyane  and Semenanyane.  Infrastructure  improvements  at  Kuebunyane  and  Semenanyane  will  be  inline  with  the renovations being conducted by Millennium Challenge Accounts at 138 other health centers nationwide.  As  a  member  of  the  CHAI,  Irish  Aid,  Procurement  and  Estate  Management  Departments  of  MOH taskforce, I attended weekly meetings and served as a project manager.  I worked with the architecture firm,  KTM,  to  prepare  the  tender  documents,  which  I  submitted  to  the  MOH.    After  the  bidding documents were finalized, a tendering announcement was published in the newspaper.  At the time my internship ended, we were receiving bids from contractors.  This means that we are currently on‐track to start construction in December 2012.    Semenanyane Clinic MCA Clinic Section Six | M a t e r n a l a n d N e w b o r n H e a l t h P r o p o s a l  In  addition  to  the  Rural  Initiative  Program,  I  contributed  to  the  development  of  a  proposal  aimed  to improve  maternal  and  newborn  health  in  Lesotho.    The  proposal,  titled  Transforming  Maternal  and Newborn  Health  in  Lesotho,  aims  to  significantly  reduce  maternal  and  child  mortality  by  increasing access to quality maternal and child healthcare services. CHAI plans to introduce systems that efficiently utilize  nurse  midwives  and  expand  access  to  emergency  obstetric  and  newborn  care  services  in underserved areas in order to address the leading causes of maternal and child mortality and morbidity, which primarily occur during the intra‐partum and newborn periods.  Section Seven | C o n c l u s i o n a n d A c k n o w l e d g m e n t  Working  for  the  Clinton  Health  Access  Initiative  in  Lesotho  was  an  incredibly  rewarding  experience.  Over  the  course  of  the  last  nine  weeks  I  feel  that  I  achieved  my  three  main  goals:  (1)  sustainably contribute  to  Lesotho’s  healthcare  system  (2)  gain  an  understanding  of  the  complexities  of  solving health issues in the developing world and exposure to the challenges of healthcare delivery in remote regions  (3)  develop  meaningful  relationships  with  my  coworkers  and  partner  organizations.  Volunteering for CHAI would not have been a possibility without funding the Haas Social Impact Award.   10 | P a g e       
  24. 24. Alicia Chan Haas Social Impact Award End of Summer Report I spent this summer at Kiva.org as an impact investments intern on the Strategic Initiatives team. Kiva currently disburses the majority of its microloans through microfinance institution (MFI) partners who operate on the ground around the world to serve individuals who are excluded from access from capital. The Strategic Initiatives team is tasked with expanding the model beyond MFIs and establishing partnerships with innovative social ventures that can use the Kiva platform to scale or to reach other financially excluded populations. As the impact investments intern, I searched for and developed leads for promising social venture partners and conducted due diligence on a few potential partners operating in East Africa. My primary goal in taking this internship was to gain experience in the field of impact investing. The Haas Social Impact Award made it financially less painful to take an unpaid internship at an organization that could not fund my internship. Through my internship, I have developed a better understanding of the social venture space, key areas of innovation, and elements of a successful business model to address needs at the base of the pyramid than I would not have otherwise developed. My main deliverables this summer included three due diligence reports, two of which have been reviewed, discussed, and approved by Kiva’s investment committee for credit lines that total more than $1 million. I am in the process of finalizing the third due diligence report for submission to the investment committee soon. I have decided to extend my internship with Kiva through the fall semester as well. The skills I gained at Haas that I used during my internship included many elements of PFPS, including introducing post‐it note brainstorming to my team to spur discussion on application questions for potential partners and utilizing the business model canvas framework to think about how well integrated elements of an organization’s business model are and how that affects their operations. Core accounting and strategy courses also helped me to better evaluate the financial position and strategic strengths and weaknesses of organizations that I evaluated during due diligence. My experience this summer made me realize that I thrive in an environment where I can see clearly the social impact and outcome of my work. While I am not certain that I will return to Kiva full time, I know now that the opportunity to constantly learn, get exposure to exciting innovations with social impact, and do work that tangibly helps to further these innovations are elements that I desire in my next job. I am fully committed to working in the social sector after graduation.
