anis2011_ best practice compilation

It is printed on eco-friendly paper using soya ink, in consideration of future generations.

Venture Support

Presenter: Christian Stenta

Designation: Lead

Country: Australia

Department: TACSI

Overview of the Project/Program or Case

Details of the Project/Program

Presenter E-mail: [email protected] Related URL: www.tacsi.org.au

Identification, mentoring and support for innovative ideas, methods and people that will contribute to and accelerate

positive social change through community led ventures.

Challenges & issues:1. Framework and tools to facilitate structured mentoring & support

Key Results and Impacts:1. Evaluated theory of change2. Sustainable business models

Process of the project/program Methodology developed based on research and pilot experience.

Objectives/StrategiesProvision of mentoring and support for early stage ventures and start ups

Partners: Govt, philanthropics, corporates

Focus Areas: Social venturing

Beneficiary:

Next Steps: Develop framework tools to 1. assess and screen ideas, methods and start ups, and 2. structure mentoring and support.

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Beautiful Store Fair Trade

Presenter: Jinhwan Kim

Designation: Producer Partnership Coordonator

Country: South Korea

Department: Fair Trade division

Presenter E-mail: [email protected] URL:www.beautifulcoffee.com

Beautiful Store started buying coffee from Nepal with Fair Trade terms in 2006, Peru 2007, and Uganda in

2009. Beuatiful Store not only offers better trading conditions to marginalized producers workers but also

invest in capacity building to achieve Beautiful Store’s mission to transform trade that exacerbates poverty

into an effective tool to fight poverty

Beautiful Store’s Objectives are:Provide better trading conditions to marginalized producers and workersRaise awareness for Trade justice

Beautiful Store focuses on: Capacity Building/ Trade Justice

Success Factors: Internal/ External Collaboration; Clear Vision; Active P.R. campaign

Partners: TWIN Trading, (UK)Helvetas Nepal, (Switzerland)District Cooperative Federation Gulmi (Nepal)Naranjillo Cooperative (Peru)Gumutindo Cooperative (Uganda)

Next Steps: Collaborate with the experts in Coffee to improve quality management skill of the Cooperatives.

Developing Pro Bono in China

Presenter: Zhai Yan

Designation: Non Profit

Country: China

Department: Volunteering



Presenter E-mail: [email protected] Related URL: www.huizeren.org.cn

For over a decade numerous capacity building programs for NGOs have sprung up, but have barely

scratched the surface. Meanwhile, in the last three years volunteering, including corporate volunteering,

has become widespread. As yet there has been very limited use of human capital to build capacity of

NGOs despite the immense need. One of the reasons why previous efforts to better utilize human capital

have failed has been the lack of an intermediary to identify NGO needs and then identify available human

capital and match or apply it efficiently.

Initial learning have revealed the Taproot Foundation model as tried, tested and relevant to China;

particularly leveraging corporate human capital to build NGO capacity. Beijing Huizeren Volunteering

Development Center (short for “Huizeren”) work with Taproot Foundation to transfer their model and

localize it to China, It is necessary to develop a systematic process that is managed by a trained and

professional organization to ensure that the right needs at the right NGOs are identified, that the right

skills are sourced from volunteers, and that their

skills are applied effectively through a carefully matched and managed process.

Objectives/Strategies1.Train Huizeren to implement and localize the Taproot model in China.2.Develop a localized management system for Huizeren to manage the model in China.3.Pilot pro bono in China with companies, volunteers and NGOs.4.Establish a financially sustainable business model to sustain Huizeren’s pro bono program.

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Beijing Huizeren Volunteering Development Center (Huizeren)

Beijing Huizeren Volunteering Development Center (Huizeren)

founded on April 18th, 2003. It is devote oneself to capacity building of development for Voluntary service and setup a platform of voluntary profession Non-Governmental Organization (NGO). Huizeren is an NGO that researches and develops management mechanisms for volunteering in China, advocates for volunteering and disseminates best practices in volunteerism through training and capacity building for the volunteers and volunteering organizations.

IntroductionSince it was founded in 2003, Huizeren has developed the first volunteer training system for Chinese NGOs, built a pool of 100 volunteer trainers, trained more than 1000 NGOs and youth groups with about 100,000 volunteers and organizational managers around China, and advised 100 NGOs on setting up volunteer management systems.

In addition to working with various multilateral institutions, NGOs and foundations, Huizeren has also provided training and consultancy to companies to establish volunteer programs and management systems such as North China Electric Power Company, China Automobile Trade Corporation, Amway China, Lenovo, China Life Insurance and a number of SMEs. In total, Huizeren has indirectly provided services for nearly 10,000 volunteers. Huizeren has also received RMB 1.5 million of funding from companies and foundations such as Intel, Vantone, Ford Foundation and China Social Entrepreneurship Foundation to provide capacity training for NGOs related to volunteering.

Huizeren is focused on identifying and meeting NGO needs and is a recognized leader in promoting and supporting sustainable volunteering in China. In 2011 Huizeren is planning a nationwide campaign on skilled volunteering. It has recently established an ICT Volunteering Alliance consisting of several ICT companies such as Intel, Ericsson, Digital China, and Baidu as well as You Change Foundation Volunteering Center which together will advocate, transfer ICT skills and provide training.

