Rather than focus narrowly on venture philanthropy as market-driven investments that must create financial returns to be viewed as sustainable, this report takes a broader view of grantmaking and investment, one that deploys system-wide approaches, longer time-frames, higher levels of engagement, and rigorous but flexible forms of evaluation.
Accelerating Impact: Achievements, Challenges and What's Next in Building the...The Rockefeller Foundation
Accelerating Impact, a report prepared by E.T. Jackson and Associates and commissioned by The Rockefeller Foundation as part of a third-party evaluation of our Impact Investing initiative, provides one of the most recent and comprehensive scans of the global impact investing industry to date. The research is informed in part by insights from interviews with more than 100 impact investing leaders from 11 countries.
The report examines the evolution of the field over the past four years as well as its current status, reflecting that the field has moved decisively from a phase of “uncoordinated innovation” to one of sustained “marketplace-building.” The report concludes by offering recommendations to industry leaders regarding the challenges and opportunities that may lie ahead.
The geographic footprint of innovation is changing dramatically as research and development programs become more global. An overwhelming 94 percent of the world’s largest innovators now conduct elements of their R&D programs abroad, according to the 2015 Global Innovation 1000 study, our annual analysis of corporate R&D spending. These companies are shifting their innovation investment to countries in which their sales and manufacturing are growing fastest, and where they can access the right technical talent. Not surprisingly, innovation spending has boomed in China and India since our 2008 study, when we first charted the global flows of corporate R&D spending. Collectively, in fact, more R&D is now conducted in Asia than in North America or Europe.
For leading companies, implementing a global innovation strategy is paying off. We found that firms that favor a more global R&D footprint outperform their less globalized competitors on a variety of financial measures. This is important, because, as in previous years, we found no statistically significant evidence that higher levels of spending guarantee better results. Our refrain has long been that it’s not how much you spend on research and development, but how you spend it. But it’s also where you spend that determines your success — and our 2015 study shows that decisions about R&D location look very different today than they did less than a decade ago.
Beyond the First Click: How today’s volunteers build power for movements and ...MobLab
If movements and organizations invest in and cultivate supporters who are doing substantial and meaningful work, then does their reach, impact and odds of success increase?
That’s the question we set out to explore.
We wanted to look under the hood of organizations doing a great job engaging top-tier supporters and volunteer leaders. These organizations are creating opportunities for supporters and volunteers to make decisions and act on behalf of the organisation.
We sought to uncover insights, patterns and best practices that we could share with our colleagues in the nonprofit sector.
We interviewed 35 organizations and experts in eight countries. Beyond the First Click is a project of Capulet, Change.org and the Mobilisation Lab at Greenpeace.
Accelerating Impact: Achievements, Challenges and What's Next in Building the...The Rockefeller Foundation
Accelerating Impact, a report prepared by E.T. Jackson and Associates and commissioned by The Rockefeller Foundation as part of a third-party evaluation of our Impact Investing initiative, provides one of the most recent and comprehensive scans of the global impact investing industry to date. The research is informed in part by insights from interviews with more than 100 impact investing leaders from 11 countries.
The report examines the evolution of the field over the past four years as well as its current status, reflecting that the field has moved decisively from a phase of “uncoordinated innovation” to one of sustained “marketplace-building.” The report concludes by offering recommendations to industry leaders regarding the challenges and opportunities that may lie ahead.
The geographic footprint of innovation is changing dramatically as research and development programs become more global. An overwhelming 94 percent of the world’s largest innovators now conduct elements of their R&D programs abroad, according to the 2015 Global Innovation 1000 study, our annual analysis of corporate R&D spending. These companies are shifting their innovation investment to countries in which their sales and manufacturing are growing fastest, and where they can access the right technical talent. Not surprisingly, innovation spending has boomed in China and India since our 2008 study, when we first charted the global flows of corporate R&D spending. Collectively, in fact, more R&D is now conducted in Asia than in North America or Europe.
