This document outlines Nathan Eagle's EPROM program which aims to foster mobile phone related research and entrepreneurship in developing countries. The key activities of EPROM include developing mobile applications, conducting academic research using mobile phones, and creating a mobile phone programming curriculum. EPROM offers mobile programming courses at the University of Nairobi to teach students skills for developing African-centered mobile applications, as PCs are still rare but mobile phones are ubiquitous in countries like Kenya. The curriculum includes introductory courses in Python mobile development and a joint project-based course between MIT and the University of Nairobi on mobile programming for entrepreneurs.
Sustainable Development Goals and Development Impact Bonds Taruna Gupta
Development Impact Bonds (DIBs) are a new financing mechanism that ties funding to measurable social outcomes. Private investors provide upfront capital for social programs, which service providers implement. An independent evaluator measures the program's success. If the program achieves agreed-upon outcomes, outcome funders like donors repay investors based on results, otherwise investors may lose their capital. DIBs aim to improve social programs by focusing on results, transferring risk from the public to private sector, and attracting private funding for development. However, DIBs also face challenges like changing mindsets to see development as an investment, concerns about increasing bureaucracy, and ensuring proper risk management. Key lessons indicate initial investors will seek social returns, strong risk mit
This document discusses foresight and the Estonian Development Fund's role in conducting foresight activities. It provides background on foresight, why governments engage in foresight, and how foresight relates to policymaking. It outlines the Estonian Development Fund's foresight work, including a white paper for Parliament addressing Estonia's economic crisis and a project called EST_IT@2018 focusing on opportunities to increase Estonia's competitiveness through wider usage of information and communication technologies. The document describes the goal, scope, objectives, target groups and outputs of the EST_IT@2018 foresight project.
Aligning incentives with equitable economic developmentEllen Harpel
This document discusses aligning economic development incentives with equitable outcomes. It recommends that communities (1) explicitly connect incentive program purposes with equity goals, (2) incorporate equity goals at each stage of the incentive process, (3) carefully select metrics to measure progress towards those goals, (4) report on promises made and whether expectations were met, and (5) use this process to sustain a commitment to equitable economic development. The document provides examples of equitable goals like good jobs, economic mobility, and opportunity-rich neighborhoods, as well as potential metrics and best practices for reporting outcomes.
OECD presentation on financing for sustainable development in the COVID-19 era and beyond. Filling the SDG financing gap and aligning resources in support of sustainable and inclusive development.
The document provides an overview of the Anticipated Impact Measurement and Monitoring (AIMM) system used by the International Finance Corporation (IFC). The AIMM system aims to (1) estimate and monitor the expected development impact of IFC interventions, and (2) help structure systematic impact assessments along two dimensions: project outcomes and market contributions. The AIMM framework provides a structure to identify relevant impact components and indicators for projects. IFC projects are then rated based on their potential development impact scores and the likelihood of achieving those impacts.
The document discusses challenges and opportunities for local economic development (LED) promotion. At the national level, key challenges include a lack of alignment between macroeconomic policies and LED needs, limited coordination between relevant strategies, and unclear divisions of labor between central and local governments. At the local level, LED functions are seldom institutionalized in local authorities and initiatives are fragmented. The potential role of local governments in LED promotion includes maintaining understanding of the local economy, convening actors, guiding strategy, facilitating implementation, and investing in infrastructure. The framework proposes empowering local governments for integrated LED promotion through establishing LED units, forums, and partnerships.
Rethinking regional development policymakingOECDregions
Presentation on rethinking regional development policymaking made at the Regional Studies Association Conference held in Seville, Spain on 27 September 2018. Presentation by Dorothée Allain-Dupré, Head of Decentralisation, Public Investment and Subnational Finance Unit, OECD
More information: http://www.oecd.org/regional/
Sustainable Development Goals and Development Impact Bonds Taruna Gupta
Development Impact Bonds (DIBs) are a new financing mechanism that ties funding to measurable social outcomes. Private investors provide upfront capital for social programs, which service providers implement. An independent evaluator measures the program's success. If the program achieves agreed-upon outcomes, outcome funders like donors repay investors based on results, otherwise investors may lose their capital. DIBs aim to improve social programs by focusing on results, transferring risk from the public to private sector, and attracting private funding for development. However, DIBs also face challenges like changing mindsets to see development as an investment, concerns about increasing bureaucracy, and ensuring proper risk management. Key lessons indicate initial investors will seek social returns, strong risk mit
This document discusses foresight and the Estonian Development Fund's role in conducting foresight activities. It provides background on foresight, why governments engage in foresight, and how foresight relates to policymaking. It outlines the Estonian Development Fund's foresight work, including a white paper for Parliament addressing Estonia's economic crisis and a project called EST_IT@2018 focusing on opportunities to increase Estonia's competitiveness through wider usage of information and communication technologies. The document describes the goal, scope, objectives, target groups and outputs of the EST_IT@2018 foresight project.
Aligning incentives with equitable economic developmentEllen Harpel
This document discusses aligning economic development incentives with equitable outcomes. It recommends that communities (1) explicitly connect incentive program purposes with equity goals, (2) incorporate equity goals at each stage of the incentive process, (3) carefully select metrics to measure progress towards those goals, (4) report on promises made and whether expectations were met, and (5) use this process to sustain a commitment to equitable economic development. The document provides examples of equitable goals like good jobs, economic mobility, and opportunity-rich neighborhoods, as well as potential metrics and best practices for reporting outcomes.
OECD presentation on financing for sustainable development in the COVID-19 era and beyond. Filling the SDG financing gap and aligning resources in support of sustainable and inclusive development.
The document provides an overview of the Anticipated Impact Measurement and Monitoring (AIMM) system used by the International Finance Corporation (IFC). The AIMM system aims to (1) estimate and monitor the expected development impact of IFC interventions, and (2) help structure systematic impact assessments along two dimensions: project outcomes and market contributions. The AIMM framework provides a structure to identify relevant impact components and indicators for projects. IFC projects are then rated based on their potential development impact scores and the likelihood of achieving those impacts.