Mission of organization: Through capacity building and profession, empowerment volunteer and NGO for social action.Vision: Realize a civil society of everyone happy to volunteer.Goals: Improve the contribution of volunteering to Chinese civil society and ultimately promote the development of local communities and vulnerable groups. Core Values: using Life to Influence Life.Core technology: volunteer management system building; volunteer program development management training course; volunteer matching and coaching: volunteering advocacy.

Core Partners:United Nations Development Programme(UNDP), United Nations Volunteers (UNV), Volunteer Service Oversea (VSO), World Bank, Ford Foundation, Save the Children, Business for Social Responsibility(BSR), China Center for International Economic Exchanges, Chinese Communist Youth League Central, Beijing Municipal Committee of the Communist Youth League, Beijing Olympic Volunteers Department, Beijing Volunteer Federation, Beijing Psychology Association, The China Social Entrepreneur Foundation (Youcheng), Narada Foundation, Vantone Foundation, Lenovo, Intel, Baidu, HP, IBM, Ericsson, VMware, etc.

Main program• Training core volunteer of Beijing Olympic games and Paralympic Games• Development project of Capacity building of of Shang Hai Expo social foundation course• Volunteer management Capacity building for NGOs of western China • A series of training for a better cooperation in the civil society• Survey voluntary service of 512 Wen Chun earthquake• Youcheng Capacity building of volunteer • Capacity building of civil society organizations resources development• Community volunteer of center development • Developing Pro Bono in China• Non-Profit leadership building for Chinese NGOs• Volunteering Export


Challenges & issues:1. Chinese people is interesting in hands-on service rather than Pro Bono service. Less skilled volunteers cannot meet huge needs of NGO’s growing.2. Business model and funding is disable to support Pro Bono.

Next Steps: go to process 5-6.

Process of the project/program 1. Preparation: job descriptions and team building, program proposal and fundraising 2. Learning: Huizeren PMer spends 4 weeks in US to be trained by Taproot.3. Pro Bono localization: Build VMS and website, developing volunteer projects for Chinese NGOs. 4. Pilot: invite NGOs to apply, select NGOs and volunteers and match to project, provide capacity building to NGOs and volunteers.5. Launch and outreach: event to launch results of pilot, speaking engagements at CSR conferences to promote the Pro Bono, outreach to local foundations for funding. 6. Scale-up: surveys to evaluate impact on NGO, company and volunteers, and focus groups to evaluate Huizeren and overall process performance.

Partners if any: BSR: A leader in corporate responsibility in USA. BSR works with its global network of more than 250 member companies.Taproot Foundation: A nonprofit organization in USA that makes business talent available to organizations working to improve society.HP: HP Foundation and HP China provid matching fund and stuffs for Pro Bono. Narada Foundation: A private foundation was founded by Shanghai Narada Group Co., Ltd. Narada support grassroots(sector wide program, strategic program on innovative intermediary and talents, specific field programs.ICT Volunteer Alliance in China: Founded by Intel, Ericsson, Baidu, BSR, YouChange Foundation and Huizeren.,

Key Results and Impacts:1. NGOs are able to find, utilize and manage skilled volunteers to provide useful services to them enable them to better achieve their mission.2. Volunteers are able to apply their skills efficiently to make a difference to NGOs’ work.3. Companies are able to efficiently manage their pro bono/skilled volunteer programs, making a difference to NGOs, to volunteers, and to the company.4. Companies are willing to leverage their employees skills to help NGOs, and develop pro bono programs to do so; Volunteers are willing to leverage their skills to help NGOs and so do; NGOs recognize the value of skilled volunteers in companies

Focus Areas: Beijing, Shanghai, Guangdong of China Beneficiary: NGOs, volunteers and communities.

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Buy 42.com

Presenter: Yuan GU

Designation: Researcher

Country: China

Department: Buy42.com



Presenter E-mail: [email protected] URL: www.buy42.com

Buy42.com, the first online-charity shop in China, provides a 3-in-1 solution for reducing carbon emission, charity fundraising and creating job opportunities for the disabled. The highlight is the combination of a proven idea (charity shop) and a mature business practice (e-commerce) to satisfy “the triple bottom-lines”.

The e-shop is much less costly to be established than a concrete shop and can expand the business quickly in China; The online-platform connects the donor, the buyer and the charity in a community, where they can share ideas and information, and hopefully generate more innovations and make greater changes. The off-line work utilizes the strengths of the disabled, and the operation expertise will give them a chance to start their own business to take the outsourced work alike.)

(Please describe the content in English only and no more than 100 words)

Objectives: introduce charity shop model to China.; Give the people a chance to do everything for “two”, making charity a part of everyday life in an enjoyable and easy mannerStrategies: combine e-commerce & charity shop, integrate social media to promote

Key Results and Impacts:1. donating to or buying at charity shop becomes a part of everyday life in an enjoyable and easy manner 2. establish a charity shop system consists of online platform & offline stores

Challenges & issues:1. new model new concept. People needs time to accept it.2. lack of support from government3. need investment to survive until breakeven4. choose effective charities to support

Partners if any: Shanghai Union of the disabled / logistic company (as collecting partners)Success Factors: 1) Build Standardized operation system 2) Set up a successful online platform with over million users; 3) Built 3 flagship offline store in three biggest cities (Shanghai, Beijing, Guangzhou)

Process of the project/program1) Cooperate with most Social media to attract donors and buyers.2) Establish entire assembling line

Next Steps: educate & attract people to accept and involve in the charity shop modelCalls for Cooperation: global experience and standard of charity shop;

Focus Areas: fundraising & environment protection & providing sustainable job to the disabled

Beneficiary: charities & the disable

Poster Visual 1

Poster Visual 2

Evergreen Volunteer Teaching Program

Presenter: Ling Hui

Designation: Office Director

Country: China

Department: YouChange University



Presenter E-mail: [email protected] URL: www.youcheng.org

EVTP send retired volunteer teachers to national poor counties and villages to transfer their experiences, knowledge and

skills for the purposes of increasing the quality of local education management and teaching thus further enhancing the

education equity.