  25. 25. Samantha Henderson HSIA Final Report Montefiore Medical Center is a four‐hospital health system located in the Bronx. The Bronx is extremely poor; 80% of Montefiore’s patients have government‐sponsored health care, either through Medicare or Medicaid, which reimburse at much lower rates than commercial insurers. Despite, or partially because of these extreme resource constraints, and because of the strong Bronx pride that I witnessed this summer, Montefiore takes on responsibility for the overall health and well‐being of the Bronx. The health system does not only treat the conditions of its patients that walk in the door, but it also does a variety of activities that promote health and healthy lifestyles. These activities include sponsored farmers’ markets and green stands; the lead role in a local foundation that owns and manages residential buildings to provide safe, clean, and affordable housing; and co‐leadership of initiatives to expand and maintain safe, clean parks and green spaces to promote active lifestyles. On the health care side, Montefiore’s subsidiary Care Management Organization (CMO) also assumes responsibility for the health of certain marginalized populations by taking on financial risk from health insurers, believing that Montefiore can best use the limited financial resources to maximize these populations’ health. Very few hospitals in the U.S. take on financial risk in this way, yet Montefiore does it because it allows the organization to reshape models of care in innovative, cost‐saving ways that also produce higher quality care and better outcomes. In particular, Montefiore is one of 32 organizations in the U.S. that were selected to participate in the federal government’s Pioneer ACO program, one of the most advanced attempts to completely redesign care and payment for care. Before Haas, I worked for a not‐for‐profit that generated and spread ideas to support our partner hospitals to redesign care in ways that would transform the health care system. For my internship I wanted to work in an organization that actually did that work, so that I could personally be involved in care redesign projects that made an impact. Montefiore CMO jumped out as an exceptional place where I could do this, and the Haas Social Impact Award allowed me to work at CMO by supplementing the minimal salary they could afford to pay me. At CMO, I was asked to evaluate the results of the Care Transitions Program (CTP), a pilot program led by Montefiore and involving four hospitals and three payers. CMO provides the administrative and evaluative infrastructure for the Collaborative and the CTP and has been working on this project since early 2009. The CTP had been running since 2009 and focused on reducing hospital readmissions and emergency room visits through a package of 4 care transition interventions. Hospital readmissions signal a failure of the overall system of care and are seen as a key quality indicator of the health care system’s performance and of the population’s health in the area. Starting in October 2012, Medicare is imposing financial penalties on hospitals with high readmission rates; thus, not only is readmission reduction important for the community, but also it is vital to Montefiore’s financial stability. Additionally, the CTP aimed to develop an electronic data collection and sharing system that would promote information sharing amongst the four hospitals both during and after this program; and to build a sustainable, collaborative relationship among the partner organizations that would continue after the CTP’s end.
  26. 26. The CTP study ended in early 2012, and no work had been done to understand the program’s intermediate or final performance. I was tasked with leading the evaluation process and making recommendations on what Montefiore needs to do to reduce readmissions going forward. By the end of the summer, my team and I had compiled a portfolio of documents summarizing qualitative and quantitative assessments of the three‐year program, as well as a list of recommendations for Montefiore to reduce readmissions, save money, and improve health. Of the skills I developed during my first year at Haas, managing and communicating with people was by far the most useful during my internship. No one person, department, or organization was in charge of the CTP, which meant I needed to work with multiple people and teams that had different roles on and opinions of the CTP. Some of these people were among the most senior at CMO and the partner hospitals, and I had to present my ideas and myself in a way that was persuasive and collaborative in order to achieve my goals. Additionally, I managed three college interns who were hired to work on this project. This was my first supervisory role, and I constantly drew on lessons from Leading People and Leadership Communication to manage them. In particular, I learned a lot about accommodating different people’s styles, communicating in way that allowed the team to work effectively, and keeping the team happy and satisfied in their work. I also applied my skill of managing many moving pieces to achieve the desired goal, something I practice at Haas in my classes, my Haas Healthcare Association presidency position, and in general, day‐to‐day life in business school. The CTP was a long and complex project: there were many moving pieces that depended on several other people each taking a number of steps, and it was incredibly difficult to time everything so that it came together as needed. For example, to do the primary data analysis for the evaluation, the CMO data analysis team needed data from a number of sources. We worked with these sources for weeks to clean up their data and get it in the proper format, and it always seemed like there was one source that was behind the others. This gave me a small peek at the extreme difficulty of managing projects with several, varied components, and this skill is something I look forward to working on in the future. Thanks to HSIA, I was able to reaffirm my desire to work in a health care organization that has a strong mission to improve people’s health and health care. This summer gave me an appreciation for the difficulties faced by resource‐constrained organizations trying to make an impact: the consensus necessary for such social impact efforts is difficult to achieve and maintain, and these organizations often do not function smoothly internally because they cannot make the resource investment necessary to do so. Despite these difficulties, the mission of the CTP and of Montefiore made it easy to work hard every day because I knew the purpose of my work and its effect on improving the health of the Bronx’s population. For my next internship and my full‐time job search, I will definitely seek out organizations with a strong social impact, and I hope I can thank HSIA by supporting another student’s desire to do good. 