For leading companies, implementing a global innovation strategy is paying off. We found that firms that favor a more global R&D footprint outperform their less globalized competitors on a variety of financial measures. This is important, because, as in previous years, we found no statistically significant evidence that higher levels of spending guarantee better results. Our refrain has long been that it’s not how much you spend on research and development, but how you spend it. But it’s also where you spend that determines your success — and our 2015 study shows that decisions about R&D location look very different today than they did less than a decade ago.
Beyond the First Click: How today’s volunteers build power for movements and ...MobLab
If movements and organizations invest in and cultivate supporters who are doing substantial and meaningful work, then does their reach, impact and odds of success increase?
That’s the question we set out to explore.
We wanted to look under the hood of organizations doing a great job engaging top-tier supporters and volunteer leaders. These organizations are creating opportunities for supporters and volunteers to make decisions and act on behalf of the organisation.
We sought to uncover insights, patterns and best practices that we could share with our colleagues in the nonprofit sector.
We interviewed 35 organizations and experts in eight countries. Beyond the First Click is a project of Capulet, Change.org and the Mobilisation Lab at Greenpeace.
To get out of the starvation cycle, nonprofits must raise money to build a stronger nonprofit organization. This is capacity capital. Here's how to raise it.
In partnership with Weber Shandwick, KRC Research conducted 23 in-depth, guided, qualitative interviews among C-level and other top executives to understand the challenges and opportunities of doing business in disruptive times.
Future of Work: 2015-2020: Unleashing You. Making the Future Work. Now.Bill Jensen
Groundbreaking global study:
Rather than add to all the hype...
We studied what it will take to make the future actually work.
Among top findings:
• Our leaders are holding back the future
• Engagement, as we view it now, is so horribly incomplete that it is dangerous!
• Get ready for super-sized personal accountability!
Study sponsor: The Jensen Group, Search for a Simpler Way
For more: http://www.simplerwork.com
#futureofwork
As millennials come of age in the workplace, getting them to stick around is becoming a concern. Elements of the employment deal like organizational culture, benefits and working conditions play a critical role in retaining top performers. During this spotlight webinar, millennial branding expert Dan Schawbel will uncover the elements that lead to a clash between generations and how employers can better leverage their programs to meet the needs of the young workers.
During this webinar attendees will hear:
How total rewards contribute to employee motivation
The key factors employees look for in positions and their connection to employee retention
Comparison of workforce generations and its impact on workforce planning
Economic development organizations have been using economic development performance metrics for years. However, with differing viewpoints, metrics have gotten muddy and misunderstood.
Lucky for the profession...
In 2011, Atlas put together its first survey of EDO outcomes, to assist EDOs in planning their marketing, business attraction, and business retention programs. In 2014, IEDC published "Making it Count," a guide on metrics for high performing EDOs.
But...
In 2016, the general public is still weary about the value of economic development and what we do in our profession.
This presentation is our take on how economic developers can leverage metrics for their day to day and how it impacts the effect that they have on thier economy.
6 Top Social Media Trends That Will Transform Your Business in 2016Post Planner
The social media landscape continues to evolve at a rapid pace, but then, you already know that. Like us, you live and breathe it daily.
You’ve watched the surge in video marketing and probably even felt the tug to get involved. It’s hard not to jump onboard when when it seems to be growing at a lightning pace.
Heck, in 2015 alone, Twitter launched video autoplay, Blab rose to social stardom and Periscope grew to 1.85 million daily active viewers. Those are some 'drop-the-mic' statistics.
What if you could kickoff your year looking forward, instead of backward? As the saying goes, "the past is like using your rear-view mirror. It’s good to glance back and see how far you’ve come, but if you stare too long, you miss what’s right in front of you."
First, anticipate trends that will impact your business. Second, incorporate a strategy to frequently assess what's working (and what's not). And finally, position your company to quickly make decisions that make a positive impact.
