Leading impact sourcing services provider RuralShores seizes the opportunity to match global enterprises that need high-quality, low-cost services with rural communities in India that benefit from local employment.
A presentation on Steve Jobs's early life, past, inventions, products, apple products like Iphone, Ipad and Mac, the Next Computers, Pixar animations etc. The slide/ ppt also includes what we learn from steve jobs as a dropout, a lover who lost and about death. It also contains slides for the next big thing i.e. Apple Watch.
Para mis alumnos de Fundamentos del Derecho Público de la Escuela de Derecho Facultad de Ciencias Jurídicas de la Universidad Rafael Belloso Chacín (URBE) en Maracaibo Venezuela
En suma, el Perú ha cambiado en los últimos años gracias a la comunicación por TIC. Sin embargo, no se han visto esfuerzos de gran envergadura impulsados por el Gobierno para permitir la interconexión de la ciudadanía. A excepción de pequeños proyectos sectoriales y desconectados como el Proyecto Huascarán, Una Laptop por Niño o el mismo Fondo de Inversión en Telecomunicaciones (FITEL), no existe aún un proyecto país para brindar TIC de calidad a los hogares peruanos.
Este hecho es ciertamente preocupante en la medida que, dados los resultados obtenidos en el presente trabajo mediante el método de Propensity Score Matching, el acceso conjunto a estos medios puede incrementar el ingreso promedio per cápita del hogar en 105 Nuevos Soles. Más aún, el solo acceso a telefonía fija o móvil, o Internet puede aumentar el ingreso promedio per cápita del hogar en 19, 132 o 365 Nuevos Soles. Los resultados de datos de panel con efectos fijos muestran que la telefonía móvil y el Internet presentan un efecto, aunque menor, positivo sobre el nivel ingreso, de 28 y 104 Nuevos Soles respectivamente. Ambos servicios, de manera conjunta, aumentan el ingreso en 216 Nuevos Soles.
40
Asimismo, la importancia de las TIC se evidencia también en el hecho de que diversos países ya las han incluido dentro de sus planes nacionales de desarrollo. Como ejemplos recientes están Brasil y Estados Unidos. Brasil, a finales del 2009, ha incorporado dentro de su plan nacional de crecimiento el subsidio al Internet de Banda Ancha para que cualquier hogar pueda acceder a una conexión mínima en sus hogares. Estados Unidos, a principios del 2010, ha publicado su Plan Nacional de Banda Ancha, en donde asegura que, en este Gobierno, cada estadounidense tendrá acceso a Internet de alta velocidad en su domicilio. Ellos son algunos ejemplos que deberían ser considerados en el diseño de políticas, considerando la importancia que las TIC tienen en el crecimiento económico.
No obstante, los resultados también muestran una situación interesante. La telefonía fija no se presenta más como un instrumento para el incremento del bienestar económico del hogar, en tanto su efecto es no significativo. En ese sentido, medidas de política social y regulatoria deberían enfocarse en la promoción de paquetes de Internet y telefonía móvil que no se vean atados al requerimiento de la telefonía fija. Asimismo, el incremento de la penetración de Internet en la vivienda debería ser una prioridad en las políticas sociales que persigan los nuevos gobiernos, dado que el acceso a la telefonía móvil es grande en la actualidad. En ese sentido, programas de banda ancha a bajo costo deberían ser más exhaustivamente examinados, como el puesto en marcha por el estado de Sao Paulo desde el 16 de octubre del 2009, denominado “Programa Banda Ancha Popular”, que ofrece conexiones de 256 Kbps a un costo de R$ 29,8 o US$ 16 mensuales aproximadamente (incluidos módem e instalación).
Finalmente, políticas sectoriales deberían to
The Transforming Health Systems (THS) initiative was one of The Rockefeller Foundation’s largest global health initiatives. Aligned with the Foundation’s mission to promote the well-being of humanity, THS aimed to improve the health status and financial resilience of poor and otherwise vulnerable populations through activities promoting improved health systems performance and the expansion of universal health coverage (UHC).
This report synthesizes findings from a five-year, multicomponent evaluation of the THS initiative. The objectives of the evaluation were to assess i) the effectiveness of the three core strategies – global advocacy, regional networks, and country-level investments – employed under THS to advance progress toward UHC in low- and middle-income countries in four focus countries, ii) the overall effectiveness and influence of the initiative, and iii) the Foundation’s legacy in the UHC arena. A key component of the evaluation was to document lessons learned from achievements and challenges to inform the development of future initiatives at the Foundation.
Overall, the evaluation found the THS initiative to be successful in its efforts to activate a global movement to accelerate progress toward UHC. The Foundation catalyzed and shaped the global UHC movement and, ultimately, influenced the inclusion of UHC in the Sustainable Development Goals (SDGs) of the post-2015 agenda. It also created enduring cross-learning platforms and tools to support country progress toward the SDGs’ UHC targets. Although THS gained less traction in advancing UHC through its focus country investments, its success in making UHC a global development target and creating networks and coalitions to support UHC reform efforts in LMICs will likely have country-level impacts for years to come.
This guide is designed for program officers to use in their work related to networks, coalitions, and other relationship-based structures as part of their initiatives, program strategies, and outcomes. It offers a set of core components that make up the basics of strategizing, implementing, and sustaining inter-organizational relationships and structures. You can work through the guide from beginning to end or jump to specific issues with which you might be struggling. Every component suggests concrete “actions” or questions that a program officer can apply.
