The document summarizes the work of an 8-week social impact immersion program in the Dominican Republic run by Social Entrepreneur Corps. The team of 8 students from Northwestern University, University of Maryland, and Notre Dame engaged in 9 community outreach events and 8 organizational consultancies. Their work included vision access campaigns providing eye exams and glasses in 4 communities, and consultancy for 2 organizations focused on healthy living workshops and a women's cheese cooperative. The primary social innovation developed was an Empowerment Metrics model to quantitatively measure the impact of their community engagements.

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Social Entrepreneur Corps Impact Portfolio and Social Innovation Model
Country: Dominican Republic
Program: Eight Week Social Impact Immersion Program
Social Impact Team: Impacto
Social Innovation Model: Empowerment Metrics
Team members: Chioma Agbaraji, Chris Eyo, Leila Green, Louis Liu, Maria Marquez, Ameerat
Olatunde, Elvira Salgado, Caroline Spiezio
Schools Represented: Northwestern University, University of Maryland College Park, Notre
Dame
Total # of Community Engagements: 9
Total # of Organizational Engagements: 8
Total # of Personal Engagements: +200
Contents:
1. Knowledge/Foundational Material Covered…………………………………………………….2
• Program Overview
• MicroConsignment Model
• Social Innovations
• Material Covered
2. Summary of Village Access Campaign Results………………………………………………..4
• Recta de Sanita
• Palo Verde
• Mena Bajo
• El Palmar
3. Grassroots Consulting…………………………………………………………………………………6
• Hogares Saludables
• Asociación de Mujeres
• Batey 3 Community Leaders
4. Primary Social Innovation Project Design………………………………………………………...7
• Empowerment Metrics
5. Other……………………………………………………………………………………………………13
6. Appendices/Resources Modified and/or Created……………………………………………14
Empowerment Metrics
• General product survey
• Product specific survey
• Pre-Survey
• Post-Survey
• Personal Survey

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1. Knowledge/Foundational Material Covered
Program Overview:
In each of the countries where Social Entrepreneur Corps works, our sister organization
Community Enterprise Solutions (CES) is on the ground implementing the MicroConsignment
Model as a principal backbone of their work. In Guatemala, Nicaragua, Ecuador, and the
Dominican Republic, CES is in the process of incubating local social businesses that each in
their respective countries go by the name Soluciones Comunitarias (SolCom). Year-round,
CES and local SolCom leadership are training MicroConsignment entrepreneurs, distributing
products, building relationships in communities, and creating access to key technologies
such as reading glasses, water filters, and solar lamps.
The Micro-Consignment Model:
The MicroConsignment Model is a form of microfinance that eliminates financial risk for micro-
entrepreneurs, empowering them to embark on the unknown venture of marketing a new
technology for the first time. In this way, it becomes a tool to create access in marginalized
communities to products, services and technologies that have measurable economic,
environmental or health-related benefits. By tapping into existing networks of local
entrepreneurs, training them for the work and “lending” them products through
MicroConsignment, we can provide critical services and create supply chains for high-
impact products that reach even the most remote communities – the so-called “last mile”
towns and villages of the developing world.
Social Innovations:
To enrich the work we do with the MicroConsignment Model, we are constantly looking for
new ways to engage with communities and build on the relationships our microentrepreneurs
form. Material covered and impact immersion during the two-week foundation building
period provided interns with the tools to develop Social Innovation models to pioneer new
forms of community engagement and empowerment.
Foundational Material Covered:
Foundation building includes an examination of development theories, analysis of best
practices, and discussions of the core values that provide the basis for work and
engagements in the field. Below is a list of the materials interns discussed and utilized to add
to our knowledge base surrounding Social Entrepreneur Corps’ approach to Social
Entrepreneurship and community empowerment.