Ready to hit the ground running in 2016? Read on! Below are the top social media trends that will transform your marketing efforts.
If you are seeing additional trends that should be added to this list, please leave them in the comments below. We'd love to learn from you too!
Insights, a product of the ongoing work of The Rockefeller Foundation’s strategic research team, identifies compelling and emerging problem trends and areas of dynamism where there might be opportunities for intervention.
Design Thinking for Destinations introduces you to the concept of design thinking and how it applies to community marketing. Learn how to use design thinking to solve your biggest challenges of today: Millennial marketing, strategic initiatives and planning, community branding and marketing, collaboration, and more.
Innovate Like Apple: Disruptive Economic Development StrategiesAtlas Integrated
In today's world of economic uncertainty, changing priorities, and constant need for redefining our role in our communities, economic developers can call on the practices and principles of this great company to drive change in their communities. Learn from Apple’s journey as their initial vision evolved through the ups and downs of founding, being fired by, and ultimately returning to Apple to make it the most valuable and creative company in the world.
Have you ever wanted to show your board or your elected officials the value of economic development? View this ppt to find out how economic development organizations can measure/quantify the value of their promotional activities.
In today’s global economy, companies are attracting talented workers beyond community borders. With more talented workers using the internet to connect locally and globally, hear strategies using social media to attract, connect and retain workers for your community
Ideas That Work: Extending the Success of Your Innovation ProgramMindjet
Companies that invest in developing strong innovation teams in their core product areas can extend that skill to other parts of the organization. In this eBook, Mindjet's Doug Collins looks at the skills your innovators are now developing and how they can be repurposed and extended.
Ben Wright, Atlas CEO & Guillermo Mazier, Atlas’ Director of Strategic Accounts, cover the latest theories, metrics and best practices to prove that economic development makes a difference for communities.
The purpose of this guide is to introduce a promising approach to surfacing insights and supporting innovative thinking within a field in order to explore new and better paths to impact.
Tips to Enhance Your Business Through Social Media - Overview: The Basics of Social Media, Communities vs Audiences, The L.E.A.R.N method, Leveraging Social Media for growth and cost reduction, and helpful tools
A Guide to Venture Philanthropy for Venture Capital & Private Equity Investors Ashley Metz
Through examining case studies of private equity firms from several European countries, this publication explores three possible models of venture philanthropy engagement and provides examples of best practice. The PE industry is increasingly interested in becoming engaged in venture philanthropy activities. This paper identifies a number of motives for PE firms to become involved in venture philanthropy, including the desire to give back to their communities, to help employees develop skills such as judgement, resilience and social competences, and establishing them as a positive social actor.
The unprecedented damage Hurricane Sandy caused along the East Coast of the US, especially
to the densely populated New York and New Jersey coastlines, was a wake-up call to the threat
that weather events pose to our communities. The world has always been plagued by severe and
seemingly intractable problems, including storms, but today, we live with an unprecedented level of
disruption. Things go wrong with more frequency and severity, greater complexity, and with more
inter-related effects. No longer can we afford to simply rebuild what existed before. We must begin
to rethink our recovery efforts, making sure the damaged region is resilient enough to rebound from
future storms.
To get out of the starvation cycle, nonprofits must raise money to build a stronger nonprofit organization. This is capacity capital. Here's how to raise it.
In partnership with Weber Shandwick, KRC Research conducted 23 in-depth, guided, qualitative interviews among C-level and other top executives to understand the challenges and opportunities of doing business in disruptive times.
Future of Work: 2015-2020: Unleashing You. Making the Future Work. Now.Bill Jensen
Groundbreaking global study:
Rather than add to all the hype...
We studied what it will take to make the future actually work.
Among top findings:
• Our leaders are holding back the future
• Engagement, as we view it now, is so horribly incomplete that it is dangerous!