Objectives/StrategiesEnhancing the equality on education through retired volunteer teachers

Challenges & issues:1. Government Support2. Lack of appropriate Volunteers3. Difficult to organize teachers in terms of logistics and work

Key Results and Impacts:Narrowing The Inequality of Education

Partners if any: retired teachers associations

Process of the project/program Needs assessment__RecruitVolunteers__training__Field__Evaluation

Success Factors: EVTP could meet the needs of both the schools and retirees.

Focus Areas: Rural Area in South China

Beneficiary: 1st pilot: 42 teachers and 565 students

Next Steps: Expend To Attract More Volunteers and Cooperation. Calls for Cooperation: More partners including international ones can join together and work closely on social innovation.

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Innovation Awards for Non-Profits

Presenter: Zhenbing XUE

Designation: PM

Country: China

Department: Intel China



Presenter E-mail: [email protected] URL: http://gongyi.sohu.com/s2011/xinshijie

After 5.12 Earthquake in 2008, many foundations and NGOs have sprout up in China but they’re still at their infancy. Government is actively looking into how to encourage the orderly growth of social sectors to support a harmonious society. Non-profit capacity building has become an ever more important agenda for policy makers and social sectors. With leadership comes responsibility, Intel takes a leader role to kick off the Innovation Award for Non-Profit to support capacity building for Chinese non-profits and catalyze the forming of social ecosystem.IANP was firstly initiated by Intel China and MCA (Ministry of Civil Affairs) in early 2010, which include grants, training, study tour, case study, volunteer support etc. 12 organizations from different sectors joined in IANP platform in 2011.

Objectives: 1. Find & recognize the Chinese non-profit innovators, to celebrate their examples, and to inspire others to take action; 2. Extensively engage policy makers and influencers in the social sector

Strategies: To set up a cross-sector collaboration platform, providing full spectrum support to Chinese NPOs. ONPOsdvertising and promoting opportunity etc

Key Results and Impacts:1. Set up a cross-sector collaboration platform 2. Dozens of innovative business model in NPO are recognized. 3. Key stakeholders’ awareness has been improved

Challenges & issues:1. Social Innovation is brand new in PRC2. Chinese NPO’s capacity 3. Public’s limit awareness on NPO and social innovation

Success Factors: 1) Set up a steady cross-sector collaboration platform2) Formulate capable operation team 3) Enhance both internal and external influence

Partners if any: MCA, China Foundation of Poverty Alleviation; Narada Foundation, Vantone Foundation, Time Weekly, Sohu.com, Penghua Fund

Process of the project/program1) Corporate with media and social media to promote social innovation2) Recruit influential partners to work together

Next Steps: Improve the IANP program framework, recruit more partners to build a effective social ecosystem. Calls for Cooperation: More partners including international ones can join together and work closely on social innovation.

Focus Areas: Social Innovation and NPO capacity building

Beneficiary: Chinese NPOs

Bee PANDA Community

Presenter: ZHENG Lan

Designation: Operation Director

Country: China

Department: Intel China



Presenter E-mail: [email protected] URL: www.shanshui.org

• To nurture a crossover macro-community, in supporting the community-based conservation of Giant PANDA habitats.

• At local community level, supporting local community’s beekeeping business, leadership, conservation actions, and

organization capacity;

• In the urban, using Bee PANDA honey as an intermediate, engaging expertise to support the local communities,

redesigning and marketing the eco-products, and designing eco-tours, etc.

Objectives/Strategies1. Nurturing Giant PANDA communities with self-esteem, and with crossover support from diversified citizens2. Launching a market-based Bee PANDA Honey products, which calls the awareness of urban citizens, and of which the price reflects the cost of ecosystem service and the cost of conservation3. Nurturing a crossover macro-communities with environment concerns, empathy, and diversified expertise

Challenges & issues:1. The mechanisms to effectively coordinate the urban concerned citizens to one project.2. How to balance the philanthropy and commercial factors in the market

Key Results and Impacts:Not applicable. The project is at its initial stage, and the Bee PANDA Honey plan to be launched before year-end.