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Country and Culture
• Intensive Spanish courses
• Culture
• Safety, Health and Security
• History
• Race, Statelessness, Haitian Relations
Social Entrepreneurship
• Guiding Principles
• Aid Strategies - Relief vs. Development (your decide)
• Cycle of Poverty
• Logic Model Framework
• Problem Solving
• Keys to Successful Consulting
• MicroConsignment Model - (What you know and MCM Jeopardy)
• Keys to Success
• Best Practices
• Core Values
• Keys to an effective consultant
Social Innovation Models
• Survey design
• Keys to an effective survey
• Conducting Surveys
SolCom Background and Leadership Meetings
• How to conduct eye exam for near distance glasses
• How to offer solar lamps
• How to offer improve cook stoves
• How to offer water purification systems
• How to present Soluciones Comunitarias
• Asesor Por Favor (Grassroot Consulting)
• Keys to an effective consulting and workshops
• Empowerment Metrics

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2. Summary of Campaign Results
Community: Recta de Sanita
Community Size: 1000
Community Location: Batey, Palo Verde
SolCom Team: Mercedes, Elvia, Charli
Driver Activity: MCM - Vision Access Campaign
# of Attendees: 52
# of Exams given (if relevant): 52
Solutions provided/purchased: 17 Reading glasses
1 Distance glass
1 Protective glass
Other activities engaged in:
• Marketing prior to the campaign going house to house in order to inform community
members of our event
• Product presentations and service delivery
• Surveys intake to people visiting the event
• Follow up a week later with clients who purchased products to learn about impact
Recommendations for follow up with this community in future:
• Follow up visit is recommended to coordinate another vision event
• Provide new models of reading and protective glasses
Campaign Photos:
[Maria M., Northwestern, and local entrepreneur Elvira S. assist people with vision exams]
Community: Palo Verde
Community Size: 5000
Community Location: Monte Cristi
SolCom Team: Renike, Dieucusoi, Charli
Driver Activity: MCM - Vision Access Campaign
# of Attendees: 18
# of Exams given(if relevant): 18
Solutions provided/purchased: 2 Reading glasses
2 Distance glasses
3 Protective glasses
Other activities engaged in:
• Marketing prior to the campaign to inform community members.

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• Interviewed people at the event to learn about interest for visiting, vision care
practices and knowledge of the organization
Recommendations for follow up with this community in future:
• Follow up with clients who purchased the glasses to learn about impact
Community: Mena Bajo
Community Size: 250
Community Location: Barahona
SolCom Team: Darbin, Chabela
Driver Activity: MCM - Vision Access Campaign
# of Attendees: 30
# of Exams given(if relevant): 30
Solutions provided/purchased: 1 Reading glass
1 Distance glass
Other activities engaged in:
• Marketing prior to the campaign going house to house in order to inform community
members of our event
• Product presentations and service delivery
• Surveys intake to people visiting the event
• Follow up a week later with clients who purchased products to learn about impact
Recommendations for follow up with this community in future:
• In future visit make available eye drops, since many irritated cases were identified
Campaign Photos:
[Left: Ammeerat O., U of Maryland, and Kaylynn P., Field Consultant, while interacting with
client; Center: Chris E., U of Maryland, conducting a distance exam; Right: Chioma A. (U of
Maryland, supporting at the sales and inventory table]
Community: El Palmar
Community Size: 2000
Community Location: Barahona
SolCom Team: Darbin
Driver Activity: MCM - Vision Access Campaign
# of Attendees: 43
# of Exams given(if relevant): 37
Solutions provided/purchased: 10 Reading glasses
8 Distance glasses

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Other activities engaged in:
• Pre-campaign marketing to advertise for campaign.
• Product presentations and service delivery
• Surveys intake to people visiting the event
• Follow up a week later with clients who purchased products to learn about impact
Recommendations for follow up with this community in future:
• In future visit make available eye drops, since many irritated cases were identified
3. Grassroots Consulting
As part of our outreach efforts to create access in communities through the
MicroConsignment Model, our local team on the ground builds relationships with other
businesses, nonprofits, and local community leaders and associations. In this process, we
encounter many opportunities for collaboration and seek to create social impact by
empowering these partners and supporting them in their own work. With Social Entrepreneur
Corps, we provide local individuals, entrepreneurs, organizations and small businesses with
consulting services, educational talks, resources and/or information to help them achieve
their respective missions more effectively.
Organization: Hogares Saludables
Organizational Focus: Promoting healthy lifestyles workshops in communities
through a candle business venture
Consultancy Focus:
• Business Venture Feasibility
• Sustainability Assessment
Consultancy Activities:
• Engaged in conversations to conduct a needs analysis and have better
understanding of the organization
• Conducted market research to learn about potential partnership opportunities and
community interest and preferences
• Conducted cost analysis and define pricing and presented cost-benefit results
• Designed a logo for the business
• Created the Facebook page
• Delivered recommendations on developing a sustainability model to involve
members in the organization and strengthen their financial security.
Recommendations for follow up with this organization in future:
• Follow up with group dynamic analysis to understand if there have been
improvements in the leadership roles
• Conduct an analysis on the return on investment after the group received funding
from the interns group
Organization: Asociación de Mujeres
Organizational Focus: Increasing employment, improving quality of life, and
providing food security, while running a small chesse
factory
Consultancy Focus:
• Accounting Strategies
• Good Business Practices
• Revenue Analysis
Consultancy Activities:
• Conducted needs analysis to learn about desire projects

