Originally posted on the GBI Portal – Page 61

Closing the Urban-Rural Digital Divide: Connectivity Success in Sri Lanka

One of the important considerations in extending connectivity, be it voice or data services, into small and rural communities, is the need to address scale into more remote locations. This includes the elements of local support, sustainability, as well as replication. While the technology elements have for the most part be successfully addressed, the business elements are often lacking–with the result being that once the donor funding comes to an end, all-to-often the initiatives come to an end.

In the summer of 2006, the Sri Lanka LMI project was initiated with the issuance of a Request for Proposal by USAID’s Mission in Colombo. The RFP sought proposals for establishing at a minimum of 20 telecenters in rural communities across Sri Lanka. The requirement was that these centers be fully installed and operational within one year of the contract award. The RFP also required that partners be bought into the proposal on a 2:1 match.

Man sitting at a computer, with a child looking over his shoulder at a conputer screen

Photo Credit: USAID

The winning award to granted to SSG-Advisors who put forward a comprehensive approach for establishing an EasySeva franchise that would rollout the required 20 telecenters. These EasySeva centers were to be individually owned and operated by local in-community entrepreneurs. This initial rollout would subsequently be expanded beyond the USAID contract requirements.

To meet the partnership requirement, SSG-Advisors partnered with several firms, including Dialog Telekom, Sri Lanka’s largest mobile operator and who provided broadband access to the centers, and Qualcomm, who provided broadband access through their GSM-HSDPA technologies. Other partners included Microsoft, the National Development Bank (NDB), Lanka Orix Leasing Company (LOLC), and InfoShare.

The EasySeva franchise built several innovative approaches into its business model. These innovations included:

Scale—the EasySeva franchise was designed to scale well beyond the original 20 centers as reflected in the contract.

Replicable “Center in a Box”—a replicable configuration was adopted such that a new center with a full set of value-added services could be set up rapidly, with services immediately available to customers.

Locally Owned and Operated—each center is locally owned & operated by an entrepreneur vetted to ensure they are capable of managing the venture.

MicroLeasing—the NDB provided capital funding, with LOLC using these funds to buy PCs that were leased to the franchisees.

MicroLoans—LOLC also made MicroLoans available to the entrepreneurs where there was the need for start up capital and to cover initial operating costs.

Multiple Services & Revenue Streams—the EasySeva centers were constructed to derive revenue from access to content developed and placed on each PC, from local calling via community phones, from international calling via VoIP, from Internet access, copying, faxing, etc. The centers were also positioned such that they could provide local support to microLending and microLoans services into the communities.

Management & Technical Support—the EasySeva franchise operation also provides management training and technical support to the center owners.

The EasySeva franchise ultimately rolled 55 centers, well beyond the initial target. These centers are typically reaching profitability within 3-4 months after opening their doors to the local community. The model clearly proved successful in achieving scale, sustainability, and replicability. For Dialog, the telecom carrier providing the connectivity, these EasySeva centers provided community access for services not otherwise extended to those living in these more remote communities.

The EasySeva example reaches beyond Sri Lanka by providing a proof-of-concept for a scalable and replicable business, financial, and technical approach for extending connectivity and value-added services into smaller rural communities world wide.

March 9, 2011/by actualize

What Libya and Haiti Teach Us About The Intersection of Data and Social Media

I recently finished a chapter for a book to be published by the National Defense University about the persistent problem of information asymmetry in disasters, the condition by which information is disaggregated in such a way that it compounds the already horrendous logistics struggle of humanitarian organizations to provide life-saving aid to victims. Food drops are missed by the general population, the wrong supplies get to the wrong hospital, and water sits on a tarmac rather than getting into the hands of people who are desperate for it. Information asymmetry has two dimensions: the inability to get any data from a lack of access to that information or the inability to take aggregated data and make sense of it all. Often in disasters the first dimension is attributed to a lack of connectivity – whether because of geography or lack of infrastructure (cell phone towers tend to collapse in earthquakes, floods etc.). Six years ago, NetHope and a variety of private sector partners tackled the condition of connectivity in disasters with the creation of the Network Relief Kit (NRK) . The NRK, which fits in a backpack, has a BGAN satellite receiver about the size of a medium-sized textbook. It provides a broadband connection to the Internet, runs off a car battery (or small solar panel) and works almost anywhere on the planet. It has a built-in wireless router for WiFi to support up to ten laptops or Internet phones. So it creates a fast, temporary but crucial voice and data communications hub for a small group of fieldworkers when they need it most immediately – in emergencies.
While the NRK does amazing job of connecting, there are some disasters where the lack of connectivity is compounded in places (like Myanmar after Cyclone Nargis or today’s current conflict in Libya) where autocratic regimes have “shut down” the telecommunications infrastructure or restricted access to journalists. It becomes a situation of not just being able to get public information out but a condition of not being able to get any information at all. As we have seen over the last few weeks, when networks or communication is shut down people revert old network connections (mesh or dial-up) in order to harness new platforms– Twitter, Facebook and other social media – to subvert these network shutdowns. It’s outstanding ingenuity – voice to Tweet for example – and innovation that is providing us with a slew of crisis data. So now we have the information but what do we do with the data? This is the second dimension of information symmetry.