• Get ready for super-sized personal accountability!
Study sponsor: The Jensen Group, Search for a Simpler Way
For more: http://www.simplerwork.com
#futureofwork
As millennials come of age in the workplace, getting them to stick around is becoming a concern. Elements of the employment deal like organizational culture, benefits and working conditions play a critical role in retaining top performers. During this spotlight webinar, millennial branding expert Dan Schawbel will uncover the elements that lead to a clash between generations and how employers can better leverage their programs to meet the needs of the young workers.
During this webinar attendees will hear:
How total rewards contribute to employee motivation
The key factors employees look for in positions and their connection to employee retention
Comparison of workforce generations and its impact on workforce planning
Economic development organizations have been using economic development performance metrics for years. However, with differing viewpoints, metrics have gotten muddy and misunderstood.
Lucky for the profession...
In 2011, Atlas put together its first survey of EDO outcomes, to assist EDOs in planning their marketing, business attraction, and business retention programs. In 2014, IEDC published "Making it Count," a guide on metrics for high performing EDOs.
But...
In 2016, the general public is still weary about the value of economic development and what we do in our profession.
This presentation is our take on how economic developers can leverage metrics for their day to day and how it impacts the effect that they have on thier economy.
6 Top Social Media Trends That Will Transform Your Business in 2016Post Planner
The social media landscape continues to evolve at a rapid pace, but then, you already know that. Like us, you live and breathe it daily.
You’ve watched the surge in video marketing and probably even felt the tug to get involved. It’s hard not to jump onboard when when it seems to be growing at a lightning pace.
Heck, in 2015 alone, Twitter launched video autoplay, Blab rose to social stardom and Periscope grew to 1.85 million daily active viewers. Those are some 'drop-the-mic' statistics.
What if you could kickoff your year looking forward, instead of backward? As the saying goes, "the past is like using your rear-view mirror. It’s good to glance back and see how far you’ve come, but if you stare too long, you miss what’s right in front of you."
First, anticipate trends that will impact your business. Second, incorporate a strategy to frequently assess what's working (and what's not). And finally, position your company to quickly make decisions that make a positive impact.
Ready to hit the ground running in 2016? Read on! Below are the top social media trends that will transform your marketing efforts.
If you are seeing additional trends that should be added to this list, please leave them in the comments below. We'd love to learn from you too!
Insights, a product of the ongoing work of The Rockefeller Foundation’s strategic research team, identifies compelling and emerging problem trends and areas of dynamism where there might be opportunities for intervention.
Design Thinking for Destinations introduces you to the concept of design thinking and how it applies to community marketing. Learn how to use design thinking to solve your biggest challenges of today: Millennial marketing, strategic initiatives and planning, community branding and marketing, collaboration, and more.
Innovate Like Apple: Disruptive Economic Development StrategiesAtlas Integrated
In today's world of economic uncertainty, changing priorities, and constant need for redefining our role in our communities, economic developers can call on the practices and principles of this great company to drive change in their communities. Learn from Apple’s journey as their initial vision evolved through the ups and downs of founding, being fired by, and ultimately returning to Apple to make it the most valuable and creative company in the world.
Have you ever wanted to show your board or your elected officials the value of economic development? View this ppt to find out how economic development organizations can measure/quantify the value of their promotional activities.
In today’s global economy, companies are attracting talented workers beyond community borders. With more talented workers using the internet to connect locally and globally, hear strategies using social media to attract, connect and retain workers for your community
Ideas That Work: Extending the Success of Your Innovation ProgramMindjet
Companies that invest in developing strong innovation teams in their core product areas can extend that skill to other parts of the organization. In this eBook, Mindjet's Doug Collins looks at the skills your innovators are now developing and how they can be repurposed and extended.
Ben Wright, Atlas CEO & Guillermo Mazier, Atlas’ Director of Strategic Accounts, cover the latest theories, metrics and best practices to prove that economic development makes a difference for communities.
