ict based social impact 09 2014 report

7/21/2019 ICT Based Social Impact 09 2014 Report

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Social Innovation Mapping:

Social Entrepreneurs Changing

Lives Through ICT

SEPTEMBER 2014

supported by:


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http://www.ashoka.org/http://www.changemakers.com/girltech


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Design Principles in Focus Page 81. Move Beyond Digital Literacy to Cultivating Digital

Citizenship2. Ensure ICT Solution Contains Deep Stakeholder

Engagement3. Unlock Potential of Marginalized Classes in ICT by

Altering Perceptions4. Create Decentralized Knowledge Networks5. Aggregate Citizen Driven Data to Influence Decision

Makers

Barriers in Focus Page 10

A. Centrally Owned ICT Infrastructure is

Restricted by Traditional Business ModelsB. Data Value Chain is BrokenC. Educational and Vocational Training Cant

Keep up with Changing Job MarketD. Social Enterprises Cant Afford to Drive

Technology Innovation

TABLE OF CONTENTS

Figure 3: SocialInnovation Map:Impact Through ICTPage 12

Figure 4:SocialInnovation MappingMethodologyPage 13

List of Figures:

Figure 1:GeographicSpread of Ashoka

TechnologyFellows by Region

Page 7

Figure 2: Selection ofAshoka FellowsPage 7

Figure 5:PatternRecognitionMethodologyPage 14

Figure 6: 3 KeyComponents forUnderstanding theEntrepreneurial Lens

Page 46

4 Social Innovation Mapping Page 12 Case Studies - Design Principles Page 15

Case Studies - Barriers Page 34

5Looking Ahead: Opportunities forAddressing Common Challenges Page 44

Appendix A:Methodology forSocial Innovation Mapping Page 45

Appendix B: Index of Social Entrepreneurs Page 47

Appendix C: References Page 49

Appendix D: Acknowledgments Page 50

1Executive Summary Page 4

2 Introduction Page 6

3Patterns In Social Innovation Page 8


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1 EXECUTIVE SUMMARY

Technology, particularly Information andCommunication Technologies (ICTs), can be powerfultools; used appropriately, they can increase scale andimpact, and multiply positive results. A 2011 independentevaluation by the World Bank, the largest multilateralfinancier in developing countries in the ICT sector,illustrates the difficulties of achieving development resultsthrough ICT. It found there is a 40 to 60 percent failurerate1for the ICT objectives of the projects it supported(predominantly ICT components in projects thatsupported public sector governance, education,and health, among others).

The The following Social Innovation Mapping reportidentifies patterns of innovation in the work of technology-based social entrepreneurs who are empowering peopleto succeed in a rapidly changing world, and the keychallenges that need to be overcome to unlock furtherimpact.

The report is rooted in the stories of social entrepreneursand how they are creating widespread impact acrossa wide range of fields, from education and civicparticipation to economic development and health. GuyEtienne , for example, is redesigning a Haitian curriculumso that teenagers use their school projects to

solve city-wide problems, such as building the countrysfirst solar powered street light; Shivani Sorya is ensuringthat being un-banked isnt a barrier that preventsobtaining a credit-rating and building wealth for tens ofthousands of people in India and Kenya; Hilmi Quraishi hasreached more than 22 million Indians through games thataddress public health issues such as HIV/AIDs and infantmortality; and Jamila Abbass is increasing the wealth ofmore than 7,000 farmers by creating a mobile tool thatcollects and shares real-time price information for differentcrops in markets throughout Kenya. A common threadweaves through the work of each of these innovators: it istheir entrepreneurial drive that turns challenges intoopportunities, and sparks new possibilities for using ICTto transform lives.

REENVISIONING WHAT IS POSSIBLE,THROUGH THE EYES OF ENTREPRENEURS

The Thefirst part of the Social Innovation Mapping reportreveals common patterns in the methods that socialentrepreneurs use to create widespread change (seeAppendix A for more background about this reportsmethodology). It focuses on two types of patterns: Design

Principlesthe innovative approach that is a definingfeature of an entrepreneurs work, and Barriersthecomponents of a complex problem that entrepreneurstarget for maximum impact, based on decades of on-the-ground iterations.

The Social Innovation Mapping offers an inductiveunderstanding of how the solutions work together incontext to effect change, based on case studies andinterviews with Ashoka Fellows whose solutions haveproven successful. Addressing a complex or entrenchedsocial challenge can easily get mired in descriptions ofthe problems and their numerous causes. This reportavoids that trap by telling stories about effectivesolutions in order to provide a different way of thinkingabout systems changeone that values practice overtheory, and on-the-ground invention over deductive

analysis.

Thus, the solutions profiled in this report give causefor hope, and reason to believe the future will improve.Ultimately, these pages are an invitation to re-envisionwhat is possible, through the eyes of entrepreneurs.

SOCIAL ENTREPRENEURS USING ICT TOCHANGE LIVES: 9 INNOVATION PATTERNS

Based on analyzing the work of leading social-entrepreneurs, this report highlights nine commonpatterns observed in 16 countries around the

world. Two types of patterns are featured: theBarriers that social entrepreneurs choose to focuson, and the Design Principles they use to overcomethese barriers. It tells the stories of how these socialentrepreneurs are creating widespread impact throughcommon approaches, even in disparate contexts.

The Social Innovation Mapping shouldbe seen as an invitation: to re-envisionwhat is possible, through the eyes ofentrepreneurs.


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The common design principles that these socialentrepreneurs use to create solutions andincrease their impact include:

1. Moving Beyond Digital Literacy to Cultivating

Digital Citizenship: not only providing digitalliteracy, but ensuring ICT skills are used in a hands-on way to solve social problems.

2. Ensuring ICT Solution Contains DeepStakeholder Engagement: anchoring ICT successin the strength of service-delivery team andrelationships with the community.

3. Unlocking Potential of Marginalized Classes inICT by Altering Perceptions: ensuring marginalizedpersons in ICT careers can succeed and thrive.

4. Creating Decentralized Knowledge Networks:enabling the exchange of information without theneed for a central coordinating body.

5. Aggregating Citizen Driven Data to InfluenceDecision Makers: influencing central decisionmaking bodies by aggregating data that isreported by citizens.

Common barriers social entrepreneurs identifiedas the core component of a problem that theywould choose to tackle include:

A. Centrally Owned ICT Infrastructure is Restricted

by Traditional Business Models: technologicalsolutions remain monopolized and do not reach allpopulations that need them.

B. Data Value Chain is Broken: Timely ground-leveldata that is essential for successful developmentis still difficult and expensive to collect, transfer,and use.

C. Educational and Vocational Training Cant Keepup with Changing Job Market: young people arenot fully equipped with the ICT knowledge theyneed as future job-seekers.D. Social Enterprises Cant Afford to DriveTechnology Innovation: the cost of maintainingupgrades for technology solutions, let alonedriving new innovation, remains very high.

OPPORTUNITIES TO ACCELERATESOCIAL IMPACT

The report further highlights common challengesthat these social entrepreneurs are facing when

using ICT, let alone driving technology innovation.Each challenge is an area of opportunity forgrantmaking organizations and entrepreneurs tofind better ways to tackle these issues:

1. Doubly Challenged Technologist Hiring: hiringtechnologists in any sector is competitive to beginwith, and doubly challenged because of lowersalary levels in the social sector, and the scarcityof in-house managerial experience to optimizetechnologists contributions.

2. Traditional Grant-Making Doesnt Cover ICTneeds: Two types of critical needs are not fullymet by grants: ICT needs directly to social impactgoals (e.g. a mobile tool that better prevents infantmortality) and ICT needed for the organization torun more efficiently (e.g. financial managementsystems). Partial funding increases the costs of

coordination, or doesnt account for the costneeded to create, maintain, and improve customICT solutions.

3. Lack of Capacity to Utilize Pro-Bono or Open-Source Options: there is limited capacity to acceptpro-bono offerings or knowledge on how to useopen-source options that will increase socialimpact.

4. Partnerships Require Longer Commitmentand Specialization than Feasible: Technologicalconsulting and partnerships have limited impactbecause they are often not longitudinal and/or

context specific enough to be successful, given thepossible complexity of each technological solution.

5. Data is Too Big for Social Entrepreneursand not big enough for Big Data experts:Organizations are not poised to fully use theunprecedented amount of data they can collectfor the unique target populations or social issuesthey work with, and their data sets remain smallerand more fragmented than the big data sets thatexperts focus on.

LOOKING FORWARD

Overall, this report aims to build an understandingof the potential for ICT s role in creating remarkablesocial impact, and to identify key challengesthat can be overcome in order to acceleratesocial entrepreneurs impact. We hope this willinspire increased adaptation of technology, sparkconversations between social innovators thatwill spread highly effective solutions, and inspiretechnologists to leverage their skills they make acontribution as changemakers.


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The world is becoming increasingly connected. There are nearly 7 billionmobile phone subscriptions globally, approaching a 96 percent penetrationrate. And though wired broadband lags, reaching approximately 10 percentof the worlds population, fully one-third of the worlds population subscribesto mobile broadband.2,3As emerging markets embrace information and

communication technology (ICT), we have a tremendous opportunity to turnit to creating a positive social impact.

