CASE STUDYHaiti Partners• 501c3 Organization• Change Haiti through Education• Founders work and live in Haiti since 1992• inspired by a sustainable education model developed by a grassroots organization in a remote area of Haiti
CASE STUDY: IMPACT• build capacity through substantial training• improve school’s infrastructure• provide access to seed capital• support to create a social business• helping them along toward long- term financial independence.
CASE STUDY: RESULTS• Currently supporting 7 schools (building more)• Close knit community – town meetings everyday• Community sends their children to high school on their own as they see the value of education• Community empowered to make decisions on their future
CASE STUDYGhana Shea Nuts• Maata-N-Tudu (MTA) and Grameen Ghana (GG) Partnership• Rural women in Ghana collect Shea nut and make Shea butter, an accessible income generating activity• But their incomes are unstable due to a lack of market information, inadequate business knowledge, and low negotiating power
CASE STUDY: IMPACT• An order management and fulfillment software package, provides buyer with transparency on historical product quality data and product traceability.• Women get access to information through price updates via SMS text messages to mobile phones.• Middlemen are cut out
CASE STUDY: RESULTS(FOR PILOT)• Women have been organized into association called Star Shea Network (SSN)• They have more negotiating power, & give buyers access to larger quantities.• Women have been trained to process better quality nuts and butter. In November 2010, SSN women sold over 93 metric tons of nuts at premium prices to a buyer.• Income increase significantly.
HOW TO CREATESUSTAINABLE IMPACT?Common traits of sustainable projects••• Founders permanently in project (no exit strategy or plans)• Communities empowered to take responsibility and make their own decisions
HOW TO CREATESUSTAINABLE IMPACT?Common traits of sustainable projects• Local Champions in Charge• Projects will still go on without founders• Communities involved in decision making process from day 1• External support only to give more options, opportunities and funding
ENGAGE• People have their own aspirations.• Communities should be allowed to decide on their own future.• A person outside the community cannot solve the community’s immediate problems without engagement.
ENABLE• Build capacity, train required skills for required job.• Help provide funding if equipment or materials are required• Provide more options to increase income capacity
EMPOWER• Allow communities to make their own decisions.• Allow communities to participate in discussion, planning and contribute.
CONNECT• Connect the community with the international market• Connect the community with local / international resource• Connect the community with local universities / technology• Connect the community with funding and expertise
CASE STUDYMarkets of HopeA Global Market place of Productsand Services from disaster areasand Disadvantaged Communities
MARKETS OF HOPE: ENABLING ENTREPRENEURS VS. CREATING REFUGEES
CASE STUDY: IMPACTMarkets of Hope• Connecting local handicraft and art manufacturing business of disaster areas in Haiti and Japan to the world• Trying to get the shelter shops on board with transparency and increase capacity
SHORT TERM VSLONG TERM• Not all short term projects are bad, some lead to more understanding of ground dynamics and changing into sustainable projects• Short term crisis need fast solutions.• Everything depends on your goals and success metrics
ROBIN’S SOCIAL ENTERPRISEPRINCIPLES• Learn from other’s experiences, especially from ―competitors‖ or people you don’t like• When helping communities, focus on the ―best communities‖ and a few individuals willing to engage with you, build trust and work with the community for a solution before scaling up. Don’t just help ―any‖ community
ROBIN’S SOCIAL ENTERPRISEPRINCIPLES• Fail fast, fail early, learn from mistakes and move on. (Don’t give up)• Believe in yourself before others believe in you.• Don’t discard ideas before trying them, some crazy ideas really work.• Always have more than 1 idea in your head. Let them compete.
ROBIN’S SOCIAL ENTERPRISEPRINCIPLES• Share ideas and collaborate – even if someone steals your ideas, you can always come out with better ones.• Be open to accept new partners and ideas. Invite them.• Don’t trust Robin, trust yourself.
EMBRACE FAILURE• Reaction to failure by many non-profit organization create a risk adverse culture.• To move forward and progress, organizations need to get rid of fear
FAILING INFORMATIVELY• Nonprofits and the social enterprises have to loose their fear of taking risks and that opens us up to fail and improve• Failure is a luxury – and we can’t fail the people so it has to be incremental by learning to learn from placing a lot of Little Bets
FAILING INFORMATIVELY• Nonprofits and funders need to change upfront expectations about projects and make space to allow for a fail or something not working out. It’s okay as long as we learn something from to improve.• New definition of success: Adaptability and Transformation
FAILING INFORMATIVELY• Nonprofits and social enterprises need to fail from the inside out — we have to make it okay to not be perfect inside of nonprofits and to honestly share lessons learned beyond our walls• Culture change is needed• Nonprofits and social enterprises need to embrace failure, not just accept it. This means front loading failure as well as doing ―after action reviews.‖