  27. 27. HSIA End-of-summer report September 2012Kota FukasawaA. Overview of my internshipI interned for Revolution Foods as a Graduate School Fellow of Education Pioneers for ten weeks this summer.Education Pioneers is an educational nonprofit that recruits, trains and enlists graduate school students to schools,school districts, corporations and organizations in education. Revolution Foods, founded by two Haas Alumni in2006, is a for-profit company that provides healthy meals to schools in the U.S. I worked directly for RevolutionFoods, and also attended eight-days of training sessions provided by Education Pioneers.At Revolution Foods, I mainly worked on competitive research and customer analysis with the CEO and theDirector of School Partnership.B. My goal of taking this internshipI had two goals for my summer internship: 1) To gain working experience in an English-speaking environment and2) To gain knowledge and build network in the U.S. education sector. To achieve these goals, I decided to turndown the offer from Amazon and accept the offer from Education Pioneers. Amazon was very attractive in terms ofits job description and stipend, but the backup provided by The Haas Social Impact Award motivated me to stick tothe education sector which had always been my primary interest.The award also supported my work financially – I purchased books and company reports related to the school foodindustry at my own expense, to gain knowledge that was critical to perform my work. I also had to pay gas forcommutes to the office.C. Key achievements/deliverables of my internshipI worked on three projects during the summer.1. Competitive Analysis (45%) Since Revolution Foods developed a new market of healthy school meals, there were no direct competitors in the field. However, seeing Revolution Foods’s success, small catering companies have started entering the market recently. In addition Revolution Foods has shifted into a mid-sized company, and has started competing with some of the larger corporations, such as Sodexo, Aramark and Chartwells. Given such a dynamic industry landscape, Revolution Foods asked me to work on gathering competitor information and developing a framework and approach for competitive analysis. To gather competitor information, I conducted web-based research, and interviews with schools, third-parties and consumers. In the end, I reported my findings at an executive meeting and delivered a Competitor Catalog and Competitor Analysis Rubric.2. Customer Analysis (45%) The company also asked me to conduct customer analysis to understand how the company was winning or losing against its competitors, and what the key decision factors for customer schools were. I executed analysis on their Salesforce database, conducted web-based analysis and also did interviews with schools. In the end, I delivered a Customer Analysis report and presented my findings at an executive meeting.3. Swing District Analysis (10%) In addition to the two projects described above, the company asked me to work on an additional project to identify the Congressional Districts that Revolution Foods should collaborate with. The Federal/State regulations mattered to Revolution Foods since the Federal/State reimbursement rates for school meals greatly
  28. 28. HSIA End-of-summer report September 2012Kota Fukasawa influence school’s decision on food vendor companies. During the House Representative race, the congressmen in the Swing Districts are eager to take innovative policies into their public commitments. In line with this, I screened the Congressional Districts that had potential to connect with Revolution Foods.D. Skills utilized to my workThere are three skills/experiences I gained through Haas courses that were very helpful to my work. First, theproject experience in IBD class helped me effectively work and communicate with my supervisors and colleagues.Though this was my first time to be employed in an English-speaking environment, I was not intimidated thanks tothe IBD experience. Second, the brainstorming approach that we learned in PFPS class worked very well when Ideveloped my final recommendation. Since my class-of-2013 classmate, Eric Desai was also interning forRevolution Foods, we often did brainstorming together by using some PFPS skills. Finally, the excel trainings thatwere conducted outside of class on Sundays were greatly helpful when I conducted excel analyses. Thanks to thetechniques that I learned in the trainings, I was able to run analysis in a productive manner.E. Influence of summer experience on my