Partners if any:

Success Factors: People first, Well-defined needs

Focus Areas: Conservation, fair-trade products, Macro-community

Beneficiary: Giant PANDA habitats, local communities, urban citizens

Calls for Cooperation: Experience sharing

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A Model of Sustainable Community Based Forest Management By Koperasi Hutan Jaya Lestari (KHJL)In South Konawe Regency of Southeast Sulawesi province-Indonesia

Presenter: La Ode Mangki

Designation: Executive Secretary

Country: Indonesia

Department: Jaringan Untuk Hutan (JAUH) Sulawesi Tenggara (Network For Forest of South East Sulawesi )



Presenter E-mail: [email protected] Email: [email protected]

Community empowerment programs within and around forests are crucial factors in sustainable forest management initiatives. Until now, the frequency of community empowerment in sustainable forest management programs is still low. Recently, community empowerment around forest areas has become a priority for the Indonesian Minister of Forestry. This is reflected through the Government Regulation No. 06 of 2007which has opened opportunities for community empowerment initiatives. The model of sustainable forest management operated by Koperasi Hutan Jaya Lestari (KHJL) and JAUH SULTRA in South Konawe uses a sustainable community-based forest management model that was initiated in 2003 by community members on their own land. KHJL has successfully received eco-label certification from the Forest Stewardship Council (FSC) for the period of 2005-2010 and 2010-2015.

Strategies:(1).Work closely with village officials, community leaders and relevant agencies; (2).Consolidate organization to improve communication and knowledge management; (3).Collaborate with relevant agencies and universities; (4). Strengthen human resource capacity on members level; (5).Build capacity at administrators and member level; (6).Cooperate with relevant agencies, institutions or professional personnel consultants; (7).Expand international markets, regional and national; (8).Work closely with entrepreneurs in the wood industry, furniture and handicraft

Objectives:(1).Developed sustainable forest management system and provide benefits to the community, especially members of The Koperasi Hutan Jaya Lestari (KHJL) South Konawe Regency, increased capacity of KHJL’s members in forest management to produce high quality forest products while ensuring sustainable forest management; (2). Increased income of KHJL’s members; (3).Increased potential of the stand and volume production; (4).Expanded movement of sustainable community-based forest management; (5).Increased economic value of timber, through processing of logs into sawn Rough Timber, furniture and handy craft; (6).Improved livelihood and welfare for community members of the Koperasi Hutan Jaya Lestari South Konawe; (7).Established sustainable and responsible Forest Management System; (8).Developed best practice for community-based forest management in Indonesia and the world.

Challenges & issues:• The community knowledge about sustainable forest management is increasing but their income is still low. So NGOs that does Empowerment and advocacy at community level should always have new strategies in mentoring and encouraging business development and capacity building of group members• Availability of buyers for wood produced by community• Technology to produce the furniture and handicraft

Key Results and Impacts:1. Prosperous Communities2. Sustainable Forest, and3. Local revenue Increased

Partners if any: The Forest Trush (TFT), Smartwood, DFID, JICA, mfp, CSCF, Samdhana, Partnership, British Council, Sulawesi Community Foundation (SCF), Indonesia University, IPB, Local Government, Regency and Province Forestry Office, Minister of Forestry Republic Indonesia, Minister of Cooperative Republic Indonesia, Local Forestry Agency, Radio Swara Alam, Kendari Television, TELAPAK Indonesia, WGP and National and Local NGOs.

Process of the project/program The work plan for utilization of community timber forest: socialization; register member; inventory of potential; planning of land preparation; area mapping; seed / seedling, planting, maintenance plan; protection and safeguarding of forests; logging / harvesting; wood loading; timber shipments to the buyer.

Success Factors: 1. KHJL gained international recognition in the form of FSC certification for sustainable community based forest management in private land.2. KHJL got a business license of Forest Plantations management from the Regent South Konawe on behalf of the Minister of Forestry Republic Indonesia.3. KHJL is the primary actor in community based wood industry4. Existing Capacity Building and Intensive Assistance by NGOs to the community groups.

Beneficiary: 1. The communities who manage forests on their Private Land that consist of 23 Units/Villages, 748 members and incorporates a total area of ± 2.000 ha. 2. The communities who manage State-owned Land that consist of 39 villages and 1.352 Family heads. 3. Local government through retribution and tax as regional revenue.

Focus Areas: Sustainable Community Based Forest Management in South Konawe Regency of South east Sulawesi Province-Indonesia.

Next Steps: Calls for Cooperation: Capacity building of Koperasi Hutan Jaya Lestari (KHJL) as means to replicate model of sustainable forest management to the Forest of Community’s Plantation program in South Konawe Regency

Descriptions2 = Tree Number36 = Tree Rings39 = Tree Number9 = Tree high02 = Unit/village Number011 = member NumberKHJL= Koperasi Hutan Jaya LestariHM = Private Land

A. End:775 = Number in Document22 = Square width19 = square Thick190 = square length

B. Stump:KHJL= Koperasi Hutan Jaya LestariHM = Private land2 = Land number011 = member number19 = Tree NumberS.2 = The second cutting

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Presenter: Vijay Pratap Singh Aditya

Designation: Chief Executive Officer

Country: India

Department: Ekgaon Technologies



Poor Soil health is leading to reduction in farm yield to farmers due to nutrient mining and imbalanced application of fertilisers and growth promoters. Ekgaon's “OneFarm” services accessible on mobile phones, provides customized services to individual farmers, specific to their farms and crop (as well as variety) in an easy and efficient manner to enhance farm productivity, move the farmer up the market supply chain and ensuring better returns on their hard work. The OneFarm platform provides weather forecast, crop management, Site-specific soil nutrient management (SSNM) practices, disease alert, market prices, networking with inputs suppliers and supply chain integration.

