The Rockefeller Foundation's Digital Jobs Africa initiative aims to impact 1 million lives in six African countries by 2023. It will create sustainable digital employment opportunities for youth through impact sourcing, leveraging demand from companies for digital work, and exploring new digital jobs. The initiative will train youth in skills like data entry and digital literacy to prepare them for these jobs. It will also work to coordinate governments and businesses to continue supporting digital jobs beyond the initiative. The goal is for youth to gain skills and stable employment, improving their lives and communities through greater social and economic participation and resilience.
In 2013, in response to the opportunities presented by Africa’s rapidly growing youth population and the ubiquity of information and communications technologies across the continent, The Rockefeller Foundation launched its Digital Jobs Africa initiative. The initiative aims to enable young people to access jobs by providing them with in-demand technology-related and other employability skills. Now just past its two-year mark, the Foundation is taking stock of the rich learning that has emerged from the initiative.
This research brief intends to draw the attention of development studies and information & communication technology (ICT) scholars and practitioners who wish to better understand the labor market and in particular the potential of digital work within the ICT and services sub-sector. In particular, the brief examines Business Process Outsourcing (BPO) and whether this industry can have a lasting change on digital employment for youth and other marginalized groups in South Africa.
The Future of Youth Employment report offers an in-depth look at the changing nature of work in the United States—from microwork, to new coordination and automation technologies, and beyond. It explores challenges and opportunities these changes present for poor and vulnerable youth, and suggests policies and actions corporations, governments, and nonprofits can take to ensure positive futures for them.
South Africa ranks in the top four most giving nations, we explore a new platform for social justice and accountability; and a recent survey suggests MOOCs are failing to educate the poor.
This report report from Brookings, with Rockefeller Foundation support, shows that building up a region’s advanced industries is one such possibility with enormous potential. These industries not only create good jobs within the industry, but also up and down their massive supply chains. These jobs provide higher wages and greater opportunity to low and middle-income workers adversely affected by the economic recession.
Article upgrade yourself or stay unemployedBogdan Negru
Academic paper on the connections between the skills gap and rising unemployment among young people. A study carried out in Romania confirming Consulting Firm McKinsey's global study.
In 2013, in response to the opportunities presented by Africa’s rapidly growing youth population and the ubiquity of information and communications technologies across the continent, The Rockefeller Foundation launched its Digital Jobs Africa initiative. The initiative aims to enable young people to access jobs by providing them with in-demand technology-related and other employability skills. Now just past its two-year mark, the Foundation is taking stock of the rich learning that has emerged from the initiative.
This research brief intends to draw the attention of development studies and information & communication technology (ICT) scholars and practitioners who wish to better understand the labor market and in particular the potential of digital work within the ICT and services sub-sector. In particular, the brief examines Business Process Outsourcing (BPO) and whether this industry can have a lasting change on digital employment for youth and other marginalized groups in South Africa.
The Future of Youth Employment report offers an in-depth look at the changing nature of work in the United States—from microwork, to new coordination and automation technologies, and beyond. It explores challenges and opportunities these changes present for poor and vulnerable youth, and suggests policies and actions corporations, governments, and nonprofits can take to ensure positive futures for them.
South Africa ranks in the top four most giving nations, we explore a new platform for social justice and accountability; and a recent survey suggests MOOCs are failing to educate the poor.
This report report from Brookings, with Rockefeller Foundation support, shows that building up a region’s advanced industries is one such possibility with enormous potential. These industries not only create good jobs within the industry, but also up and down their massive supply chains. These jobs provide higher wages and greater opportunity to low and middle-income workers adversely affected by the economic recession.
Article upgrade yourself or stay unemployedBogdan Negru
Academic paper on the connections between the skills gap and rising unemployment among young people. A study carried out in Romania confirming Consulting Firm McKinsey's global study.
Future of Work The Emerging View - 19 09 15Future Agenda
The is an initial new view of the future of work based on insights gained from several workshops undertaken around the world in 2015. It builds on the initial perspective and adds in new thoughts from the US, UK, Singapore and South Africa. It is being used as input stimulus in a final workshop in Mumbai on 9 October and will be updated after that. Please feel free to share, add comments and provide additional thoughts so we can make the final version as inclusive as possible and useful for all.
With the economy in recession, businesses facing closure, and students experiencing difficulties in adapting to the "new normal" in education, the number of out-of-school (more technically called, Not in Employment, Education, or Training or NEET) youth is expected to increase, adding up to the already high pre-pandemic rates.
In the second issue of our BRIDGING GAPS Policy Research Toolkit Series, the Center for Local Innovation and Capacity Development (CLICDPH) is happy to share insights drawn from global and comparative research that Philippine policy makers and policy advocates may use in advancing appropriate measures and programs that will simultaneously protect and engage young out-of-school Filipinos in these challenging times.
Future of Work
The future of work is increasingly uncertain. What is clear is that we are in the midst of a major transformation driven by multiple drivers of change. How individuals, companies, cities and governments respond to the upcoming shifts will be pivotal for future economic and social wellbeing, but this is far from straightforward. Some major decisions lie ahead.
Ahead of a speech to MPs in London next month and several subsequent expert discussions, this is a point of view on how, where and why the future of work is in flux.
It explores three key drivers of change as leaders around the world view it – shifting demographics, technology innovation and the organisational response. In addition, we have highlighted several areas where new policy decisions need to be made.