With these issues in mind, the following Social Innovation Mapping isfocused on identifying solutions that tackle the following framing question:

2 INTRODUCTION

HOWARESOCIAL

ENTREPRENEURSUSINGICTTOINCREASETHESOCIAL

IMPACTOFTHEIRWORK

ANDTHATOFTHEIRFELLOW

SOCIALINNOVATORS?


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SELECTION OF ASHOKA FELLOWS

Ashoka is the worlds largest association of

leading social entrepreneurs, with more than3,000 Fellows worldwide. After reviewing aninitial pool of more than 10,000 candidatesannually, Ashoka elects approximately 150 to200 of the most promising candidates as AshokaFellows. In order to be elected a Fellow, eachcandidate undergoes an extensive interviewprocess with Ashoka leaders and global sectorexperts. Each Ashoka Fellow must meet thefollowing five criteria:

1. New Idea:The work of a Fellow must be genuinely unique,with the potential to cause disruptive systems

change.

2. Social Impact:A Fellows idea must have clear social impact ona national, regional, or even global scale.It must address the deep, systemic problemsfacing society.

3. Creativity:A Fellow must creatively approach a situation,devise unique solutions to overcome obstacles,and build networks and partnerships for success.

4. Entrepreneurial Quality:

A Fellow must be passionate and dedicated tohis or her work. He or she will not rest until thesocial problem is completely resolved.

5. Ethical Fiber:A Fellow must act ethically, and have a high levelof integrity and commitment to the social cause.

Through a rigorousfive-step, global process,each entrepreneur is thoroughly vetted fortheir character and capability to create systemicchange. The process is long but fruitful. Infact, many candidates describe the selectionprocedure as one of the most difficult but

enlightening experiences of their careers.

Candidates must communicate their ideas,scrutinize their methods, and reflect onthemselves as individuals. Ashoka then providesstipends that give Fellows thefinancial flexibilityto fully dedicate themselves to their new ideas,and it offers a lifetime of engagement with anetwork of peers.

Figure 2

GEOGRAPHIC SPREAD OF 144ASHOKA TECHNOLOGY FELLOWSBY REGION

Using this framing question as a focal point for finding cross-cuttinginsights, case studies and interviews were conducted with 26 AshokaFellows that were identified as having a focus on technology as a corepart of their innovation. Together, their projects are creating impact inmore than 16 countries around the world, affecting sectors includingcivic engagement, economic development, environment, health,human rights, and learning/education.

Figure 1

EUROPE 10%

AFRICA 18%

NORTH AMERICA 15%

ASIA 36%

SOUTH AMERICA 16%

MENA 3%


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Design Principles are clarifying insights that are distilled from the work of leading social entrepreneurs; they canbe incorporated into the design of solutions to increase their impact. As with any design process, the principlesidentified here can be applied more broadly than the particular ways in which they are adapted to the situationsor organizations in the examples.

DESIGN PRINCIPLE 1. MOVE BEYOND DIGITAL

LITERACY TO CULTIVATING DIGITAL CITIZENSHIP

Teaching digital literacy is essential but it is not sufficient.Because ICT keeps changing rapidly, what passes asliteracy today may be inadequate tomorrow. Socialentrepreneurs not only provide digital literacy, but must

also expand the ways it is taught, applying three essentialelements. First, they incorporate hands-on experiencesin real-world situations to ensure that what is taught isretained and challenged, to remain up to date. Second,they cultivate life skills, and the other 21st centuryskills that are needed to ensure lifelong learning suchas creativity, critical thinking, and collaboration. Third,they design their programs to ensure that studentshave increased employability and self-sufficiency, andalso that they are using ICT to solve social problems.This commitment to empowering others throughICT, represents digital citizenship. It gives studentsopportunities to have hands-on experiences and develop21st century skills. Thus,entrepreneurs are achieving manygoals at once by deliberately moving beyond teachingdigital literacy to cultivating digital citizenship.

Examples of social entrepreneurs modeling this approachinclude:

* Guy Etienne, Haiti* Janet Longmore, Ethiopia, Kenya, Lebanon +6* Karim Sy,Mali, Burkina Faso, France, Senegal* Onno Purbo, Indonesia

DESIGN PRINCIPLES

DESIGN PRINCIPLE 2. ENSURE ICT SOLUTION

CONTAINS DEEP STAKEHOLDER ENGAGEMENT

Many social entrepreneurs report that the most successfulcomponent of their solution lies outside ICT. This caninclude approaches that have proven valuable to thedesign community, such as participatory and human

centered design. Social entrepreneurs recognize thatmultidimensional solutions are essential for solving thesocial problems they are tackling, and that providingtechnology alone will not ensure that it is adapted, orthat it will lead to behavior change. They anchor thesuccess of their ICT innovation in the strength of theiron-the-ground relationships, in the creativity that theyapply to meaningfully fulfilling the needs of each of theirstakeholders, and in a patient approach to iterating untiltheir solutions are fully adapted.Examples of social entrepreneurs modeling thisapproach include:

* Anne Roos-Weil,Mali, France*Hilmi Quraishi, India

PATTERNS IN SOCIAL INNOVATION3The following are patterns that are common to the 26 social entrepreneurs who were selected for case studies and inter-views (See Appendix A for a full list of the social entrepreneurs). The two types of patterns are the Barriers that they choose toaddress, and the Design Principles that they use to overcome them. The patterns that emerged may not be entirely novel, butthe creative methods that these social entrepreneurs applied to tailor their solutions, in order to create impact within a localcontext, are innovative, and are presented as short case studies that illustrate each pattern.


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DESIGN PRINCIPLE 3. UNLOCK POTENTIAL

OF MARGINALIZED CLASSES IN ICT BY

ALTERING PERCEPTIONS

Social entrepreneurs are altering perceptions

of marginalized persons who are not wellrepresented in ICT in ways that demonstratetheir ability to succeed in ICT-based careers,and also offer unique competitive advantages.This is achieved by changing the perspectivesof the broader society, and the way in whichmarginalized persons perceive their own potential.As a result, previously marginalized classes ofpeople are now able to meaningfully participatein ICT-based careers in unprecedented numbers,transforming their quality of life and the societyaround them.

Examples of social entrepreneurs modeling this

approach include:

* Khalid Alkhudair,Saudi Arabia*Thorkil Sonne, Denmark*Yuhyun Park, South Korea, Singapore, +2

DESIGN PRINCIPLE 4.CREATE

DECENTRALIZED KNOWLEDGE NETWORKS

Social entrepreneurs are customizing ICT andcreating local community networks that enablethe exchange of knowledge without requiringa central coordinating body. Knowledge that iscollected and shared is highly localized, specific,and received more rapidly, which creates a greaterability to act on the information, and thereforesucceed in creating local health, prosperity, andeducation.

Examples of social entrepreneurs modeling thisapproach include:

* James Nguo, Kenya* Sanjeev Arora, United States, Uruguay, +2* Serra Titiz, Turkey

* Jamila Abass, Kenya* Eaklak Loomchomkhae, Thailand

DESIGN PRINCIPLE 5. AGGREGATE CITIZEN

DRIVEN DATA TO INFLUENCE DECISION

MAKERS

Social entrepreneurs influence central decisionmaking bodies by aggregating data that isreported by citizens. Whether these decisionmaking bodies are government policy makers,educational institutions, or technology companies- the ability to aggregate important data, and

deliver it in meaningful ways to decision makers,is driving significant change in each of the socialentrepreneurs intended sectors.

Examples of social entrepreneurs modeling thisapproach include:

* Sascha Meinrath, United States* Alexandra Bernadotte, United States


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BARRIER A. CENTRALLY OWNED ICT

INFRASTRUCTURE IS RESTRICTED BY

TRADITIONAL BUSINESS MODELS

Technological solutions do not reach all populationsthat need it due to a disincentive for reachingless wealthy or less concentrated populations.Companies that are already making lucrative profits

by serving urban populations, for example, dontsee a need to take on the increased cost needed toreach more sparse, and less lucrative markets. Whilesome countries have put in place funds to try toincentivize development in rural areas, the problemof full reach persists. Furthermore, for many excitinginfrastructures, monopolies over the infrastructure ora limited set of providers leads to greater difficulty inovercoming abuses to human rights. Solutions thatare not locally devised, locally informed, or diversifiedare less likely to have lasting impact.

Examples of social entrepreneurs tacklingthis barrier include:

* Sylvestre Ouedraogo, Burkina Faso*Santosh Choubey,India

BARRIER B.DATA VALUE CHAIN IS BROKEN

Although there is greater access to data than everbefore, timely, ground-level data which is essentialfor successful development is still difficult andexpensive to collect, transfer, and use. This leadsto difficulty in delivering higher quality of servicessuch as healthcare and financial access for rural orpoor communities.


* Josh Nesbit, United States, +20*Shivani Siroya, India, South Africa, +2

BARRIER C. EDUCATIONAL AND

VOCATIONAL TRAINING CANT KEEP UP

WITH CHANGING JOB MARKET

The pace of ICT development drives rapid changesin the job market, but much of educational andvocational training is ill-prepared to meet theseneeds. Not only is it lagging in preparing youth for

the current job markets but it is not equipped toprepare job-seekers to adapt to constantly chang-ing job markets of the future.