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• Delivered workshop on accounting strategies
• Created accounting tracking documents
• Designed a payment plan for the treasurer to implement
• Conducted research with president and treasurer on budgeting, expenses to analysis
profitability
Recommendations for follow up with this organization in future:
• Follow up with the group to understand if the tools and resources provided are
helping in the management of the factory
• Conduct together with leadership a follow up profitability analysis
Organization: Batey 3 Community Leaders
Organizational Focus: Community education on healthy habits and correct trash
disposal
Consultancy Focus:
• Fundraising event design
• Educational health workshop design
Consultancy Activities:
• Designed and conducted workshop on healthy habits and appropriate trash disposal
• Designed, organized and implemented community raffle as a fundraising event
• Executed marketing event for promotion of community workshops
• Presented budget for purchase of trash cans for the community
• Drafted and presented a grant proposal for local Consorcio Azucarero
Recommendations for follow up with this organization in future:
• Follow up with the leaders to evaluate the impact of the work: less trash in the streets
or less trash burned
• Follow up to check how the grant proposal process is going
4. Primary Social Innovation Project Design
Empowerment Metrics
Soluciones Comunitarias has been working on an Empowermetrics project to create a
definition of what empowerment is and to learn how the Microconsignment Model initiates
empowerment in local communities. We were asked to examine SolCom’s working definition
of empowerment and find ways to measure empowerment in the communities that have
collaborated with SolCom. Thus far, SolCom only measures product impact in quantitative
ways, such as how many products are sold in each community. We were asked to create an
alternative method of measuring impact and explore community empowerment. When
beginning our project, we struggled a lot with what empowerment means. Everyone defines
his or her own empowerment differently, so it seemed strange to create an overarching
definition of what empowerment is and then apply it to every community. We also
hypothesized that empowerment may not be the correct word to describe how SolCom’s
products are affecting the communities. It is possible that the product positively impacted the
clients’ lives, but did not necessarily empower them. As a group, we decided that to test this
hypothesis, we would have to create surveys to explore how clients’ daily lives have changed
since they purchased the product. However, we did not want to disregard the notion that
SolCom’s work empowers people in the Dominican Republic. We decided that it was
important that we interview both the local entrepreneurs as well as SolCom’s regional
coordinators to see how they have been impacted by working with SolCom and possibly
determine whether they have become empowered.

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To examine the impact of SolCom products in local communities, we created, piloted, and
revised product surveys. We created individual surveys for each product that SolCom sells as
well as general questions to ask all clientele. We also created and piloted surveys to conduct
during and after vision campaigns. We have thus far used these surveys to help understand
the impact these campaigns are having on the community, when we should follow up with
another campaign, and what vision products would better suit various communities. So far all
of our research has supported the hypothesis that empowerment may not be the best word
to explain the impact products have had on community members. Many clients seemed
confused when asked questions about Solcom products as tools for empowerment, instead
stating that the products had helped them see better, sleep better, and improve their lives.
While this is beneficial, it is not ‘empowerment’ per say. One problem that we faced while
administering surveys in the Northwest was that many clients in the bateyes have been
deported since their purchase, making it difficult to find people to interview. In addition, we
faced language barriers as many of the clients spoke only Creole, so we had to find
translators to assist us with our surveys. We did not see these same problems when conducting
product surveys in the South. For follow-up surveys in the Northwest or in other regions with
many Creole-speaking clients, we recommend hiring a translator.
We also conducted interviews with the local regional coordinators to determine individual
empowerment of SolCom staff. SolCom in the Dominican Republic has been able to
transition three of their positions into the hands of leaders in the country by hiring three
Dominican Regional Coordinators. The Regional Coordinators are in charge of different
regions: the Northern region expanding over Monte Cristi, the Southern region expanding
over Barahona, and the Eastern region expanding over El Seibo. The regional coordinators
oversee the work of the local entrepreneurs and work with SECorps interns to connect them
with SolCom resources throughout the duration of their internships. All regional coordinators
are personally trained in the micro-consignment model and in other additional supporting
elements of the organization. We decided to interview the three regional coordinators as
part of our Empowermetrics project in order to get a sense of how the regional coordinators
are being empowered by SolCom and at the same time empowering the communities they
work in.
Finally, we conducted several interviews with different social entrepreneurs to investigate
whether they have been empowered as well through their work with the organization. The
entrepreneurs are trained in business practices as well as given comprehensive information
about the products they sell. Then, they go to local communities and provide the available
products. While the entrepreneurs do make an income through their work with SolCom, the
information gained through our interviews indicates that many are motivated by other
factors. Many entrepreneurs have increased their professional contacts, gained substantial
leadership skills, increased their business knowledge, and become even further respected by
the communities they serve. Based on the interviews, we have reached the conclusion that
they are highly empowered by SolCom’s work.
Mission
• The goal of the Empowerment Metrics project is to measure our the MicroConsignment
Model empowers everyone involve in the work and process
Desired Outcomes
• Provide measurement tools that will guide the organization to find new strategies to
empower all involved in the process