Objectives/Strategies1. Provide customised usable advisory to small farmers for increasing soil productivity and ensuring better returns.2. Ensuring a package of service meeting an entire crop cycle requirement with feedback mechanism built into advisory.

Challenges & issues:1. Investment2. Network partners for service delivery – particularly the telecom providers

Key Results and Impacts:1. 30% reduction in use of agri-inputs, hence savings of over 12 USD per crop season2. Increased* productivity by 15%

Partners if any: Agriculture Research institutions, Meteorological Labs, supply chain intermediaries to rural markets

Process of the project/program The project is being scaled up across new agro-climate zones, across news languages and new crops/varieties

Success Factors: Devising a technology platform enabling service delivery at low cost. Bundling services as a crop season package, increasing usability for farmers

Focus Areas: Agriculture Advisory services

Beneficiary: small and marginal farmers not having access to farm extension services

Next Steps: Calls for Cooperation: Partnership for scaling up services impact, increasing service value and investment for outreach across Asia and Africa to over 750 Million small farmers

Presenter E-mail: [email protected] URL: www.onefarm.ekgaon.com

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University as Community Innovation Resource

Presenter: Miki YASUI, Associate Professor

Hosei University (Tokyo, Japan)

TAMA Co-living Society Institute,

Presenter E-mail: [email protected] URL: www.hosei.ac.jp

affiliated with Graduate School of Human Well-being Studies and Department of Social Policy and Administration.

What We do:As a local university, we have tried to make a clue of community innovation in Tama area (regarded as suburb of Tokyo) using various resources in the university on the basis of network with local stakeholders.

Background:There was a concern about quick rise of rate of elderly residents, which may cause issues like day care, safety and loss of community identity.

ObjectiveThere was a concern about quick rise of rate of elderly residents, which may cause issues like day care, safety and loss of community identity.

Focus Areas: 1) Making a scheme to let students get into communities and communicate with residents. 2) University as a databank and brain of local community.

Next Steps: We have started an international comparative research on metropolitan suburbs and shrinking cities. Your involvement is welcome!

Issues: Sustainability, mutual-understanding, enthusiasm

What happened?

1) Community Events- Renewed community festival with help of students,- New after-school programs introduced by students,

2) Community Empowerment- Helping the management of Community Welfare Association.

3) Community’s Databank (researches)- Research on community ties in the major public housing areas,- Social business research

Area Innovation Alliance, ltd.

Presenter: Hitoshi Kinoshita

Designation: CEO

Country: Japan

Department: Area Innovation Alliance



Area-based comprehensive facility management

Presenter E-mail: [email protected] Related URL: http://areaia.jp/

We aim to establish an alliance among different areas and corporations for

developing/promoting new businesses for regional economic renewal, thus, to

create an international new industry of Area Innovation.

We have already succeeded in improving cost performance by collective facility management of middle and small sized buildings in some cities. This scheme is useful not only for increasing productivity but also for creating additional resource for future investment for the areas. We believe that cost reduction of facility maintenance create a new resource for city centre revitalization. In Sapporo, we first started from lift management. This is now linked to discussion of future regeneration projects.

Objectives/Strategies - Case 1

Area-based comprehensive facility managementWe have succeeded in saving transaction cost by making e-payment system shared by merchants in the city center. In Nagasaki, Collective order and management of e-Payment system has saved around 4 million-dollar transaction fee annually, which 200 thousand dollar profits every year. Collective management of e-Payment system has enabled the management corporation to grasp area-wide economy and think future strategies based on it.

Objectives/Strategies - Case 1

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‘Smile Together Project’, Work Together Foundation

Presenter: Marie M.H. LEE

Designation: Head

Country: South Korea

Department: International Affairs Team

Overview of the ‘Smile Together Project’

Details of the ‘Smile Together Project

Presenter E-mail: [email protected] URL:eng.hamkke.org

‘Smile Together Project’ is the international cooperation project, initiated by the Work Together Foundation in 2011. This project is aimed at eradication of child labor, which is the result of the poverty. WT believes that the cycle of poverty occurs when the children are forced to work, instead of being educated. Poverty can be eradicated when the head of each family can work for getting basic necessities and educating their children and become economically self-sufficient. For this, Work Together Foundation, along with local partner organizations that support impoverished children, is willing to fund and support local social enterprises that support poor families get jobs for their financial independence.Evaluation Criteria: ① Clarity of social purpose and the social problem that needs to be solved ② Feasibility or actual establishment of social enterprises that aim to provide solutions for impoverished children ③ Possibility of providing direct support to impoverished children ④ Networking with local community ⑤ Enterprise sustainability even after support from the Work Together Foundation ⑥ Institution’s ability to conduct the enterprise responsibly ⑦ Effective budgeting and ensuring transparency* Projects’ on running1) JSC Banteay Prieb Shop for Handicraft (for the families’ independence of PWDs)2) Lotus Hair & Beauty Center (for the orphanages after 16 years old)3) CAMP Sewing Center (for the relocated people from Metro Manila, the Philppines)4) Phoudindaeng Community café and paid program for responsible tourists(for the sustainability of the Phoudindaeng Youth Center which fosters youth leaders within the community with AVAN)

Objectives:1. Fundamental eradication of child labor2. Financial independence of poor households through decent jobs with social enterprises