* Mike Feerick, Ireland*Donny Budi Utoyo, Indonesia*Njideka Harry, Nigeria, Uganda, +3

BARRIER D. SOCIAL ENTERPRISES

CANT AFFORD TO DRIVE TECHNOLOGY

INNOVATION

Social enterprises by definition are not profitmaximizing and are often structured as non-profits. They find it difficult to justify the largeupfront cost of implementing a new technologyand cannot afford to keep up with the salaries ofquality technologists given that they are in highdemand. Even when technology is open-source,it is difficult to know which solution to use, andcost-prohibitive to know how to customize thetechnology appropriately, let alone continueto maintain and upgrade it. And even whentechnology or technologists are offered pro-bono,there is limited capacity and know-how to beable to utilize these offerings. These limitationscombine to make it difficult for social enterprisesto easily incorporate the latest technologies or todrive innovation in technology.Examples of social entrepreneurs tacklingthis barrier include:

* Sunil Abraham, India* Daniel Ben-Horin, United States, +89 countries* Ken Banks, United Kingdom, +70 countries

BARRIERSBarriers are core components of a problem that, if altered, could allow for true systems change. Barriersare not underlying causes that merely describe a situation, such as something as broad as culturalattitudes. Instead, they are movable, actionable, and specific to the problem. This is because the

pattern-mapping is designed to highlight the key issues social entrepreneurs have chosen to tackle withpragmatic solutions. The following is a synthesis of the key barriers to emerge from our analysis of leadingsocial entrepreneurs approaches.


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Pictured: Nene Mokourou, Pesinet mobile prevention and early-care system participant, Mali.See pa


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The following grid shows how existing solutions address specific components of a challenge withinthe field. It can show which strategies are most commonly (and most powerfully) used. Additionally,it can point to holes or areas where there can be an unmet potential for a solution that has not yetbeen invented, at the nexus of a need and an idea. For the purposes of this mapping, entrepreneurshave been categorized by the predominant design principle they are applying, and the barrier theyare focused on. This does suggest that innovators are limited to these principles and barriers; infact, most solutions of leading social entrepreneurs apply several principles to address multiplebarriers. .

4 SOCIAL INNOVATION MAPPING

Figure 3

*socialentrepreneurlistedasanexampleformorethanonepattern

Design Principles

1. Move Beyond Digital Lit-eracy to Cultivating DigitalCitizenship

2. Ensure ICT SolutionContains Deep StakeholderEngagement

4. Create DecentralizedKnowledge Networks

3. Unlock Potential of Mar-ginalized Classes in ICT byAltering Perceptions

A. Centrally OwnedICT Infrastructureis Restricted byTraditional BusinessModels

B. Data Value Chainis Broken

C. Educational &Vocational Train-ing Cant Keep upwith Changing JobMarket

D. Social Enterpris-es Cant Afford toDrive TechnologyInnovation

-Onno Purbo -Guy Etienne-Njideka Harry*-Janet Longmore*

-Yuhyun Park*-Mike Feerick

5. Aggregate Citizen DrivenData to Influence DecisionMakers

-Daniel Ben-Horin-Karim Sy

-Santosh Choubey* -Josh Nesbit*-Jamila Abass*-Hilmi Quraishi-Shivani Siroya*

-Njideka Harry*-Janet Longmore*-Santosh Choubey*

-Anne Roos-Weil*

-Khalid AlKhudair -Janet Longmore*-Yuhyun Park*

-Thorkil Sonne

-Sylvestre Ouedraogo-James Nguo

-Josh Nesbit*-Jamila Abass*-Eaklak Loomchom-kahake

-Serra Titiz-Sanjeev Arora

-Alex Bernadotte*-Ken Banks-Anne Roos-Weil*

-Sascha Meinrath -Alex Bernadotte*-Shivani Siroya*

-Donny Budhi Utoyo -Sunil Abraham

Barriers

SOCIAL INNOVATIONMAPPING: SOCIALIMPACT THROUGH ICT


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THE STRENGTHS OF ASHOKAS SOCIAL

INNOVATION MAPPING

It creates an entrepreneurs view of the worldby focusing on commonpatterns across solutions. Entrepreneursof necessitydesign solutions thataddress the thorniest aspect of effecting change: the human interactions ina system. Recommendations based on entrepreneurial solutions can predictand show ways to circumvent behavioral barriers to change that are often notaddressed in strategies crafted from a more idealized viewpoint.

It allows successful solutions to be examined in context with one another.The mapping shows how ideas relate to one another, as well as to the coreelements of the problem. The result is the emergence of clear patterns:Which aspects of a problem are going unaddressed? Are some strategiesunderutilized? Over utilized? Is there an aspect of a problem that has yetto be named? Are there holes in the system that await the design of a newsolution?

It provides the map for deriving a theory of change at a systems level.Thepatterns and insights revealed by the mapping allows the development ofan integrated strategy around what mix of solutions could lead to an overallincrease in heat applied to the problem. While any theory of change issubjective, this contextual mapping allows for a holistic approach that merelyquantifying the success of individual projects may not provide.

It creates criteria for predicting success.The design principles and barriersprovide a road map for evaluating new projects and for guiding the inventionof new ideas.

SOCIAL INNOVATION MAPPING METHODOLOGY

Overall, the social innovation mapping methodology (figure 4) is based on

a framing question, which determines the focus of the analysis (figure 4).A sample across the network of social entrepreneurs is selected in order topinpoint common innovation patters - barriers the social entrepreneursare focused on tackling and principles that enable social entrepreneursusing ICT to increase the social impact of their work and that of their fellowsocial entrepreneurs. The innovations are mapped onto a grid to furtheridentify common patterns, accompanied by short case studies of the socialinnovations that have been analyzed, together with excerpts from interviewsof the social entrepreneurs that are driving the solutions. Finally, the reportconcludes by identifying common challenges that all social entrepreneursfaced in driving social impact through ICT. Each challenge is an area ofopportunity for grantmaking organizations, investors, technologists, andentrepreneurs to problem-solve better approaches.

Figure 4


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IDENTIFYPATTERNS

FRAME

QUESTION

IDENTIFY

OPPORTUNITIES

IDENTIFY

BARRIERS

IDENTIFY

DESIGNPRINCIPLES

RESEARCH

SOLUTIONS

Figure 5

PATTERNRECOGNITIONMETHODOLOGY

CREATE SOCIALINNOVATION

MAPPING


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DESIGNPRINCIPLES

IN FOCUS


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Guy Etienne | cattspressoir.

SOLUTION EXAMPLE:

Guy Etienne developed an innovative curriculum at the College Catts Pressoirin Haiti that integrates science, technology, innovation, and entrepreneurshipinto every lesson throughout the school day, from primary to high school. Thefocus on student input, innovative thinking, creativity, or teamwork is a largedeparture from the traditional Haitian education system that emphasizesrote memorization. At College Catts Pressoir, students practice self-reflection,problem solving, and develop their creativity, all of which stimulates their

growth as agents of change.

Students annual team projects address real community needs and oftenincorporate technology, and local and recycled materials. In the 90s, studentsbuilt the first traffic light in Haiti after 20 years without operation, drawingthe attention of the Haiti President. Other student innovations range from asurveillance camera offered to the National Police to a public transportationsystem for Port-Au-Prince that was later adopted by the Minister of PublicWorks.

Etiennes school model is successfully implemented through the engagementand training of multi-stakeholders in education, including parents, schooldirectors and teachers. The buy-in of parents into the new education systemwas essential to the implementation of the results-based approach.

IMPACT:

> Students at the College Catts Pressoir model begin learning about roboticsas early as 1st grade and demonstrate their robotic inventions at the schoolsannual ExpoScience which draws 5,000 people, including governmentofficials.

>40 percent of innovations created by students are later adopted by theschool, government or other external institutions, such as a robotic prototypeto help clean the streets of Port-Au-Prince.

>40,000 copies of a civic education textbook for community development hasbeen printed and distributed across five regions.

>The school model is being spread nationally through the training of 18public schools and six officials of the Ministry of Education, and internationallythrough collaboration with two major universities in Haiti and socialentrepreneurs in France to build a collaborative platform.

Eight years ago, therewas no traffic lightworking in Haiti. Thestudents in the 10th gradecided to reinstall thetraffic light, and they didit. After one year, someocut the cable and thetraffic light didnt work ftwo weeks. The studentdecided that they weregoing to learn how toreinstall the traffic lightusing solar energy.

DESIGN PRINCIPLE 1

Move Beyond Digital Literacy to CultivatingDigital Citizenship

COLLEGE CATTSPRESSOIRHAITI

One school cant changa country, but one schoocan change anotherschool, and with anotheschool, we can change tcountry.

Additional Patterns:

*Educational and Vocational Training Cant Keep up with Changing Job Market (Barrier C)
http://www.cattspressoir.org/http://www.cattspressoir.org/


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SOLUTION EXAMPLE:

Karim Sy created collaborative working spaces, called Jokkolabs, to allowyoung entrepreneurs in Africa to create social and business ventures,particularly as a part of professional tech communities inspired by theopen-source culture. Through Jokkolabs, Sy is combating the notion thatideas should be cultivated in secret; rather he encourages entrepreneurs, orJokkoworkers, to share resources and pursue even greater visions throughjoint ventures.