The document discusses challenges and opportunities for local economic development (LED) promotion. At the national level, key challenges include a lack of alignment between macroeconomic policies and LED needs, limited coordination between relevant strategies, and unclear divisions of labor between central and local governments. At the local level, LED functions are seldom institutionalized in local authorities and initiatives are fragmented. The potential role of local governments in LED promotion includes maintaining understanding of the local economy, convening actors, guiding strategy, facilitating implementation, and investing in infrastructure. The framework proposes empowering local governments for integrated LED promotion through establishing LED units, forums, and partnerships.
Rethinking regional development policymakingOECDregions
Presentation on rethinking regional development policymaking made at the Regional Studies Association Conference held in Seville, Spain on 27 September 2018. Presentation by Dorothée Allain-Dupré, Head of Decentralisation, Public Investment and Subnational Finance Unit, OECD
More information: http://www.oecd.org/regional/
OECD Study on Regional Development in Brazil / Claire Charbit Deputy Head of ...EUROsociAL II
The document summarizes an OECD study on regional development in Brazil presented by Claire Charbit, Deputy Head of the Regional Development Policy Division at the OECD. The summary includes:
1) Despite Brazil's high concentration of GDP and population in some regions, concentration has been decreasing over past decades, though disparities remain high compared to other countries.
2) While overall growth has been faster in resource-intensive regions, urban regions have grown more slowly than the OECD urban region average, indicating potential is not being fully tapped.
3) Key recommendations include developing a place-based approach to better complement social and sectoral policies, ensuring public funds reach lagging regions, and streamlining coordinating bodies
Ramping Up Information and Communications Technology for DevelopmentOlivier Serrat
ADB's ICTD Team Work Plan, 2016–2017 aims to identify ICT options in ADB's operations, diversify ICT portfolios in ADB's operations, develop ADB's capacity for ICT operations, and leverage knowledge partnerships in ICT.
Shared Prosperity through Strategic Community Investment: An IFC perspective ...Cairn India Limited
The document discusses IFC's perspective on strategic community investment to promote shared prosperity. IFC is the private sector arm of the World Bank Group and aims to reduce poverty through private sector development. The document outlines IFC's approach to strategic community investment, which involves voluntary contributions by companies to help communities address development priorities in a way that also supports business objectives. It provides examples of effective community investment programs and tools used by IFC to evaluate programs and their financial and social impacts, including a financial valuation tool and geomapping tool. The document concludes with good practice principles for strategic community investment.
This document summarizes a study conducted by the Bertelsmann Foundation on 150 impact platforms. Some key findings include:
- Platform data and technologies are often not interoperable or replicable, leading to duplication of efforts.
- Many platforms have fragile business models and cannot cover operating expenses due to a reliance on grants.
- However, there is a strong desire among platforms for increased collaboration in areas like technology and deal sourcing.
- While platforms understand the need to collaborate, functional and financial limitations have prevented more cooperation. Increased innovation and cooperation could help platforms better achieve sustainable impact at scale.
Coordination with Private Sector Key to Reaching SDGs in BangladeshAbdullah Al Mamun
The document discusses coordination with the private sector as key to achieving the UN's 17 Sustainable Development Goals (SDGs). It notes that 7 of the 17 SDGs are directly linked to trade, business and investment, so without collaboration between government and private sector, the goals cannot be achieved. Infrastructure development, energy security, and skills development were highlighted as areas that require investment. The document outlines several sectors in Bangladesh that represent opportunities for private investment, including infrastructure, transportation, ready-made garments, energy, and leveraging remittances for long-term projects.
Why is Local Economic Development so difficult, and what can we do to make it...led4lgus
This document discusses the challenges of local economic development (LED) and proposes ways to make it more effective. It identifies several inherent reasons why LED is often unsuccessful, including an overemphasis on strategy and planning rather than taking action. It also notes paradoxes created by globalization that limit the ability of local actors to influence development. The document proposes a typology of LED approaches including generic locational policy, strategic locational policy, and reflexive locational policy in order to address these issues and provide a path forward for more effective LED.
This document proposes establishing a Performance-Based Official Development Assistance (P-BODA) framework (PK-BODAF) to monitor and manage ODA performance. P-BODA would implement ODA based on OECD countries' performance on their 0.7% GDP commitments for aid and on developing countries' progress on human development and poverty reduction. This framework would create knowledge on ODA performance by both donor and recipient countries. The document argues that ODA should be provided primarily as grants rather than loans to reduce indebtedness in developing countries. It also calls for mechanisms to ensure ODA is spent equitably and benefits intended recipients.
This document discusses how recruiters can build their brand using social media. It recommends recruiters answer preparation questions to define their goals, audience and online presence. Possible strategies include maintaining a basic online profile or more advanced strategies like managing groups and creating original content. Tools mentioned include social networks for networking, writing content for blogs or comments, and managing time for ongoing maintenance. The document emphasizes spreading messages creatively without being annoying and gives tips for using social media as a branding tool.
This document discusses how technology is enabling more open and collaborative approaches to addressing global challenges. It provides examples of how crowdsourcing, open data, and mobile technologies are being used for emergency response, monitoring, and increasing transparency. New partnerships and data sharing are allowing data to be reused in new ways. Going forward, there will be increased use of mobile apps and aid transparency. The document promotes the KNCV Tuberculosis Foundation's "Open for Change" initiative, which aims to support more open and collaborative approaches through quarterly meetings, an online community, and access to experts.
This document outlines a vision for an increasingly collaborative and participatory global development sector focused on access over ownership of information, knowledge, and tools. It presents the mission to increase open access to data, knowledge, and software applications within the sector by exchanging knowledge on open source and standards, supporting relevant projects, and setting up temporary infrastructure. Key activities include a knowledge sharing platform, meetings, and collaborating on events like the upcoming Open Data for Development Camp in May.