Challenges & issues:1. High risk at supporting social ‘enterprises’ 2.Link non-financial support for the sustainability of the project; 3. Long time to develop business from teaching needed technical skills

Key Results and Impacts:1. Implementation of vocational skills to the disadvantaged people2. Job creation for poor households through running social enterprises3. Supporting local community- based sustainable development

Partners: Lotus World, Center for Asian Misson for the Poor, JSC Banteay Prieb, AVAN and more

Process of the project/program Screening→Selection→Signing of Contract→Disbursement of Funds→ Non-financial Support→ Evaluation and/or Extension of Funding Period

Success Factors: 1. Encouraging local-community initiated and originated social entrepreneurship; 2. Promoting local leadership with the exit strategy of supporting NGOs; 3. Developing skills and business models that are sustainable and environmental within the communities and market-competitive

Beneficiary: We work with local partner organization and community residents.

Focus Areas: social entrepreneurship in under developing countries

Next Steps: Find social enterprise to collaborate in under developing countries

Calls for Cooperation: Partnership with local NGOs which looks for financial sustainability

A Model of Sustainable Community Based Forest Management By Koperasi Hutan Jaya Lestari (KHJL)In South Konawe Regency of Southeast Sulawesi province-Indonesia

Presenter: Russell Campbell

Designation: Corporate Affairs Marketing Manager

Country: Asia Pacific

Department: Corporate Affairs



Presenter E-mail: [email protected]

Created an affordable solution enabling blind and visually impaired people a means to read and write to enable them to have access to education and employment opportunities as well as provide assistance in daily living.

Objectives/Strategies:1. To develop a low cost solution that addresses the needs of the vision impaired to enable them to read and write in order to access education, employment, and daily living tasks

Challenges & issues:1)The cost of existing technology solutions placed them out of reach of 99% of the target group.2)Mainstream technology support were not knowledgeable about assistive technologies.

Key Results and Impacts:1)Achieved an 85% cost reduction over previously available solutions.2)This innovation has made vision assisting devices affordable by larger segment of the population.

Partners if any: Program was a joint research project with Saksham Trust.

Process of the project/program Developed by a grass roots employee effort with Corporate support and encouragement.Built using standard hardware and a preconfigured “bundle” of optimized free software.Team leveraged expertise from across the company to create a comprehensive and market viable solution.

Success Factors: 1)85% lower cost as compared to alternative solutions2)Integrates multiple devices into single portable device3)Positive feedback from the technical committee of the World Blind Union and the DAISY forum of India

Beneficiary: Approximately 70 million Indian people who cannot read normal print and cannot afford currently available technology solutions.

Focus Areas: 1)Cost reduction via use of low cost Intel Atom based notebook computers, using free software specifically optimized for low cost hardware.2)Creating a pre-configured solution that is ready to use in real life situations right out of the box. 3)Integrating multiple device functionality into one portable device.

Next Steps: Comprehensive Go-to-Market plan is under development.Working with government ministries to facilitate and scale the program deployment

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Challenges & issues: 1. Information within the organization was incomplete and lacked transparency, resulting in erroneous information transmission. When the team came on the scene, it cost the team more time to have to repeat communication with each member.2. Consensus within the local organizations was affected by re-election.3. Transition between the old and new chairman resulted in changes in resolutions.4. Numerous complaints were made by local organizations regarding the lack of uniform models for information equipment and lack of new equipment.5. Local organizations were more disorderly and lacked full-time staff to man the windows.6. The greater the difficulty faced by farming businesses, the lesser their interest in the project. Cooperation was low.7. Many agricultural dealers did not wish to sell their products through the Website because of legal and safety concern about labels.

Key Results and Impacts: 1. Established an information service center to provide both software and hardware services: Created an information service center by providing 30 computers to the e-education center and information service center so that residents have continual access to an information environment. 2. Dispatched information assistants to the field to offer frontline help to residents and businesses, and to gather and organize digital information: Information assistants lived on-site and were deeply involved in field for three months. They helped counsel local organizations in livelihood development, and recorded issues that arose during the process. They helped residents solve problems relating to digital information collection and organization. 3. Established e-business model and improved the digital ability of residents. Counseled residents in establishing e-business model for their products, and helped them understand shelf stocking, establish cash flow, logistical process and created management forms. Last, through print media and Internet, goods were distributed, promoted and marketed.4. Overall tourism image was improved by linking with local tourism digital marketing. Through media and blog exposure, the digital platform was introduced to stimulate consumer purchase, smoothly completing the Internet set up. This not only enabled consumers to help Taimali, but more significantly brought it into the business circle, and compared to depending merely on donations, was more beneficial. Moreover, by connecting with official Taimali Township websites, local tourism was marketed and the level of tourism in Taitung County Taimali Township Jinzhen Mountain was effectively increased. In addition, the development of tourism in Taitung County was indirectly increased.5. Created GPS tourist maps: Using GPS satellite functions, Jinzhen Mountain trails were divided into three categories, namely “fun and easy,”“active”and“extremely challenging” for Jinzhen Mountain tourists to choose from to create their own unique experiences. With 3D Internet technology, scenic spots along the trails were made three dimensional so that tourists can personally experience the pleasure Jinzhen Mountain while planning their trips. Through Microsoft Cloud Services, 360°views of different trails were posted, conveniently offering tourists a pre-experience of the beauty of Jinzhen Mountain.