Jokkoworkers are not only connected to each other; Sy connects them tothinkers and doers from the local and international community. Jokkolabsoffers office space, staff, and other support mechanisms such as onlineplatforms to boost projects that are new or growing. Sy emphasizes the needfor entrepreneurship for the betterment of society; he taps the innovativeenergy in Jokkolabs to tackle pressing social issues in health, education(including youth creativity and innovations development), agriculture, opentechnology, media and governance. Moreover, Jokkolabs develops futureentrepreneurs in the community by offering public seminars and trainingprograms.

IMPACT:> As of 2014, Jokkolabs has welcomed more than 142 young Jokkoworkers,who have gone on to launch various entrepreneurial ventures, a number ofwhich continue being incubated within the co-working space.

> 6 Jokkolabs have been established in four countries: Mali, Burkina Faso,France and Senegal4

>One of Jokkolabs initiatives in response to timely social issues has includedsetting up the IT backbone that allowed local COs to monitor the recentcontentious elections in Senegal in real time. Similar collaborative, opensource initiatives are being cultivated for health & agricultural challenges.

JOKKOLABSSENEGAL, MALI, FRANCE, +1

DESIGN PRINCIPLE 1


Additional Patterns:*Social Enterprises Cant Afford to Drive Technology Innovation (Barrier D)

Karim Sy |jokkolabs.net/en

@ksyDaily

The sharing ofexperiences and goodpractices could bethe mainspring ofinnovation and socialentrepreneurship for acommon prosperity.4.1
http://www.jokkolabs.net/enhttps://twitter.com/ksyDailyhttps://twitter.com/ksyDailyhttp://www.jokkolabs.net/en


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Onno Purbo | idrc.ca@onnowpurbo

DESIGN PRINCIPLE 1


INTERNATIONAL

DEVELOPMENTRESEARCH CENTREINDONESIA

Additional Patterns:*Centrally Owned ICT Infrastructure is Restricted by Traditional Business Models (Barrier A)

SOLUTION EXAMPLE:

Onno Purbo is playing a central role in transforming Indonesia into aknowledge-based society by pioneering the development of low-costtechnologies, recruiting and mobilizing a growing network of techieswho are committed to broadening access to and use of the Internet, andadvocating related changes in public policy and education. Indonesia lagsbehind much of the world in bringing Internet access and ICT to the broaderpopulation. While it has made great strides, a majority of the population stilldoes not have access, at great economic and developmental cost.

Onnos primary strategy is establishing a network of young technologyprofessionals who share his vision. Beginning with a small student group,members of the now-nationwide network produce an array of knowledgework and serve as community technology advocates and educators.These change agents work on low-cost, local technology solutions in theircommunities.

A major component of Onnos work is also low-cost Internet accesstechnology. He uses low-cost WiFi deployments as well as open sourcecellular base stations to deliver last mile internet access at a lower cost thanslow dial-up. He focuses on educational institutions at all levels, deliveringaccess technology as well as continually lobbying the government forappropriate resources.

IMPACT:

>Purbos network of young technology professionals refined a low-cost WiFi technology approach to extend affordable internet access toexcluded communities. With a cost of $15-$45 per month for a household,the self-financed system is dramatically lower than dial-up systems.

>Through the International Development and Research Centre, Purbo helpedto lead an advocacy campaign to change regulations surrounding Internetaccess.

Beginning with a smallstudent group, the now-

nationwide networkproduces an array ofknowledge work and servas community technologyadvocates and educators.
http://www.idrc.ca/https://twitter.com/onnowpurbohttps://twitter.com/onnowpurbohttp://www.idrc.ca/


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Janet Longmore | dotrust.org@janetLongmore

SOLUTION EXAMPLE:

Janet Longmore founded the Digital Opportunity Trust to address the globalproblem of youth unemployment through practical peer-led engagements,an interconnected global network and strategic cross-sector partnerships.Through modern technology and management training, she equips youngpeople from around the world to become leaders of economic and socialgrowth within their communities. DOT empowers young university graduatesto be agents of change in their communities by developing their life, business

and technological skills, as well as their work experience.

The DOT Interns program effectively bridges the digital divide betweenformal education and labor force entry with a two-week training inentrepreneurship, ICT, and workforce development and a nine monthinternship. The DOT program also commits to maintaining a 50-50 genderbalance to address the challenges that women face when entering theworkforce and serving as role models. The DOT program is customized tothe local context of social enterprises, and thus has established programsworldwide. Communities with DOT programs are transforming; they areattracting more micro capital, generating employment and becoming moresafe and stable.

IMPACT:

> Youth-led DOT programs are in seven countries including Ethiopia, Kenya,Lebanon, Mexico, Rwanda, Tanzania, Uganda, and UK

> More than 4,000 interns have been mobilized and 800,000 communitymembers empowered5

> Each DOT Intern directly impacts the lives of 200 community members

> 90 percent of DOT Interns have found employment or started their

own businesses upon completion of the program, and with 71 percent ofparticipants report an increase in income.

At DOT we believe thatyoung people are dynamicleaders of change. Webelieve in their ability todrive their own paths toself-sufficiency and to alsoimplement positive changein their own communities.

DESIGN PRINCIPLE 1


DIGITAL

OPPORTUNITYTRUSTAFRICA, MEXICO, UK, +4

Our desire is to haveyoung people at theforefront of buildingthe solutions to thechallenges we see in youthunemployment worldwideand fundamentallychanging the way work isbeing done.


*Ensure ICT Solution Contains Deep Stakeholder Engagement (Design Principle 2)

http://www.dotrust.org/https://twitter.com/janetlongmorehttps://twitter.com/janetlongmorehttp://www.dotrust.org/


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Anne Roos-Weil | pesinet.org

SOLUTION EXAMPLE:

Anne Roos-Weil founded Pesinet to create a cost-effective medical system todrastically reduce the number of African children and mothers who die fromeasily preventable and treatable diseases. Because of the difficulty for Maliansto access primary healthcare, Roos-Well customized mobile technology andcreated partnerships with community health workers and centers to enablethe collection of basic health data on women and children through homevisits.

Pesinet recruits and trains a female workforce who conduct the home visits;they use cell phones to send data to local doctors at partnering healthcenters. The doctors then follow up with patients that may need furtherattention or diagnostic tests. By evaluating how Pesinet injects demand(consultations and medication) into the primary health centers, Roos-weilhas convinced the National Federation of Community Health Centers to signa national agreement to deploy her service. It defines the responsibilitiesof each stakeholder to successfully deploy Pesinet in a determined area aswell as the financial conditions: local primary doctors are paid to dedicate anaverage of 15 hours a week to treat Pesinet patients; each staffmember hasto regularly follow basic trainings on preventative care and customer-friendlybehavior to become more empathic, weight agents become members of theprimary centers medical teams to better integrate the service.

Pesinet partners include mutual insurance companies and privatecorporations interested in offering health services to their employees. Itis able to create a sustainable, affordable model because participatinghouseholds effectively buy into a micro-insurance plan that prioritizesprevention and wellness.

IMPACT:

> Pesinet prevents 80 percent of child mortality from benign diseases, whichreduct child mortality by more than half in the populations covered by theservice.

> Children subscribing to Pesinet see a doctor three times as often thanaverage.6

> 97 percent of subscribers consider the monthly subscription fees to beinexpensive and 85.42% of the families are satisfied with the speed ofdetection.7

> As of 2012, Pesinet had reached 1,138 children through 27,112 home visitsby Pesinet staff.8 It is working with the Malian Ministery of Health to furtherscale-up this cost-effective medical system.

Due to our technology.in almost 90 percent ofcases when the doctorsummoned a child and thechild did show up for theconsultation, there wasreally something seriousthat needed to be treated.

DESIGN PRINCIPLE 2

Ensure ICT Solution Contains Deep StakeholderEngagement

PESINETMALI

Additional Patterns:*Create Decentralized Knowledge Networks (Design Principle 4)

*Social Enterprises Cant Afford to Drive Technology Innovation (Barrier D)
http://www.pesinet.org/http://www.pesinet.org/


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Hilmi Quraishi | zmqsoft.com@hilmiq

SOLUTION EXAMPLE:

Hilmi Quraishi created ZMQ Software Systems to disseminate publichealth messages through entertainment. By using mobile communicationtechnology, Quraishi crafts opportunities to spread knowledge andawareness that can reach both under-privileged or marginalized communitiesand younger, tech-savvy consumers that are otherwise unmoved bytraditional public service announcements through TV and radio.

Mobile games have been designed to work effectively without requiring

literacy, and have expanded to cover topics ranging from public health,education and skills development to enterprise development, livelihoodgeneration, disaster management, and agriculture. Before fully releasing agame that meets the educational needs of a particular community, ZMQSoftware system will often spend years building relationships with localcommunities and finding complementary services by partner organizationsto ensure adaptation. The games are further iterated, based on the impactand effectiveness of messages in the game, through anonymously storedgame data.