This weekend I met with Gisli Olafsson, NetHope’s Emergency Response and Preparedness Director, as we were both speaking at Harvard for separate events (who knew Harvard was the hotbed of technology, connectivity and enterprise). Gisli, whose blog on disaster response is a great read for anyone interested in this space, told me about the efforts of NetHope, OCHA, and countless other organization and volunteers around the world. Spread across the globe, connected by technology and social media this group is monitoring social media, mainstream media and response organization reports for updates on the terrible situation in and around Libya. I remember this group well from my time in Haiti almost a year ago. Following the devastating earthquake in Haiti this volunteer community rose up to try to help in their own way the people affected by that terrible disaster. Thus was born a new opportunity to improve situation information management that leveraged the human capital of countless volunteers around the world to tackle the very sticky problem of information asymmetry.

The efforts of this group (OCHA, UNOSAT and NetHope have been collaborating with the Volunteer Technical Community (VTC) specifically CrisisMappers, Crisis Commons, Open Street Map, and the Google Crisis Response Team over the past week) are available now for the public here. For the general public this is a fascinating look at the revolution of connectivity, technology, social media in reporting and responding to one of today’s most pressing global crisis’. For the people of the UN and its agencies, NetHope’s 32 international NGOs and countless others who are responding to the crisis this information provides the pivot point for rapid response and an important tool in overcoming the persistent condition of information symmetry. As this movement gains stream and structure the chapter I wrote less than six months ago may become a bookmark of the past as we begin to stage our response and resources in a way that saves countless lives – but hey I’m not going to feel too bad about my outdated chapter because that is the pace of innovation coupled with the persistence of the human spirit.

March 9, 2011/by actualize

Business Enabling Environment, Economic Growth & Trade, Enterprise Development, Originally posted on the GBI Portal

Not Your Mother’s Telecenter

By now we’ve all heard of the telecenters of the 1990s – providing access to hardware and the internet, and shaping the face of ICT4D for a while. And while Internet Cafes are still prevalent, they no longer dominate the ICT4D discussion.

Photograph of the outside of the Bwacha Women's Club Building

Photo Credit: WomenICTEnterprise.org

But there are still lessons that can be learned from past projects. The Kalomo Bwacha Women’s Club looks on the surface like any other telecenter, but in fact, it provided so much more than just access.

The enterprise provides email and telephone services; secretarial services; basic Internet training and browsing; and desktop publishing services such as the creation of calendars, brochures and cards using digital photography for government, public and private institutions, members of women’s clubs and individuals. The center engages women in using ICTs as part of an effort to transform the face of the district, socially and economically. Participants work to improve other women’s money making activities by using the internet to market their produce. The hope is that this approach will help foster economic growth in a place which is mainly dependent on farming and which has very few companies offering jobs to indigenous people.

There are ten core women members, only one of whom is paid, the rest working on a voluntary, part-time basis. The full-time employee works from 8.00am to 5.00pm, sees to the daily running of the club, types for the clients, operates the Internet, answers queries and so on.

The other members look for income-generating projects and recruit new members. They visit Kalomo villages, teaching and sensitising villagers, particularly women, on issues that affect them such as HIV/AIDS and poverty alleviation. They take digital photos, upload these onto their computers and make prints which they then use to distribute to other communities, sometimes in the form of a poster or a calendar with an educational message. They particularly promote women’s initiatives and highlight the plight of women in various communities. These visits help others to realise that they too can advertise their goods and services and learn from each other.