The purpose of this guide is to introduce a promising approach to surfacing insights and supporting innovative thinking within a field in order to explore new and better paths to impact.
Tips to Enhance Your Business Through Social Media - Overview: The Basics of Social Media, Communities vs Audiences, The L.E.A.R.N method, Leveraging Social Media for growth and cost reduction, and helpful tools
A Guide to Venture Philanthropy for Venture Capital & Private Equity Investors Ashley Metz
Through examining case studies of private equity firms from several European countries, this publication explores three possible models of venture philanthropy engagement and provides examples of best practice. The PE industry is increasingly interested in becoming engaged in venture philanthropy activities. This paper identifies a number of motives for PE firms to become involved in venture philanthropy, including the desire to give back to their communities, to help employees develop skills such as judgement, resilience and social competences, and establishing them as a positive social actor.
The unprecedented damage Hurricane Sandy caused along the East Coast of the US, especially
to the densely populated New York and New Jersey coastlines, was a wake-up call to the threat
that weather events pose to our communities. The world has always been plagued by severe and
seemingly intractable problems, including storms, but today, we live with an unprecedented level of
disruption. Things go wrong with more frequency and severity, greater complexity, and with more
inter-related effects. No longer can we afford to simply rebuild what existed before. We must begin
to rethink our recovery efforts, making sure the damaged region is resilient enough to rebound from
future storms.
Workshop given at the Willamette Valley Development Officers Annual Conference May 17, 2012.
Helping nonprofits to think strategically using a venture philanthropy mindset
Final Evaluation: The Rockefeller Foundation's Program-Related Investments Po...The Rockefeller Foundation
In 2013, The Rockefeller Foundation funded an independent evaluation of 12 years of PRIs, including 18 transactions totaling $23.9 million deployed both domestically and internationally. The resulting report assesses the portfolio's social and financial performance, as well as opportunities to refine the PRI program strategy and align it with the Foundation's focus areas and grantmaking programs. It also considers the Foundation's contributions to the larger impact investing ecosystem.
The creation of The Rockefeller Foundation in 1913 was in itself a marked innovation in the development of modern philanthropy. Foundation staff, trustees and grantees had to learn by doing. The topical chapters in Beyond Charity: A Century of Philanthropy Innovation explore the evolution of the Foundation's practice from the board room to the field office. For professionals or volunteers entering the field of philanthropy, each chapter offers an opening essay that highlights abiding issues in the field. The vivid stories and fascinating characters that illuminate these themes make the history come to life.
Based on the premise that international aid and public spending will never be enough to
adequately fund and scale solutions to the world’s most pressing problems, the Rockefeller
Foundation has, since 2008, supported the development of a global impact investing
industry—an industry whose purpose is to enable the investment of capital with the
intent to generate positive social impact beyond fi nancial return. Over the past fi ve years,
the Foundation’s Impact Investing Initiative has awarded grants and program-related
investments (PRIs) aimed at accelerating the development and growth of the impact
investing industry.
In particular, the Foundation’s support aims to achieve four major outcomes: 1) Catalyze
collective action platforms that help impact investors work together more effectively
on activities such as standard setting, advocacy and marketing; 2) Develop industry
“infrastructure,” such as standards and rating systems; 3) Support scaling of intermediaries
ranging from private equity funds to secondary market facilities; and 4) Contribute to
fundamental research and advocacy necessary to grow the fi eld of impact investing.
In 2011, 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 Impact Investing Initiative to assess our progress in achieving these outcomes
and to inform our actions going forward. Conducted by E.T. Jackson and Associates, this
independent evaluation highlights a number of early successes and remaining challenges,
many of which will shape our activities in the months and years to come.
We are pleased to share the results of this evaluation with our partners and stakeholders,
and to contribute to the broader learning process in this new and rapidly growing fi eld.