For example, to tackle the urgent problem of HIV/AIDS among youngoutsourcing industry employees, ZMQ Software Systems created multi-lingualand culturally sensitive messages about HIV/AIDS prevention, transmission,and myths that targeted this risk group through adventurous and appealingmobile games. The action-oriented games attract players with sports themeswhile simultaneously breaking down social sensitivities and misperceptionsabout HIV/AIDS. The games include Safety Cricket, AIDS Penalty Shoot-out,and Mission Messenger.

IMPACT:

> More than 22 million people have used ZMQ Software System educationalcellphone games for topics ranging from public health, education and skillsdevelopment to enterprise development, livelihood generation, disastermanagement and agriculture.9

>ZMQ Software Systems was recognized with the World Business andDevelopment Award in 2008 for its support of the United Nations MillenniumDevelopment Goals

>In its efforts to create a more fulfilling careers for technologists, ZMQSoftware Systems has achieved high retention rates of its technology staff,with an average of more than eight years.

DESIGN PRINCIPLE 2

Ensure ICT Solution Contains Deep StakeholderEngagement

ZMQ SOFTWARESYSTEMSINDIA


*Data Value Chain is Broken (Barrier B)

As a technologycompany for social goodweve learned again andagain that 10 percentof a solution is aboutthe technology, while90 percent is about theground realities.

There is no manual fordesigning technologyaround ground realities.It has to come withexperiencing first handand by getting gray hairs;every day is new learningfor us.
http://www.zmqsoft.com/https://twitter.com/hilmiqhttps://twitter.com/hilmiqhttp://www.zmqsoft.com/


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Pictured: Participants in largest regional jobs fair for women by Glowork, Saudi Arabia. See page 24


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Khalid Alkhudair| glowork.ne@Khalidalkhudair

SOLUTION EXAMPLE:

In a society that has both traditions and laws that make it nearly impossiblefor most women to find a job, Khalid is working to change the role andperception of women through economic empowerment. To achieve anobjective of having women represent 50 percent of the Saudi workforce,Khalid Alkhudair founded Glowork, an initiative dedicated to integratingSaudi women into the workforce through recruitment, technologycustomization, public awareness campaigns, and policy changes.

As an online platform, Gloworkfills the gap between job seeking females andcompanies that are ready to hire women by facilitating more than a millonjob-seekers to share their resumes, and apply for thousands of previouslyunlisted vacancies. Alkhudair has also customized technology to create theVirtual Office monitoring tool, which allows companies to hire womento work from home, and thereby avoid the types of segregation laws ortransportation challenges that make in-person work difficult.

Alkhudair works with the Saudi Ministry of Labor to change policies thatmake it difficult for companies to hire women, proposing and passing newlaws mandating the hiring of women in several sectors including retail andmanufacturing. He is also launching a series of marketing campaigns thatencourage both Saudi men and women to think differently about the role ofwomen in the workplace.

IMPACT:

> As of 2013, more than 1.2 million women have shared their CVs on Glowork.netin order to apply to more than 6,000 jobs posted by 159 companies.

>Efforts to support policy changes, such as staffing at supermaket chains,have created more than 50,000 jobs for women.

>Glowork has established the largest regional job fair for women that featurespominent corporations and universities.

>In 2012, the United Nations and World Bank recognized Glowork as one ofthe most innovative solutions for job creation of the year.

DESIGN PRINCIPLE 3

Unlock Potential of Marginalized Classes in ICTby Altering Perceptions

GLOWORKSAUDI ARABIA

Additional Pattern:


My main strategy is totake every obstacle thatwe have regarding womeemployment and turn itinto an opportunity.
http://www.glowork.net/https://twitter.com/khalidalkhudairhttp://localhost/var/www/apps/conversion/tmp/scratch_3/Glowork.nethttp://localhost/var/www/apps/conversion/tmp/scratch_3/Glowork.nethttp://localhost/var/www/apps/conversion/tmp/scratch_3/Glowork.nethttp://localhost/var/www/apps/conversion/tmp/scratch_3/Glowork.nethttps://twitter.com/khalidalkhudairhttp://www.glowork.net/


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Yuhyun Park |izhero.orgSOLUTION EXAMPLE:

As a mother of two, Yuhyun Park was worried about how easy it was forchildren to freely access digital media. For exampe, 8-10 year olds in theUnited States, for example, spend more than 7.5 hours daily on averageengaged with digital media, which is a longer time than they spend in schoolor with family.

Park was particularly concerned about how most program interventions aretargeted for children that are 13 and over, ignoring the needs of younger

children. She saw the need to change societys approach to younger childrenand technology as especially pressing since exposure to negative onlinecontent and digital addiction can stunt childrens social, emotional, andphysical development. It can cause them to spend so much time in the virtualworld that their development of life skills stagnates.

To overcome such information pollution, Park founded infollutionZERO(iZ). While traditional approaches to digital risk education focus on instructivemethods for adolescents, the organizations iZ HERO program prioritizesprevention, rather than intervention within the 6-to13-year-old age group.

The program provides an integrated multimedia play and learningexperience, including a web game, online portal, and comic book plusan interactive digital exhibition. It aims to provide an engaging, safe, andfun environment for children and their families. In so doing, the goal is toempower young children with responsible digital citizenship and characterdevelopment through participation in a wide range of online and offlineactivities.

IMPACT:

> The iZ HERO Exhibition serves as a learning hub for primary schools and isinstalled in three Korean cities and in Singapore. It is also creating a web-based game to help children become leaders in digitial citizenship.

>90 percent of children report enjoying the iZ HERO educational exhibition,while a study by the Singaporean National Institute of Education found iZimproves attitudes toward cyber-risks.

>iZ is expanding globally through partnerships with the U.S., Korean, andCanadian governments in a global mobile security campaign, and expansionof programs in Southeast Asia through UNESCO.

In Korea, digital mediacan start quite young, atthree years old. ...If youlose the time window ofages of six to thirteen toteach digital literacy, therecan be no turning back.

DESIGN PRINCIPLE 3


INFOLLUTION ZEROSOUTH KOREA, +3 COUNTRIES

Kids have so far beentreated as kids who need

to be taught. Instead, wewant to empower themas heroes who can make adifference.

Additional Patterns:*Move Beyond Digital Literacy to Cultivating Digital Citizenship (Design Principle 1)

http://www.izhero.org/http://www.izhero.org/


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Thorkil Sonne |facebook.com/specialistern@ThorkilSonne

SOLUTION EXAMPLE:

Thorkil Sonne is transforming the way society perceives autismfromviewing it as a handicap to recognizing that it can become a competitiveadvantage. By demonstrating that autistic people can function in thebusiness world and thrive as specialists in certain types of work, he is offeringan often isolated population the opportunity to have active, productive andfulfilling lives. Thorkils employees are beginning to identify themselves asspecialists rather than autistics, shifting the focus to their capabilities rather

than their disabilities. Characteristics and abilities such as precision, attentionto detail, structured work style, and patient acceptance of repetitive tasks areparticularly relevant to jobs in the IT field.

Sonne has created a for-profit software testing company, Specialisterne,that assesses and employs high-functioning autistic adults and uses theirspecial skills to outperform the market and offer an isolated group of peopleopportunities for active and productive lives. Specialisternes assessment andtraining staffuse toys such as LEGO to observe and interpret abilities andmotivation. In addition to the technical knowledge necessary for softwaretesting jobs, the training program covers a wide range of topics includinghow to approach a manager and how to prepare a CV.

IMPACT:

> Specialisterne has provided direct support to more than 230 individuals inDenmark and has expanded its work to ten countries in Europe and NorthAmerica.

> New companies using Specialisternes concept have emerged in Sweden,Belgium, the Netherlands, and Israel.

DESIGN PRINCIPLE 3


SPECIALISTERNEDENMARK

Additional Patterns:*Social Enterprise Cant Afford to Drive Technology Innovation (Barrier D)

By demonstrating thatautistic people canfunction in the businessworld and thrive as [IT]specialists... employeesare beginning to identifythemselves as specialistsrather than autistics,turning the focus to theircapabilities rather thantheir disabilities.
http://www.facebook.com/specialisternehttps://twitter.com/thorkilsonnehttps://twitter.com/thorkilsonnehttp://www.facebook.com/specialisterne


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Eaklak Loomchomkhae |backtohome.org@EakMirror

SOLUTION EXAMPLE:

Eaklak Loomchomkhae is creating a crowdsourcing platform to share theinformation needed to recover missing persons in Thailand. The MissingPersons Information Center against Human Trafficking is a nationwidenetwork of volunteers who contribute to the search for missing personsin diverse ways - from donating advertisement spaces in newspapers toproviding transportation to retrieve missing persons. This crowdsourcingmodel is altering the view that missing persons are not a private family

matter, but a pressing public concern. Through the creation of a nationaldatabase of missing persons, and initiating training to recover missingpersons for police officials, Mr. Loomchomkhae has redefined the processof searching for missing persons from the passive responsibility of thegovernment to the active leadership by affected families and society at-large.

Mr. Loomchomkhae harnesses the strategic skills of the online members,including emergency response volunteers and traffic radio stations. TheMissing Persons Information Center also analyzes data across police forcesand government agencies, allowing analysts to identify historical trends inabduction or trafficking cases.