Jermaine Douglas was born in Guyana in 1994 and came to America when he was 1 year old. He visits his home country of Guyana every couple of years. His father Sigmund Wallace Douglas was one of 8 children and had only one child, Jermaine.
Connecting global & regional finance to projects - Finance for #SDGs High Level Meeting – #financeforSDGs – Christoph Waldersee – Bellagio – 25-27 February 2015
This document summarizes research on evidence-based program planning for rural economic development in Alberta, Canada. It analyzes two past programs (RCED and RDI) that provided over $200 million in funding. The research found that participation in capacity building, having larger communities in a region, and access to a dedicated project coordinator increased the likelihood of starting and successfully completing projects. It concludes funders should ensure capacity building, not exclude very rural areas, provide access to coordinators, and evaluate longer-term outcomes like collaboration and sustainability.
The document discusses ways the OECD can stimulate private sector investment to achieve the UN Sustainable Development Goals. It proposes developing an SDG index that institutional investors can use to target needs. It also proposes an SDG tracker tool to map how public and private finance contributes to the goals. The tool would increase transparency and help identify gaps. It would analyze descriptions of projects and company reports to map them to the SDGs. This could help maximize impact and guide investment toward the greatest needs.
This document brings together a set
of latest data points and publicly
available information relevant for
Digital Customer Experience
Technology. We are very excited to
share this content and believe that
readers will benefit from this
periodic publication immensely.
The document summarizes MEDA's Techno-Links project which aims to increase access to financial services and agricultural technologies for over 200,000 poor households and smallholder farmers. The project works with 22 private sector partners in three countries. The summary outlines five key elements of effective private sector engagement for development projects based on lessons from Techno-Links: effective cross-sector communication, investing in mutually beneficial partnerships, advancing gender-inclusive business models, bringing a business approach to measuring results, and using creative information sharing for improved business practices.
OECD Study on Regional Development in Brazil / Claire Charbit Deputy Head of ...EUROsociAL II
The document summarizes an OECD study on regional development in Brazil presented by Claire Charbit, Deputy Head of the Regional Development Policy Division at the OECD. The summary includes:
1) Despite Brazil's high concentration of GDP and population in some regions, concentration has been decreasing over past decades, though disparities remain high compared to other countries.
2) While overall growth has been faster in resource-intensive regions, urban regions have grown more slowly than the OECD urban region average, indicating potential is not being fully tapped.
3) Key recommendations include developing a place-based approach to better complement social and sectoral policies, ensuring public funds reach lagging regions, and streamlining coordinating bodies
Ramping Up Information and Communications Technology for DevelopmentOlivier Serrat
ADB's ICTD Team Work Plan, 2016–2017 aims to identify ICT options in ADB's operations, diversify ICT portfolios in ADB's operations, develop ADB's capacity for ICT operations, and leverage knowledge partnerships in ICT.
Shared Prosperity through Strategic Community Investment: An IFC perspective ...Cairn India Limited
The document discusses IFC's perspective on strategic community investment to promote shared prosperity. IFC is the private sector arm of the World Bank Group and aims to reduce poverty through private sector development. The document outlines IFC's approach to strategic community investment, which involves voluntary contributions by companies to help communities address development priorities in a way that also supports business objectives. It provides examples of effective community investment programs and tools used by IFC to evaluate programs and their financial and social impacts, including a financial valuation tool and geomapping tool. The document concludes with good practice principles for strategic community investment.
This document summarizes a study conducted by the Bertelsmann Foundation on 150 impact platforms. Some key findings include:
- Platform data and technologies are often not interoperable or replicable, leading to duplication of efforts.
- Many platforms have fragile business models and cannot cover operating expenses due to a reliance on grants.
- However, there is a strong desire among platforms for increased collaboration in areas like technology and deal sourcing.
- While platforms understand the need to collaborate, functional and financial limitations have prevented more cooperation. Increased innovation and cooperation could help platforms better achieve sustainable impact at scale.
Coordination with Private Sector Key to Reaching SDGs in BangladeshAbdullah Al Mamun
The document discusses coordination with the private sector as key to achieving the UN's 17 Sustainable Development Goals (SDGs). It notes that 7 of the 17 SDGs are directly linked to trade, business and investment, so without collaboration between government and private sector, the goals cannot be achieved. Infrastructure development, energy security, and skills development were highlighted as areas that require investment. The document outlines several sectors in Bangladesh that represent opportunities for private investment, including infrastructure, transportation, ready-made garments, energy, and leveraging remittances for long-term projects.
Why is Local Economic Development so difficult, and what can we do to make it...led4lgus
This document discusses the challenges of local economic development (LED) and proposes ways to make it more effective. It identifies several inherent reasons why LED is often unsuccessful, including an overemphasis on strategy and planning rather than taking action. It also notes paradoxes created by globalization that limit the ability of local actors to influence development. The document proposes a typology of LED approaches including generic locational policy, strategic locational policy, and reflexive locational policy in order to address these issues and provide a path forward for more effective LED.
This document proposes establishing a Performance-Based Official Development Assistance (P-BODA) framework (PK-BODAF) to monitor and manage ODA performance. P-BODA would implement ODA based on OECD countries' performance on their 0.7% GDP commitments for aid and on developing countries' progress on human development and poverty reduction. This framework would create knowledge on ODA performance by both donor and recipient countries. The document argues that ODA should be provided primarily as grants rather than loans to reduce indebtedness in developing countries. It also calls for mechanisms to ensure ODA is spent equitably and benefits intended recipients.
This document discusses how recruiters can build their brand using social media. It recommends recruiters answer preparation questions to define their goals, audience and online presence. Possible strategies include maintaining a basic online profile or more advanced strategies like managing groups and creating original content. Tools mentioned include social networks for networking, writing content for blogs or comments, and managing time for ongoing maintenance. The document emphasizes spreading messages creatively without being annoying and gives tips for using social media as a branding tool.
