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Team fremont casesolution

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Team fremont casesolution

  1. 1. Innovation for the UnderservedFoster health awareness and interest in education throughinnovation with technology4/16/2013THE BERTELLI FOUNDATION
  2. 2. Start with the Strength – Foundation AnalysisStrengths and Weaknessesof the Current Programs• Stable funding from individual donors• Strong relationship with health professionals• Rich experience in health care services• Success in technical support and behavioralcoachingStrengths• Limited experience on coaching services• Limited diversification in type of services• IT department causing tremendous cost• Source of funding limited to individuals (vs.corporate and governmental grants)WeaknessesDo - abilityCostRiskOutcomeInitiate General Education Initiate Health EducationDevelop General Education Develop Health EducationOptions of Entry Method
  3. 3. The Root of Poor Health – The Direction for Entering the Educational SectorCore Issue SolutionGoal High drop – out rate before collegestage Limited household income Target low income communities(geographic) Focus on education withemphasis on health.1. Foster foundational understanding of health among children2. Foster medical interest among young adults3. Foster continuation in education36%33%22%9%Poor Health by EducationLess than a highschool diplomaHigh school diplomaor GED 8Some collegeBachelors degree orhigher50%25%10%8%3% 4%Poor Health by IncomeLess than $35,000$35,000 or more$35,000-$49,999$50,000-$74,999$75,000-$99,999$100,000 or more
  4. 4. Enlarge Impact – The Program to Reach Desired OutcomeTouring Bus - Baby Step TrackTouring Bus – Stepping Up TrackMiddle School Students- Awareness focusedTargetPlatform – TabletInteraction – Game andvideo AppsProgramFrequency – 2 visits/month/ schoolLogisticsInteraction – encourageparticipation in activitiesMentorsHigh School Students- Technical knowledgefocusedTargetPlatform – TabletInteraction – Technicaldemonstrations andworkshopsProgramFrequency – 2 visits/month/ schoolLogisticsAdvising- answeringbasic technical andscholarship questionsMentorsFoundation Sponsored Scholarship• Involvement – involved in either BabyStep or Stepping Up• Commitment –serve as a mentor to theprogram• Career Interest – science related careersRequirements• Advising – coaching onapplication process• Management – trackingcommitment and performanceMentors• Partnership – Affiliated middleschools, high schools, andhigher level educationalinstitutesLogistics
  5. 5. Stimulate Incentives – Innovation for the Underserved Operational efficiency – Mobility, maintenance, and analytics based management Cost effectiveness - Hardware cost as low as $100/tablet Incentive focused learning stimulation– Intuitive• Using touch and move based UI of tablet to enhance interactive and proactive learning– Diverse learning styles• Using interactive video courses, apps, games and reading materials to create lively stimulationKey Objectives Get on the touring bus – Sign in with prepared barcode card Access tablet contents - Stream from the Cloud Log in to personal account - Track and record interaction andperformance Collect student feedback- Sent to cloud to generate ratings,usage statistics, and suggested improvements reportsProcedure and Related Features Tablet configured to limit access to extraneous functions– Content filtering: Facebook, YouTube, email, and otherinappropriate or unrelated content– Access control: disable illegal/game downloading– Internet stability: alternative hands-on technical trainingImplementation ChallengesCostUsabilityInteractionMobilityMaintenanceManagementComparison Base on CharacteristicsTablet Laptop