It is clear from our evaluation and the related scan report, and from the growing body of
research on impact investing, that there exists great momentum and inspiring leadership in
this dynamic fi eld. More signifi cantly, there are promising signs here that together we can
play an important role in bringing about a more sustainable, resilient and equitable future
for humankind.
El concepto de energía-El trabajo mecánico, la energía cinética, la energía potencial, el teorema trabajo energía, fuerzas conservativas y la ley de conservación de la energía.
Wear and Look Unique in Sexy Costumes at Spicy LingerieSpicy Lingerie
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A presentation supported by a research report that focuses on development issues in Africa. The report is themed Innovation and Impact and is presented in three sections, hindsight, foresight and insight
Common Goals and Differential Commitments: The Role of Emerging Economies in ...Dr Lendy Spires
Abstract The following discussion paper explores the heated debate around ‘common goals and differential commitments’ in international development cooperation. It tries to capture the views and positions of the so-called ‘emerging economies’ on their role and contribution to global development and the post-2015 agenda. It explains the divergence between North-South and South-South cooperation with regard to their historical narratives, con-ceptual paradigms, delivery approaches, functions and capacity. It highlights the im-portance of standard-setting, monitoring, accountability and peer-review but it also ex-plains the technical challenges and political tensions in bringing the ‘Southern providers’ into the regimes and systems led by the OECD-DAC and the current post-Busan Global Partnership. The paper explains the challenges of categorising the new development part-ners, and defining and measuring the quantum, quality and effectiveness of their develop-ment cooperation activities. It stresses the importance of developing a framework for mon-itoring and evaluating South-South cooperation and the identification of appropriate insti-tutional platforms for such discussions to take place. The paper is based on empirical re-search and engagement with numerous Southern stakeholders and offers concrete policy proposals for the different development partners involved in the debate.
In 2014 UNDP launched the Innovation Facility to support innovation in addressing development challenges. The Innovation Facility was made possible with the generous contribution of the Government of Denmark and co-investments from UNDP’s core resources.
This review lays out why innovation is becoming increasingly important in international development and for UNDP. It describes our approach to innovation as well as brief descriptions of the initiatives funded by the Innovation Facility in 2014, though many more UNDP projects not highlighted in this report embraced and tested novel methods. UNDP has invested over time in the uptake of new ways of doing business and over the past three years has invested in strategically exploring innovation under the motto “innovation happens in practice.” Through the Innovation Facility we strive to accelerate this approach by putting innovation in development solutions on a new trajectory.
Insights into the process of successful cross-sector partnering
* create better case study collection and dissemination methods
* deepen understanding of case studies as tools for change.
Impact investment is a strategy to align the power of private markets to the social and environmental development needs of society at-large. From 2012-13, the Rockefeller Foundation, through its Impact Investing initiative, funded research in five Sub-Saharan African countries with the aim of understanding the barriers for impact investing across Africa, as well as recommending national policies to encourage the growth of the industry. This report synthesizes the findings of that work, examining the potential of impact investing as a ‘strategy of choice’ for African policymakers.
Crowdfunding's Potential for the Developing WorldAutonomy Hub
A new report commissioned by infoDev studies the promise and the risks of crowdfunding as a tool to finance innovation and growth in developing countries. It also provides an in-depth case study of crowdfunding’s potential in funding clean energy and climate technologies.
The Collaborative Leadership for Development ApproachGhani Kolli
Leadership plays an important role in development and is a complement to
financing and technical solutions. The 2017 World Development Report on Governance and
the Law has highlighted how increased commitment, coordination, and cooperation increases
effectiveness of policies and the delivery of services to citizens. It also demonstrated how
power asymmetries can undermine implementation of policy reform given that those with
power can exclude critical stakeholders from a change process.
1. Development Plan Career Activity. Respond to the followingAbbyWhyte974
1. Development Plan Career Activity
. Respond to the following:
· What are some of the key concepts that should be included in a career plan?
