The India DM is focused on identifying Inclusive Business Models that can scale impact in the States of Bihar, Rajasthan and Orissa. Inclusive business models are those offering goods/ services and contributing to income generation of the poor in financially sustainable and scalable ways. They productively integrate those living at the base of the economic pyramid into their value chains as consumers, producers and/or distributors.
Thousands of schoolchildren in the northwest region of Cameroon are benefiting from a co-investment schoolbook program established by Knowledge for Children (KFC), a Cameroon-Dutch based non-governmental organization (NGO).
-Despite high enrollment rates, one in two students in Cameroon leaves school without basic literacy skills, a metric that is significantly worse among students without access to textbooks
-In the northwest region of Cameroon, a local development project has made school books available to more than 27,000 children in rural primary schools, which provides the potential to hugely enhance a student’s academic performance
-Since 2005, the number of primary school students in the northwest region with access to books has increased from 15% to 25%
“if you think education is expensive, try ignorance” Manjong Sixtus, Delegate for Basic Education, Donga-Mantung
During the 2010 – 2011 academic year, 95 schools participated in the program that has made school books available to children in rural primary schools. But, thanks to a US$20,000 (XAF 10,470.900) grant awarded during the 2011 Development Marketplace competition in Cameroon, KFC has been able to extend the program to 15 new schools during the 2011-2012 academic year, bringing the total number of participating schools to 110 and reaching 27,500 children.
Even though Chinese law offers farmers protection from land grabs, readjustments, and other confiscations, news reports paint a different picture of embattled farmers defending their land from local officials working in concert with developers. In fact, every year 3-4 million farmers lose their property to land readjustments and other forms of compulsory forfeiture in China.
Many of these farmers do not know their legal rights. According to independent surveys, fewer than 30% of farmers have heard of China’s Property Law, the most important law governing properties, and land rights. As a result fewer than 10% of Chinese farmers ever appeal to administrative and judicial institutions when their land rights are violated.
I recently returned from travel to India and East Africa where I attended a round table on social enterprise with the Government of India and met impact investors focused on Kenya, Tanzania, Rwanda, and Uganda. After listening carefully to entrepreneurs, investors, and government officials, I’m compelled to say something entirely inconsistent with conventional wisdom in the world of impact investing: there is not enough capital to support the pipeline of enterprises focused on solving our most vexing social problems. By social problems, I mean the provision of basic goods and services to the bottom of the economic pyramid where governments and markets often fail.
Take access to energy for example or access to sanitation in much of Africa and South Asia. More than 1.3 billion people on the globe still lack access to electricity and over 2.5 billion lack basic sanitation. Every 20 seconds a child dies because of poor sanitation.
These are public goods and unambiguously the responsibility of public actors. But in reality, governments often don’t have the resources, the will, or the capacity to provide these basic services to many of their citizens. And purely commercial enterprises lack incentives to provide services where financial upside is limited and the ability of poor people to pay is constrained. But this is precisely where inclusive (or socially driven) businesses and social entrepreneurs, for profit and not-for-profit, are innovating and developing new business models to solve our most pressing social challenges.
As Albania prepares to celebrate 100 years of independence in 2012 with an eye towards becoming a member of the European Union; it must make crucial improvements in a sensitive area: good governance.
For better governance, citizens need more access to information; budgets and local taxes need to be transparent. Women and youth need equal opportunities in business, and agriculture policies need to be developed openly.
To address these, the government is drafting and implementing new policies for central and local government, with support from the World Bank Project for Good Governance in Albania. The World Bank is further supporting the government's agenda through support for civil society projects using the Development Marketplace competition platform to solicit and select high impact projects for implementation. The British Council is overseeing their implementation.
Last week, Aleem Walji participated in GE’s global conference, ‘Disrupt or Be Disrupted’. He has written an entry that is being featured in The World Bank's "Let's Talk Development" blog. Below is an excerpt:
How do you ‘disrupt’ your business from the core by building on your strengths and leveraging your assets? Jeff Immelt, GE’s CEO talked about the fear of losing too many engineers and scientists who don’t ‘fit corporate culture’ but proceed to found billion dollar businesses (Sergei Brin started at GE). It reminded me of a session at the Indian School of Business led by a senior Google Executive where he said that it’s not Microsoft, Facebook, or Twitter that keeps him up at night, it’s ‘three kids in a garage’. Hewlett Packard, Apple, Google, and Groupon, all started small, learned fast from failure, took risks nobody was willing to take, and then fundamentally disrupted business models and industries.