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Organizational Goal
• Implement effective tools to measure the impact effects of the different products and
services offered in the communities to determine the level of empowerment for clients
and team members
Context
Currently, there is no viable means of measuring empowerment of the Micro-Consignment
model through the following: 1) client satisfaction with the products, 2) client empowerment,
or 3) employee empowerment. There is an assumption that these products and services are,
by their nature, bettering the lives of those that utilize them. SolCom offers various products
that are made to improve people's quality of life, however does not have concrete
documentation or a formalized tracking process to follow-up with individuals in order to
measure this effect. With this being the case, it is difficult to provide a data summation that
demonstrates the products’ community and company effect. In addition, there is no means
of measuring product empowerment on local partners or SolCom as a global organization.
In addition, there is currently no means of measuring the entrepreneur and regional
coordinator job satisfaction and personal empowerment. These are the core individuals who
are on-site, interacting with various communities and providing the products. Therefore, there
is a dire need to evaluate and analyze their personal investment in their work, as well as how
the products affect the community, and how client satisfaction affects their personal work
and investment.
Scale of Need (Opportunity)
After conducting various interviews and surveys, it is clear that local entrepreneurs and
regional coordinators are interested in finding new ways and avenues to empower their
communities through the products they provide. Because much of the information was not
previously attained and data collection and measurement methods have been altered, the
organization can begin to understand what steps to initiate if they are truly committed to
making empowerment a key value for their organization. Who they will focus on empowering
and how they will empower them is now up to the organization.
Obstacles
• Additional human resource is needed to be in charge of customer service, from data
collection to data analysis
• More funding will be needed to implement this role
• Entrepreneurs will need to receive more training to take in new responsibilities on client
service
• Some extra compensation for the entrepreneur might be needed in order to
encourage them in this new activity
Direct Beneficiaries (Target Market)
• Product and service clients
• Regional Coordinators
• Local Entrepreneurs
Indirect Beneficiaries
• Community members
Strategy and Tactics
• Price: In order to meet the need for the customer service and human resources
representative, a salary of about 10,000 DOP per month (general average salary for