Issue 20 of the new Hays Journal is out now with expert insights from McAfee, the World Economic Forum, PwC and many more.
The latest edition focuses on the current trends surrounding the world of work.
Articles include:
• How organisations can improve on intersectionality
• Putting sustainability back at the centre of work
• Supporting new talent through the challenges of COVID-19
• Seven things we learnt from McAfee
• The mental health and wellbeing challenges faced by employees
• Capturing a culture of innovation
• The diverse talent needs faced by the life sciences sector around the world
Read the Hays Journal to find out more: www.hays-journal.com
Future of Work
The future of work is increasingly uncertain. What is clear is that we are in the midst of a major transformation driven by multiple drivers of change. How individuals, companies, cities and governments respond to the upcoming shifts will be pivotal for future economic and social wellbeing, but this is far from straightforward. Some major decisions lie ahead.
Ahead of speeches in London, Kuala Lumpur and several subsequent expert discussions, this is a point of view on how, where and why the future of work is in flux.
It explores three key drivers of change as leaders around the world view it – shifting demographics, technology innovation and the organisational response. In addition, we have highlighted several areas where new policy decisions need to be made.
The full text of the talk and more details are available on https://www.futureagenda.org/news/future-of-work
An accompanying infographic is also on
https://www.futureagenda.org/news/future-of-work1
As part of its overall mission of promoting the well-being of humanity throughout the world, The Rockefeller Foundation developed the goal of advancing inclusive economies. The framing of this goal is deliberate: the word inclusive stresses the need to overcome disadvantage while the choice of economies versus growth suggests the need to consider all dimensions of economic life. This executive summary outlines efforts to develop a framework to better understand and measure the characteristics of an inclusive economy. It includes:
• The evolution of the concept of an inclusive economy
• Key lessons learned from an analysis of indicator initiatives
related to measuring an inclusive economy
• A recommended indicator framework composed of 5 broad
characteristics, 15 sub-categories, and 57 indicators
• Implications for future work
For more details, a full report is available at:
inclusiveeconomies.org
Diversity as a Revenue Engine: What 16+ Studies RevealCenterfor HCI
Investing in diversity, equity and inclusion (DEI) leads to cost savings through reduced attrition and absenteeism, and faster, less expensive recruiting; it also contributes to the top line as well.
Ro Khanna's Jobs Plan for the Bay Area's FutureRoKhannaDigital
On February 24th, Ro Khanna announced his Jobs Plan for the Bay Area's Future. In his speech at AccessClosure, a medical device manufacturing company in Santa Clara, Ro highlighted his seven point plan to bring jobs back home and to prepare workers for today's dynamic economy.
Do you support Ro's Jobs Plan? How will it help you, your family, your business? We'd like your input. Each week during March, we'll feature a few of your stories in a blog. Will you be in our post?
This report highlights four critical elements of training models that lead to positive employment outcomes for trainees. First, training models should be demand-driven, meaning they are responsive to employer needs by teaching the specific skills required by industry.
Impact sourcing is a business process service delivery model that provides quality and cost at parity with traditional business process outsourcing (BPO) services, but with optimized enhancements, such as:
- A qualified, trained, and untapped talent pool with skillsets aligned to match client needs,
- Lower attrition rates and higher corresponding levels of employee engagement, and
- Opportunities to fulfill corporate social responsibility and diversity objectives while operating within a traditional BPO framework.
Future of Work The Emerging View - 19 09 15Future Agenda
The is an initial new view of the future of work based on insights gained from several workshops undertaken around the world in 2015. It builds on the initial perspective and adds in new thoughts from the US, UK, Singapore and South Africa. It is being used as input stimulus in a final workshop in Mumbai on 9 October and will be updated after that. Please feel free to share, add comments and provide additional thoughts so we can make the final version as inclusive as possible and useful for all.
With the economy in recession, businesses facing closure, and students experiencing difficulties in adapting to the "new normal" in education, the number of out-of-school (more technically called, Not in Employment, Education, or Training or NEET) youth is expected to increase, adding up to the already high pre-pandemic rates.
In the second issue of our BRIDGING GAPS Policy Research Toolkit Series, the Center for Local Innovation and Capacity Development (CLICDPH) is happy to share insights drawn from global and comparative research that Philippine policy makers and policy advocates may use in advancing appropriate measures and programs that will simultaneously protect and engage young out-of-school Filipinos in these challenging times.
Future of Work
The future of work is increasingly uncertain. What is clear is that we are in the midst of a major transformation driven by multiple drivers of change. How individuals, companies, cities and governments respond to the upcoming shifts will be pivotal for future economic and social wellbeing, but this is far from straightforward. Some major decisions lie ahead.
Ahead of a speech to MPs in London next month and several subsequent expert discussions, this is a point of view on how, where and why the future of work is in flux.
It explores three key drivers of change as leaders around the world view it – shifting demographics, technology innovation and the organisational response. In addition, we have highlighted several areas where new policy decisions need to be made.
Issue 20 of the new Hays Journal is out now with expert insights from McAfee, the World Economic Forum, PwC and many more.
The latest edition focuses on the current trends surrounding the world of work.