For the full blog entry, click here.
Follow Aleem Walji on Twitter!
From April 23-25, 2012, a DM team comprised of Ricardo Hernandez (Sr. Environmental Specialist), Angelica Calderon (Information Specialist), Douglas Jimenez (Information Assistant), and Myra Valenzuela (Consultant) visited DM2008 Project “Reducing Impacts of Ranching on Biodiversity.”
With the Rio+20 meetings less than 5 weeks away, climate change has once again taken center stage on the global agenda. Grupo Ecológico Sierra Gorda IAP (GESG), based in the state of Querétaro, Mexico, is combating climate change through its efforts to establish a conservation-based local economy in the Sierra Gorda Biosphere Reserve (Reserve). At almost 384,000 hectares, the Reserve covers 32% of the state’s territory, and it is jointly managed as a public-private partnership by the Comisión Nacional de Áreas Naturales Protegidas (CONANP) and GESG.
As a member of UNESCO’s World Network of Biosphere Reserves, the Sierra Gorda Biosphere Reserve is one of the most ecologically diverse areas in Mexico and serves as a critical refuge for both migratory and threatened species. However, the practice of extensive cattle grazing by landowners throughout the Reserve poses a threat to the delicate ecosystem. GESG’s GEF-funded project with the Development Marketplace, “Reducing Impacts of Ranching on Biodiversity” addressed just that: financing payments for environmental services to local ranchers in exchange for excluding their cattle from the land and performing conservation activities (e.g. tree planting, soil regeneration, no lumber extraction, no hunting). The DM project also supported 5 pilot farms to showcase best practices for animal husbandry and land management. In addition, GESG pursued certification and verification of sequestered carbon captured in reforestation efforts through the Rainforest Alliance, developing a “gourmet” product of integrated environmental services.
Having traveled to both East Africa and India over the past several weeks, I’ve been reflecting on what ‘innovation’ means in different contexts. It’s easy to get caught in a technology-centric worldview in places like Bangalore and even Nairobi these days. But when I get past the superficial stories and dig a bit deeper, I realize that impactful innovation is less about shiny tools and technology and more about ‘listening to users’ and transforming social processes to solve problems that matter to people.
My walk through a Delhi slum comes immediately to mind. While there I visited Operation Asha, a 2011 India Development Marketplace winner that is working to arrest the spread of tuberculosis (TB). India is one of the only countries in the world where the rate of infection is growing despite the falling incidence of the disease globally. The previous day, I sat with colleagues from Microsoft Research in Bangalore who explained the simple but critical advances they had made in writing open-source software to verify the identity of patients visiting clinics, aggregating data on missed doses, and using text messages to increase compliance.
It is estimated that every Indian consumes approximately 8 kgs of plastic a year. If even 20% of the total plastic consumed gets into the waste cycle, that equals over a billion kilograms of plastic waste that will be generated in India just this year alone. The per capita figure usage has gone up from 4 Kgs per Indian in 2006 and is expected to grow to 25 Kgs of plastic used by every Indian per year by 2020. Imagine how much plastic waste we will be dealing with by 2020? Seriously alarming. Remember the film Wall E? *sigh*..
The United Nation’s Environment Program published an excellent study about Converting Waste Plastics into a Resource. Describing the pathways for Waste Plastic, the report traces most routes, which invaribly lead to a dumping site or a land fill.
If India alone is producing over a billion kilograms of plastic waste each year – the global figures are huge. While the world tries to figure out how to use less plastic – an equally important focus for Innovation will need to be: What to do with all the plastic that is already in the dumping grounds?
Supporters of social entrepreneurship often cite examples of “heroes” who have successfully built organizations to solve social problems on a global scale. But social entrepreneurship also includes many efforts to fix targeted, local problems rather than working toward large-scale global change. An increasing number of social entrepreneurs are experimenting with ways to use commercially generated revenue to grow and maintain their social impact.
These findings are part of one of the most robust quantitative studies of social enterprise to date. Undertaken by Harvard Business School Associate Professor Julie Battilana and her colleague Matthew Lee, a doctoral student at Harvard Business School, they analyzed 6 years worth of applicant data from Echoing Green. The purpose of the study is to expand the field of vision beyond “heroic stories” that dominate the discussion on social entrepreneurship. In this interview, they share some initial findings from their research.