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customer service representative in Dominican Republic) would need to be offered in
order to make the this occupation worthwhile to interested applicants
• Place: These various strategies and tactics will initially be implemented in the
Dominican Republic, and transition to Soluciones Comunitarias branches all over the
world.
• People: Internal stakeholders include regional coordinators, local entrepreneurs, field
consultants, and additionally the proposed customer representative that is reliable for
compiling and analyzing data collected through product surveys and employee
interviews.
• Partners: Potentially, we could work with customer service companies that specialize in
international business in order to surpass the potential fault of hiring an individual who is
not well-versed in international relations and understanding communities.
Indicators of Success (Empowerment) & Measurement Techniques
The surveys and interviews should be conducted consistently in order to yield wholesome
results. Through the compilation of responses and data, a complete understanding of the
means in which regional coordinators and local entrepreneurs are empowered, along with
the transfer of knowledge to local community members will be determined and quantified.
This assortment, in and of itself, is the desired outcome for this initiative. The benefit will then
be captured through the implementation of better product and service strategies, as well as
new means of empowering the entrepreneurs and regional coordinators through better
empowerment methods.
Economics
• Investments: The only suggested investment is to create a new budget that includes
the salary for the proposed Customer Service Executive. The proposed salary would be
approximately 120,000 DOP or 2,700 USD.
• Expenses: A salary of about 120,000 DOP or approximately 2,700 USD must be used to
employ the new customer service representative (based on data from
SalarySurvey.com), if the individual is employed directly by Soluciones Comunitarias. If
the individual is employed through a partnering organization, the salary will have to
compromised in order to meet the budget of SolCom and the partner organization.
• Revenues: There will not be monetary revenues gained through this initiative. There will,
however, be product knowledge, consumer report, and efficiency gains that cannot
necessarily be calculated in monetary values. This knowledge could potentially
translate into monetary values in the future, however.
Organizational Fit
Our team decided that although the regional coordinators and local entrepreneurs may be
empowered through their work, the clients are not yet being empowered. Individuals are
being positively impacted by the products in terms of increased productivity, overall health
improvement, as well as everyday efficiency. However, they are not being empowered
directly through the attainment of these products. Also, we realized that entrepreneurs and
regional coordinators feel they are being empowered and the definition of empowerment
varied for each individual. In general, empowerment for these employees has to do with
gaining new knowledge on various topics and spreading that knowledge to others. Gaining
new skills or knowledge about a product that they are selling means they can provide new
solutions to people in their various communities. Therefore, we believe empowerment through
knowledge is the best way to describe the employee impact.

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Positive “Knock on’s”
We believe that an essential next step for the organization is to hire a customer service
representative. This employee would be in charge of collecting the information from product
follow-up surveys and vision campaign surveys that entrepreneurs would conduct.
Additionally, they would be responsible for conducting the entrepreneur and Regional
Coordinator interviews. An important aspect of their work would be to analyze the data
collected from all surveys and interviews in order for the organization to understand how they
can improve employee and client satisfaction.
Pilot
Product Follow-Up Surveys
Phase One (Testing: 1-3 months)
• Entrepreneurs from every region should follow up with clients who have purchased
products within three and six months of the purchase
Phase Two (Implementation: 6 months)
• Survey results should be shared with the customer service representative who will
analyze and measure data
• Feedback from surveys should be presented by customer service representative to
field consultants, regional coordinators, and product managers
• Data from surveys should be used in the process of ordering new products
Phase Three (Scaling: following years)
• Each year, the customer service representative should create a report displaying the
results of these surveys so the organization can decide whether the same suppliers
should be used and whether they should continue selling the same products in these
regions
Vision Campaign Surveys
Phase One (Testing: 1-3 months)
• Initial surveys should be given to clients alongside intake by whomever has the intake
role
• Follow-up surveys should be performed by local entrepreneur 1 to 2 months after the
campaign
Phase Two (Implementation: 6 months)
• Survey results should be shared with customer service representative who will analyze
and measure data relating to vision campaigns
• Feedback from surveys should be presented by customer service representative to
field consultants, regional coordinators, and product managers to be taken into
account when organizing future vision campaigns
● Adjustments should be made for clients if their product does not function properly
Phase Three (Scaling: following years)
● Customer Service Representative should work alongside Field Consultants and
Regional Coordinators to create future campaigns that are feasible and needed in
the communities they serve throughout the Dominican Republic
Entrepreneur Interviews
Phase One (Testing: 1-3 months)
● Regional Coordinators should be in contact with entrepreneurs once a week for the
first 2-3 months to ensure commitment and a proper understanding/implementation of
their role
Phase Two (Implementation: 6 months)
● Interviews should be conducted by customer service representative three to six
months after entrepreneur has started working