Articles include:
• How organisations can improve on intersectionality
• Putting sustainability back at the centre of work
• Supporting new talent through the challenges of COVID-19
• Seven things we learnt from McAfee
• The mental health and wellbeing challenges faced by employees
• Capturing a culture of innovation
• The diverse talent needs faced by the life sciences sector around the world
Read the Hays Journal to find out more: www.hays-journal.com
Future of Work
The future of work is increasingly uncertain. What is clear is that we are in the midst of a major transformation driven by multiple drivers of change. How individuals, companies, cities and governments respond to the upcoming shifts will be pivotal for future economic and social wellbeing, but this is far from straightforward. Some major decisions lie ahead.
Ahead of speeches in London, Kuala Lumpur and several subsequent expert discussions, this is a point of view on how, where and why the future of work is in flux.
It explores three key drivers of change as leaders around the world view it – shifting demographics, technology innovation and the organisational response. In addition, we have highlighted several areas where new policy decisions need to be made.
The full text of the talk and more details are available on https://www.futureagenda.org/news/future-of-work
An accompanying infographic is also on
https://www.futureagenda.org/news/future-of-work1
As part of its overall mission of promoting the well-being of humanity throughout the world, The Rockefeller Foundation developed the goal of advancing inclusive economies. The framing of this goal is deliberate: the word inclusive stresses the need to overcome disadvantage while the choice of economies versus growth suggests the need to consider all dimensions of economic life. This executive summary outlines efforts to develop a framework to better understand and measure the characteristics of an inclusive economy. It includes:
• The evolution of the concept of an inclusive economy
• Key lessons learned from an analysis of indicator initiatives
related to measuring an inclusive economy
• A recommended indicator framework composed of 5 broad
characteristics, 15 sub-categories, and 57 indicators
• Implications for future work
For more details, a full report is available at:
inclusiveeconomies.org
Diversity as a Revenue Engine: What 16+ Studies RevealCenterfor HCI
Investing in diversity, equity and inclusion (DEI) leads to cost savings through reduced attrition and absenteeism, and faster, less expensive recruiting; it also contributes to the top line as well.
Ro Khanna's Jobs Plan for the Bay Area's FutureRoKhannaDigital
On February 24th, Ro Khanna announced his Jobs Plan for the Bay Area's Future. In his speech at AccessClosure, a medical device manufacturing company in Santa Clara, Ro highlighted his seven point plan to bring jobs back home and to prepare workers for today's dynamic economy.
Do you support Ro's Jobs Plan? How will it help you, your family, your business? We'd like your input. Each week during March, we'll feature a few of your stories in a blog. Will you be in our post?
This report highlights four critical elements of training models that lead to positive employment outcomes for trainees. First, training models should be demand-driven, meaning they are responsive to employer needs by teaching the specific skills required by industry.
Impact sourcing is a business process service delivery model that provides quality and cost at parity with traditional business process outsourcing (BPO) services, but with optimized enhancements, such as:
- A qualified, trained, and untapped talent pool with skillsets aligned to match client needs,
- Lower attrition rates and higher corresponding levels of employee engagement, and
- Opportunities to fulfill corporate social responsibility and diversity objectives while operating within a traditional BPO framework.
Online outsourcing (OO) has become a promising alternative to traditional employment in today’s digital
era. It has transformed where, when, and how work is performed. For employers, OO provides broader
access to specialized skills, more flexible and faster hiring processes, and 24‐hour productivity. For
workers, this form of outsourcing has created new opportunities to access and compete in global job
markets, from anywhere at any time, as long as they have computer and Internet access. This study
focuses on OO’s potential as a new and innovative channel for socioeconomic development for
developing country governments and development practitioners, particularly in terms of youth
employment, services exports, and participation in the digital economy.
The Global Resilience Partnership, spearheaded by The Rockefeller Foundation, the United States Agency for International Development (USAID), and the Swedish International Development Cooperation Agency (Sida), aims to help millions of people in the Sahel, the Horn of Africa, and South and Southeast Asia build stronger and more resilient futures.
Preparing the Poor and Vulnerable for Digital Jobs: Lessons from Eight Promis...The Rockefeller Foundation
This report profiles successful demand-driven training programs from across the globe. These programs intentionally configure curriculum and other design elements to meet the needs of potential employers. Demand-driven training programs are a key pillar of our strategy for Digital Jobs Africa Initiative because they help ensure that the skills people learn are right for the job they are seeking. The report includes key lessons from the profiled models that can be used as a guide to successful demand-driven training programs.
Shared Journey: The Rockefeller Foundation, Human Capital and Development in ...The Rockefeller Foundation
In every society, development depends on investment in institutions and individuals. Wickliffe Rose, an early leader in The Rockefeller Foundation, called this “backing brains.” But developing human capital is a risky proposition. This intriguing history explores the challenges and triumphs in the Rockefeller Foundation’s efforts to invest in the people of Africa over the course of a century.
An Assessment of Agricultural Policy and Regulatory Constraints to Agribusine...The Rockefeller Foundation
A key theme from the five country studies is that policy and regulatory changes will only take a country so far. The agribusiness investment climate is shaped by many other factors, which are noted below. These factors are critically important in agribusiness development and can overshadow agribusiness-specific policies and regulations, which when reformed may only relax relatively minor bottlenecks.