Success Factors: 1. Effectively improving disaster victims’ ability to use informationInformation assistants were dispatched to the field to provide e-training for the people and establish business blogs. Through the Internet, scenic views of Jinzhen Mountain and bed-and-breakfasts were promoted, enabling tourists to quickly understand the culture of Jinzhen Mountain and its people, thereby increasing tourism motivation.2. Commitment to developing an environment of e-livelihood. By linking with Asus Foundation resources, seed members from local associations offered counseling to bed-and-breakfast operators to enable them to independently manage simple e-business procedures such as product control, cash flow, logistics, Internet sales of goods such as agricultural products and bed-and-breakfast.3. Counseled disaster victims on developing e-livelihoodInformation tools were used to activate community construction. By integrating The Red Cross Association and professional social work resources, counseling was offered to Taitung County Taimali Township Jinzhen Mountain Leisure Farm Development Association to create a set of local digital livelihood operation models. With the ability to use information technology and professional advice from experts, unique features of local scenic spots were integrated so that bed-and-breakfast operators could share information through actual and virtual Internet connection, thereby increasing competitiveness in the tourism industry.4. Innovative of information technologyBy the 4,5000 CPU donated form Intel, and related hardware resource from ASUS and Microsoft, collocating with technology training from ISPA, it helps villagers improve their ability of internet promotion and sales.

Typhoon Morakot Disaster Digital Caring Program in Taiwan - Taitung County Taimali

Presenter: Jacob Shi-Min Lee Ph.D.

Designation: Convener of Industry-Academia Cooperation

Country: Taiwan

Department: Information Society Promotion Association



Presenter E-mail: [email protected]

Related URL: http://www.ispa.org.tw/88service/default.aspx

Jinzhen Mountain in Taitung County Taimali Township is a famous tourist spot. Its year-round flowers and plants and natural scenery have attracted groups of tourists, and has the potential to give impetus to livelihood industries in the entire Taimali region. However, the August 8 Typhoon Morakot wrecked destruction in Taiwan, resulting in 678 people killed, 75 missing, and NT$110 billion (US$33 billion) in damages. Therefore, we are planning an 88 Disaster DOCLive Program to help the Taitung County Taimali Jinzhen Mountain Leisure Farms Tourism Development Association implement e-marketing. With assistance from the 88 Alliance organized through The Red Cross Society, information assistants will help establish an e-business model, and use Internet marketing to integrate bed-and-breakfast operators and Jinzhen, strengthen online services, coordinate with scenic attractions and improve the quality of accommodations to reclaim the past glory of Taimali.

Through The Red Cross Society of The Republic of China, Intel, Microsoft Taiwan, Corporation and more than 110 local non-governmental organizations and established the 88 Alliance. Last year it helped Xiaolin Village, which suffered the most severe devastation by Typhoon Morakot, implement a series of long-term guidance for Internet Information Marketing, and successfully helped the villagers market “Xiaolin Plums.” Replicating the successful experience of Xiaolin Village, the Alliance once again came together to start on the eye-catching Jinzhen Mountain, and through Internet marketing, integrated bed-and-breakfast operators and Jinzhen, strengthened on-line services, coordinated scenic attractions,in addition, by the donated hardware from Intel, ASUS and Acer, it helps villagers improve their ability of internet promotion and sales, and improved the quality of accommodations to reclaim the past glory of Taimali. The program recipient was Jinzhen Mountain Leisure Farms Development Association. Members included local residents, farmers and bed-and-breakfast operators, each comprising one-third, respectively. It was hoped that through Internet promotion and sales, income could be immediately created and tourists from before the typhoon disaster would be brought back to Taimali

Objectives/Strategies: 1. Increase the ability of disaster victims to use informationTrain ISPA information assistants and dispatch them to the field to offer information technology services, promote and provide counsel in e-industry, help develop a e-business model for featured products, maintain the management of computer facilities, educate local residents on information use, offer training courses and set up business blogs. 2. Create an environment of e-livelihood development.Contact ASUS Foundation to provide 30 used computers for the long term use of the association. Establish an e-tourist center for Jinzhen Mountain, and develop e-livelihood through the local environment.3. Counsel victims on e-livelihood development Through The Red Cross Society, integrate social work and information professionals to provide counsel to Taitung County Jinzhen Mountain Leisure Farms Development Association for creating a set of digital livelihood operation models. Through the ability to use information and community development empowerment, break the barriers between information and distance so that direct links to consumers can be made, and initiatives can be taken to command future livelihood opportunities.

Focus Areas: Taitung County Taimali Township Jinzhen Mountain (Classified by the Executive Yuan as an 88 Disaster affected County/City)

Beneficiary: Provided direct assistance to 64 people (Taitung County Taimali Township Jinzhen Mountain Leisure Farms Development Association membership). In addition, the project and service model was extended through counseling local associations. In 2011, local associations distributed aid to 1,333 victims of the 88 Disaster in Taitung County Taimali Township Da Wang Village.

Partners if any: Included The Red Cross Society of The Republic of China, Microsoft Taiwan Corporation, Chunghwa Telecom Foundation, ASUS Foundation, Jieh Huey Social Welfare & Charity Foundation, Association of Digital Culture Taiwan and Taitung County Taimali Township Office.