The club also generates income from affiliated clubs, which contribute a small annual fee. They distribute seed to their affiliated clubs who, once they have harvested it, pay them a fee. The seed may be maize seed, beans or any other that is expected to do well during that particular season. All this is at a concessional rate for the affiliated members. The club also holds community events to raise awareness and funds. The end of March will see an open market and a beauty competition, both organised by the club. ICTs play a major part in that participants will be encouraged to keep in touch via email and goods will be advertised on a web site, using digital photos. The club also hopes to create a database.

By sending women out, this “telecenter” reaches out into the community and makes changes in the lives of the women there. Rather than waiting for them to come to the center, the center brings its services and support to the community.

This is just one of several Women’s ICT-based enterprises described on the Women’s ICT Enterprise website. Although the site has not been updated in some time, the cases are still interesting and provide a good background for similar projects today.

Source: Comminit and WomenICTEnterprise

March 8, 2011/by actualize

Humanitarian Assistance, Originally posted on the GBI Portal

Women as Agents of Change in the Aftermath of Humanitarian Emergencies

Woman interviewing another for the Lifeline project

Photo credit: Matt Abud, Internews

Suffering does not end with the cessation of hostilities or the phase-out of large-scale humanitarian aid. Sri Lankan women endured many unspoken hardships throughout the 30-year conflict, and continue to struggle as former IDPS with no home to speak of; with painful memories of the loss of family members; as victims of domestic violence; rape and alcoholism among men; supporting households as war-widows; or just having watched the opportunity for their lives to improve fade away. Despite these experiences, women remain significant, untapped agents of change, both within their local communities and across ethnic divides. Internews, with local partners such as the Association for War Affected Women (AWAW), will train women to use media tools to a) document their experiences, b) access essential information to enhance their economic empowerment, c) collaborate and reconcile with women from other local communities, other ethnic communities and across the diaspora and d) participate in policy decisions that affect them. Beyond the immediate impact of the radio, social media and newsletter products, Internews and partners will develop a toolkit for gender-based recovery and reconciliation in other conflicts. This project will build upon Internews’ successful Lifeline humanitarian information project that end in September 2010, and will help bridge the gap between humanitarian and development aid.

This was taken from Internews’ statement of commitment from the Innovative Use of Technology for Humanitarian Media Aid – Clinton Global Initiative Commitment to Action. Contact Jeri Curry at Internews for more information.

March 8, 2011/by actualize

Environment, Originally posted on the GBI Portal

Empowering Women through ICT in Reef Conservation and Management

Three Indian fisherwomen sit with their nets

Photo credit: SPIDER

Women play a vital role in the operation of the fisheries in India, and their contributions penetrate every aspect of the industry from postharvest handling, preservation, processing and marketing. In the southern maritime states of Andhra Pradesh, Karnataka, Kerala and Tamil Nadu, women dominate the retail fish trade. According to the Global Aquaculture Alliance, between 50-70% of fisherwomen and their families are dependent on fresh fish marketing or traditional fish processing for their livelihoods.

However, fisherwomen in the region want to advance their socioeconomic status beyond sustainability levels. One project, conducted by Coastal Oceans Research and Development in the Indian Ocean (CORDIO) sought to help them do just that while simultaneously protecting the coral reefs on which these women and their families depend.

Coral reefs in the Gulf of Mannar are facing several threats, but in Tuticorin, several villages are solely dependent on fish resources obtained from these coral reefs. Fisherwomen face uncertain catches of varying quality, difficult post harvesting techniques and increasing demand. Crowded fishing grounds, and this increase in demand often cause fishermen to adopt destructive fishing methods.

To reduce the pressure on coral reef resources and economic vulnerability of coastal communities, local fisherwomen self help groups were trained on ICTs and other methods of adult education. The aim of introducing adult education and ICT trainings was:

to empower local fisherwomen self help groups
enhance literacy and livelihood
reduce pressure on coral reef resources through greater awareness and education about marine environment and resources
minimize overall economic vulnerability of coastal communities

Two coordinators from each of 5 villages were selected and trained in adult education and ICTs. Then each village was given a computer, printer, mobile phone and access to the internet. Almost 150 women were trained in adult and environmental education, computer education and hygienic fish drying.