Putting “Impact” at the Center of Impact Investing: A Case Study of How Green...The Rockefeller Foundation
More than ever before, investors are looking to put their money where their values are. As a result, impact investing has burgeoned into an over $100 billion industry in just over ten years. But how do impact investors know whether their money is truly having a positive impact on people and
the planet? How can these investors better manage their results, and use material data – both positive and negative – about social and environmental performance to maximize their impact?
This case study documents the journey of one organization, Green Canopy Homes – and its financing arm, Green Canopy Capital – toward more systematically thinking about, measuring, and managing its impact. While developing the impact thesis for its resource-efficient homes, Green Canopy applied a theory of change tool, an approach common within the social sector, to systematically map the causal pathways between its strategies and intended impact. Its rationale for adopting this approach was simple: use it to maximize impact, and understand and minimize possible harm. The tool also effectively positioned Green Canopy to measure and communicate about its social and environmental performance, and to make client-centric adaptations to its business.
The case study provides an illuminating example of how investors can adapt theory of change to serve their impact management needs. By demonstrating the relevance and transferability of this tool for articulating, measuring, and managing impact, the hope is that this case study can contribute to strengthening other investors’ approaches, in turn contributing to building the evidence base for the “impact” of impact investments.
Electricity is one of the most important drivers of socio-economic development, yet up to 250 million Indians are not connected to the national grid, and the majority of rural consumers have grossly unreliable power supply. More than solar lanterns and home systems that power a few lights and fans, among the most efficient ways to provide reliable electricity in remote areas is through local mini-grids. India has several run by energy service companies and usually funded by philanthropic capital.
Most of these enterprises have not been able to scale-up their impact meaningfully because the risk of the national grid entering their markets can render their mini-grid unviable. Rather than seeing “grid versus mini-grid” as a policy choice, Beyond Off-Grid: Integrating Mini-Grids with India’s Evolving Electricity System explores ways we can encourage more of both: to have the grid operate in partnership with a network of distributed mini-grids to accelerate electrification.
What does the roadmap for this ‘interconnection’ of our energy system look like? How can we leverage both government and private investment? What are the different interconnection models and their commercial, technical and regulatory implications? Where do mini-grids go from here? This timely report – commissioned by the Asha Impact Trust in collaboration with Shakti Foundation and Rockefeller Foundation – provides a multi-layered perspective to address these questions based on extensive research, wide-ranging policymaker interactions, and our investment experience evaluating mini-grid operators.
We cannot achieve significant poverty reduction without stimulating electricity consumption, which fuels income-generating activities in the modern economy. In India, about 237 million people have little or no access to reliable electricity -- more than 90% of them live in rural areas. This severely constrains economic opportunities. Addressing this chronic problem requires going beyond simply expanding the government grid.
Mini-grids have emerged as a viable solution to complement and integrate with the national grid, and can support the government in achieving its ‘Power for All’ vision. The Rockefeller Foundation’s Smart Power for Rural Development (SPRD) initiative is the first to pursue the creation of a mini-grid sector that is robust enough to fuel commercial enterprises and drive economic development beyond just one village. Smart Power India (SPI), which leads the SPRD initiative in India, has proven that mini-grids can be swiftly deployed to deliver reliable power, and has likewise demonstrated that mini-grids can spur economic activity needed to help people lift themselves out of poverty.
This issue of Smart Power Connect, published after the hundredth village was connected to Smart Power, explores the efforts, success stories, and challenges faced in SPI’s mini-grid journey to date. With insights from government agencies, policy experts, energy service companies, investors and mini-grid customers themselves, this publication provides a glimpse into the potential of the mini-grids to transform the energy sector – and how rural communities are embracing and utilizing clean, reliable and adequate power to improve their lives.
Today, nearly 240 million Indians lack access to reliable electricity, and 90 percent of them live in rural areas. Despite the government’s ambitious plans to accelerate universal electrification by 2018, challenges remain in providing reliable and sufficient energy to the last mile. Distributed renewable energy (DRE) solutions, and in particular mini-grids, have emerged as a reliable complement to the government’s electrification programs by providing rural areas with access to reliable and high-quality electricity at a much faster pace. The growth of the DRE sector will be an important fillip to the last-mile challenge.
Smart Power India (SPI) is an organization that implements The Rockefeller Foundation’s Smart Power for Rural Development (SPRD) to build viable and commercially oriented mini-grid ecosystems in India. This report explains the Smart Power mini-grid model and explores the drivers of success. Analyzing early data from a cohort of the 106 Smart Power mini-grids operational as of 2017, SPI provides data on commercial performance as well as recommendations to further accelerate the rural mini-grid business.
Encouragingly, the report reveals that the 23 top-cohort plants have an average unit-level profit margin of approximately 30% after the first year of operations. It also highlights that villages receiving electricity from SPRD mini-grids show early signs of social and economic impact (also see Understanding the Impact of Rural Electrification.) SPI has observed that site selection, a strong focus on operations, support for demand generation and marketing optimized for rural customers, are critical to the continued improvement of mini-grid operations. Finally, the report provides recommendations to address external challenges such as the need for increased financing, stronger policy support and further technological innovation.