Financing for Development; unlocking investment opportunities through Digital...Ugochukwu Agu
I have proposed unlocking investment opportunities through Digital Vocational Academy (VDA) as part of the financing for development in Liberia. However, it is fair to re-emphasized that ICTs are tools; they are not ends in themselves. Following the increase in demand for new skills in the new knowledge economy, ICTs have become means to reach economic ends. Technology is a manifestation of human creativity channelled towards problem-solving. Such innovative application of modern ICTs in skill development among disadvantaged youth and women will be the driving force in fulfilling the SDGs while partnering the private sector.
Re-Dynamizing the Job Machine in MENA (English)Husain Tamimi
The “Re-Dynamizing the Job Machine: Technology-Driven Transformation of Labor Markets in MENA,” report has been produced jointly by INSEAD Business School, the Center for Economic Growth and SAP MENA and was launched launched on the evening of 21 May during WEF 2015. The report emphasizes that technology will be a “game changer” in tackling youth unemployment in the Middle East and North Africa’s emerging Digital Economy, but only if the government, private, and people sectors collaborate effectively.
Social media is the juice of humanity with people flocking on the various platforms to make connections. This is a report of how Nigerian banks are doing social
Anudip creates digital livelihoods for underserved communities through technology and skills. Since our inception in 2007, Anudip has impacted 450,000+ lives by providing technology-driven employability and entrepreneurship for crisis-stricken youth and women, helping them to earn sustainable wages, multiplying their family incomes and reap the long-term benefits of working in a structured environment.
Anudip beneficiaries are from high-need, marginalized communities; they may be religious minorities, tribals, political refugees, or victims of trafficking. Recognized as Top 10 India’s Best NGOs to Work For™ 2022, Anudip leads its beneficiaries through a process of continuous improvement, in-depth and diverse training and continuous mentoring at the various skill development training centres across India.
As a CSR Implementation Partner for corporates like Accenture, JP Morgan, Capgemini, Wells Fargo, Unilever, Citi, HSBC, ITC, ICRA and others, we create digital livelihoods for marginalized youth, vulnerable women and the needy across emerging economies. Each year hundreds of individuals choose ANUDIP as their NGO for volunteering and consider us as the best NGO to donate in India with an aim to transform lives. From mobilisation to placement support, our CSR implementation process keep our patrons in a close loop, offering them regular insights into the status of the projects across centres.
Anudip is a strategic employer partner of iMerit Technology Services, Capgemini, Amazon, Accenture, IBM, Wipro, Atos Syntel, Tata Consultancy Services, Netscribes, Infosys, Writers Information, Genpact, HCL, and others with its stellar placement record stemming from its training programs being tailored to the actual needs of employers, as well as to students’ career aspirations. We keep liaising with these corporates and others, who in turn hire our graduates.
VISION
To be amongst the country’s top 5 entities, enabling a life of dignity for marginalized communities through market-aligned skills training, building capabilities, and facilitating sustainable employment – in an increasingly digital world.
MISSION
To positively transform 100,000 lives annually by 2024, through market-driven, digital interventions
OUR ETHOS
Anudip works with the purpose of improving the socio-economic status of people living on the margins of our society. The industry aligned digital courses run at our skill development training centres transform lives by offering aspirational livelihoods.
Anudip creates digital livelihoods for underserved communities through technology and skills. Since our inception in 2007, Anudip has impacted 450,000+ lives by providing technology-driven employability and entrepreneurship for crisis-stricken youth and women, helping them to earn sustainable wages, multiplying their family incomes and reap the long-term benefits of working in a structured environment.
Anudip beneficiaries are from high-need, marginalized communities; they may be religious minorities, tribals, political refugees, or victims of trafficking. Recognized as Top 10 India’s Best NGOs to Work For™ 2022, Anudip leads its beneficiaries through a process of continuous improvement, in-depth and diverse training and continuous mentoring at the various skill development training centres across India.
As a CSR Implementation Partner for corporates like Accenture, JP Morgan, Capgemini, Wells Fargo, Unilever, Citi, HSBC, ITC, ICRA and others, we create digital livelihoods for marginalized youth, vulnerable women and the needy across emerging economies. Each year hundreds of individuals choose ANUDIP as their NGO for volunteering and consider us as the best NGO to donate in India with an aim to transform lives. From mobilisation to placement support, our CSR implementation process keep our patrons in a close loop, offering them regular insights into the status of the projects across centres.
Anudip is a strategic employer partner of iMerit Technology Services, Capgemini, Amazon, Accenture, IBM, Wipro, Atos Syntel, Tata Consultancy Services, Netscribes, Infosys, Writers Information, Genpact, HCL, and others with its stellar placement record stemming from its training programs being tailored to the actual needs of employers, as well as to students’ career aspirations. We keep liaising with these corporates and others, who in turn hire our graduates.
VISION
To be amongst the country’s top 5 entities, enabling a life of dignity for marginalized communities through market-aligned skills training, building capabilities, and facilitating sustainable employment – in an increasingly digital world.
MISSION
To positively transform 100,000 lives annually by 2024, through market-driven, digital interventions
OUR ETHOS
Anudip works with the purpose of improving the socio-economic status of people living on the margins of our society. The industry aligned digital courses run at our skill development training centres transform lives by offering aspirational livelihoods.