The results were impressive – reef damaged was “considerably” reduced – shore seine operations, mining and anchoring near reefs declines, new coral recruits were observed and live coral area began increasing. These training opportunities also helped fisherwomen earn additional income for their families.

For more information, you can read the case study here in our Project Database.

March 8, 2011/by actualize

GBI Highlights, Originally posted on the GBI Portal

International Women’s Day

Today, March 8, is International Women’s Day. Each year around the world, hundreds of events occur not just on this day but throughout March to mark the economic, political and social achievements. This year is especially important because it marks the 100th anniversary of IWD.

This year’s theme is “Equal access to education, training and science and technology: Pathway to decent work for women.” With this in mind, we are proud to announce a special edition of Gbiportal.net. Throughout the day, we’ll be posting articles and information about sector specific ICT projects that have targeted or primarily benefited women. Many articles are already up – and there are more to come. Check back, or follow us on Twitter @GBI_Program throughout the day!

March 8, 2011/by actualize

Health, Maternal & Child Health, Originally posted on the GBI Portal

Using cell phones to improve pregnancy in Herat

A community health worker shows a visual aid

Photo credit: Dimagi

With funding from USAID, World Vision and Dimagi will conduct operations research to test if the use of CommCare will increase the uptake of healthy actions, improve knowledge of important information points, and improve communications and coordination between community health workers (CHWs) and higher trained workers.

CommCare is a phone-based application to strengthen community health programs. CHWs use software running on a phone during each client visit to improve quality of care and data reporting. When the CHW is within range of a cellular network, data is automatically submitted to a central server for use in program management, monitoring and health surveillance.

World Vision’s study will focus on improving the uptake of a list of identified “Healthy Actions” and knowledge of key “Important Information” points. It will also study the improvement that the phone make between the CHWs for coordination with midwives and other health experts. World Vision expects the following:

Utilization – increased percentage of healthy actions taken by pregnant women
Knowledge Access – increased knowledge by pregnant women of the important information points
Access- increased use of midwives and expert services via phone calls

The primary CommCare module the study will focus on promotes essential care during and immediately after pregnancy. The module reinforces the training the CHWs will have received based on the American College of Nurse-Midwives Home Based Life Saving Skills. The module is designed to quickly bring a CHW through key points of identifying and responding to emergency signs including difficulty breathing, low birth weight, and hypothermia. The module then helps the CHW promote simple but effective hygiene and preventive care to reduce infections such as infected cord stumps, pneumonia, and tetanus.

A key challenge World Vision encountered was that the CHWs in the Herat region are low-literate. CommCare was, therefore, adapted for low-literate users by including audio prompts and images. These multimedia prompts have been found to also help engage the client more, as the CHWs play the audio clips and show images to their clients.

The following video demonstrates how the CommCare application works:

CommCare-Sense House Visit 1 from Derek Treatman on Vimeo.

Click here to learn more about this project.

March 8, 2011/by actualize

Democracy & Governance, Originally posted on the GBI Portal

Freedom of Information and Women’s Rights

Group of people gathered for the book launch

Photo credit: FEMNET

The African Women’s Development and Communication Network (FEMNET) with support from United Nations Educational, Scientific and Cultural Organization (UNESCO) has launched a book titled: Freedom of Information and Women’s Rights in Africa. The book is compilation of five case studies from five African countries namely; Cameroon, Ghana, Kenya, South Africa and Zambia, will help women’s organisations as they organise around freedom of information in their respective countries.

African Union Special Rapporteuer on the rights of women in Africa, Her Excellency Commissioner Soyata Maiga officially launched the book and commended FEMNET and UNESCO for the great initiative of linking freedom of information to women’s rights. She appealed to women’s civil society organizations and progressive governments in the continent to make Freedom of Information as part of the discourse in consolidation of democracy and promotion of socio-economic justice.

“African women have for sometime now been lobbying for women’s rights to be recognized and upheld. Without freedom of information, it has been difficult to do so. Having freedom of information legislation and policies is very important for any democratic state as it is fundamentally related to good governance and sustainable development.” Commissioner Soyata Maiga.

UNESCO Director for Addis Ababa Office Mr. Luc Rukingama said UNESCO is proud to be associated with the launch of the Freedom of information and women’s rights in Africa book and pleased to support gender equality issues and hoped that the book will be used to mainstream through use of ICTs.