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Presenter: Shih Ying-Chih

Designation: Executive Secretary

Country: Taiwan R.O.C

Department:



Presenter E-mail: [email protected] URL: http://www.ours.org.tw/

In the context of global warming, Taipei, as a basin, is like a growing fire city. However, city planning is too slow to face that fact, and far away from citizen’s life. This is a movement for our daily life needs, and for a public land use dialogue: From tree protection to green land request, from living quality discussion to community planning, from public land use brainstorming to handmade city promotion. With more partnerships, we are trying to arouse more people to advance their eco-city actions. That one day will finally push our city in a sustainable way.

Objectives/Strategies1. Burning Map2. Public land using brainstorm

Challenges & issues:How citizens participate in public land using plan.

Key Results and Impacts:Not only NGOs, more and more citizens, students, communities start their actions.

Partners if any: NGOs, student groups, community planner.

Process of the project/program Protection movement- Public Land request- Community Participation promotion - Promote Policy Implementation

Success Factors: Devising a technology platform enabling service delivery at low cost. Bundling services as a crop season package, increasing usability for farmers

Focus Areas: North of Taiwan

Next Steps: Promote public land protection policy. Calls for Cooperation: GIS using

Why people join: Not only fun, but also a chance to initiate communication

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Vocational training for street and disadvantaged youth in Vietnam

Presenter: Nguyen Thi Thu Ha

Designation: Deputy General Manager

Country: Vietnam

Organization: KOTO Training Centre

Overview of the Program

Details of the Program

Presenter E-mail: [email protected] URL: www.koto.com.au

KOTO’s 24-month hospitality, English and life skills training program enables Vietnam’s street and disadvantaged youth to acquire the skills to gain employment and break the poverty cycle. KOTO provides a family environment where the trainees can be themselves and grow into happy, confident young adults ready for the rigors of the hospitality industry and to deal with life’s challenges.KOTO is a not for profit social enterprise. KOTO’s revenue comes largely from its restaurants and catering service, as well as its trainee sponsorship program. All profit is invested back into the organization for the good of the trainees.

1. To provide street and disadvantaged youth with vocational training in the hospitality industry and practical opportunities which enable the kids to learn and practice their skills.2. To provide street and disadvantaged youth with the opportunity to attain life skills including healthy living, teamwork, personal financial management, interpersonal skills and relationship

Objectives/Strategies

Focus Areas: Cookery and Front of House Training

Beneficiary: Street and disadvantaged kids, aged 16-22 years old

Partners: Box Hill Institute (Australia)

Key Results and Impacts:• More than 300 trainees completed the Program• 100% of graduates were offered a job after graduation• A number of graduates have received scholarships for further study in Australia• Approximately 200 trainees are attending the Program

Success Factors: Accredited training programContinued support from donors, sponsors and organizationStrong network of volunteers

Process of the project/program1-3 months: Orientation Core subject introduction to hospitality Industry Basic English and Computer skills3-12 months: Vocational training (theory and practical assessment) Training at the Restaurant English for restaurant Life skill training and sport activities

12-18 months: Advanced training (conducted by lecturers from hotels /restaurants) Training at the Restaurant Advanced English classes Life skill training and sport activities18-24 months: Training at the Restaurant Special workshops Work experience at big hotels (2 months) and restaurants (1 month) Job search skills

Challenges & issues:1. Social enterprise is a new term in Vietnam, there is currently no tax incentive for social enterprises2. High staff turnover, difficult to retain good staff because of low pay rates3. Donations from individual and organizations are reducing due to global financial situations, need to find a source of funding that is more stable e.g. venture capital

Next Steps: Put the second KOTO restaurant (in Ho Chi Minh City) into operation Continue improving restaurant and catering services to ensure sustainability of the program Develop new projects that generate sustainable incomes for the program

Calls for Cooperation: Long term investment is needed both the Restaurant and Training Centre Capacity building for staff, both at teaching skills and business operating skills

REACH

Presenter: Tam Pham, Director

Country: Vietnam

Offers: Training & Job Placement

Beneficiary: Disadvantaged Youth

Overview of the REACH program

Email: [email protected]: www.reach.org.vn

REACH offers a focused 3 month vocational training program for Vietnam’s most disadvantaged youth. Post-graduation, REACH supports the students to find full time jobs that provide a secure steady income and ample growth opportunities. REACH uses an innovative, highly pragmatic and effective training model which incorporates the needs of underprivileged youth with local industry and labor market requirements.

Our Approach:The first month is spent on recruiting the right target group for our training program as well as finding jobs for recent graduates. Applicants go through interviews which are followed up by a home visit by the staff. Once enrolled, the student spends 13 to 15 weeks in class building technical skills, English skills, as well as life skills such as confidence building, communication, and work readiness. The facilitators not only teach the class but also are responsible for counseling, job placement, 6 months of follow up post-graduation, and alumni support. Our courses are taught by committed facilitators that have industry experience related to the course. Classes are kept at a small size so that each individual gets the attention they need to succeed. Current courses include Food & Beverage, Web Design, Sales and Marketing, Housekeeping, and Nail Art.

Key Results and Impacts:• Number of youth trained 5,414• 86% Employment Rate

Partners

Success Factors: • Committed facilitators from industry• Market driven curriculum• 6 month post-graduation follow up• Job placement

Challenges: Effective Expansion

anis2011_ best practice compilation

Economy & Finance