20-21 February 2018, Mexico City: Workshop on building business linkages that books SME productivity. http://www.oecd.org/cfe/smes/workshop-on-building-business-linkages-that-boost-SME-productivity.htm
MIT TR - Colombia ICT Ecosystems - Intl Trends in ICT - Rpt 1 - Jan 28 2014Burton Lee
"International ICT Trends" Report for Colombian Ministry of ICT (MinTIC) [www.mintic.gov.co], Minister Diego Molano, Govt of Colombia. Performed by MIT Technology Review, Cambridge, Mass, during August 2013 to Feb 2014. Primary author: Cynthia Graber. Co-authors: Erik Pages, Ellen Harpel, Burton Lee, Antoinette Matthews. Report 1 of 2 reports done for MinTIC. Project lead: Antoinette Matthews.
Melissa Pailthorp, Microsoft: "Joining forces - Digital skills for young people"TELECENTRE EUROPE
Telecentre-Europe Summit 2011 - Parallel session 2: "Joining forces at the European level: Digital skills for young people"
How can telecentres become engaged with young people, and the networks that support them?
And how can they help to support young people with employability through social media and new digital skills?
The Transforming Health Systems (THS) initiative was one of The Rockefeller Foundation’s largest global health initiatives. Aligned with the Foundation’s mission to promote the well-being of humanity, THS aimed to improve the health status and financial resilience of poor and otherwise vulnerable populations through activities promoting improved health systems performance and the expansion of universal health coverage (UHC).
This report synthesizes findings from a five-year, multicomponent evaluation of the THS initiative. The objectives of the evaluation were to assess i) the effectiveness of the three core strategies – global advocacy, regional networks, and country-level investments – employed under THS to advance progress toward UHC in low- and middle-income countries in four focus countries, ii) the overall effectiveness and influence of the initiative, and iii) the Foundation’s legacy in the UHC arena. A key component of the evaluation was to document lessons learned from achievements and challenges to inform the development of future initiatives at the Foundation.
Overall, the evaluation found the THS initiative to be successful in its efforts to activate a global movement to accelerate progress toward UHC. The Foundation catalyzed and shaped the global UHC movement and, ultimately, influenced the inclusion of UHC in the Sustainable Development Goals (SDGs) of the post-2015 agenda. It also created enduring cross-learning platforms and tools to support country progress toward the SDGs’ UHC targets. Although THS gained less traction in advancing UHC through its focus country investments, its success in making UHC a global development target and creating networks and coalitions to support UHC reform efforts in LMICs will likely have country-level impacts for years to come.
This guide is designed for program officers to use in their work related to networks, coalitions, and other relationship-based structures as part of their initiatives, program strategies, and outcomes. It offers a set of core components that make up the basics of strategizing, implementing, and sustaining inter-organizational relationships and structures. You can work through the guide from beginning to end or jump to specific issues with which you might be struggling. Every component suggests concrete “actions” or questions that a program officer can apply.
Putting “Impact” at the Center of Impact Investing: A Case Study of How Green...The Rockefeller Foundation
More than ever before, investors are looking to put their money where their values are. As a result, impact investing has burgeoned into an over $100 billion industry in just over ten years. But how do impact investors know whether their money is truly having a positive impact on people and
the planet? How can these investors better manage their results, and use material data – both positive and negative – about social and environmental performance to maximize their impact?
This case study documents the journey of one organization, Green Canopy Homes – and its financing arm, Green Canopy Capital – toward more systematically thinking about, measuring, and managing its impact. While developing the impact thesis for its resource-efficient homes, Green Canopy applied a theory of change tool, an approach common within the social sector, to systematically map the causal pathways between its strategies and intended impact. Its rationale for adopting this approach was simple: use it to maximize impact, and understand and minimize possible harm. The tool also effectively positioned Green Canopy to measure and communicate about its social and environmental performance, and to make client-centric adaptations to its business.
The case study provides an illuminating example of how investors can adapt theory of change to serve their impact management needs. By demonstrating the relevance and transferability of this tool for articulating, measuring, and managing impact, the hope is that this case study can contribute to strengthening other investors’ approaches, in turn contributing to building the evidence base for the “impact” of impact investments.
Electricity is one of the most important drivers of socio-economic development, yet up to 250 million Indians are not connected to the national grid, and the majority of rural consumers have grossly unreliable power supply. More than solar lanterns and home systems that power a few lights and fans, among the most efficient ways to provide reliable electricity in remote areas is through local mini-grids. India has several run by energy service companies and usually funded by philanthropic capital.
Most of these enterprises have not been able to scale-up their impact meaningfully because the risk of the national grid entering their markets can render their mini-grid unviable. Rather than seeing “grid versus mini-grid” as a policy choice, Beyond Off-Grid: Integrating Mini-Grids with India’s Evolving Electricity System explores ways we can encourage more of both: to have the grid operate in partnership with a network of distributed mini-grids to accelerate electrification.
What does the roadmap for this ‘interconnection’ of our energy system look like? How can we leverage both government and private investment? What are the different interconnection models and their commercial, technical and regulatory implications? Where do mini-grids go from here? This timely report – commissioned by the Asha Impact Trust in collaboration with Shakti Foundation and Rockefeller Foundation – provides a multi-layered perspective to address these questions based on extensive research, wide-ranging policymaker interactions, and our investment experience evaluating mini-grid operators.
We cannot achieve significant poverty reduction without stimulating electricity consumption, which fuels income-generating activities in the modern economy. In India, about 237 million people have little or no access to reliable electricity -- more than 90% of them live in rural areas. This severely constrains economic opportunities. Addressing this chronic problem requires going beyond simply expanding the government grid.