IMPACT:

> The Missing Persons Information Center has 40,800 online members with anactive engagement ratio of 50-80 percent.

> Every day 20,000 to 32,000 people are spreading information daily.

> The recovery rate of missing persons is as high at 70 percent.

When citizens helpidentify loopholes or gapsin existing structures,police will try to closethose gaps. In our work,our strategy is to getcitizens to take part in theissue and take ownershipof the problem. Then the

Thai police will beginworking more actively toaddress the problem.

DESIGN PRINCIPLE 4

Create Decentralized Knowledge Networks

THE MISSING PERSONSINFORMATION CENTER

THAILAND

What we do is notonly set up talks andconsultations with policeto see collaboration butwe also create a societythat is constantly askingquestions, monitoring

the problem, puttingpressure on the policeand supporting specificsolutions.


http://www.backtohome.org/https://twitter.com/EakMirrorhttps://twitter.com/EakMirrorhttp://www.backtohome.org/


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James Nguo | alin.netSOLUTION EXAMPLE:

James Nguo has established a network of knowledge hubs through the AridLands Information Network (ALIN). This network is increasing access to agro-information for farmers across rural East Africa, increasing the capacity ofextension workers to support farmers, and create employment opportunitiesfor rural youth. The Maarifa (Knowledge) centers allow rural farmers to learninformation and communications technology (ICT) in order to share andcoordinate farming information.

Each center is governed by a community-elected body that promotes localownership and the greater sustainability of a decentralized model. Theknowledge centers are powerful, not just because they improve the skills offarmers, but because farmers adopt more empowering attitudes towardsmodern agriculture, shifting from viewing it as a livelihood for the poor anduneducated to a dignified profession.

IMPACT:

> 15 Maarifa centers have been established, with plans to build 100 moreMaarifa centers

> ALIN has published 60 issues of the Baobab magazine that features practicalinformation about agriculture and the environment. The publication hasreached 2.5 million development workers in Africa.10

DESIGN PRINCIPLE 4


ARID LANDS

INFORMATIONNETWORKKENYA

Additional Patterns:*Centrally Owned ICT Infrastructure is Restricted by Traditional Business Models (Barrier A )

Agro-information centeempower farmers in theattitudes towards modeagriculture by shiftingfrom being viewed as alivelihood for the poor auneducated to a dignifieprofession.
http://www.alin.net/http://www.alin.net/


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Serra Titiz | gelecekdaha.net@serratitiz

SOLUTION EXAMPLE:

Serra Titiz realized that many Turkish young people are not making informeddecisions about their future and capabilities because they are unaware oftheir career opportunities and discouraged from making self-determinedchoices for their studies. This has a myriad of negative consequences,including a youth unemployment rate of 17 percent in Turkey. Further,because education has little relevance to a persons occupation, many aredissatisfied with their career choices after years of schooling.

Titiz founded Gelecek Daha Net in 2009 to address this problem by helpingyoung people in Turkey become more self-determined, proactive, andwell-informed members of society. Titizs Internet platform, gelecekdaha.net, allows young people to access mentoring, coaching, career counseling,and skill development in one central location. It leverages the experiences,knowledge, skills, and the networks of hundreds of voluntary role models,professionals, organizations, and companies from all over the country in orderto provide accessible videos and one-on-one mentoring of young people.In addition, special mentoring guidelines and handbooks have allowedhigh schools and universities to embed Titiz initiatives in their curricula andactivities.

IMPACT:

> Gelecek Daha Net has engaged more than 1,000 youth.

> More than 440 professionals have participated in this program, and manyhave interacted on an eye-to-eye level with young people for the first timethrough personal mentoring and trainings.

> 299 videos of different professionals from the corporate and non-profitsector have been made available for free to youth.

This online platformhas become a referencepoint for young peopleto explore interests invocations and the future.It is a one-stop shopreference point to reachpeople, information, andservices like e-mentoring.

DESIGN PRINCIPLE 4


GELECEK DAHA NETTURKEY


*Educational & Vocational Training Cant Keep up with Changing Job Market (Barrier C)
http://www.gelecekdaha.net/https://twitter.com/serratitizhttp://localhost/var/www/apps/conversion/tmp/scratch_3/gelecekdaha.nethttp://localhost/var/www/apps/conversion/tmp/scratch_3/gelecekdaha.nethttp://localhost/var/www/apps/conversion/tmp/scratch_3/gelecekdaha.nethttp://localhost/var/www/apps/conversion/tmp/scratch_3/gelecekdaha.nethttps://twitter.com/serratitizhttp://www.gelecekdaha.net/


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Jamila Abass | mfarm.co.ke@kouljay

SOLUTION EXAMPLE:

Jamila Abass created M-Farm, a tool that enables farmers to acquireinformation about the current prices of different crops in specific marketsthroughout Kenya. Farmers receive real-time price information using mobilephones, data that was previously very difficult to access. The M-Farm platformalso brings together small-scale farmers in the same regions, allowing themto market crops jointly in larger regional or international markets. M-Farmalso connects farmers to suppliers, allowing them to buy discounted farming

product such as seeds and fertilizer.

M-Farm has thus connected farmers, wholesale buyers and agricultural inputsuppliers, changing the scattered landscape of subsistence farming in Kenya.M-Farm uses both sophisticated ICT management systems and offline groundnetworks to build an entrepreneurial, data-driven commercial farminginfrastructure. M-Farm has created a geo-map that visually displays real-timedata and aids market players to connect with each other.

M-Farm has the goal of creating direct market channels and informationsystems through its infrastructure to formalize the buyers and sellers in themarket, effectively getting rid of middlemen. The M-Farm exchange allowsfarmers to pursue entrepreneurial opportunities in a strategic manner.

IMPACT:

> The first 686 farmers using the platform in 2012 saw a 100 percent increase

in profits on average

> 7,400 farmers currently use M-Farm and provide data to the system, with agoal to reach 28,000 by the end of 2014 and 180,000 by the end of 2015.

DESIGN PRINCIPLE 4


MFARMKENYA




M-Farm uses bothsophisticated ICTmanagement systems andoffline ground networks tbuild an entrepreneurial,data-driven commercialfarming infrastructure.
http://www.mfarm.co.ke/https://twitter.com/kouljayhttps://twitter.com/kouljayhttp://www.mfarm.co.ke/


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Sanjeev Arora |echo.unm.edu@ProjectECHO

SOLUTION EXAMPLE:

Sanjeev Arora founded Project ECHO (Extension for Community HealthcareOutcomes) to create a knowledge network of health specialists and ruralproviders that combat Hepatitis C and other diseases in New Mexico. ECHOhas the capacity to bring specialized treatment to thousands of patientswho would have otherwise have gone untreated while empowering isolatedproviders to stay and work in rural areas. ECHO provides practical and cost-effective continuing education for rural providers, which allows specialistsand providers to communicate laterally and to co-manage cases. Arora has

created a model that demonopolizes health knowledge through weekly, case-based trainings and videoconferencing.

ECHO fills the gap for patients in rural areas who lack access to specializedtreatment. ECHO introduces a feedback loop for primary care providersin rural areas to consult with specialists about chronic and complex cases.Specialized healthcare can be provided without requiring a patient to travellong distances to be seen.

IMPACT:

> ECHO has hubs anchored out of 31 universities that assist providers inmore than 1,000 clinics that focus on 26 specialties, including rheumatology(video), H.I.V., addiction, womens health, hypertension, dementia, breastcancer, childhood obesity, diabetes and chronic pain.

>Beyond the United States, the model is being used in India, Uruguay, theIrish Republic and Northern Ireland.

> A study published in the New England Journal of Medicine shows that theECHO model is effective in treating Hepatitis C in underserved communities.The research suggests that patients adhere better to treatments at ECHO sitescompared to university clinics, which results in better cure rates and lowerincidence of serious adverse events.11

Project ECHO is aknowledge-sharingmodality. The differencefrom tele-medicine isthat we connect expertsin a field with peoplewho want to becomespecialists or experts. Andwe use a mentoring modeland distance technologiesto create expertise wherethere wasnt any before.

DESIGN PRINCIPLE 4


PROJECT ECHOUS, INDIA, N. IRELAND, + 2

Additional Patterns:*Educational & Vocational Training Cant Keep up with Changing Job Market (Barrier C)
http://www.echo.unm.edu/https://twitter.com/ProjectECHOhttp://localhost/var/www/apps/conversion/tmp/scratch_3/events.ofhttp://localhost/var/www/apps/conversion/tmp/scratch_3/events.ofhttps://twitter.com/ProjectECHOhttp://www.echo.unm.edu/


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Sascha Meinrath |oti.newamerica.netcommotionwireless.net@SaschaMeinrath

SOLUTION EXAMPLE:

Sascha Meinrath is designing and deploying a disruptive communicationarchitecture to ensure free and open communication as a fundamentalhuman right. While the United States has played a leading role in thedevelopment of ICT, broadband access is lacking in many rural areas, andeven cities are lagging behind the rest of the world in speed, access, and cost.