A successful philanthropic initiative depends not just on the strategy pursued – but also on how that strategy is implemented. Implementation considerations can vary significantly based on the shape of an initiative – starting a new organization can look very different than investing in a portfolio of existing organizations. This report looks at four “models” for implementing initiatives. These don’t represent an exhaustive set of potential models to pursue, or even the most high potential models. Rather, these are four examples of models, each of which has significant potential for impact when chosen wisely and executed well. The report outlines the considerations involved in choosing to pursue each of these models and findings on how to implement them, drawn from real-world experience.
Globally, over 1 billion people still live without electricity. Roughly 237 million of these people are in India. Smart Power for Rural Development (SPRD) is a $75 million initiative aimed at accelerating development in India’s least electrified states. Through the deployment of decentralized renewable energy mini-grids, SPRD works to accelerate the growth of rural economies, while at the same time improving the lives and livelihoods of poor and marginalized families and communities. With access to energy, individuals, households, and communities can generate economic opportunities and enhance their quality of life. Understanding the Impact of Rural Electrification has generated significant insights on how SPRD is having an impact on the lives of villagers, and what more is needed to sustain, grow, and scale these gains. We’ve learned that households and businesses are slowly but surely moving up the energy ladder; enterprises are expanding and new ones are being created as a result of energy access, and women are feeling safer and more mobile after dark. In this report, we also introduce the innovative GDP+ approach which, which quantifies and measures the social, economic and environmental gains of access to electricity in GDP terms. The initial findings here show that SPRD villages experienced an $18.50 per capita increase in GDP+.
The information in this brief is drawn from a case study of the JLN conducted by Mathematica Policy Research in consultation with the THS team and the Evaluation Office of The Rockefeller Foundation. The study, completed in 2016, was undertaken to assess the extent to which the JLN had achieved its goal of becoming a country-driven, sustainable network helping to advance progress toward universal health coverage in low- and middle-income countries.
The Joint Learning Network (JLN) is a key innovation and central part of The Rockefeller Foundation’s efforts to promote universal health coverage (UHC) in low- and middle-income countries (LMICs) under its Transforming Health Systems (THS) initiative (2009-2017). Launched in 2010, the JLN is a country-led, global learning network that connects practitioners around the globe, in order to advance knowledge and learning about approaches to accelerate country progress toward UHC. The JLN currently includes 27 member countries across Africa, Asia, Europe, and Latin America that engage in multilateral workshops, country learning exchanges, and virtual dialogues to share experiences and develop tools to support the design and implementation of UHC-oriented reforms. The core vehicles for shared learning and resource development under the JLN are technical initiatives, which are managed by several technical partners and organized around key levers for reaching UHC objectives.
With 62.5 million tons of food wasted in the United States each year, there is much work to be done to
bring about substantial changes in the food industry that will create a more efficient food system and
help preserve the environment. This guide describes promising opportunities to reduce food waste
in three areas—packaging, food retail, and home kitchens—and discusses a number of solutions that
could be piloted, validated, and scaled to significantly reduce food waste in America.
National Disaster Resilience Competition's Resilience Academies - Emerging In...The Rockefeller Foundation
In 2015 The Rockefeller Foundation partnered with the U.S. Department of Housing and Urban Development (HUD) to launch the National Disaster Resilience Competition (NDRC)
Resilience Academies. Recognizing the salient need to infuse resilience thinking into HUD’s NDRC, these Academies were established to expose state and local governments to new approaches for protecting and promoting the long-term well-being and safety of their communities. A recent independent evaluation of the Academies has provided instructive insights about what works in efforts to build innovative resilience capacity.
A presentation on Steve Jobs's early life, past, inventions, products, apple products like Iphone, Ipad and Mac, the Next Computers, Pixar animations etc. The slide/ ppt also includes what we learn from steve jobs as a dropout, a lover who lost and about death. It also contains slides for the next big thing i.e. Apple Watch.
Para mis alumnos de Fundamentos del Derecho Público de la Escuela de Derecho Facultad de Ciencias Jurídicas de la Universidad Rafael Belloso Chacín (URBE) en Maracaibo Venezuela
En suma, el Perú ha cambiado en los últimos años gracias a la comunicación por TIC. Sin embargo, no se han visto esfuerzos de gran envergadura impulsados por el Gobierno para permitir la interconexión de la ciudadanía. A excepción de pequeños proyectos sectoriales y desconectados como el Proyecto Huascarán, Una Laptop por Niño o el mismo Fondo de Inversión en Telecomunicaciones (FITEL), no existe aún un proyecto país para brindar TIC de calidad a los hogares peruanos.
Este hecho es ciertamente preocupante en la medida que, dados los resultados obtenidos en el presente trabajo mediante el método de Propensity Score Matching, el acceso conjunto a estos medios puede incrementar el ingreso promedio per cápita del hogar en 105 Nuevos Soles. Más aún, el solo acceso a telefonía fija o móvil, o Internet puede aumentar el ingreso promedio per cápita del hogar en 19, 132 o 365 Nuevos Soles. Los resultados de datos de panel con efectos fijos muestran que la telefonía móvil y el Internet presentan un efecto, aunque menor, positivo sobre el nivel ingreso, de 28 y 104 Nuevos Soles respectivamente. Ambos servicios, de manera conjunta, aumentan el ingreso en 216 Nuevos Soles.