Mini-grids have emerged as a viable solution to complement and integrate with the national grid, and can support the government in achieving its ‘Power for All’ vision. The Rockefeller Foundation’s Smart Power for Rural Development (SPRD) initiative is the first to pursue the creation of a mini-grid sector that is robust enough to fuel commercial enterprises and drive economic development beyond just one village. Smart Power India (SPI), which leads the SPRD initiative in India, has proven that mini-grids can be swiftly deployed to deliver reliable power, and has likewise demonstrated that mini-grids can spur economic activity needed to help people lift themselves out of poverty.
This issue of Smart Power Connect, published after the hundredth village was connected to Smart Power, explores the efforts, success stories, and challenges faced in SPI’s mini-grid journey to date. With insights from government agencies, policy experts, energy service companies, investors and mini-grid customers themselves, this publication provides a glimpse into the potential of the mini-grids to transform the energy sector – and how rural communities are embracing and utilizing clean, reliable and adequate power to improve their lives.
Today, nearly 240 million Indians lack access to reliable electricity, and 90 percent of them live in rural areas. Despite the government’s ambitious plans to accelerate universal electrification by 2018, challenges remain in providing reliable and sufficient energy to the last mile. Distributed renewable energy (DRE) solutions, and in particular mini-grids, have emerged as a reliable complement to the government’s electrification programs by providing rural areas with access to reliable and high-quality electricity at a much faster pace. The growth of the DRE sector will be an important fillip to the last-mile challenge.
Smart Power India (SPI) is an organization that implements The Rockefeller Foundation’s Smart Power for Rural Development (SPRD) to build viable and commercially oriented mini-grid ecosystems in India. This report explains the Smart Power mini-grid model and explores the drivers of success. Analyzing early data from a cohort of the 106 Smart Power mini-grids operational as of 2017, SPI provides data on commercial performance as well as recommendations to further accelerate the rural mini-grid business.
Encouragingly, the report reveals that the 23 top-cohort plants have an average unit-level profit margin of approximately 30% after the first year of operations. It also highlights that villages receiving electricity from SPRD mini-grids show early signs of social and economic impact (also see Understanding the Impact of Rural Electrification.) SPI has observed that site selection, a strong focus on operations, support for demand generation and marketing optimized for rural customers, are critical to the continued improvement of mini-grid operations. Finally, the report provides recommendations to address external challenges such as the need for increased financing, stronger policy support and further technological innovation.
A successful philanthropic initiative depends not just on the strategy pursued – but also on how that strategy is implemented. Implementation considerations can vary significantly based on the shape of an initiative – starting a new organization can look very different than investing in a portfolio of existing organizations. This report looks at four “models” for implementing initiatives. These don’t represent an exhaustive set of potential models to pursue, or even the most high potential models. Rather, these are four examples of models, each of which has significant potential for impact when chosen wisely and executed well. The report outlines the considerations involved in choosing to pursue each of these models and findings on how to implement them, drawn from real-world experience.
Globally, over 1 billion people still live without electricity. Roughly 237 million of these people are in India. Smart Power for Rural Development (SPRD) is a $75 million initiative aimed at accelerating development in India’s least electrified states. Through the deployment of decentralized renewable energy mini-grids, SPRD works to accelerate the growth of rural economies, while at the same time improving the lives and livelihoods of poor and marginalized families and communities. With access to energy, individuals, households, and communities can generate economic opportunities and enhance their quality of life. Understanding the Impact of Rural Electrification has generated significant insights on how SPRD is having an impact on the lives of villagers, and what more is needed to sustain, grow, and scale these gains. We’ve learned that households and businesses are slowly but surely moving up the energy ladder; enterprises are expanding and new ones are being created as a result of energy access, and women are feeling safer and more mobile after dark. In this report, we also introduce the innovative GDP+ approach which, which quantifies and measures the social, economic and environmental gains of access to electricity in GDP terms. The initial findings here show that SPRD villages experienced an $18.50 per capita increase in GDP+.
The information in this brief is drawn from a case study of the JLN conducted by Mathematica Policy Research in consultation with the THS team and the Evaluation Office of The Rockefeller Foundation. The study, completed in 2016, was undertaken to assess the extent to which the JLN had achieved its goal of becoming a country-driven, sustainable network helping to advance progress toward universal health coverage in low- and middle-income countries.
The Joint Learning Network (JLN) is a key innovation and central part of The Rockefeller Foundation’s efforts to promote universal health coverage (UHC) in low- and middle-income countries (LMICs) under its Transforming Health Systems (THS) initiative (2009-2017). Launched in 2010, the JLN is a country-led, global learning network that connects practitioners around the globe, in order to advance knowledge and learning about approaches to accelerate country progress toward UHC. The JLN currently includes 27 member countries across Africa, Asia, Europe, and Latin America that engage in multilateral workshops, country learning exchanges, and virtual dialogues to share experiences and develop tools to support the design and implementation of UHC-oriented reforms. The core vehicles for shared learning and resource development under the JLN are technical initiatives, which are managed by several technical partners and organized around key levers for reaching UHC objectives.