future careerThis summer internship experience changed the perception of my future career in many senses.First, it gave me confidence in working in an English-speaking environment. Before coming to Haas, I had achance to work in international surroundings, but was intimidated due to the differences of language and culture.Completing my summer internship, I am considering the option of staying and working in the U.S. upon graduationor in the future.Second, the internship experience helped me get familiar with the U.S. education system. Before the internship, myknowledge of the U.S. education system was very fragmented. Attending the Education Pioneers’ trainings, Igained a comprehensive picture of the U.S. education system which also helped me reflect on the Japaneseeducation system.Last but not least, meeting and working with 50 Education Pioneers fellows who were also passionate intransforming the education system encouraged me to pursue my future career in education. In Japan, I was alwayshesitant to say that I was passionate about the education/social sector, since it is generally perceived that youcannot earn money working in this sector and therefore nobody wants to pursue a career in education. The people Imet this summer were all determined and committed to make a change in the education/social sector, and theirwords and attitudes inspired and motivated me to take actions. Now my future career goal is to realize a EducationPioneers model in Japan. (I have already spoken to Morgan Scott, the founder/CEO of Education Pioneers aboutthis!)Finally, I would like to extend my appreciation to all the people who contributed to this award. Without the effortand generosity of these people, I would not have encountered this experience.
  29. 29. Haas Social Impact Award (HSIA) – End‐Of‐Summer Report  Jerry Lee – Education Pioneers / KIPP   Internship Description I had the privilege this summer of working as an Education Pioneers Graduate School Fellow placed at the KIPP Foundation in San Francisco, CA. KIPP (Knowledge Is Power Program) is the largest and most well‐known network of open enrollment charter schools in the U.S. and a leader in the education reform space. The 125 KIPP schools seek to provide a world‐class education to low‐income, minority students across the country.   I worked on the Knowledge Sharing team, which is a small group within the foundation that equips and encourages teachers and school leaders across the KIPP network to collaborate creatively with each other. The goal of this collaboration is to help staff share best practices within and between schools, spark innovation, and prevent them from reinventing the wheel every time a problem arises. To facilitate this sharing, KIPP recently rolled out two online collaboration platforms – referred to together as “KIPP Share”. As a Fellow, I helped drive adoption, develop training materials and make strategic improvements to KIPP Share. My project can be split into three main workstreams:   1. High‐level strategic planning and analysis around knowledge management as it relates to KIPP’s  continued growth and plans for scale. 2. Operational, “roll‐up‐your‐sleeves” work around developing and giving KIPP Share training to teachers  and school leaders, generating marketing collateral, and gathering feedback on and suggesting  improvements to the two platforms. 3. Helping plan, organize and staff all of the Knowledge Sharing outreach at the annual KIPP School Summit  (KSS) in Orlando, FL. Bill Clinton was our gala keynote speaker at the summit this year!  Summer Goals and HSIA My goal this summer was to thoroughly explore the education reform sector, get a sense for the opportunities that matched my passions and core strengths, and begin to build my network in this space. The Haas Social Impact Award was critical in giving me the freedom to do all these things, in addition to bringing my skills to bear at KIPP, without having to worry about finances this summer.   The award was also valuable in two unexpected ways. First, it was a tremendous encouragement to know that my classmates were behind me in this quest to solve some of the “wicked” problems around education in the U.S. (and in the future, abroad). It sounds trite, but that encouragement matters when you’re working late in the office or grinding through a series of seven training presentations in one day. For my first‐generation immigrant parents to know that my classmates were supporting me financially in making this choice to step into a less financially lucrative industry really meant a lot.   