40
Asimismo, la importancia de las TIC se evidencia también en el hecho de que diversos países ya las han incluido dentro de sus planes nacionales de desarrollo. Como ejemplos recientes están Brasil y Estados Unidos. Brasil, a finales del 2009, ha incorporado dentro de su plan nacional de crecimiento el subsidio al Internet de Banda Ancha para que cualquier hogar pueda acceder a una conexión mínima en sus hogares. Estados Unidos, a principios del 2010, ha publicado su Plan Nacional de Banda Ancha, en donde asegura que, en este Gobierno, cada estadounidense tendrá acceso a Internet de alta velocidad en su domicilio. Ellos son algunos ejemplos que deberían ser considerados en el diseño de políticas, considerando la importancia que las TIC tienen en el crecimiento económico.
No obstante, los resultados también muestran una situación interesante. La telefonía fija no se presenta más como un instrumento para el incremento del bienestar económico del hogar, en tanto su efecto es no significativo. En ese sentido, medidas de política social y regulatoria deberían enfocarse en la promoción de paquetes de Internet y telefonía móvil que no se vean atados al requerimiento de la telefonía fija. Asimismo, el incremento de la penetración de Internet en la vivienda debería ser una prioridad en las políticas sociales que persigan los nuevos gobiernos, dado que el acceso a la telefonía móvil es grande en la actualidad. En ese sentido, programas de banda ancha a bajo costo deberían ser más exhaustivamente examinados, como el puesto en marcha por el estado de Sao Paulo desde el 16 de octubre del 2009, denominado “Programa Banda Ancha Popular”, que ofrece conexiones de 256 Kbps a un costo de R$ 29,8 o US$ 16 mensuales aproximadamente (incluidos módem e instalación).
Finalmente, políticas sectoriales deberían to
The Transforming Health Systems (THS) initiative was one of The Rockefeller Foundation’s largest global health initiatives. Aligned with the Foundation’s mission to promote the well-being of humanity, THS aimed to improve the health status and financial resilience of poor and otherwise vulnerable populations through activities promoting improved health systems performance and the expansion of universal health coverage (UHC).
This report synthesizes findings from a five-year, multicomponent evaluation of the THS initiative. The objectives of the evaluation were to assess i) the effectiveness of the three core strategies – global advocacy, regional networks, and country-level investments – employed under THS to advance progress toward UHC in low- and middle-income countries in four focus countries, ii) the overall effectiveness and influence of the initiative, and iii) the Foundation’s legacy in the UHC arena. A key component of the evaluation was to document lessons learned from achievements and challenges to inform the development of future initiatives at the Foundation.
Overall, the evaluation found the THS initiative to be successful in its efforts to activate a global movement to accelerate progress toward UHC. The Foundation catalyzed and shaped the global UHC movement and, ultimately, influenced the inclusion of UHC in the Sustainable Development Goals (SDGs) of the post-2015 agenda. It also created enduring cross-learning platforms and tools to support country progress toward the SDGs’ UHC targets. Although THS gained less traction in advancing UHC through its focus country investments, its success in making UHC a global development target and creating networks and coalitions to support UHC reform efforts in LMICs will likely have country-level impacts for years to come.
This guide is designed for program officers to use in their work related to networks, coalitions, and other relationship-based structures as part of their initiatives, program strategies, and outcomes. It offers a set of core components that make up the basics of strategizing, implementing, and sustaining inter-organizational relationships and structures. You can work through the guide from beginning to end or jump to specific issues with which you might be struggling. Every component suggests concrete “actions” or questions that a program officer can apply.
Putting “Impact” at the Center of Impact Investing: A Case Study of How Green...The Rockefeller Foundation
More than ever before, investors are looking to put their money where their values are. As a result, impact investing has burgeoned into an over $100 billion industry in just over ten years. But how do impact investors know whether their money is truly having a positive impact on people and
the planet? How can these investors better manage their results, and use material data – both positive and negative – about social and environmental performance to maximize their impact?
This case study documents the journey of one organization, Green Canopy Homes – and its financing arm, Green Canopy Capital – toward more systematically thinking about, measuring, and managing its impact. While developing the impact thesis for its resource-efficient homes, Green Canopy applied a theory of change tool, an approach common within the social sector, to systematically map the causal pathways between its strategies and intended impact. Its rationale for adopting this approach was simple: use it to maximize impact, and understand and minimize possible harm. The tool also effectively positioned Green Canopy to measure and communicate about its social and environmental performance, and to make client-centric adaptations to its business.
The case study provides an illuminating example of how investors can adapt theory of change to serve their impact management needs. By demonstrating the relevance and transferability of this tool for articulating, measuring, and managing impact, the hope is that this case study can contribute to strengthening other investors’ approaches, in turn contributing to building the evidence base for the “impact” of impact investments.
Electricity is one of the most important drivers of socio-economic development, yet up to 250 million Indians are not connected to the national grid, and the majority of rural consumers have grossly unreliable power supply. More than solar lanterns and home systems that power a few lights and fans, among the most efficient ways to provide reliable electricity in remote areas is through local mini-grids. India has several run by energy service companies and usually funded by philanthropic capital.
Most of these enterprises have not been able to scale-up their impact meaningfully because the risk of the national grid entering their markets can render their mini-grid unviable. Rather than seeing “grid versus mini-grid” as a policy choice, Beyond Off-Grid: Integrating Mini-Grids with India’s Evolving Electricity System explores ways we can encourage more of both: to have the grid operate in partnership with a network of distributed mini-grids to accelerate electrification.