This document discusses how technology is enabling more open and collaborative approaches to addressing global challenges. It provides examples of how crowdsourcing, open data, and mobile technologies are being used for emergency response, monitoring, and increasing transparency. New partnerships and data sharing are allowing data to be reused in new ways. Going forward, there will be increased use of mobile apps and aid transparency. The document promotes the KNCV Tuberculosis Foundation's "Open for Change" initiative, which aims to support more open and collaborative approaches through quarterly meetings, an online community, and access to experts.
This document outlines a vision for an increasingly collaborative and participatory global development sector focused on access over ownership of information, knowledge, and tools. It presents the mission to increase open access to data, knowledge, and software applications within the sector by exchanging knowledge on open source and standards, supporting relevant projects, and setting up temporary infrastructure. Key activities include a knowledge sharing platform, meetings, and collaborating on events like the upcoming Open Data for Development Camp in May.
Jermaine Douglas was born in Guyana in 1994 and came to America when he was 1 year old. He visits his home country of Guyana every couple of years. His father Sigmund Wallace Douglas was one of 8 children and had only one child, Jermaine.
Connecting global & regional finance to projects - Finance for #SDGs High Level Meeting – #financeforSDGs – Christoph Waldersee – Bellagio – 25-27 February 2015
This document summarizes research on evidence-based program planning for rural economic development in Alberta, Canada. It analyzes two past programs (RCED and RDI) that provided over $200 million in funding. The research found that participation in capacity building, having larger communities in a region, and access to a dedicated project coordinator increased the likelihood of starting and successfully completing projects. It concludes funders should ensure capacity building, not exclude very rural areas, provide access to coordinators, and evaluate longer-term outcomes like collaboration and sustainability.
The document discusses ways the OECD can stimulate private sector investment to achieve the UN Sustainable Development Goals. It proposes developing an SDG index that institutional investors can use to target needs. It also proposes an SDG tracker tool to map how public and private finance contributes to the goals. The tool would increase transparency and help identify gaps. It would analyze descriptions of projects and company reports to map them to the SDGs. This could help maximize impact and guide investment toward the greatest needs.
This document brings together a set
of latest data points and publicly
available information relevant for
Digital Customer Experience
Technology. We are very excited to
share this content and believe that
readers will benefit from this
periodic publication immensely.
The document summarizes MEDA's Techno-Links project which aims to increase access to financial services and agricultural technologies for over 200,000 poor households and smallholder farmers. The project works with 22 private sector partners in three countries. The summary outlines five key elements of effective private sector engagement for development projects based on lessons from Techno-Links: effective cross-sector communication, investing in mutually beneficial partnerships, advancing gender-inclusive business models, bringing a business approach to measuring results, and using creative information sharing for improved business practices.
PMI India encourages professionalism in project management by conducting a Paper presentation competition every year in its National Conference. The 2016 National Conference held as Mumbai had five themes and this paper on Emerging Trends in Project Management was declared the WInner.
ESG Meets FinTech – A Strategic Analysis Executive SummaryMEDICI Inner Circle
MEDICI’s new ‘ESG Meets FinTech – A Strategic Analysis’ covers the impact of financial technology on Environmental, Social, and Governance (ESG) criteria. It analyzes the various dimensions of ESG and sustainability in the context of FinTech.
RED_Intake Overview_January 24 february 1 2023 info sessions external FINAL...Carolyn Puterbough
The Rural Economic Development (RED) intake opened for applications on January 23, 2023 and will close on February 23, 2023 at 5:00 pm ET. These slides were provided during the public info sessions held on January 24 and February 1.
LGT Venture Philanthropy provides funding and support to social enterprises through a venture philanthropy model. They focus on organizations serving the base of the pyramid and have supported over 40 organizations improving the lives of over 4.5 million people. Their criteria for renewable energy investments includes organizations solving energy access problems through scalable solutions, with a focus on supporting young, growing organizations through long-term engagement including funding, management expertise, and networks. They conduct in-depth due diligence on the ground before investing.
GreenBiz 17 Tutorial Slides: "How Corporates are Aligning with the Sustainabl...GreenBiz Group
The Sustainable Development Goals define global priorities and aspirations for 2030. Where does your company strategy align with these global goals? Learn how the SDGs affect your business, and gain the tools and knowledge needed to maximize your company's contribution to the success of the SDGs.
GreenBiz 17 In-Depth Tutorials are intensive half-day sessions held prior to the start of the conference. These are designed to offer participants an opportunity to dive deeper into a topic of interest and develop tangible knowledge and skills. In addition, attendees will have a greater opportunity to network with their peers in these interactive sessions. Concurrent tutorials will be held the morning of Tuesday, February 14, and are available only to those who purchase an All Access Pass.
Fmdv de log financing sd gs subnational levelAntoine Rerolle
The document discusses strategies for financing sustainable development at the subnational and local levels. It acknowledges that expenditures are increasingly being decided at lower levels of government, which often lack technical capacity and financing. It commits to scaling up international cooperation to strengthen capacities of local authorities. Some strategies discussed include establishing knowledge and financing hubs to develop sustainable projects, providing targeted public support to mobilize private expertise and capital, and using innovative financing techniques for demonstration projects. The goal is to close the large funding gaps needed to achieve sustainable development goals through greater private sector involvement at subnational levels.
This document brings together a set
of latest data points and publicly
available information relevant for
Digital Customer Experience
Industry. We are very excited to share
this content and believe that readers
will benefit from this periodic
publication immensely.
This document is elaborated as part of an assignment included in online course “Financing For Development” led by World Bank Group on Coursera Platform.
•Target audience: General Public in my country of origin. It is an informative document..
The main objectives of this artifact are the following:
• Inform general public about the highlights of Sustainable Development Goals (SDGs) in a concise and clear way.
• Raise awareness and spread ideas, as many of the problems and issues explored during the course are known within specific community but may not be well understood by the general public.
• Make general public conscious of the challenges foreseen and explore some of the action lines opened to reach the Sustainability Development Goals (SDGs).