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Phase Three (Scaling: following years)
● Interviews should be completed annually by customer service representative to see
whether responses have changed
● Interviews can be used to measure personal growth and increased empowerment
through their role as local entrepreneur
● Feedback should be recorded and used for future SolCom work
Regional Coordinator Interviews
Phase One (Testing: 1-3 months)
● Field Consultants should be in contact with regional coordinators once a week for the
first 2-3 months to ensure commitment and a proper understanding/implementation of
their role
Phase Two (Implementation: 6 months)
● Interviews should be conducted by field consultant six months after regional
coordinator has started working
Phase Three (Scaling: following years)
● Interviews should be completed annually to see whether responses have changed
● Interviews can be used to measure personal growth and increased empowerment
through the role as a regional coordinator
● Feedback should be recorded and analyzed for future SolCom work
Social Entrepreneurship Core Values Checklist
Social Impact First:
The fact that the organization is trying to measure whether and how their work is
empowering people in the regions they work show that they are taking into
consideration social impact. If the organization takes into consideration the data that
can be collected through these measurement tools, we think the organization can
make social impact an even more essential value of the organization.
Empowering:
Our work showed that the local entrepreneurs and the regional coordinators are being
empowered through their work with the MicroConsignment model. The communities
themselves and clients buying the products are not necessarily being empowered
through this work, however the local entrpreneurs and regional coordinators show
interest in taking steps to allow the community to also be empowered.
Do no harm:
In order to determine our real impact and assure that SolCom is conducting itself in a
manner beneficial to communities, research needs to be done and analysis tracked in
order to evaluate and monitor our work. By asking gentle questions, we can make
sure all our products and services and functioning and meeting the anticipated need
of the client.
Appropriate:
Most of the products seem to be helping community members in the way intended.
The only product that is not meeting the community aide standards are the stoves.
Most of the local entrepreneurs and all the regional coordinators either choose not to
sell these stoves or do not think their region would benefit due to the price and its
alternatives.
Aligned:
If the mission of SolCom is to provide solutions to people in marginalized communities,
we believe they are generally doing a good job. They are offering most of the
products at reasonable prices with the exception of the gas stoves.
Innovative:

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The MicroConsignment model that SolCom seems to be different from other social
entrepreneurship models and can create new opportunities to positively impact the
communities.
Dignified:
The organization’s employees seem to take their work seriously and abide by the rules
as much as possible. It is possible that through the empowerment metrics tools, they
can create new incentives for employees to be more committed to the work and take
their role even more seriously. A happy employee will always provide better results.
High Quality:
Based on interviews and surveys with the products, it appears that people are
generally satisfied with the solar lamps, glasses, and water filters. One concern they did
raise, though, is the fact that the mosquito nets are not as durable as they wish. Also
the gas stoves, from what we heard, do not solve the issues they are meant to resolve.
Scalable:
The empowerment metrics tools we developed can easily be scaled for other
communities where SolCom works. Each product has its own survey and each
employee position has interview questions that are relevant to that specific position.
Best Practices
In hiring a customer service representative, the organization has to ensure that this new
employee is someone who has certain qualities such as: fluent use of English and Spanish,
experience working in customer service and/or human resources, and an understanding of
the cultural norms of the Dominican Republic. In the context of professional work, Dominicans
have certain norms that employees should be conscious of at all times such as proper and
professional attire at all times, a fluidity of time where people oftentimes show up later than
planned, and flexibility in all organized collaborations.
In the process of selecting new local entrepreneurs, SolCom should create an effective initial
process of hiring interested candidates who are all interviewed and hired under the same
regulations and expectations. In addition, SolCom should create tangible methods of
measuring how committed the entrepreneurs remain throughout their duration with SolCom.
An example of this would be having monthly follow up meetings with them where the local
entrepreneurs and the Regional Coordinator sit down and discuss short and long term goals.
A possible way of raising motivation within the entrepreneurs would be to create different
awards that they can receive through their work such as Highest Seller and Most Community
Workshops conducted. These awards could be given in the form of a monetary
accomplishment and would serve as motivators to keep entrepreneurs excited about the
work they are doing. It is also important for SolCom to provide its employees time to share
with one another so that they may create and sustain relationships with one another and with
the organization. These moments could take place every four months (or as long as feasibly
possible for the organization) and all entrepreneurs would be encouraged to come together
in one central location for a day of sharing.
5. Other
Social Impact Funds Allocation
Escoge Mi Vida
Team Impacto would like to dedicate the funds to addressing teenage pregnancy, an issue
we saw throughout our time in the Dominican Republic. The main concentration of very
young pregnant girls was in our southern site, El Palmar. We believe that one of the reasons