What does the roadmap for this ‘interconnection’ of our energy system look like? How can we leverage both government and private investment? What are the different interconnection models and their commercial, technical and regulatory implications? Where do mini-grids go from here? This timely report – commissioned by the Asha Impact Trust in collaboration with Shakti Foundation and Rockefeller Foundation – provides a multi-layered perspective to address these questions based on extensive research, wide-ranging policymaker interactions, and our investment experience evaluating mini-grid operators.
We cannot achieve significant poverty reduction without stimulating electricity consumption, which fuels income-generating activities in the modern economy. In India, about 237 million people have little or no access to reliable electricity -- more than 90% of them live in rural areas. This severely constrains economic opportunities. Addressing this chronic problem requires going beyond simply expanding the government grid.
Mini-grids have emerged as a viable solution to complement and integrate with the national grid, and can support the government in achieving its ‘Power for All’ vision. The Rockefeller Foundation’s Smart Power for Rural Development (SPRD) initiative is the first to pursue the creation of a mini-grid sector that is robust enough to fuel commercial enterprises and drive economic development beyond just one village. Smart Power India (SPI), which leads the SPRD initiative in India, has proven that mini-grids can be swiftly deployed to deliver reliable power, and has likewise demonstrated that mini-grids can spur economic activity needed to help people lift themselves out of poverty.
This issue of Smart Power Connect, published after the hundredth village was connected to Smart Power, explores the efforts, success stories, and challenges faced in SPI’s mini-grid journey to date. With insights from government agencies, policy experts, energy service companies, investors and mini-grid customers themselves, this publication provides a glimpse into the potential of the mini-grids to transform the energy sector – and how rural communities are embracing and utilizing clean, reliable and adequate power to improve their lives.
Today, nearly 240 million Indians lack access to reliable electricity, and 90 percent of them live in rural areas. Despite the government’s ambitious plans to accelerate universal electrification by 2018, challenges remain in providing reliable and sufficient energy to the last mile. Distributed renewable energy (DRE) solutions, and in particular mini-grids, have emerged as a reliable complement to the government’s electrification programs by providing rural areas with access to reliable and high-quality electricity at a much faster pace. The growth of the DRE sector will be an important fillip to the last-mile challenge.
Smart Power India (SPI) is an organization that implements The Rockefeller Foundation’s Smart Power for Rural Development (SPRD) to build viable and commercially oriented mini-grid ecosystems in India. This report explains the Smart Power mini-grid model and explores the drivers of success. Analyzing early data from a cohort of the 106 Smart Power mini-grids operational as of 2017, SPI provides data on commercial performance as well as recommendations to further accelerate the rural mini-grid business.
Encouragingly, the report reveals that the 23 top-cohort plants have an average unit-level profit margin of approximately 30% after the first year of operations. It also highlights that villages receiving electricity from SPRD mini-grids show early signs of social and economic impact (also see Understanding the Impact of Rural Electrification.) SPI has observed that site selection, a strong focus on operations, support for demand generation and marketing optimized for rural customers, are critical to the continued improvement of mini-grid operations. Finally, the report provides recommendations to address external challenges such as the need for increased financing, stronger policy support and further technological innovation.
A successful philanthropic initiative depends not just on the strategy pursued – but also on how that strategy is implemented. Implementation considerations can vary significantly based on the shape of an initiative – starting a new organization can look very different than investing in a portfolio of existing organizations. This report looks at four “models” for implementing initiatives. These don’t represent an exhaustive set of potential models to pursue, or even the most high potential models. Rather, these are four examples of models, each of which has significant potential for impact when chosen wisely and executed well. The report outlines the considerations involved in choosing to pursue each of these models and findings on how to implement them, drawn from real-world experience.
Globally, over 1 billion people still live without electricity. Roughly 237 million of these people are in India. Smart Power for Rural Development (SPRD) is a $75 million initiative aimed at accelerating development in India’s least electrified states. Through the deployment of decentralized renewable energy mini-grids, SPRD works to accelerate the growth of rural economies, while at the same time improving the lives and livelihoods of poor and marginalized families and communities. With access to energy, individuals, households, and communities can generate economic opportunities and enhance their quality of life. Understanding the Impact of Rural Electrification has generated significant insights on how SPRD is having an impact on the lives of villagers, and what more is needed to sustain, grow, and scale these gains. We’ve learned that households and businesses are slowly but surely moving up the energy ladder; enterprises are expanding and new ones are being created as a result of energy access, and women are feeling safer and more mobile after dark. In this report, we also introduce the innovative GDP+ approach which, which quantifies and measures the social, economic and environmental gains of access to electricity in GDP terms. The initial findings here show that SPRD villages experienced an $18.50 per capita increase in GDP+.
The information in this brief is drawn from a case study of the JLN conducted by Mathematica Policy Research in consultation with the THS team and the Evaluation Office of The Rockefeller Foundation. The study, completed in 2016, was undertaken to assess the extent to which the JLN had achieved its goal of becoming a country-driven, sustainable network helping to advance progress toward universal health coverage in low- and middle-income countries.