FEMNET Chairperson Mama Koite Doumbia said the launch of the book could not have come at better time than now when the Africa Union Summit theme is “Information and Communication Technologies (ICT) in Africa: Challenges and Prospects for Development” “ The book relates well with this years’ theme however ICTs can only enhance development if African government enact and implement Freedom of Information laws and urgently repeal restrictive media and other laws on freedom of expression” said Mrs. Doumbia.

“This years’ theme carries a lot of weight in determining the future of the African woman and the continent with regards to use of ICTs in advancing gender equality. African governments need to promote use of ICTs to increase awareness among women on their rights and facilitate informed decision-making. This could include initiatives that enable citizens to use SMS helplines to report human rights violations and also support the use of ICTs in education (formal and informal) and literacy programmes so as to build ICT skills among young and adult women” added Mrs. Doumbia.

March 8, 2011/by actualize

Agriculture, Originally posted on the GBI Portal

Rural Women Farmers in Uganda Increasing their use of ICTs

Woman seated at table, displaying various ICTs such as phones, CDs, and cassettes.

Photo credit: Ntulume Village Women's Association

Rural women farmers are increasing their use of ICTs, a recent project evaluation for Women of Uganda Network (WOUGNET) revealed. The project, “Enhancing Access to Agricultural Information” began in 2005 with the goal of developing and improving information and communication systems to provide access to agricultural information for rural women farmers via a variety of ICTs including mobile phones, radio cassettes, and community radio. A five year evaluation of the project indicates that not only had ICT usage increased since inception, but the range of reasons why the rural women farmers used ICTs had broadened to include access to market information, reach out to agricultural extension workers, and participation in community radio shows as panelists and by calling-in.

Approximately 85% of farmers in Africa are women, and technology is consistently becoming a more important tool for communication in rural areas. Dorothy Okello, Director of WOUGHNET, wrote on her blog on e-Agriculture, that the organization has come up with the following key lessons:

While e-Agriculture projects are possible with rural communities, no one technology can be used in isolation. Innovative use of available and affordable technologies has to be made.
At the infrastructure level, pro-poor gender-sensitive ICT policies have to be in place to support ready access to affordable high-speed ICT infrastructure.
Partnerships and collaborations are of paramount importance. For example, WOUGNET has partnered with national and local agricultural research institutions, universities and agricultural-focused organizations for their projects.
ICT projects at community level require time. Since ICT projects do not always provide tangible inputs or outputs, people take long to appreciate them. The process of transfer from information to a final product is a process and the community needs time to understand, so such projects cannot be hurried or rushed.
There is a clear relationship between the level of literacy and response to ICT-based innovations if community livelihoods are to be improved. In general, applications that are voice-based or image-based will fare better but may be more costly or more demanding of high-speed ICT infrastructure.
ICT projects require social and technological skills as well as commitment of the various stakeholders.
ICT projects can create an inclusive public sphere, for example, the aged, disabled can participate in such projects as they allow for participation in addition to anonymity and solidarity.

March 8, 2011/by actualize

Humanitarian Assistance, Originally posted on the GBI Portal

A New Approach to Humanitarian Information Management – Dealing with Disasters a post from Gisli Olafsson

This post originally appeared in @gislio ‘s blog on Thursday, February 24, 2011

Ten years ago, the humanitarian community came up with the concept of Humanitarian Information Centers (HIC) as a common information management service provider during conflict or natural disasters. The concept became widely used, although not always called HICs in the period 2002-2006. Following the Humanitarian Reform (HR) in 2005 the concept lost traction and was replaced by the Operational Guidance Note on Responsibilities of Sector Leads and OCHA in Information Management (OGN). In the OGN instead of a common service model, the opposite decentralized model was emphasized with information management (IM) responsibilities lying within each cluster and having OCHA handle inter-cluster IM.

Both these models had their drawbacks. The HICs often became bottlenecks and tended to focus on inter-cluster information management products, while in the OGN model inter-cluster information was lacking support and the capacity of individual clusters to provide high quality IM services varied greatly from one cluster to the other.

Improvements in connectivity and the rise of volunteer groups such as CrisisMappers (CM), Open Street Maps (OSM) and others provide an opportunity for the humanitarian community to re-think the current approach to crisis information management. It is important in this aspect to look at new models for doing this critical work with an open mind and not to keep things as they are just for formalities sake. We need to look at what has worked and what has not worked and take the best of both approaches and identify ways to avoid the things that haven’t worked in the past. At the same time we must be willing to think outside of the box for solutions we have not used before.