  6. 6. Feedback on Salesforce from Current ClientEase of use23%Easeofimplementation21%Hosted CRMsolution20%Ease ofadministration19%Ease ofcustomization17%Ensure Performance – Efficient Data System54%62%61%79%Administration EffectivenessLow CostPartnership ManagementData EfficiencyFor Bertelli Foundation, Salesforce can Lower ownership costs due to centralized management Support the foundation through entire life cycle (Salesforce users reported an average ROI of 45% in 8 to9 months)For Bertelli Foundation, Clouds can Reduce maintenance and data storage costs Track and store information from external activityefficiently Manage foundation’s daily operations effectivelyAdvantage Type Reported from Cloud UsersSource: 2012 Global Cloud Computing Survey Source: salesforce.com
  7. 7. Ensure Performance – Efficient Data SystemUserData(Tablets):•Identification•Evaluation•TrackingSalesforceToolkitGeneral OperationData AnalysisDecision MakingFoundationData:•Staffing•CRM•Cash flowCostReductionDataStorageDataCoherencyData Categories Cloud Warehousing Management Platform Desirable FunctionAn easy to manage, cost efficient and highly functional data system
  8. 8. Managing the process – Potential RiskSeverityPossibility• Implementation process delay• Lack of participation• LiabilitiesProgram Risk• Shortage in funding• Program staff commitmentOperation Risk• Data security• System breakdown due to virus• Process of integration and migrationTechnology Risk• Well defined milestones and internalbenchmarks• Content marketing effort and engagement• Ensure presence of teachers andsecurity, mentor training requiredSolution• Clear guidelines on inputting relevant data• Cloud backup and insurance coverageSolution• Widen source of funds• Written contract and formal trainingSolutionRisk severity and possibility of occurring relatively low and can be managed
  9. 9. Managing the process – Timeline and Key Milestones within 5 YearsBaby Steps ~ Stepping UpPhase 1 – Program Installation Secure funds to support touring busprogram Install Salesforce Outline games, videos, and other programmaterial Develop web programs Approach potential partner schools anduniversities Advertise Stepping Up & Scholarship Begin College Scholarship program Begin mentorship program Touring bus beta version BEGINS!Phase 2 – Program Development Implement revised version of Web learningmaterialJune, 2016Dec., 2015June, 2015Dec., 2014June, 2014Dec., 2013June, 2013
  10. 10. 01002003004005006007001 2 3 4 5Technology Program TotalCost and Key Benchmarks – Efficiency and Impact Measurement MetricsInput Activities OutputImpact Measurement Metrics and Benchmarks• Expenses – 35% totalbudget• Labor – 10% original, 15%new• Promotion – 40% totalmarketing effort• Response rate – 70%• Retention rate – 85%• Feedback rate – 80%• Activity performance – 80%• School attendance – 15%increase• Scholarship Applicants – N/ACost Forecast and Financial AnalysisCost mostly resulted frompurchasing, expansion, and clouddatabase (,000)• Revenue growth: Currently -3% on average,expected growth at 5% yearly• First year cost: 80% of excess funding in 2012• Expected new endowment – $10 MillionFunding Coverage
  11. 11. Appendix
  12. 12. NavigationBus Program Operation ScaleDavid Lynch Case StudyCost ForecastAssumption for Program CostTarget SchoolsSocial MediaSocial Media in Fund RaisingOther Data Management PlatformsCloud Barriers and Global UsageOther Cloud providersCloud Case studyTablet ReasoningTablet OptionsVisual BusBus CostRace/EthicsNonprofit SectorRoot of the ProblemFoundation AnalysisProgramsInnovation for the UnderservedCloud AnalysisSalesforce UsageRiskTimelineCost and Impact
  13. 13. - 13 -ClientLogoClientLogoReportTemplate.pptxBus Program Operation ScaleAnnual GrowthBuses/School District +1School Districts/County +1Counties/State +1States +1*Total Schools affected +10Total Buses +1First yearBuses/School District 1School Districts/County 3Counties/State 1States 1Total Schools affected 30Total Buses 3*Expansion can either be in a new state or incurrent state