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we saw less teenage mothers in our northern site, Palo Verde, is that a group of organized
young people, Escoge Mi Vida, was active. Escoge Mi Vida is a Peace Corp program that
works to help teens get informed on sexual health and their options for birth control, while
also keeping youth engaged in community activities other than sex and dating. This October,
a youth Peace Corp volunteer is arriving in El Palmar.
Amount of Funding: $300
Description of Funding: we plan to use this social impact fund to provide the Peace Corps
Volunteer with extra money for starting this program, including purchasing condoms so that
young people have can have free access.
6. Appendices/Tools/Resources
Sample Deliverables
General Product Questions
1. Ud. Sabe cuál es Soluciones Comunitarias?
a. Ha asistido a un evento del SolCom en el pasado?
b. Sabe cuales productos se venden en su comunidad?
i. Cómo?
c. Sabe quienes son los/las asesores en su comunidad y qué hacen en su
comunidad?
2. Cuál producto de SolCom compró usted?
3. Por cuánto tiempo ha tenido este producto?
4. Cómo sabía que este producto se vendía en su comunidad?
*Después de preguntar estas preguntas iniciales, sigue con las del producto adecuado.
Product-Specific Questions
Lámparas Solares
1. Cuál fue el precio de la lámpara? Piensa usted que fue una buena inversión?
a. Si no lo piensa, por qué?
2. Cada cuánto y cuándo usa su lámpara?
3. Qué hace usted con la lámpara?
4. Antes de comprar la lámpara, que usó usted para la luz?
a. Todavía usa este método?
5. Recomendaría la lámpara a un pariente o amigo?
Radios
1. Cuál fue el precio del radio? Piensa usted que fue una buena inversión?
a. Si no lo piensa, por qué?
2. Cada cuánto y cuándo usa su radio?
3. Qué hace usted con la radio?
a. (Si el cliente dice algo como “noticias o eventos correntes”, pregúntale si el
radio le ha hecho más al fondo de esas noticias)
4. Recomendaría el radio a un pariente o amigo?
Mosquiteros
1. Cuál fue el precio del mosquitero? Piensa usted que fue una buena inversión?
a. Si no lo piensa, por qué?
2. Cada cuánto y cuándo usa su mosquitero?
3. Qué hace usted con el mosquitero?
4. Desde comprar el mosquitero, usted ha notado que los mosquitos le pican menos?
5. Recomendaría el mosquitero a un pariente o amigo?

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Estufas
1. Cuál fue el precio de la estúfa? Piensa usted que fue una buena inversión?
a. Si no lo piensa, por qué?
2. Cada cuánto y cuándo usa su estúfa?
3. Qué hace usted con la estúfa?
4. Por qué compró la estúfa?
a. (Si el cliente dice algo como “problemas de la respiración/malagripe”,
pregúntale si la estúfa ha eliminado estos problemas)
5. Antes de comprar la estúfa, como preparó la comida que necesitaba ser
cocinada?
a. Todavía usa este método?
6. Recomendaría la estúfa a un pariente o amigo?
Filtros de agua
1. Cuál fue el precio del filtro de agua? Piensa usted que fue una buena inversión?
a. Si no lo piensa, por qué?
2. Cada cuánto y cuándo usa su filtro de agua?
3. Qué hace usted con el filtro de agua?
4. Le ahorra dinero el filtro de agua?
a. Cuánto?
5. Usted ha contractado o conoce a alguien que ha contractado una enfermedad
por el agua malo?
a. Si sí, cómo le afecta/ó a su vida/a la persona esta enfermedad?
b. Le ayuda el filtro de agua con estos problemas?
6. Cómo consiguió agua para beber antes de comprar el filtro de agua?
a. Todavía usa este método?
7. Recomendaría el filtro de agua a un amigo?
Semillas
1. Cuál fue el precio de las semillas? Piensa usted que fue una buena inversión?
a. Si no lo piensa, por qué?
2. Cada cuánto y cuando usa sus semillas?
3. Qué hace usted con las semillas? Cuales tipos de planta puede crecer?
4. Podía comprar/conseguir esos antes de comprar las semillas de SolCom?
5. Recomendaría las semillas a un pariente o amigo?
Pre-Survey
1. ¿Porqué razón viene aquí hoy?
2. ¿Quién le dijo sobre la campaña de vista?
3. ¿Ha oído de Soluciones Comunitarias?
4. ¿Si creé que tiene problemas de visión, cómo le afectan a sus actividades normales?
5. ¿Se han hecho un examen de vista en el pasado?
a. ¿Si sí, donde y cuando?
6. ¿Cuándo tiene problemas de la visión, visita al medico?
a. ¿Si sí, donde y cuando?
Post-Survey
1. ¿Que satisfecha/o estas con la campaña de visión?
2. ¿Cuales fueron los resultados de su examen de vista?
a. ¿Sabía que tenía este problema antes de su examen?
3. ¿Compraste lentes o gotas?
a. ¿Si no, por que no?
i. No me gustaron los lentes
ii. No los necesito