With 62.5 million tons of food wasted in the United States each year, there is much work to be done to
bring about substantial changes in the food industry that will create a more efficient food system and
help preserve the environment. This guide describes promising opportunities to reduce food waste
in three areas—packaging, food retail, and home kitchens—and discusses a number of solutions that
could be piloted, validated, and scaled to significantly reduce food waste in America.
National Disaster Resilience Competition's Resilience Academies - Emerging In...The Rockefeller Foundation
In 2015 The Rockefeller Foundation partnered with the U.S. Department of Housing and Urban Development (HUD) to launch the National Disaster Resilience Competition (NDRC)
Resilience Academies. Recognizing the salient need to infuse resilience thinking into HUD’s NDRC, these Academies were established to expose state and local governments to new approaches for protecting and promoting the long-term well-being and safety of their communities. A recent independent evaluation of the Academies has provided instructive insights about what works in efforts to build innovative resilience capacity.
Following its successful partnership with the U.S. Department of Housing and Urban Development’s (HUD) post–Hurricane Sandy Rebuild by Design competition, The Rockefeller Foundation launched the Resilience Academies and Capacity-Building Initiative. Designed to support HUD’s National Disaster Resilience Competition (NDRC), the Academies and the Initiative provide eligible state, county, and municipal governments with subject-matter expertise and lessons from the Foundation’s years of on-the-ground disaster recovery programming and mitigation planning. Further, the Foundation hoped to assist these key players in moving global knowledge and resources to meet homegrown needs.
In December 2016, The Rockefeller Foundation’s African Regional Office hosted the Rockefeller Foundation Resilience Convening in Nairobi, Kenya. Over 150 delegates and 40 speakers participated, sharing insights, examples, and engaging in debate and discussion on why and how ‘resilience’ can enhance Africa’s ongoing development.
Launched in 2008, the Asian Cities Climate Change Resilience Network (ACCCRN) Initiative aimed to catalyze attention, funding, and action for building the climate change resilience of vulnerable cities and people in Asia. Given that current estimates forecast that about 55 percent of Asia’s population will be living in urban centers by 2030, the ACCCRN Initiative is built on the premise that cities can take actions to build climate resilience – including drainage and flood management, ecosystem strengthening,
increasing awareness, and disease control – which can greatly improve the lives of poor and vulnerable people, not just in times of shock or stress, but every day.
At the time the initiative was launched, the concept of urban resilience and models for implementing it were nascent and emergent. ACCCRN proved to be an important experiment and “learning lab” for the Foundation and its grantees and partners to build capacity in cities to better understand and implement resilience solutions to the often devastating shocks and stresses of climate change. The initiative was effective in the initial 10 ACCCRN cities and, later, in an additional 40 cities.
As part of our Foundation-wide commitment to learning and accountability to our grantees, partners and stakeholders, we undertook an independent evaluation of the work of the initiative in 2014 to assess what worked well and not so well in ACCCRN. Conducted by Verulam Associates and ITAD, who also conducted a mid-term evaluation of the ACCCRN Initiative in 2011, this summative evaluation highlights successes, but also provides an important moment to reflect on the challenges we faced and on what we can do better or differently going forward.
Situating the Next Generation of Impact Measurement and Evaluation for Impact...The Rockefeller Foundation
Situating the Next Generation of Impact Measurement and Evaluation for Impact Investing contends that measurement practices need to evolve by borrowing from the strengths of both private business and social sector evaluation. Suggesting that an impact thesis is a crucial anchor for impact measurement strategies, the paper offers several measurement approaches in use today. The ‘next generation’ of impact measurement and evaluation must stem from a commitment of impact investors to strengthen evidence for their social returns alongside the evidence for financial returns.
The goal of the CEO & Gender Media Audit was to understand the media coverage of CEOs in various situations and determine if there are differences in the way male and female CEOs are covered.
Equity and Inclusive Growth from a Development Perspective is essential reading for development and evaluation practitioners. It provides a concise history and critical examination of the concepts related to growth, poverty, and equity. These three foundational elements of contemporary development theory and practice are at the root of The Rockefeller Foundation’s movement toward advancing inclusive economies and building resilience.
The paper offers many insights about the measurement and evaluation of programs. It illuminates the debate surrounding ways to assess well-being beyond GDP. It covers the many ways to approach the measurement of poverty and the most commonly used indexes. Finally, it examines the important distinction between equity and equality and the policy implications of pursuing equity.
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Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...
Digital Jobs Africa
1. Simultaneously, there have been transformative develop-
ments in Africa’s Information Communications Technology
(ICT) sector in the last decade, which is expected to reach
$150 billion by 2016. New technologies are creating new
types of work along with cost-effective ways to distribute
work across the globe. For example, the global Business
Processing Outsourcing and Information Technology
Outsourcing sectors are expected to reach $574 billion
by 2015—representing one of many ways to create digital
job opportunities that build skills for a young population
and allows them to increase their income between 40
and 200 percent, all while giving businesses the potential
to reduce their costs by up to 40 percent.
D
igital Jobs Africa is a Rockefeller Foundation initia-
tive that seeks to impact the lives of 1 million
people in six countries in Africa by catalyzing sus-
tainable Information and Communications Technology-
enabled employment opportunities for African youth who
would not otherwise have an opportunity for sustainable
employment. The Foundation’s work will deliver impact
at two levels—through improving the well-being of those
employed, their families and communities as well as influ-
encing broader adoption of inclusive business practices
that lead to job creation for youth at scale in ICT-enabled
sectors. The work will be led out of the Foundation’s Africa
Regional office in Kenya, and will focus on Egypt, Ghana,
Kenya, Morocco, Nigeria, and South Africa. The initiative
will span 7 years and leverage significant funds and sup-
port from other stakeholders with an $83 million budget.