  14. 14. Case Study – David Lynch Foundation Educational Programs
  15. 15. Cost Forecast – by areas (,000)Bus Program YR2013 YR2014 YR2015 YR2016 YR2017Bus Purchase 209.7 69.9 69.9 69.9 69.9Staffing 16.38 16.38 16.38 16.38 16.38Operation 48.18 48.18 96.36 96.36 96.36ProgramDevelopment110 22 24.2 26.62 29.282Bus Program Total 384.26 156.46 206.84 209.26 211.922Tablet Related YR2013 YR2014 YR2015 YR2016 YR2017Tablet Cost 12 2 2 2 2App/GameDevelopment20 20 20 20 20LMS 25Tablet Total 57 22 32 22 22Salesforce YR2013 YR2014 YR2015 YR2016 YR2017Software 31.2 35.568 40.54752 46.22417 52.69556License 0.858 0.858 0.858 0.858 0.858Consulting(hiddencosts) 143.895 151.623 160.4329 170.4762 181.9256Training 19.2 0 0 0 0Saleforce Total 195.153 188.049 201.8384 217.5584 235.4792Total 636.413 366.509 440.6784 448.8184 469.4012
  16. 16. - 16 -ClientLogoClientLogoReportTemplate.pptxAssumptions for Program CostsMediBus StaffingTotal annual cost: $16,380Assumptions: 182 days of work per year 3 buses in use per day 3 paid staff per bus 3 hours work per staff per day $10 per hourProgram Development StaffingTotal Cost: $110,000Assumptions: 1 Health Educator for 6 months– Total cost: $35,000 1 Programmer for 1.5 years– Total cost: $75,000
  17. 17. - 17 -ClientLogoClientLogoReportTemplate.pptxSample of Target Schools in Ohio
  18. 18. Social media and mobile technologies present a significant opportunity for non-profits to reachindividuals like never beforeMost Common Fundraising Vehicles 1 On average, public charities make use 6 fundraisingvehicles, with the following being the most common:PercentageRespondentsthatUseFundraisingVehiclesMost Common Fundraising VehiclesFundraising and Education TrendsResulting from the Internet and Social MediaOnline giving rose 58% of the organizations using it, themost of all fundraising vehicles 192% of non-profit websites contain at least 1 socialmedia button 290% of nonprofits have a Twitter share button on theirwebsites 2Roughly 93% of Non-Profits are experimenting withSocial Media 131% of NPOs that use Social Networking sites expectedcontributions from the sites to increase in 2010 3Social Media Impact (General)
  19. 19. Social Media Impact in Fund RaisingImportance of Website Activities 1Not Important Very Important Two of the primary uses of NPO websites involvecommunicating with new donors and leveragingnew and existing donors to raise funds Given the projections that almost 50% ofAmericans will be on Facebook by 2013 (up from42% in 2011), NPOs would be wise to increasetheir usage of social networking to enhance theircurrent websites The Wildlife/Animal Welfare sector of NPOs arecurrently leveraging Facebook more than 5 timesthe average NPO (with ~84K Facebook ―likes‖ tothe average 15K) 2 International NPOs use Twitter at similar rates toFacebook, with nearly 17K users for each socialmedia site. All other NPO sectors do not useTwitter as much as international NPOs
  20. 20. Data System Alternatives
  21. 21. - 21 -ClientLogoClientLogoReportTemplate.pptx44%45%49%60%CostData SecurityLack of TrustLack of KnowledgeBarriers and Global Usage of Cloud90% of nonprofits respondents world wide use cloud computing Proposed Solutions Salesforce staff provide professional consulting services Pre-start costs are higher; rest cloud expenses will decreaseannually Clear guidelines on input data on the cloud; keep topconfidential data in-house; Building long term partnership with cloud providersGlobal Cloud Use Barriers to Adopt CloudSource:2012 Global Cloud Computing Survey90%10%% of users reported issues in:
  22. 22. - 22 -ClientLogoClientLogoReportTemplate.pptxOther Cloud ProvidersAmazon ElasticCompute CloudGoogle AppEngineMicrosoft LiveMeshSalesforceService CloudFocus Infrastructure Platform Infrastructure PlatformService Type Compute,Storage(AmazonS3)Web Application Storage Compute,StorageVirtualization OS level runningon XenhypervisorApplicationContainerOS level ResourcesManagement &ScheduleUser AccessInterfaceAmazon EC2command-linetoolsWeb-basedadministrationconsoleWeb-based livedesktop and anydevices with livemesh installedCustomizablecloud-basedadministrationconsoleValue-addedservice providerYES YES YES YESProgrammingFrameworkCustomizableLinux-basedAmazon MachineImagePython Not Applicable Apex; standardweb technology
  23. 23. - 23 -ClientLogoClientLogoReportTemplate.pptxCloud Case Study : Idealist.OrgIdealist.org is an interactive Web site where people and organizations can exchangeresources and ideas or locate opportunities and supporters.Challenge •Lacked a centralized way to keep track of inquiries from the Web site•Needed an inexpensive or free solution to keep operation costs low and customizable tomatch their requirements.•With offices on two continents, staff collaboration was difficultSolution •Implemented Salesforce for 30 staff ( discounted or free license through Salesforce.comFoundation)•The Service Cloud application resolves the weekly community cases that come through theorganization’s Web site•Salesforce Chatter’s Facebook-like interface and functionality, improving internalcollaborationResult • Idealist.org gets the same high-caliber application that the world’s largest for-profits use—ata fraction of the cost
  24. 24. Tablet Reasoning in Details. Intuitive– 18 minutes is the average time it takes a kid without anyprevious knowledge to learn how to use a tablet Works well in less typical learning scenarios– 81% of teachers believe tablets enrich classroom learning Interactive– 86% of students believe they study more efficiently withtablets Low-cost– $200 tablets is expected to be the norm in 2015 Streaming online video/audio/text/game through CourseManagement System Performance measurement and tracking through LearningManagement System Analyzing participants’ demographic/feedbackTablet Laptop WeightCost 3 2 25%Usability 5 2 25%Interaction 4 4 25%Mobility 4 2 10%Maintenance 3 2 5%Management 3 5 10%TOTAL 3.85 2.8 100%Why tablet?How Tablet Interacts with the Cloud?
  25. 25. - 25 -ClientLogoClientLogoReportTemplate.pptxFuhu Nabi 2 Kindle Fire Google Nexus 7Price $199 $199 $199Memory 8 GB 16 GB 8 GBProcessor Speed 1.3 GHz 1.2 GHz 1.2 GHzScreen size 7 inches 7 inches 7 inchesOperating System Android 3.0 + Android 3.0 + Android 3.0 +Tablet Options
  26. 26. - 26 -ClientLogoClientLogoReportTemplate.pptxApproximate Visual Representation of Learning BusComputers line each side of the interior for optimal useof spaceTrailer is connected to minivan. Minivan carriesextra props for other hands-on health activities(ex. CPR)
  27. 27. - 27 -ClientLogoClientLogoReportTemplate.pptxCost of Secondhand Buses
  28. 28. - 28 -ClientLogoClientLogoReportTemplate.pptxStatus dropout rates of 16- through 24-year-olds in the civilian, noninstitutionalizedpopulation, by race/ethnicity: Selected years, 1990-2010Year Total1Race/ethnicityWhite Black HispanicAsian/Pacific IslanderAmericanIndian/Alaska Native1990 12.1 9.0 13.2 32.4 4.9! 16.4!1995 12.0 8.6 12.1 30.0 3.9 13.4!1998 11.8 7.7 13.8 29.5 4.1 11.81999 11.2 7.3 12.6 28.6 4.3 ‡2000 10.9 6.9 13.1 27.8 3.8 14.02001 10.7 7.3 10.9 27.0 3.6 13.12002 10.5 6.5 11.3 25.7 3.9 16.82003 9.9 6.3 10.9 23.5 3.9 15.02004 10.3 6.8 11.8 23.8 3.6 17.02005 9.4 6.0 10.4 22.4 2.9 14.02006 9.3 5.8 10.7 22.1 3.6 14.72007 8.7 5.3 8.4 21.4 6.1 19.32008 8.0 4.8 9.9 18.3 4.4 14.62009 8.1 5.2 9.3 17.6 3.4 13.22010 7.4 5.1 8.0 15.1 4.2 12.4Race/Ethnicity
  29. 29. - 29 -ClientLogoClientLogoReportTemplate.pptxThe Nonprofit Sector

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