The Joint Learning Network (JLN) is a key innovation and central part of The Rockefeller Foundation’s efforts to promote universal health coverage (UHC) in low- and middle-income countries (LMICs) under its Transforming Health Systems (THS) initiative (2009-2017). Launched in 2010, the JLN is a country-led, global learning network that connects practitioners around the globe, in order to advance knowledge and learning about approaches to accelerate country progress toward UHC. The JLN currently includes 27 member countries across Africa, Asia, Europe, and Latin America that engage in multilateral workshops, country learning exchanges, and virtual dialogues to share experiences and develop tools to support the design and implementation of UHC-oriented reforms. The core vehicles for shared learning and resource development under the JLN are technical initiatives, which are managed by several technical partners and organized around key levers for reaching UHC objectives.
With 62.5 million tons of food wasted in the United States each year, there is much work to be done to
bring about substantial changes in the food industry that will create a more efficient food system and
help preserve the environment. This guide describes promising opportunities to reduce food waste
in three areas—packaging, food retail, and home kitchens—and discusses a number of solutions that
could be piloted, validated, and scaled to significantly reduce food waste in America.
National Disaster Resilience Competition's Resilience Academies - Emerging In...The Rockefeller Foundation
In 2015 The Rockefeller Foundation partnered with the U.S. Department of Housing and Urban Development (HUD) to launch the National Disaster Resilience Competition (NDRC)
Resilience Academies. Recognizing the salient need to infuse resilience thinking into HUD’s NDRC, these Academies were established to expose state and local governments to new approaches for protecting and promoting the long-term well-being and safety of their communities. A recent independent evaluation of the Academies has provided instructive insights about what works in efforts to build innovative resilience capacity.
Following its successful partnership with the U.S. Department of Housing and Urban Development’s (HUD) post–Hurricane Sandy Rebuild by Design competition, The Rockefeller Foundation launched the Resilience Academies and Capacity-Building Initiative. Designed to support HUD’s National Disaster Resilience Competition (NDRC), the Academies and the Initiative provide eligible state, county, and municipal governments with subject-matter expertise and lessons from the Foundation’s years of on-the-ground disaster recovery programming and mitigation planning. Further, the Foundation hoped to assist these key players in moving global knowledge and resources to meet homegrown needs.
In December 2016, The Rockefeller Foundation’s African Regional Office hosted the Rockefeller Foundation Resilience Convening in Nairobi, Kenya. Over 150 delegates and 40 speakers participated, sharing insights, examples, and engaging in debate and discussion on why and how ‘resilience’ can enhance Africa’s ongoing development.
Launched in 2008, the Asian Cities Climate Change Resilience Network (ACCCRN) Initiative aimed to catalyze attention, funding, and action for building the climate change resilience of vulnerable cities and people in Asia. Given that current estimates forecast that about 55 percent of Asia’s population will be living in urban centers by 2030, the ACCCRN Initiative is built on the premise that cities can take actions to build climate resilience – including drainage and flood management, ecosystem strengthening,
increasing awareness, and disease control – which can greatly improve the lives of poor and vulnerable people, not just in times of shock or stress, but every day.
At the time the initiative was launched, the concept of urban resilience and models for implementing it were nascent and emergent. ACCCRN proved to be an important experiment and “learning lab” for the Foundation and its grantees and partners to build capacity in cities to better understand and implement resilience solutions to the often devastating shocks and stresses of climate change. The initiative was effective in the initial 10 ACCCRN cities and, later, in an additional 40 cities.
As part of our Foundation-wide commitment to learning and accountability to our grantees, partners and stakeholders, we undertook an independent evaluation of the work of the initiative in 2014 to assess what worked well and not so well in ACCCRN. Conducted by Verulam Associates and ITAD, who also conducted a mid-term evaluation of the ACCCRN Initiative in 2011, this summative evaluation highlights successes, but also provides an important moment to reflect on the challenges we faced and on what we can do better or differently going forward.
As part of its overall mission of promoting the well-being of humanity throughout the world, The Rockefeller Foundation developed the goal of advancing inclusive economies. The framing of this goal is deliberate: the word inclusive stresses the need to overcome disadvantage while the choice of economies versus growth suggests the need to consider all dimensions of economic life. This executive summary outlines efforts to develop a framework to better understand and measure the characteristics of an inclusive economy. It includes:
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Solving Problems, Locally and Globally
1. | 1 |
Supported by The Rockefeller Foundationwww.everestgrp.com
Solving Problems, Locally and Globally
RuralShores Leverages Impact Sourcing to Enable Unemployed
Rural Youth to Find Gainful Employment Providing In-Demand,
High Quality Services to Global Organizations Right from
Their Own Communities
Introduction to Impact Sourcing
Value Proposition of Impact Sourcing
This document highlights several elements of impact sourcing value
proposition, such as low cost, reliable service delivery, access to large,
untapped talent pool, stable and engaged workforce, and social impact.