Saschas Open Technology Institute is a technology lab and policy center.On the technology side, Sascha and his team have been working on

decentralized mesh network technology, Commotion (via the X-Lab ).Traditional ICT infrastructure is a centralized hub-and-spoke model, whichputs a great deal of power in the hands of the hub, and is very expensive toexpand. A mesh model means that individual devices can communicate withone another without a central authority, which is cheap, secure, and disastertolerant.

On the policy side, OTI runs the Measurement Lab, a data hub thatprovides policymakers with the information they need to analyze nationalinfrastructure and make good policy decisions. By collecting data from a largenumber of partners, they synthesize it and paint a clear picture of the stateof broadband in the United States. Both the platform and the data are opensource and publicly available.

IMPACT:

> OTI developed an action plan for integrating new federal spectrummanagement policy into the 2010 omnibus transportation bill.12

> Meinrath won a government grant to pilot accessible Internetinfrastructures in Detroit and Philadelphia

> Measurement Lab has grown into the worlds largest broadbandmeasurement data platform with 500 tetrabytes of peer-reviewed data.

>OTI has grown between 100 and 200 percent per year over the last fouryears, and currently has 30 staffmembers.

Our big vision is toreach safe, ubiquitousconnectivity for everyone

DESIGN PRINCIPLE 5

Aggregate Citizen Driven Data to InfluenceDecision Makers

OPEN TECHNOLOGYINSTITUTE; XLABUNITED STATES

Additional Patterns:*Centrally Owned ICT Infrastructure is Restricted by Traditional Business Models (Barrier A)

The first quintile [of theworld population] is pretteasy when it comes tobroadband connectivity,

the second one is a littlemore difficult, and wereworking on quintile tworight now. Nobody istalking about the otherfive billion people on theplanet. That requires aradical departure fromthe business modelingfor how you build aninfrastructure.
http://www.oti.newamerica.net/http://www.commotionwireless.net/https://twitter.com/SaschaMeinrathhttps://twitter.com/SaschaMeinrathhttp://www.commotionwireless.net/http://www.oti.newamerica.net/


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Alex Bernadotte | beyond12.org@abernadotte

SOLUTION EXAMPLE:

Alex Bernadotte founded Beyond 12 to increase the number of low-incomestudents who successfully graduate from colleges and join the work force. Todo so, Beyond 12 creates technology applications that enable data sharingbetween students, high schools and colleges. Participants exchange feedbackthat otherwise usually remains siloed, incorporate student-level insights andindividual student data into their practices, and make decisions about howeffective their college preparation and their college support models are forlow-income students.

Beyond 12s High School Alumni Tracker is a high school-facing tool thatcollects quantitative and qualitative data about students once they getto college and after they enter the workforce. The type of data pointscollected to ensure long-term success and retention include GPAs, remedialcoursework, and study habits. In addition to sharing the data back with thestudents schools, Beyond 12 also uses this data to identify the students whoare most in need of help, and to match them with virtual college coaches.These coaches help students set personal and academic goals, as well asbalance financial, academic, and social challenges.

Beyond 12s other applications include My Coach, a student-facing appthat interfaces with popular social media and allow young people to self-report data, and a test message reminder tool that sends reminders aboutkey deadlines from the students academic and financial aid calendars. OtherBeyond 12 applications provide reminders about resources, activities, andbehaviors that lead to college success, a system of points and badges, and ananalytics tool to enable predictive modeling.

IMPACT:>In less than two years, Beyond 12 has tracked the post-secondary progressof nearly 12,500 students and worked with more than 90 partner schools andorganizations throughout California.

>82 percent of all students that received coaching thus far have made it totheir third year of college, significantly higher than national rates for studentsthat are low-income, first generation students.

We synthesize dataand serve it back to our

pre-collegiate clients inthe form of dashboardsand reports, to helpthem understand exactlywhats happening to theirstudents as they transitionto college and into theworkforce.

DESIGN PRINCIPLE 5

Aggregate Citizen Driven Data to InfluenceDecision Makers

BEYOND 12UNITED STATES


*Create Decentralized Networks (Design Principle 4)


*Social Enterprises Cant Afford to Drive Technology Innovation (Barrier D)

We tell students, Hey,lets look. For students wholook like you and who comefrom similar backgrounds,statistics tell us that only 8percent will earn a degreeby their mid-20s.Theressomething wrong withthat. By peering your data,you are helping us ensurethat future generationsof students who hope tofollow in your footsteps,dont encounter the same

challenges that youreencountering.
http://www.beyond12.org/https://twitter.com/abernadottehttp://localhost/var/www/apps/conversion/tmp/scratch_3/s.Therehttp://localhost/var/www/apps/conversion/tmp/scratch_3/s.Therehttps://twitter.com/abernadottehttp://www.beyond12.org/


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BARRIERS INFOCUS


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Sylvestre Ouedraogo |yam-pukri.org

BARRIER A

Centrally Owned ICT Infrastructure is Restrictedby Traditional Business Models

YAM PUKRIBURKINA FASO

Additional Patterns:*Create Decentralized Knowledge Networks (Design Principle 4)

SOLUTION EXAMPLE:

Sylvestre Ouedraogo realized that small farmers in Burkina Faso facedmany challenges, especially with the governments centralized approach toagriculture. Although Burkina Fasos agriculture is mostly small-scale farming,the government does not have a good grasp of what farmers are plantingand when. As a result, when there are seed shortages, seeds are often sent tothe wrong farmers. Rather than risk losing seeds, farmers often prepare themfor raw consumption instead of using them for proper cultivation. Further,Burkina Faso has a limited ability to monitor the flow of agriculture traffic

across its borders.Ouedraogos initiatives are grounded in creating decentralized computerservers located in the rural areas of Burkina Faso. These servers ensure thatup-to-date agricultural information and data are independently accessiblefor small-scale farmers. Ouedraogo also encourages the emergence of newknowledge networks and broadened grassroots access to resources andopportunities across the sub-region. His knowledge system tools will makeit possible to create efficient, user-rated online systems for the purchase andsale of products across the West African sub-region.

IMPACT:

>Ouedraogo has increased the network of decentralized serves that provideup-to-date agricultural information to service more than 400 active members.

Decentralized servercomputers ensure thatup-to-date agriculturalinformation and data areindependently accessiblefor small-scale farmers.
http://www.yam-pukri.org/http://www.yam-pukri.org/


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Santosh Choubey | aisect.o@Aisect_india

SOLUTION EXAMPLE:Santosh Choubey noticed a key unmet need in India: rural youth werebeing left behind by the IT and mobile revolution. While Indian cities haveexperience unprecedented growth over the last two decades, rural areas haveremained almost untouched by any technological development. Choubeystarted AISECT centers to bridge the educational and digital divide betweenurban and rural India by providing a strong IT infrastructure, training,education, and skill development.

AISECT has built and strengthened the non-formal education sector in rural

India by promoting ICT-based training and services through its centers.Academics and professionals update content in local languages, and providea host of certified courses in the local languages. Certified courses includediploma and postgraduate diploma programs in the fields of software and IT,hardware and networking, industry-oriented vocational education, insurance,arts, and commerce.

Santosh later evolved AISECT to have the centers offer a multitude of servicesfor entrepreneurs, ranging from placement to banking services. This givesentrepreneurs the flexibility to choose the services that will be provided (andto add others), depending on their local needs, and to generate additionalrevenues. Thus, the centers begin by functioning primarily as IT training,education, and skill development centers, and they slowly expand to provideother services.

AISECTs spread and credibility in rural areas led to a partnership with theState Bank of India (SBI), making it easy for centers to facilitate the process ofopening new accounts, accessing loans and making deposits and withdrawalsfor rural citizens. With the Government of India, AISECT centers also facilitatepayment of telephone bills and taxes, apply for various governmentservices, and access pension and land records for citizens. Most importantly,AISECT centers act as placement agencies that connect rural youth to localopportunities.

IMPACT:

>The AISECT Network currently has more than 8,500 centers spread across 27states and 3 Union territories in India.

> AISECT has worked with almost one million students through a host ofskill enhancement programs and more than 10,000 entrepreneurs have beenlaunched in India. 13

>AISECTs entrepreneurship model has given birth to more than 6,000 selfemployed people, generating further employment of more than 24,000people.

BARRIER A

Centrally Owned ICT Infrastructure is Restrictedby Traditional Business Models

AISECTINDIA


*Ensure ICT Solution Contains Deep Stakeholder Engagement (Design Principle 2)*Educational and Vocational Training Cant Keep up with Changing Job Market (Barrier C)

A key need in India was hrural youth were getting behind in the IT and mobrevolution.
http://www.aisect.org/https://twitter.com/Aisect_Indiahttps://twitter.com/Aisect_Indiahttp://www.aisect.org/


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Josh Nesbit | medicmobile.org@joshnesbit

SOLUTION EXAMPLE:

Josh Nesbit and his organization, Medic Mobile, are repositioning therole of the community health worker through smart, decentralizedmobile phone solutions. Rural health clinics have long been plagued bydifficult communications issues. Health workers lack the data and swiftcommunications channels needed to properly respond to emerging healthissues and keep abreast of patient developments. Travel between clinics,hospitals and patients can be long and time-consuming, taking away from

actual care. At the same time, mobile phones have a remarkable penetrationrate even in rural areas.