· What common mistakes do people make when developing a career plan?
Assignment Instructions
Write a one-page paper (not to exceed 250 words). You will be graded on the following:
· Quality of your response.
· Coherence and organization.
· Mechanics.
This course requires the use of Strayer Writing Standards. For assistance and information, please refer to the Strayer Writing Standards link in the left-hand menu of your course. Check with your professor for any additional instructions.
The specific course outcome associated with this assignment is:
· Develop a professional development strategy that fosters career readiness skills for master's-prepared health care administrators.
A guide to
Social Return
on Investment
January 2012
in association with
“For FRC Group using SROI has been a fascinating
process which has fine tuned our understanding of
the impacts that are achieved as we improve our
performance, and exposed areas in which we can
do more.”
Verity Timmins, Impact Manager, FRC Group
“At Impact Arts we have embraced SROI as one of our
central evaluation tools, which complements our existing
evaluation practice very well. SROI has clear benefits
for our organisation in terms of our future funding and
business development activities, as well as focusing our
day to day practice on where and how we add value.”
Susan Akternel, Innovation and Development Director, Impact Arts
“SROI has helped us develop an ongoing relationship
with our stakeholders which shows that we are listening
to their needs and we can now report how our work
impacts on their lives and the lives of others.”
Maeve Monaghan, Director, NOW Project
A guide to Social Return on Investment 3
Update to the 2009 Guide
This Guide is an update to the 2009 Guide to Social Return on Investment that was
published by the Cabinet Office. There are no changes to the principles or to the
methodology used to apply those principles within the framework. The purpose of
the update is to amend the language used so that it is more relevant for international
audiences and for different sectors and types of organisations.
A small number of typographical errors have also been corrected.
The worked example was included as an example of how those principles are applied
in practice. A supplement will be available for the worked example ‘Wheels to Meals:
one year on’ which sets out how the organisation has developed its approach to SROI
after completing an evaluation against the initial forecast.
Supplements to the Guide will be prepared from time to time and form part of the
guidance available. At the date of this update a supplement on Materiality has been
released and is available from the SROI Network website.
January 2012
Acknowledgements
The 2009 gui ...
Similar to Venture Philanthropy in Development: Dynamics, Challenges and Lessons in the Search for Greater Impact (20)
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:
• The evolution of the concept of an inclusive economy
• Key lessons learned from an analysis of indicator initiatives
related to measuring an inclusive economy
• A recommended indicator framework composed of 5 broad
characteristics, 15 sub-categories, and 57 indicators
• Implications for future work
For more details, a full report is available at:
inclusiveeconomies.org
Situating the Next Generation of Impact Measurement and Evaluation for Impact...The Rockefeller Foundation
Situating the Next Generation of Impact Measurement and Evaluation for Impact Investing contends that measurement practices need to evolve by borrowing from the strengths of both private business and social sector evaluation. Suggesting that an impact thesis is a crucial anchor for impact measurement strategies, the paper offers several measurement approaches in use today. The ‘next generation’ of impact measurement and evaluation must stem from a commitment of impact investors to strengthen evidence for their social returns alongside the evidence for financial returns.
The goal of the CEO & Gender Media Audit was to understand the media coverage of CEOs in various situations and determine if there are differences in the way male and female CEOs are covered.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Understanding the Challenges of Street ChildrenSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
Many ways to support street children.pptxSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
Presentation by Jared Jageler, David Adler, Noelia Duchovny, and Evan Herrnstadt, analysts in CBO’s Microeconomic Studies and Health Analysis Divisions, at the Association of Environmental and Resource Economists Summer Conference.
A process server is a authorized person for delivering legal documents, such as summons, complaints, subpoenas, and other court papers, to peoples involved in legal proceedings.