Digital Transformation Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Digital Transformation Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 3,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation Toolkit. It includes all the Frameworks, Tools & Templates required to successfully undertake the Digital Transformation of your organization.This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
The business plan proposes a social enterprise called EFS that provides consulting services to microenterprises in Peru to help them become more sustainable and profitable. EFS will offer management consulting, training, and help microenterprises join business networks for improved access to markets and financing. The plan identifies the key problems microenterprises face in Peru like lack of business skills and access to resources. It explains how EFS's services will help address these problems by improving management practices and long-term planning. The plan provides details on the services offered, beneficiaries, and outlines a multi-year financial and expansion plan to grow the enterprise in a sustainable manner.
The document discusses how non-profit organizations can use scenario planning to help with financial planning during uncertain times. It provides tips for creating financial scenarios, including involving different parts of the organization and understanding how income and expenses may change under various scenarios. The key aspects of a good scenario plan are to illustrate the potential impacts on the budget, revenue, costs, reserves and future plans under three condensed financial scenarios using the latest budget as a baseline. Scenario planning is a tool to help manage an organization during unpredictable periods.
Decision Point Global is a global consulting firm that delivers disruptive innovation through investing in and executing big ideas using disruptive technologies. Their mission is to deliver the highest return and lowest risk and cost. They look for "X-factor" technologies and business models with market potential of over $10 billion that can address global problems through solutions like clean tech, smart cities, healthcare, and more. They have over 150 years of combined experience across industries and help startups and businesses with strategy, operations, investment, and growth.
Quality strategic planning and strategy delivery is increasing in importance as a process and set of tools that guide the development of a municipality. In times when resources are tight, effective and efficient resource allocation is gaining even more importance. This publication will therefore suggest a practical four-stage process to strategic planning at the municipal level, including the setting up of effective structures for managing the strategy process (1), preparing a good strategic analysis of the municipality (2), strategy formulation (3) and strategy implementation (4). A key concept throughout this process is partnership: partnerships within the municipality, as well as with others outside the municipal building, with whom these four steps are undertaken together. Partnerships help make the municipal development process more transparent and accountable, thereby increasing the likelihood of the municipal development strategy to deliver the expected results and contribute to the improved quality of life of citizens.
This document brings together a set
of latest data points and publicly
available information relevant for
IoT & AR Services Industry. We are
very excited to share this content and
believe that readers will benefit from
this periodic publication immensely
Similar to Nokia Corporate Responsibility 1.0 (20)
2. Description
Compile a 3-year plan (2008-2010) for Community Involvement in Latin America.
Budget
8 million Euros to be used primarily for social programming, rather than marketing or
media relations.
Target & Reach
Youth Development + Use of Mobile Technology = Help Society.
Length
Fund multi-year social projects, mainly because it takes time to yield results in this area.
Outcomes
Establish clear metrics and engage partners.
Volunteering
Encourage NOKIA employees to volunteer in teams. They are entitled to 2 days each
year.
Legacy Projects
Take into account these projects, which will consume 50% of the budget in 2008, 25% in
2009, and 0% in 2010. Continuing with legacy projects is optional.
The Task
3. 1. Analyze legacy projects in Latin America. For each project identify its
location, model, period, key partner, and reach.
2. Identify ways to converge CI + MT without having to reinvent the wheel.
This is better accomplished by first researching and documenting what has
been successfully accomplished in other parts of the world.
3. Identify opportunities in Latin America to adapt and replicate successful CI +
MT stories from other nations and effective ways to factor in YD.
4. Identify key partners (financial, modeling, technology, resources, etc.)
5. Identify ways to continue supporting legacy projects via self-sustainability
and engaging new partners and sponsors.
6. Explore scenarios for optimal budget allocation. Ideally, creating self-
sustaining projects which can also contribute to legacy projects and support
new YD projects.
7. Design a feasibility criteria for selection of projects with potential for higher
impact on overall society.
8. Create a wide variety of simple roles to encourage volunteering.
CI - Community Involvement
YD - Youth Development
MT - Mobile Technology
HS - Help Society
Methodology
4. › Small installed base of Internet-ready PCs in Latin America. Thus, role and
relative importance of mobile platforms is much greater.
› With its still emerging data, multimedia, gaming and video capabilities, the
mobile phone appears destined to become the primary means through which
low income users in Latin America can access all forms of informal, peer-to-
peer, networking, published, business and official content.
› Coverage of wireless access is mainly available in urban areas and rapidly
expanding in rural areas, however TCO remains the biggest challenge for low
income segments.
› Effective ICT programs need at least two media platforms:
Internet-connected-PCs
Mobile phones.
Technology Background
Relative to Disadvantaged or Low Income Population
“In developing nations the phone is basically a surrogate for the computer and the credit card. This one
ubiquitous piece of technology can be repurposed for all sorts of interesting activities.”
Nathan Eagle, EPROM, Nokia Forum
Most mobile applications have been
designed to profit in developed economies
and for wealthier market segments
5. Legacy Projects
Conéctate
Venezuela
Calle a
Calle
Say NO to
drugs
Conéctate
Colombia
Conéctate
Chile
Mudando a
Historia
Posta
Jóven
Program
Disadvantaged youth development and
improvement of their communities, by organizing
art and communications activities. 1800+
participants.
2005 - 2008SES
NOKIA
Argentina
ICT, life and entrepreneurial skills training for
youth. Job placement services for 500 local youth,
ages 18 – 29
2005 – 2008IADB
NOKIA
Venezuela
Disadvantaged youth between the ages of 16 and
20 who then act as volunteers for children from the
same socioeconomic group
2005 - 2008GTZ
NOKIA
Peru
ICT, life and entrepreneurial skills training for
youth. Job placement services for 400 local youth
2005 - 2008IADB
NOKIA
Colombia
Vocational and life skills training, community
service and job placement services for local youth.
2005 – 2008IADB
NOKIA
Chile
Teach reading to disadvantaged children.