THE CHALLENGE
Africa has the youngest and fastest growing youth popula-
tion in the world today.
n The number of people between age 15 and 24 is
expected to double to 400 million by 2045.
n By 2050, the continent will have a larger working-
age population than India or China.
n Youth under the age of 25 represent 62 percent
of sub-Saharan Africa’s unemployed population,
and nearly three-fourths live on less than $2 a day.
McKinsey’s World and Work report says that there will
be an estimated shortage of 45 million medium-skilled
workers in developing countries to meet the demand
of labor intensive industries—showing that job creation
is not keeping pace with the demands of a growing
youth population.
How Will Digital
Jobs Africa Create
New Jobs?
The Digital Jobs Africa initiative will create new jobs
in three ways—by leveraging the rising demands from
African-based companies, government and multi-
nationals to create employment opportunities, by
exploring new and innovative digital job opportunities,
and by catalyzing the Impact Sourcing sector. Impact
Sourcing is the socially responsible arm of the busi-
ness process and information technology outsourcing
industry that employs individuals, especially high
potential but disadvantaged youth, women and
marginalized people, who would otherwise not have
an opportunity for sustainable employment.
page 1
Digital
Jobs
Africa
2. WHAT THE ROCKEFELLER FOUNDATION
IS DOING: OUR STRATEGY
Digital skills are fast becoming a requirement for gaining
well paid employment, and ICT-powered jobs are critical in
helping young people develop the required skills for the jobs
of the future. Digital Jobs Africa will seize upon the tremen-
dous opportunity presented by the youth bulge in Africa and
the phenomenal rise of the ICT sector to bring about sustain-
able impact, through job creation, consequently improving
the well-being of those employed, their families, and com-
munities. To achieve its goal of impacting one million lives,
Digital Jobs Africa will focus on three specific interventions:
n Creating digital jobs by catalyzing the Impact Sourcing
sector, leveraging the rising demands from African-
based companies, government and multinationals to
create employment opportunities, and exploring new
and innovative digital job opportunities.
n Working with local organizations to provide skills
training that prepare youth for digital jobs. Skills include
data entry, transcribing and digitizing information,
tagging audio and video files, problem-solving and
communications, and learning Android and iOS plat-
forms, among many others.
n Coordinating an enabling environment for digital jobs
by coordinating government and businesses without the
continued involvement of philanthropy—leading to broad
global adoption of inclusive business practices.
EXPECTED OUTCOMES
Digital Jobs Africa will improve
the lives of one million people
in six countries in Africa
through jobs and skills training
for high potential youth.
Employment of African youth
will generate greater social
and economic benefits and
have a powerful multiplier
effect by helping improve the
welfare of households and
catalyzing indirect job creation
for their communities.
Digital Jobs Africa will increase the demand for African
youth in the workforce by engaging directly with the private
sector to identify and prioritize job opportunities that can
employ youth at scale, while the employment opportuni-
ties created will develop the skills and digital literacy that
is critical to accessing future jobs. Ultimately, Digital Jobs
Africa will create an enabling environment by coordinating
government and businesses leading to broad global adop-
tion of inclusive business practices.
IMPACT SOURCING IN ACTION
Diana Muthee is the CEO of a business center in Kenya,
an enterprise she began in 2007 to create jobs for Kenyan
youth. Despite the demand for this work, Diana did not
initially have the connections to win contracts from large
clients. Samasource, a Rockefeller Foundation grantee,
secures contracts from Fortune 1000 companies, local
governments and multinationals with a local presence
in Africa, and assigns individual projects to centers, like
Diana’s, in developing countries. Through a web-based
interface, Diana’s enterprise assigns portions of a project
to young workers who have been ICT-trained via virtual
platforms. Assignments range from updating business
databases to transcribing and digitizing receipts and
business cards to tagging audio and video files.
Today, Diana’s enterprise employs 70 full-time workers,
many of whom now make up to three times the average
living wage in Kenya. Stephen, one of Diana’s employees,
was having difficulty finding work in Kenya’s job market—
even though he was enrolled in an engineering program.
Stephen was hired by Diana’s company, where he
now puts his education and skills to work—giving him
financial freedom and increasing his prospects for future
employment.
page 2
What Success
Looks Like
n One million lives impacted through jobs and skills
for high potential African youth by catalyzing sus-
tainable employment opportunities.
n Youth employment will have a powerful multiplier
effect. Family members of the youth employed in
digital jobs will gain economic and social benefits
through better health outcomes and improved
access to education; digital jobs created will
catalyze the creation of indirect job opportunities
for communities such as small scale food vendors,
housekeeping, construction, and transportation.
n Youth develop technical and empowerment skills
that help them to identify and create sustainable
income generating opportunities well into the
future, making them more resilient to the dynamic
labor markets.
n Creation of an enabling environment for digital jobs
by coordinating government and businesses with-
out the continued involvement of philanthropy—
leading to broad global adoption of inclusive
business practices.
Photos by Antony Njuguna.