Joshs solution is to build a simple and reliable communications networkbetween health workers, clinics and hospitals, based on basic mobile phonesand SMS. Using Medic Mobiles technology and methodology, hospital staffcan contact health workers about upcoming vaccination campaigns, andhealth workers get quick access to physicians in emergency situations.

Medic Mobile also uses SMS for data collection for the OpenMRS medicalrecord system. Community health workers can text data into the system forphysician access and can make basic diagnoses.

Josh and his team are currently working to expand to coverage to allof Malawi through the Ministry of Health. Ongoing relationships withorganizations like USAID and the UN promise further scaling up andexpansion.

IMPACT:

> 21countries have projects where Medic Mobile tools are being used inAfrica, Latin America, and Asia.

>7,836 community health workers were using Medic Mobile tools at the endof 2013, an increase of 71% from 2012.

>An SMS reporting pilot in Malawi with 75 community health workers saved2,048 hours of hospital worker time and $2,750 on net ($3,000 in fuel savingsminus $250 in operational costs), while doubling tuberculosis treatmentcapacity to 200 patients.14

> Vaccinations rates in India increased 60 to 95 percent by sending mothers aSMS notification when their children were due for vaccination.15

BARRIER B

Data Value Chain is Broken

MEDIC MOBILEUS, +20 COUNTRIES

Additional Patterns:*Ensure ICT Solution Contains Deep Stakeholder Engagement (Design Principle 2)

*Create Decentralized Knowledge Networks (Design Principle 4)

M edic Mobile is repositioningthe role of the communityhealth worker through smart,decentralized mobile phonesolutions.
http://www.medicmobile.org/https://twitter.com/joshnesbithttps://twitter.com/joshnesbithttp://www.medicmobile.org/


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Shivani Siroya | inventure.o@shivsiroya

SOLUTION EXAMPLE:

Shivani Siroya and InVenture are building a credit rating system for the ruralunbanked that delivers financial education to users and valuable data tofinancial institutions. Microcredit has had a tremendous impact on the poor,but high interest rates can keep budding entrepreneurs in a cycle of debt.Microfinance institutions cant offer lower rates or larger amounts due to thehigh lending risk for borrowers with no history.

InVentures primary system is a mobile application called InSight. InSightallows users to log financial transactions for their personal and businessaccounts. They can generate periodic reports about their financials for theirown analysis and education, buildingfinancial literacy. Data gathered fromInSight is crunched by InVenture and turned into a credit score for the user.This data is provided to finance institutions that are then able to make betterlending decisions based on borrower responsibility. By providing a realfinancial identity, Shivani is bridging a major gap in the financial data chainfor the first time.

InVenture uses appropriate technologies for each market, ensuring that datacan be collected reliably. In India, it is an SMS based-system, because it usesthe simple mobile devices available on the market. In Kenya, an Androidapplication for smartphones is the primary means of collection.

IMPACT:

> InVenture is operating in India, South Africa, Kenya, and the United States.80,000 users increased their revenue by 9.5% and their savings by 8% onaverage. 16

> More than 4,000 people use InSight, with an 80 percent conversion rate(first-time borrowers who start using InSight pre-loan) and 66 percent dailyusage among InSight users.

> InSight users experience 30 percent increase in revenues and 6 percentincrease in savings.

Were using mobiletechnology to create a

digital financial record.Through that, somebodycan record their incomeand expenses; wereproviding them with thisformal financial identitythat they can take out tothe rest of the world.

BARRIER B

Data Value Chain is Broken

INVENTUREINDIA, SOUTH AFRICA, +2

We want the customersthemselves to give us theinformation and for themto be part of the solution

They own their data.



*Aggregate Citizen Driven Data to Influence Decision Makers (Design Principle 5)
http://www.inventure.org/https://twitter.com/shivsiroyahttps://twitter.com/shivsiroyahttp://www.inventure.org/


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Mike Feerick | alison.com@MikeFeerick

SOLUTION EXAMPLE:

Mike Feerick created the ALISON initiative to serve as a global source foronline community college education. Online training is too often prohibitivelyexpensive, barring potential employees from gaining the requisite trainingfor certain jobs, while in-person trainings may not offer the most up-to-date,workplace learnings.

ALISON includes a free, online community college that offers everything

from computer courses to English classes, and opens up employmentopportunities for users. Its new approach to skills training is designed usinga system of alternative certification and immediate competence testing, withprograms adapted to stay within relevant copyright laws. Quality control issecured through the use of adapted curricula, stringent peer review, and astrong international volunteer base. To add validity to online training offersand create accountability, ALISON provides services to employers, that canimmediately test the skill level of potential hires through flash tests.

Many of the courses are structured around and adapted from existinglicensing tests or curricula recognized nationally or internationally. ThusALISON offers generic versions of these well-known programs. Alisons highlevel of flexibility and mobility allows any individual to access the appropriatetrainings. Feerick has also partnered with organizations and institutions tooffer relevant certifications and e-learning courses for current and futureemployees. The U.S. Department of Labor, for example, offers free ALISONcourses on their unemployment website to help prospective job-seekersenhance their skillset.

IMPACT:

> Since 2007, some 350,000 people all over the world have graduated fromALISONS free certificate and diploma courses. And more than 10,000 have

shared their stories.17

> More than 3 million learners have utilized ALISONs 600 free courses, andmore than 350,000 ALISON students graduated in 2014.18

BARRIER C

Educational and Vocational Training Cant Keepup with Changing Job Market

ALISON INITIATIVEIRELAND

Additional Patterns:*Move Beyond Digital Literacy to Cultivating Digital Citizenship (Design Principle 1)

To add validity to onlinetraining offers, andtocreate accountability,ALISON provides servicesto employers, that canimmediately test the skilllevel of potential hiresthrough flash tests.
http://www.alison.com/https://twitter.com/MikeFeerickhttps://twitter.com/MikeFeerickhttp://www.alison.com/


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Njideka Harry |youthfortechnology.org@njidekaharry

SOLUTION EXAMPLE:

Njideka Harry fondly recalls going to the farm in the mornings with heraunt, and learning from her challenges with farming. It was during thesememorable times spent with relatives that Njideka first experienced ruralfarming. She made a commitment then to make a difference for rural women,like her aunt. Harry realized that there is an older generation of women thatis engaged in subsistence farming and living in poverty exist in much ofAfrica, including Nigeria. These women are unable to draw on widely known

technology or best practices, and they are also unaware of strategies to getbetter prices for their crops. Many of these problems can be attributed tothe isolation of farmers, their inability to use technology, and the focus ofagricultural services on men.

Harry started the Youth for Technology Foundation (YTF) to transform ruralcommunities into enriched learning environments where the appropriate useof technology provides opportunities for marginalized people. YTFs programsfocus on the powerful role that young people can play in their communities,given the right resources and tools. These programs focus on teaching youngpeople how to identify social issues in their community, and then how todocument, report, and potentially solve these issues by using technology asan enabler.

Harry is now working on the Agricultural Platform Offering WomenEmpowerment Resources initiative, (Agric-P.O.W.E.R.), a social enterpriseplatform that supports a woman-to-woman farmer distribution network whileemploying young people as agricultural information workers. Agric-P.O.W.E.R.uses SMS messaging on mobile phones to allow farmers and businessesto post, buy, and sell offers that will be compiled and sent through SMS toservice providers.

IMPACT:

> The Youth for Technology Foundation (YTF) works in five countries including

the United States, Nigeria, Kenya, Cameroon, and Uganda

>YTF has impacted more than 1.4 million young people and women acrossYTFs pillars: entrepreneurship, education, agriculture and health.

We believe that youngpeople fundamentally

are co-creators of verypowerful informationand communicationtechnology solutions.

They also have quitelong productivity cycles.We believe also in theirmothers, the economicpillars and the gurus ofthe community who worin it.

BARRIER C

Educational and Vocational Training Cant Keepup with Changing Job Market

YOUTH FOR

TECHNOLOGYFOUNDATIONNIGERIA, UGANDA, +3

About 96 or 97 percentof the young peoplethat we work with havenever thought aboutentrepreneurship as aviable career. We workto engage them andreally try to implementa paradigm shift, or aparadigm shift in theirthinking, where they

understand that they canactually be entrepreneur


*Move Beyond Digital Literacy to Cultivating Digital Citizenship (Design Principle 1)*Ensure ICT Solution Contains Deep Stakeholder Engagement (Design Principle 2)
http://www.youthfortechnology.org/https://twitter.com/njidekaharryhttps://twitter.com/njidekaharryhttp://www.youthfortechnology.org/


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Sunil Abraham| cis-india.org@sunil_abraham

Ideas that failed

completely 10 years ago- 10 years later the exactsame idea worked. As anorganization, we are openminded and willing to tryideas from people thatcome from completelydifferent contexts, and weare willing to learn fromthem as well.

BARRIER D

Social Enterprises Cant Afford to DriveTechnology Innovation

THE CENTRE FOR

INTERNET ANDSOCIETYINDIA

We believe in having anAmorphous InstitutionalBoundary. When youhave the institutionalethos of trust intact thenmagic begins to happen.People will rise to theoccasionand it enablesextreme...decent

ict based social impact 09 2014 report

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