Organized a "Youth Commission" to help
continuation of project activities by establishing
"training the trainer" activities, as well as, seeking
new sources for project funding.
2005 – 2008NOKIABrazil
Scope and ReachPartnerPeriodFundingCountry
€ 4M 2008 Budget
Apparently these projects will expire in 2008. Need to know budget breakdown and real number of beneficiaries.
Euros 26M
330,000
Beneficiaries
= Eur 79 per beneficiary
6. Budget Allocation - € 8M
€ TBD
› Scale, adapt and
replicate projects to:
Support smaller
starting projects.
Support legacy
projects.
› Monitor P&L
Management
› Define Exit Criteria
€ 2M
› Define Exit Criteria or
make assessment to
continue funding
project.
› Execute Succession
Planning or suitable
parts.
2009 20102008TYPE
€ TBD
› Apply Exit Criteria
› Develop new projects.
€ TBD
› Location selection criteria.
› Prepare business cases to
select top 3 projects.
› Strive for CI’s long-term
support.
› Define financial and success
metrics for self-sustainability.
› Engage new partners and
sponsors.
New
Projects
€ 2M
Budget allocation
needs to be
correlated to the
scope, reach and
lifecycle of each
project..
› Apply any unused
balance from allocated
budget.
› Implement means to
make project self
sustainable.
› Encourage the community
to take on some modest
tangible projects that
better meet local needs.
€ 4M
› Assess real impact of allocated
budget per beneficiary.
› Create Succession Plan.
› Take advantage of low US
Dollar value against Euro for
any purchase of assets or
services in the U.S.
Legacy
Projects
€ 6M
NOKIA funding may
still be available into
2009.
Project = Country
Program = Enterprise
8. Financial Management
› Define ratios by project and consolidate then by country and region.
› Ensure bookkeeping is done per corporate guidelines.
› Strive for effective P&L management.
› Track financial costs for each project.
› Develop a program budget that allocates indirect costs to each program.
› As much as possible strive to minimize overhead or administrative costs in
order to make more money available for programs
› Identify and quantify possible liabilities
› On a monthly basis compare planned revenue and expenses to actual
revenue and expenses. Decide where to cut down on expenses and build up
on revenue.
› Produce quarterly financial statements for each project: cash flow statement,
statement of activities and a statement of financial position.
In essence always
manage actual reach and
maximize distribution of funds
9. Reflects how many months the organization could operate if no additional funds were received. (> 18 months)
Financial Ratios
Defensive Interval (DI) = Cash (Budget) + Sponsorships + Receivables
Average Monthly Expenses
Liquid Funds Indicator (LFI) = Total Net Assets – Restricted Net Assets – Fixed Assets
Average Monthly Expenses
Similar to the defensive interval in its use but is more conservative in removing assets with restrictions on them from the calculation. It also determines
the number of months of expenses that can be covered by existing assets. (Min. 12 months)
Savings Indicator (SI) = Revenue – Expense
Total Expense
Measures the increase or decrease in the ability of an organization to add to its net assets. Values greater than one indicate an increase in savings. The
savings indicator is a simple way to determine if an organization is adding to or using up its net asset base.
Debt Ratio (DR) = Average Total Debt
Average Total Assets
Measures the proportion of assets provided by debt. High values indicate future liquidity problems or reduced capacity for future borrowing. (< 1)
Revenue Ratio (RR) = Revenue Source
Total Revenue
Seven revenue sources can be analyzed in order to establish what proportion each of these revenue streams contributes to the organization’s total
revenues. These sources are: public contributions, government grants, program service revenues, dividends and interest, net sales,
membership dues, special events.
Program Service Expense Ratio =
Program Service Expense
Total Expense
Measures the relationship of funds spent for program purposes to all expenses.
10. Criteria for Quick
Project Assessment
HIGHMEDLOWNOYES
Can the project become self sustainable in the future?
When will it deplete allocated budget?
Will it generate the expected outcomes?
IS IT WORTH DOING?
What demographics will it reach?
What are the determinant attributes of each available solution, including ours?
Are there other suitable solutions or projects?
CAN THE SOLUTION BE COMPETITIVE?
Is the solution self sustainable?
Does it fit corporate core criteria and guidelines?
CAN OUR EFFORT BE ASSERTIVE?
Is it measurable?
What is the estimated cost?
Can it be delivered?
IS THE SOLUTION FEASIBLE?
What will the project life cycle be?
What is the size and scope of the addressable target?
IS THE NEED REAL?
C E R T A I N T Y
Complement with business
case at project and
program levels
11. › Close the digital divide gap.
› Promote entrepreneurship for increased economic sustainability.
› New employment generation with fulfilling careers.
› Include measurable impacts on development of life skills, civic
education, reduced social exclusion, poverty reduction, etc.
› Youths shall acquire basic, intermediate and advanced ICT skills critical
to employment, education and communication.
› Increased self-esteem, confidence, teamwork and conflict management.
› Higher ability of participants to sustain themselves via employment or
starting a new businesses.
› Return the favor by actively volunteering in new projects or by
generating new job opportunities.
› High rate of volunteering among Nokia employees.
Expected Outcomes
Define
curriculums
HARD benefits
SOFT benefits
12. High
Low HighVariety of Projects and Roles
Volunteering
Legacy
Projects
Shared Phone
Basic MT+YD Projects
Advanced MT+YD Projects
mApps
mUniversity
Volunteering
› Organize internal events to raise awareness of
projects portfolio and variety of roles
› Communicate expected outcomes
› Leverage Nokia’s Helping Hands
› Leverage “Connecting People” initiative
› Leverage ShareIdeas.org
Launch basic
programs in 2008
13. FRAMEWORK FOR EFFECTIVE PROGRAMMING
Making Youth Programs Work
WORKING WITH YOUTH
1. Focus on positive youth development.
2. Offer developmental appropriate activities.
3. Strive for maximum youth participation.
CONTEXT,FAMIILY, COMMUNITY, AND CULTURE
4. Involve parents, family and other caring adults.
5. Involve the community in the work of the program.
6. Strive to be culturally relevant.
SOUND ORGANIZATIONAL PRACTICES
7. Cultivate and retain competent and committed staff.
8. Build strong managerial and administrative capacity.
9. Take action to maintain sustainability.
10. Develop systems for monitoring and evaluation.
Source: International Youth Foundation, Summer 1999
“We recognize that simply supporting young change makers is not enough. We need to dialogue and engage with
them in seeking solutions to urgent social needs.”