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iii. Los lentes/gotas están muy caros
iv. No tenían mi prescripción
4. ¿Con que frecuencia a usado los lentes/gotas?
5. ¿Que satisfecha/o estas con el producto?
6. ¿Han impactado su vida los lentes o gotas?
a. ¿Puede dar algunos ejemplos de cómo los lentes/gotas te han impactado la
vida?
7. ¿Después de recibir sus resultados de visión, es probable que visites a un medico de
los ojos?
Personal Survey 1
1. Nombre y Región
2. Como oíste sobre SOLCOM?
3. Cuando empezó a trabajar con SOLCOM?
4. En que trabajabas antes de empezar a trabajar con SolCom?
5. Porque decidiste trabajar con SolCom?
Trabajo de Soluciones Comunitarias
1. Cual quieres que sea el futuro de SolCom?
2. Como te sientes sobre el trabajo que haces aquí en la región?
3. Como crees que SolCom ha impactado y esta impactando las vidas en este
país?
a. En esta región?
4. Que sabes sobre el trabajo de SolCom en otros países?
Empoderamiento
1. Cual es tu misión personal con la organización?
2. Cuales habilidades has aprendido trabajando como coordinador regional
para SolCom?
3. Has expandido tus círculos sociales y profesionales trabajando para SolCom?
4. Como es que el salario de SolCom impacta su vida?
5. Como es que SolCom contribuye a su crecimiento personal?
6. En tu opinión, que es el empoderamiento?
7. Crees que estas empoderando las comunidades en las que ayudas?
8. Como es que tu posición en SolCom afecta tu rol en tu región?
9. Cuales retos has enfrentado en tu trabajo con SolCom?
10. Cual es la mejor parte de trabajar para SolCom?
11. Hay algo mas que nos quisieras comentar?
12.
Personal Survey 2
Nombre/Información para contactarlo/Región
1.) ¿Cuanto tiempo has trabajado con SolCom?
2.) ¿Como escuchaste sobre SolCom?
a.) ¿Cuántos entrenamientos de SolCom has recibido?
3.) ¿Describe tu posición como Asesor Comunitario?
a.) ¿Basada en esta descripción, porque decidiste convertirte en Asesor Comunitario de la
organización?
4.) ¿Como es que tu trabajo con SolCom se compara con las expectativas que tenias del
trabajo al principio?
5.) ¿Tu coordinador regional ah influido tu trabajo en tu comunidad?

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a.) ¿Si sí te ha influido, como es que te ha influido?
b.) ¿En cuantas comunidades vendes productos?
6.) ¿Cuales productos vendes? l
a.) ¿Cuánto conocimiento tienes sobre los productos de SolCom que vende en la
comunidad?
7.) ¿Cuales efectos tienen estos productos en la comunidad? Como ah reaccionado la
comunidad a estos productos?
8.) ¿Cuanta interacción tienes con tu coordinador regional y con SolCom?
a.) ¿Te gustaría ver mas interacción?
Empoderamiento
1.) ¿Cuándo te hiciste un Asesor Comunitario, cambio la manera en la que tu comunidad te
percibe? Si si, como?
2.) ¿Como es que han cambiado tus relaciones profesionales desde que te convertiste en
Asesor Comunitario?
a.) ¿En que otra actividades participas en tu comunidad?
b.) ¿Por cuánto tiempo has participado en estas actividades?
c.) ¿Tienes posiciones de liderazgo en estas actividades?
3.) ¿Por cuanto tiempo piensas que vas a ser Asesor Comunitario?
4.) ¿Tienes deseos de tomar una posición mas alta en la organización?
5.) ¿Tu crees que tus experiencias como Asesor Comunitario te van ayudar a llegar a esta
posición?
6.) ¿Tienes otro trabajo aparte de ser Asesor Comunitario?
a.) ¿Cómo ha impactado tu vida el salario de SolCom?
7.) ¿Que significa el empoderamiento personal para ti y que piensas que significa
empoderar a los otros?
8.) ¿Cuales retos has encontrado, si los has encontrado, durante tu tiempo como Asesor
Comunitario?
9.) ¿Cual es tu favorita parte de ser Asesor Comunitario?
10.) ¿Algo mas que quieres decir?