Secondly, the Award required me to talk a lot about KIPP and education with classmates and peers, which naturally forced me to reflect a great deal on the issues that mattered most to me. Through a lot of reflection, I was able to weave together both a compelling and realistic narrative of why education reform is important and the role that MBAs can play in the movement. Put another way, HSIA really pushed me to gain clarity around why exactly I am passionate about social impact through education and what career paths I can potentially pursue.  Outcomes and Achievements I think my internship was a major success both for KIPP and for personal growth and development. I completed the following over the course of my 10‐week internship:  
  30. 30. 1. Developed and presented Strategic Recommendations deck to senior management across Knowledge  Sharing, Research Design  Innovation and Information Technology functions at KIPP Foundation. My  report included:  a. A deep analysis of KIPP Share adoption to date  b. A review of the latest academic research around building and incentivizing use of online  collaboration platforms    c. Four strategies to help KIPP move from static to dynamic sharing  d. A baseline study of online metrics that will meaningfully quantify how KIPP Share is helping users  save time and improve their performance  e. Lists of specific improvements that can be made to the platforms in ranked in order of priority   2. Generated more than 20 unique pieces of training materials and marketing collateral for KIPP Share,  ranging from postcards and one‐page primers to 60‐minute PowerPoint presentations and guided  practice handouts.  3. Trained more than 100 KIPP school leaders, administrators and teachers on the benefits and practical  usage of KIPP Share platforms via WebEx, one‐on‐one meetings, phone calls and group presentations. 4. Designed and staffed a table/kiosk at the annual KIPP Share Summit (KSS) that resulted in more than  1,100 two to three minute conversations and demos with key KIPP stakeholders (teachers, school staff,  board members and funders) from across the country.  Leveraging Skills and Experiences from Haas I feel like virtually every aspect of my first‐year MBA experience, from core classes like Leading People, Marketing, Strategy and PFPS, to the leadership and consensus‐building skills I’ve developed in my extracurricular activities and through IBD, to the broad, global perspective I’ve gained from enjoying the talents and diversity of my classmates, all helped me add value at KIPP. Getting a strong background in ethnography, interviewing, and public speaking over my first two semesters, combined with an increased literacy with budgets and growing expertise organizing and presenting data all helped a great deal in my day‐to‐day work.  My participation in the Education Leadership Case Competition this past spring gave me the perfect head start on this internship: our student team worked on innovative solutions for sharing best practices within the San Francisco Unified School District.       Perhaps least tangible but most important, the culture and character of Haas and its students translated very well to my experience at KIPP. Both places hold values such as confident humility, lifelong learning, influence beyond authority, and creative collaboration in high regard. Both organizations do much more than pay lip service to these ideals – they are part of the DNA of the people that make up both Haas and KIPP. In some ways, the principles of Haas enabled me to integrate almost seamlessly with the culture at KIPP.   Future Career Plans My long term career vision remains unchanged, and if anything, was inspired and sharpened by my experience this summer: I want to start a sustainable social business that uses technology to bring high‐quality education to underserved urban youth here in the U.S. and across the developing world.  Besides giving me a great network of fellow education pioneers and ten very full weeks of firsthand experience and credibility in a leading education reform organization, I think this summer really grew my appetite for exploring education finance as a next step to starting my own venture. The funding of companies and organizations that support schools and enable education outside of the classroom is something I’m increasingly passionate about and interested in participating in. Haas is giving me a strong set of skills around social finance and impact investing and I want to both hone those skills and utilize them to change education here and abroad.   