Low costs
Significant cost savings (70%+) over
source locations in U.S./UK
Costs comparable or lower than
traditional BPO costs
Social Impact
Direct impact (individuals,
families)
Indirect impact (communities,
support services, and
local economy)
Proven, reliable service delivery
Performance comparable to
traditional BPOs
Track record of meeting client
SLAs/KPIs and expectations
Large and untapped talent pool
Alternative to supplement
traditional talent pool
Vernacular language
capabilities
Stable and engaged workforce
Lower attrition than traditional
BPO employees
Motivated workforce
1 2
3 4
5
Impact Sourcing (IS) is a business process service delivery model that
provides quality and cost at parity with traditional BPO services, but with
optimized enhancements such as:
A qualified, trained, untapped talent pool with skillsets aligned to
match client needs,
Lower attrition rates and higher corresponding levels of employee
engagement, and
Opportunities to fulfil corporate social responsibility and diversity
objectives while operating within a traditional BPO framework
Case Study at a Glance
Leading Impact Sourcing Services
Provider (ISSP) seizes the
opportunity to match global
enterprises that need high-quality,
low cost services with rural
communities in India that need
local employment, and everyone
succeeds
2. | 2 |
Supported by The Rockefeller Foundationwww.everestgrp.com
The Backstory
Seeing an opportunity to resolve two problems with a single solution,
RuralShores, an India-based, rural-focused socio-commercial business, was
established in 2008 to leverage impact sourcing to bring employment to
unemployed undergraduate youth in rural India, while providing high-
quality, low cost talent to organizations.
Today, RuralShores employs about 2,000 impact workers (almost half of
whom are female) across 20 centers in India, delivering over 82 processes
to more than 30 clients. Since its start, RuralShores has supported a
number of clients across a wide variety of industries (e.g., banking,
insurance, telecom, micro-finance, and IT/ITES) and across horizontal
functions (e.g., F&A, and HR). While domestic (India-to-India) clients
account for about 80% of its service delivery, RuralShores serves
international clients as well.
Two Problems, One Solution: Impact Sourcing
The RuralShores team identified a significant problem in rural India:
sustainable employment was not available to educated rural youth within
their own communities. These young people, most from farming
backgrounds in under-developed communities, had to migrate to cities in
the hope of making their livelihood. This in turn constrains urban
infrastructure, leading to a poor quality of living standard in urban areas for
new migrants.
At the same time, the RuralShores team knew there were organizations
around the world seeking sustainable pools of high quality, but low priced
talent, and they were confident they could match need-to-need.
Impact Sourcing Performance: Boundless Breadth and Depth
RuralShores has supported a number of clients across industries and
functions over time and has developed significant expertise in digitization
services, knowledge process services, voice and non-voice outsourcing
services, rural market intelligence and rural market penetration through on
the ground support.
Exhibit 1 offers examples of how RuralShores has delivered significant
business impact for its clients.
“The key thing we like about
RuralShores is the passion
displayed by associates to learn
and deliver the expected output
with a high focus on quality. This is
a win-win partnership to provide
economical and scalable solutions
to our global customers. We also
feel proud to be part of an
initiative which encourages more
employment opportunities in rural
India.”
– Retail sector client
3. | 3 |
Supported by The Rockefeller Foundationwww.everestgrp.com
Identifying itself as a "for-profit social enterprise," RuralShores also
measures its own performance and impact on its communities using the
Local Multiplier 3 (LM3) metric developed by New Economics Foundation
(NEF), which measures the “multiplier effect” of income into a local
economy. RuralShores’ LM3 score is 2.85, which is higher than its peers in
India, and several of its centers have achieved even higher LM3 scores.
In addition, RuralShores tracks metrics measuring economic stability,
standard of living quotient, social responsiveness and satisfaction levels of
its employees to measure its performance in social impact. An internal
study conducted by RuralShores among 650 respondents across 11 of its
centers shows significant improvement in the living standards of its
employees after joining RuralShores. To illustrate a few indicators:
46% employees purchased mobile phones
56% purchased consumer durable goods
20% increase in family savings
Client Process
Performance
requirement Business Impact
JV of a global
retailer and
India’s leading
business group
Invoice
processing
Minimum quality of
98%
Turnaround Time
(TAT) of 24 hours
30-35% cost savings
50,000-70,000
invoices
processed/month
TAT, quality, and
delivery matched and
consistently exceeded
SLAs
UK-based
publishing
company
(sub-contracted
through a
leading ITES
company)
Patent
abstraction
At least 98%
accuracy and
matching input
Matched quality
benchmarks
– >98% accuracy
levels
– 100% turnaround
time
– 115% productivity
Leading BPO Mortgage
document
digitization
SLA of 98% for TAT
TAT of 9 hours
98% quality
Compliance with
client’s information
security policies
Achieved 100% TAT
versus target of 98%
Added two more
processes (title posting
and policy production)
India’s largest
telco
(fourth largest
globally by
number of
subscribers)
Customer
care
Customer
Satisfaction (CSAT)
of 75%
Escalation Desk
CSAT of 85%
Service level of 90%
Answer level of 95%
Repeat scores of
16%
Consistently met
service levels
Delivered best CSAT
scores among peers
Enabled expansion of
client’s geographic
reach into rural areas
U.S. logistics
firm
Logistics
management
Daily data capture
of >40,000 forms
Client completely
eliminated its team
and shifted the entire
process to RuralShores
“RuralShores delivery model gives
excellent value for customers, with
high levels of employee retention
coupled with quality levels of
customer service comparable to
Tier 1 and 2 cities.”
– Telecom client
Exhibit 1
Examples of client engagement by
RuralShores and business impact
created
Source: RuralShores
“RuralShores is a valued partner
for us, who ensures a quality
output resulting in a great
customer experience and improved
ROI.”