Martin Sandelin, VICE PRESIDENT, CORPORATE RESPONSIBILITY AND COMMUNITY INVOLVEMENT, NOKIA
Engage in dialogue at the
very beginning to identify
needs, set a structure
and attainable solutions.
14. Student Objetives
› Develop a business behavior and mindset that leads
into improved personal financial independence
› Acquire basic competitive skills to succeed in
business.
› Feel confortable and confident when embracing
complex business challenges
› Improve business and financial estrategies.
Foster Entrepreneurship
DI-Empresa, is a new learning program developed
in Peru that teaches youth how an enterprise is
created, how to generate business ideas, and
foster an entrepreneurial mindset.
Teach participants to run
profitable enterprises and
commit to supporting
other programs.
15. Mobile Technology Applications
› Mobile Payphone
› Shared Cell Phone
› Village Cell Payphone
› Bridge-It + Text2Teach
› Mobile Banking,
transactions, micro-loans
› Micro-payments, SMS
Money Transfer
› Mobile Learning – Mobile-
ED
› Mobile Map Service
› SMS Gateway
Development
› SMS based search engine
› Mobile Stock Trading
› Mobile Blogging
› mHealth
Suitable for Low Income Segment,
deployed in Asia, Africa and India
16. Working with Universities
Engage students in each target
country to design business
models and develop mobile
applications aimed to resolve
problems that affect low income
population.
There’s no better approach to
resolve a problem that designing
a solution by the very people that
are experiencing said
predicament.
To Engage the Local Communities
17. 3-Year Plan
› Execute Expansion Plans
Horizontal (geographic)
Vertical Demographics
Age
Disadvantaged youth women
Industry: video production, web
site development, retail,
services, etc.
› For selected projects develop
community structures and arrange for
space, training, resources, processes,
and professional expertise (legal,
financial)
› Secure participation of key partners.
› Identify and engage Youth Forums
that represent addressable targets.
Introduce project plans.
› Launch University Contest and secure
(free) proper media coverage with
participation of partners and
government officials Launch university
contest: business models, m-
commerce, m-banking, m-
transportation, m-communications, m-
socialdev, m-collaboration, m-video,
m-payments, m-ordering, m-content
› Volunteering: Continuously promote
project portfolio and exciting variety of
roles.
› Learn Nokia’s CI guidelines.
› Take over management of all legacy
projects.
Rapidly get acquainted with primes,
contacts, allocations of resources,
priorities, deliverables and deadlines.
Assess outcomes vs. budget
› Succession Planning
Try to match legacy projects with MT
Explore self sustainability
Search new partners and sponsors
Handle the actual timing of
withdrawal with care
If possible dovetail into new funding
programs
› Development Plan of New Projects
Define country selection criteria:
youth unemployment rate,
disadvantaged youth rate, poverty
rate, rate of unemployed young
women, etc.
Gather primary market data
Prepare business cases and socialize
projects with selected partners
201020092008
18. Partners in Education
› Local Universities and Technical Institutes
› Local Governments
› Technology Vendors
› Wireless Service Providers
19. EPROM
EPROM 2008 Update
EPROM’s first academic year was extremely eventful.
They have successfully developed a mobile phone
programming curriculum and taught hundreds of
Kenyan, Ethiopian, Ugandan, and Rwandan computer
science students Python, Java, and SMS-based mobile
application development.
These classes have led to dozens of projects
concerning the development of mobile phone
applications specifically for the African market. Several
of these projects have gathered international media
attention, while others are being formed into start-
up ventures based in Nairobi, Addis Ababa, and
beyond.
Principal Investigator
Nathan Eagle, PhD
- Research Scientist, Program for Developmental Entrepreneurship,
MIT Design Laboratory
- Fulbright Lecturer, University of Nairobi
- Adjunct Associate Professor, CTIT, Ethiopia
MIT
Professor Alex (Sandy) Pentland
- Director & Founder of the Program for Developmental
Entrepreneurship, MIT Design Laboratory
Professor William J. Mitchell
- Director & Founder of the MIT Design Laboratory
http://eprom.mit.edu/entrepreneurship.html
EPROM, part of the Program for Developmental Entrepreneurship within the MIT Design Laboratory,
aims to foster mobile phone-related research and entrepreneurship.
Key activities include:
›development of new applications for mobile phone users worldwide
›academic research using mobile phones
›creation of a widely applicable mobile phone programming curriculum
Today’s mobile phones are designed to meet Western needs. Subscribers in developing countries,
however, now represent the majority of mobile phone users worldwide. The adoption of new
technologies and services within this vast, emerging market will drive innovation and help shape the
future of the mobile phone.
20. Off the Desktop
EPROM’s educational component involves mobile programming courses at the University of Nairobi.
Eagle and his colleagues believe that the current curriculum, which focuses almost exclusively on
programming for PCs, is inappropriate for Africa. PCs are still rare in countries such as Kenya. By
contrast, mobile phones are virtually ubiquitous. As a result, according to the EPROM Web site, “African
computer science graduates are not qualified to address the computing needs of African people. At such
a critical point in the evolution of computing technology, there is a need to equip these computer science
students with the skills to develop mobile phone applications specifically for African users.”
To that end, Eagle and his colleagues are preparing a series of mobile technology courses. The
proposed curriculum has been approved by a college principal and the university’s deputy vice
chancellor of academics.
For students with little programming experience, EPROM will offer a class titled “Python for Rapid
Mobile Application Development,” which is based on a one-week pilot course that was offered to
university faculty and students in July 2006. The new course will provide an overview of how to develop
mobile applications with minimal amounts of coding.