Key Principles

When looking for a new approach to crisis information management it is essential that we ensure that the following key principles are met:

Information is a shared commodity that all humanitarian organizations should have access to
Duplication of IM efforts should be minimized at all costs (i.e. don’t collect contact information multiple times)
Innovative ways collecting, processing, analyzing and visualizing information should be emphasized to improve the effectiveness of the crisis information management.

A Common Service

It is very easy to see that information is something that is of great value to the entire humanitarian community and spans the entire cluster system. Just like emergency telecommunication and logistics are handled as a common service to the entire humanitarian system, so should information management be handled. At the same time we must ensure that the common service is actually providing a clear level of support to the entire humanitarian community and not just focusing on the inter-cluster information management.

Service Contracts

An Information Management Common Service should up-front define the service it will provide to the rest of the community and the service levels it will adhere to. This means that the common service should negotiate with each individual cluster what information it will manage on its behalf. This way the common service can be held accountable for the service it is providing. At the same time clusters and lead organizations should also have to be held accountable towards providing information into the common service. Clearly defined processes and interfaces between the common service and the humanitarian community should therefore be put in place.

Scalability

Depending on the scale of the disaster the common service can take on different tasks. For smaller emergencies where it becomes difficult for individual clusters to provide information management capacity then the common service could provide these on behalf of the individual clusters. In large scale disasters and in prolonged disasters some clusters may elect to continue having dedicated information management capacity within the cluster. These information managers would then act as the interface between the common service and the cluster and provide additional cluster specific analysis on top of information provided by the common service.

Governance

The Common Service should not be a UN specific or UN OCHA specific entity. It should be an entity in which the entire humanitarian community has a stake in, a consortium/partnership of equals. This would ensure buy-in from more stakeholders and also the ability to ensure capacity is in place, because the common service could thereby make use of information management experts from a wide variety of organizations.

Funding

By classifying information management as a common service it also becomes easier to identify it as a separate funding line in the consolidated emergency appeals. Right now information management is scattered under various headings in different clusters and within the “coordination” bucket that OCHA requests. Donors are quite aware of the importance of information management but have not had a clear way of providing funding to it directly.

Distributed Model

One of the main drawbacks in the old HIC model was that it was entirely field based. An attempt was made to perform all the data processing and analysis in the field. With improved communication it becomes easier to off-load those tasks to people with better connectivity and better processing power than those in the field. These people could be trained information managers from the different humanitarian organizations or they could be volunteer communities that have been trained in performing particular predefined tasks.

Outsourcing

It is important for the humanitarian community to start leveraging the rise of volunteer groups, built up around social networks and communities. These people want to lend a helping hand during disasters and are willing to often perform very mundane tasks such as data cleaning and processing because through the sheer scale of number of people involved they can make these mundane tasks become easily overcome.

By applying the common services model it becomes easier for those volunteer groups to interface with the humanitarian community because they then only need to deal with one entity instead of multiple organizations.

Needs Assessments

The common service would work closely with the different clusters and individual organizations performing needs assessments on the ground to ensure limited duplication. By collecting data from these assessments jointly into a common service repository, the information becomes more widely available within the humanitarian community and thereby allowing for better decisions to be made.

A Common Information Management Roster

As a common service of the entire humanitarian community it becomes possible to put in place a common roster of information management professionals from UN Agencies, NGOs and other organizations that could be called upon to provide information management services as part of the common service. The funding provided through the CAP for the common information management service can then be funneled back to the organizations providing information management personnel for the particular disaster through the roster.

This also allows for common information management training to be created which would ensure that the different information management experts are all trained in the same methodology.

Partnerships

Through a common service approach it also becomes easier to put in place partnerships with other NGOs and volunteer groups since they don’t have to deal with a large number of humanitarian actors, but can focus on providing their service to the entire humanitarian community through the common service.

Innovation

By having a common service it also becomes possible to jointly work on innovative ways of improving information management activities instead of individual organizations trying to do things by themselves and thereby not achieving the economies of scale required to make innovation profitable. Attracting funding for innovation becomes much easier when the donors see that it will benefit not only one organization but multiple organizations.

March 6, 2011/by actualize