– Insurance sector client
4. | 4 |
Supported by The Rockefeller Foundationwww.everestgrp.com
Making the Model Work: Defining (and Redefining) Impact
Sourcing
To compete with traditional sourcing models, the RuralShores team had to
develop a compelling value proposition for its clients – helping them
achieve lower operating cost, at the same or better quality, all while using a
sustainable talent model. Its locations enable RuralShores to achieve
savings in salaries of Process Champions over tier-1 locations in India.
And, though utility costs were higher, set-up costs and facilities costs were
lower, further savings RuralShores could pass on to its clients. Finally, lower
attrition rates that beat those in urban centers further reduced hiring and
training costs. Taken all together, these savings resulted in 30-35% cost
reduction over urban Indian centers for RuralShores’ clients.
As a policy, RuralShores only employs individuals with at least a 12th
standard education (pre-university) level. At the same time, the RuralShores
team realized that the impact sourcing model would only be sustainable if
the quality of its talent matched or bettered that of traditional providers. So
they established a focused entity called RuralShores Academy to implement
a rigorous training and monitoring program to ensure high quality and
performance delivery. Through this academy, RuralShores rolls out
structured training program that provides six to eight weeks of training on
foundation skills (e.g., computer skills, typing skills, English reading and
writing skills), process skills (e.g., voice, data processing, reporting), and
domain skills (e.g., banking, telecom, retail).
And finally, RuralShores recognized the need to overcome the common
misperception that impact sourcing meant service delivery challenges, and
proactively implemented the following measures to counter that perception.
RuralShores put into place a three-tier structure
Quality management through "maker & checker"
Internal audit for quality assurance
Six Sigma for continuous performance improvement
Process
Quality
RuralShores ensures back-up of critical resources for continuity
Business continuity and disaster recovery mitigation measures
include identification and prioritization of critical resources,
categorization and impact mapping of disasters, restoration
measures and timelines
Business
Continuity
RuralShores deploys several measures to ensure data safety,
including access controlled entry, CCTV monitoring, writing
devices disabled systems, and regular security audits
In addition, RuralShores undertakes certification for
compliance with client’s information security policies and
audits
Data
Confidentiality
“RuralShores has enabled me to
support my family and my
education without having to
migrate to the city.”
– RuralShores employee
“I am able to support not only my
family with income but also able to
save for future.”
– RuralShores employee
5. | 5 |
Supported by The Rockefeller Foundationwww.everestgrp.com
RuralShores also provided its clients the opportunity to engage in active
Corporate Social Responsibility (CSR) wherein these enterprises directly
contribute to their communities by creating opportunities that otherwise
would not exist, and enabling residents to find meaningful employment in
their own communities.
The Outcome: Positive Impact that Encompasses Clients,
Workers, and Communities
RuralShores has experienced real success helping its clients to achieve their
strategic objectives of high quality BPO service delivery at lower cost. At the
same time, the organization has created significant positive impact on the
lives of thousands of disadvantaged people in rural India, benefits that
have extended out to their communities, as well.
As a result, RuralShores is witnessing strong traction for impact sourcing
and plans to expand its operations from about 2,000 employees across 20
centers to about 3,000 employees across 25 centers by the end of 2014.
6. | 6 |
Supported by The Rockefeller Foundationwww.everestgrp.com
About RuralShores
RuralShores is a rural-focused socio-commercial organization dedicated to
create employment in villages in India through its mission of impact
sourcing in rural India. It is a social enterprise, pioneering the next major
innovation to the corporate operating model. It is focused on providing
underprivileged rural youth with sophisticated employability solutions and
sustainable employment opportunities. It aims to help organizations tap the
talent and markets of rural India and in the process integrate rural youth
into knowledge economy.
About This Joint Project between Everest Group and The
Rockefeller Foundation
The Rockefeller Foundation has funded Everest Group to conduct an in-
depth assessment of how the growth of impact sourcing can be accelerated
using a fact-based business case that substantiates benefits of the IS model.
This assessment includes sizing the market, profiling the landscape,
detailing the business case, and creating case studies to raise awareness of
IS in the enterprise buyer and BPO communities. Establishing the business
case for IS will contribute to the growth of the sector, which means that
more high potential but disadvantaged youth will have the opportunity for
employment, improving their lives and the lives of their families and
communities.
About The Rockefeller Foundation
For more than 100 years, The Rockefeller Foundation’s mission has been
to promote the well-being of humanity throughout the world. Today, The
Rockefeller Foundation pursues this mission through dual goals: advancing
inclusive economies that expand opportunities for more broadly shared
prosperity, and building resilience by helping people, communities and
institutions prepare for, withstand, and emerge stronger from acute shocks
and chronic stresses.
About Everest Group
Everest Group is an advisor to business leaders on the next generation of
global services with a worldwide reputation for helping Global 1000 firms
dramatically improve their performance by optimizing their back- and
middle-office business services. With a fact-based approach driving
outcomes, Everest Group counsels organizations with complex challenges
related to the use and delivery of global services in their pursuits to balance
short-term needs with long-term goals. Through its practical consulting,
original research and industry resource services, Everest Group helps clients
maximize value from delivery strategies, talent and sourcing models,
technologies and management approaches. Established in 1991, Everest
Group serves users of global services, providers of services, country
organizations and private equity firms, in six continents across all industry
categories. For more information, please visit www.everestgrp.com and
research.everestgrp.com.