The EPROM educators are also preparing a joint MIT–University of Nairobi project-based course titled
“Mobile Phone Programming for Entrepreneurs.” This class will team MIT and University of Nairobi
students, who will develop, market, and launch their own mobile applications in Nairobi and Boston. In
general, those applications will be short message service (SMS) server-based offerings, but client-side
applications will also be encouraged. Nokia has pledged seed funding to turn the best class projects into
commercial ventures.
For those students who have already studied object-oriented programming (preferably with Java™
technology), EPROM is offering “Introduction to Mobile Phone Application Development in Java.” This
course will use existing MIT and Nokia course material.
EPROM
21. SMS Bootcamp - Text Message Service Prototyping
The most popular mobile phone applications are server-side SMS (text messaging) services. During the
2006-2007 academic year, we will be offering a "SMS Boot Camp" at the University of Nairobi, a project-
based course enabling teams of students to launch and market their own SMS services to the millions of
mobile phone users in Kenya. A small amount of seed funding will be available to the best teams
interested in turning their project into a commercial venture.
Airtime Banking
Mobile phone users in rural areas are only able to buy airtime when they go to the market in town centers
- an event that occurs rarely due to the long distances required to travel. In Kenya there are millions of
these rural subscribers who currently have to guess how much airtime they will use before their next visit
to the local market. However, as many Kenyans can attest, budgeted airtime often disappears much
faster than anticipated.
Airtime Banking is an SMS application developed by Dickson Ukanga in s60 python for Kenyan airtime
dealers in rural town centers to help solve this problem. Using Kenya's standard airtime transfer
techniques (Sambaza and Me2U) the application transforms a s60 phone into an automated SMS
gateway. When airtime is purchased, the airtime dealer updates the client's account on the system with
the purchased value and the period that the client wants the amount to last. The Airtime Banking
application sends a trickle of airtime to the client's phone over the course of the selected time period,
helping the client use the airtime more efficiently. While this may cut some calls short, the system
guarantees the client will have access to airtime until his next trip to the market.
EPROM
22. Mobile Mapping Kenya
Jessica Colaco had been exploring the possibility of studying mobile GIS systems
for her thesis work, but was getting increasingly frustrated that maps of developing
countries such as hers were not commonly found in existing mobile map databases.
After finding no suitable service that would meet her needs, Jessica developed her
own system that allows a mobile phone user to view detailed street maps of Nairobi
as well as access to her user generated point-of-interest (POI) database. Using a
GPRS connection to our Apache web server, a user can query local Kenyan
destinations, streets, businesses, or civil services such as police stations and
hospitals. The locations and contact information of the results that meet the search
criteria appear.
MoSoko - The Mobile Community Market
Billy Odero, a newly graduated Computer Science student from the University of Nairobi, was moving out of
the dorms and wanted to sell some of his things to the other students at the university. He was also
interested in finding an apartment to share with other newly graduated students somewhere downtown.
Tired of sifting through irrelevant ads on bulletin boards, Billy developed a SMS bulletin board system to
help connect buyers and sellers in Nairobi. Sellers text into the MoSoko SMS gateway with information
regarding the type of item (bicycle, TV, couch, ... ), their location (Nairobi, UoN Chiromo Campus), and the
asking price for the item. This information is stored in a database and can be easily queried via SMS by
potential buyers.
EPROM
23. Context-Aware Mobile Data Entry for Billing Systems
During a summer internship John Muli Senga became familiar with data collection
in the field, and the importance of data integrity and accuracy. However, ensuring
the data's integrity becomes a difficult task without automated integrity checks - an
impossibility with the standard paper-based field data collection. John set out to
design a mobile phone application that enables data entry with realtime integrity
checks, shifting the bulk of integrity control from the backend entry staff/system to
the data collector. Collected data from his application can be uploaded remotely to
a server, which does a much lighter processing and error control. The Data Logger
also enables real-time data synchronization with a database server through GPRS.
But to allow batch transfers and cut down the connection latency, a resident
database is available which can be synchronized with the remote database at
longer intervals. To ensure the data collectors are in the correct location, John also
developed the functionality to log GSM and also GPS location information at the
occurrence of an event.
Mobile Phone Programming for Entrepreneurs
We will be hosting a project-based course that will allow students to learn enough of the basics of mobile
phone programming to design and launch their own mobile phone application. While a major focus of the
course will be on the technical skills required to build these application, we will also have a particular
emphasis on opportunity analysis and product marketing. Success in this class depends on recognizing an
existing market demand and meeting that demand with the design and launch of an original mobile phone-
related service. While there will be an emphasis on SMS server-side application development, we will also
give students to the skills to build applications on the phone itself.
EPROM
24. New global collaboration gives children a voice
Plan has teamed up with one of the world leaders in mobile communications, Nokia, to help give a voice to thousands of children in Africa.
The new collaboration will use information and communications technologies (ICT) - such as radio, mobile phones and the internet - to raise
children’s awareness of their rights and opportunities. Nokia has provided an initial donation of one million Euros for 2006.
The first stage of this new joint effort will see Nokia focus on supporting Plan’s existing child media and ICT projects, which help children produce
high quality material that is relevant to them and promotes their rights.
Producing their own digital media is often revolutionary for many children, providing them with the chance to gain self-confidence and further
influence their own future.
Tackling child poverty
Boys participating in a Plan
child media project
Access to and use of ICT is a vital element in helping to tackle poverty and improve the respect, fulfillment and
protection of children’s rights. It is an important tool for children and youth to make their voice heard and to learn
about issues that are relevant for them.
Plan’s chief executive officer Tom Miller said: “Plan is committed to working in partnerships, not only with local
groups or governments in the countries where we work, but also with like-minded corporate organizations like
Nokia. I believe that this cooperation will deliver long-term sustainable benefits for hundreds of communities in the
developing world.”
Plan