What is the point of small housing associations.pptxPaul Smith
Given the small scale of housing associations and their relative high cost per home what is the point of them and how do we justify their continued existance
Russian anarchist and anti-war movement in the third year of full-scale warAntti Rautiainen
Anarchist group ANA Regensburg hosted my online-presentation on 16th of May 2024, in which I discussed tactics of anti-war activism in Russia, and reasons why the anti-war movement has not been able to make an impact to change the course of events yet. Cases of anarchists repressed for anti-war activities are presented, as well as strategies of support for political prisoners, and modest successes in supporting their struggles.
Thumbnail picture is by MediaZona, you may read their report on anti-war arson attacks in Russia here: https://en.zona.media/article/2022/10/13/burn-map
Links:
Autonomous Action
http://Avtonom.org
Anarchist Black Cross Moscow
http://Avtonom.org/abc
Solidarity Zone
https://t.me/solidarity_zone
Memorial
https://memopzk.org/, https://t.me/pzk_memorial
OVD-Info
https://en.ovdinfo.org/antiwar-ovd-info-guide
RosUznik
https://rosuznik.org/
Uznik Online
http://uznikonline.tilda.ws/
Russian Reader
https://therussianreader.com/
ABC Irkutsk
https://abc38.noblogs.org/
Send mail to prisoners from abroad:
http://Prisonmail.online
YouTube: https://youtu.be/c5nSOdU48O8
Spotify: https://podcasters.spotify.com/pod/show/libertarianlifecoach/episodes/Russian-anarchist-and-anti-war-movement-in-the-third-year-of-full-scale-war-e2k8ai4
2. 1
VENTURE PHILANTHROPY
IN DEVELOPMENT
DYNAMICS, CHALLENGES
AND LESSONS IN THE SEARCH
FOR GREATER IMPACT
GLOBAL NETWORK OF FOUNDATIONS
WORKING FOR DEVELOPMENT
net FWD
Cite this study as:
OECD netFWD (2014), “Venture Philanthropy in Development:
Dynamics, Challenges and Lessons in the Search for Greater
Impact”, OECD Development Centre, Paris.
3. The Development Centre of the Organisation for Economic Co-operation and Development
was established by decision of the OECD Council on 23 October 1962 and comprises 24 member
countries of the OECD: Austria, Belgium, Chile, the Czech Republic, Finland, France, Germany,
Iceland, Ireland, Israel, Italy, Korea, Luxembourg, Mexico, the Netherlands, Norway, Poland,
Portugal, Slovak Republic, Spain, Sweden, Switzerland, Turkey and the United Kingdom. In
addition, the following non-OECD countries are members of the Development Centre: Brazil
(since March 1994); India (February 2001); Romania (October 2004); Thailand (March 2005);
South Africa (May 2006); Egypt and Viet Nam (March 2008); Colombia (July 2008); Indonesia
(February 2009); Costa Rica, Mauritius, Morocco and Peru (March 2009), the Dominican Republic
(November 2009), Senegal (February 2011), Argentina and Cape Verde (March 2011) and Panama
(July 2013). The European Union also takes part in the Centre’s Governing Board.
The Development Centre, whose membership is open to both OECD and non-OECD countries,
occupies a unique place within the OECD and in the international community. Members finance
the Centre and serve on its Governing Board, which sets the biennial work programme and
oversees its implementation.
The Centre links OECD members with developing and emerging economies and fosters debate
and discussion to seek creative policy solutions to emerging global issues and development
challenges. Participants in Centre events are invited in their personal capacity.
A small core of staff works with experts and institutions from the OECD and partner countries
to fulfil the Centre’s work programme. The results are discussed in informal expert and policy
dialogue meetings, and are published in a range of high-quality products for the research and
policy communities. The Centre’s Study Series presents in-depth analyses of major development
issues. Policy Briefs and Policy Insights summarise major conclusions for policy makers; Working
Papers deal with the more technical aspects of the Centre’s work.
For an overview of the Centre’s activities, please see www.oecd.org/dev.