  31. 31. Julie Lutz  9/20/2012  HSIA End‐of‐summer report  Internship company:  Tegu  Tegu is a start‐up toy company, founded to bring hope, purpose and opportunity to the people of the developing world through the creation of enduring commercial profit.  Tegu’s delightfully magnetic wooden blocks are creating jobs in Honduras and joy in playrooms across the US and Europe.  Internship role  summer work:  As a Senior Analyst, I was tasked with a few different projects but focused most of my summer on logistics.  I evaluated Tegu’s current transportation and distribution operations in light of strategic growth plans.  Based on all‐in cost structure of delivering product from Honduras to the end customer in the US and our future business needs, I identified and selected our new 3rd party logistics provide (3PL) to best fulfill individual customer and retailer orders while minimizing our overall cost structure.  Additionally, I managed the product development and sourcing process for a redesign of our felt tote and evaluated strategic growth options for expansion of European sales.  I also assisted at our booth at ASTRA Toy Fair, drove product from JFK airport to our warehouse, visited our factory in Honduras and generally supported the team however possible.   Goal of internship ( how HSIA helped):  The goal of the internship was to experience working at a start‐up social enterprise that matched my passion for impact in Central America.  I also wanted to see if working in the US on an internationally‐focused social enterprise would be rewarding enough, or if I prefer to be in‐country after graduation.  The Haas Social Impact Award made it possible for me to work at Tegu and live in New York City in order to experience both aspects.  I was also interested to experience the integration of faith and work, as much of the management team at Tegu shares my Christian beliefs.  While living in New York, I also had the opportunity to plug into Redeemer Presbyterian Church, which has a Center for Faith and Work.  Both Tegu and Redeemer allowed me to grow in my faith and explore how faith can be incorporated into work decisions, relationships and career plans.   Final outcome:  At the end of the summer, I conducted negotiations with our three final 3PL candidates and selected our new 3PL fulfillment partner.  The negotiations resulted in a projected savings of ~$500K over the next 3 years.  This semester, I’m continuing to work on our European operations and the sourcing of our redesigned tote, as the timeline for these projects did not fit within the summer timeframe.  
  32. 32. As part of the logistics cost analysis, I also reviewed Tegu’s historical FedEx shipments.  While  examining the file, I noticed an error by FedEx which resulted in an immediate $25K savings for  Tegu.        Skills gained at Haas to add value to organization:    I was excited to apply learnings from Haas classes and experiences to help Tegu.  In support of  Tegu’s Series B fundraise, I reviewed the list of potential investors and suggested others I’d come in  contact with through Haas, GSVC, SOCAP, etc.  I also proposed a new innovative management  structure based on Gary Hamel’s book What Matters Now and a company called Morning Star.  Gary  had presented at our Haas@Work class last semester and the idea of non‐hierarchical self‐ management seemed like a perfect fit for Tegu’s development of its employees.  In response to my  suggestion, all of Tegu has now read a chapter of Gary’s book and written a personal mission  statement for their work.  Furthermore, the co‐founders are pursuing a relationship with Morning  Star.    On the flip side, I feel that my Tegu experience has strongly added to the skills I’m now gaining at  Haas in my second year.  My classes in Supply Chain Management, Project Management, Corporate  Finance and New Product Development seem much more relevant and valuable now that I’ve seen  each of these aspects at a start‐up.    Future career plans:    After graduation, I’m tentatively planning to join Tegu full‐time.  While exact role and compensation  still need to be addressed, the co‐founders have made it clear that they would like me to come back  and are willing to discuss my future at Tegu whenever I’m ready.  I’m now evaluating what role best  fits my career goals, passions and Tegu’s needs, while also debating the options of moving to  Honduras or New York.  This year I am focusing on rounding out my management skills in a variety  of technical areas to help me determine what role I might like best and ensure that I will be  prepared to help Tegu in a variety of management functions.      I am also pursuing classes and activities that will prepare me to start my own social enterprise.   Specifically, I am interested in developing a solution for trash dumps, like those in Honduras and  Nicaragua where thousands of people live in poverty.  I am currently pursuing an independent study  focused on project management and emerging thermal waste conversion technologies.  I hope to  continue this focus next semester as well, potentially working with a team of engineers as part of an  independent study or the Design for Sustainable Communities class.      
  33. 33. For more information contact:Center for Nonprofit and Public Leadership socialimpact@haas.berkeley.edu nonprofit.haas.berkeley.edu Presentation prepared by: Aaron Perez, MBA 13 aaron_perez@mba.berkeley.edu