Update from Bridge 2

Schematic showing the interaction of two end-users

Diagram explaining some of our platform’s features

Update from Bridge

Using the Design Thinking Process, we began by identifying challenges in international development. Through initial literature and online research we confirmed the challenge and began to identify potential solutions. With a draft idea and supporting scenarios of the product we started interviewing stakeholders and potential beneficiaries.

Define

During this stage, we defined 7 stakeholder groups and how they were impacted with the defined challenge. From this perspective we tailored the product to overcome their specific challenges.

Stakeholder Group	Contribute to Bridge	Obtain from Bridge
Design Studios:	•Technical/Branding Expertise •Innovation •How to take scale an idea	•Good problems to solve (portfolio enrichment) •Avoid 1st Iteration Research •Learn from other ventures •Join efforts with other actors
Local NGOs and Grassroot Groups	•Initiative & Energy to launch projects •Past experiences & networking opportunities •Trust from local community	•Betterment of the served community •Do’s & Don’t
Local Entrepreneurs	•Initiative & Energy to launch projects •Personal experiences & networking opportunities •Trust from local community	•Specific support that meets specific needs •Experiences from others (Do’s & Don’ts)
Local Governments	•Personal experiences & networking opportunities •Trust from local community	•Human resources and support to launch new projects. •Low cost solutions that meet the need of the community.
Emerging Market Seekers/Entrepreneurs	•Capital to launch projects & ideas •Start-up experience	•New and unreachable before markets •Research to redefine their own projects •Facilitates the  Beta Testing & Market Research •Possible Partnership opportunities
Philanthropists	•Capital to launch projects & ideas	•Better and more traceable use of their money •Understand the “real” need
International Organizations	•Infrastructural & Communication Support •Networking Support •Financial/Technical Expertise	•Infrastructural & Communication Support •Networking Support •Financial/Technical Expertise
Social Venture Capital Foundations	•Financial/Technical Expertise •1st class viability analysis of project	•Research efforts savings •Join ventures •People that fill in the gap between communities and “donors”

Research

During the research stage of the Design Thinking Process we confirmed the impact of the identified issue. We gathered examples and stories from individuals and organizations involved in international community and economic development.

Additionally, we gathered information on websites with similar features and explored new ways to improve them. Below is a list of sites used to develop our innovative interpretation:

http://www.thegiin.org/cgi-bin/iowa/home/index.html

http://www.growmovement.org/

www.engineeringforchange.org

http://www.onebillionminds.com/

We also carried out online interviews and online questionnaires for each of the stakeholder groups defined above. Our aim was to collect as much data as possible from our potential end-users so that they would have a direct influence on our product.

Research Findings:

Social Venture Capital Foundations

• In a skype interview, the head of investments for a social venture capital fund in Haiti described their investment criteria used to support and fund projects. Their investments are limited to projects that create access to critical goods & services such as water, agriculture, health, energy, housing and education.

• Investment Criteria:

  • Strong leadership & ethical background of the entrepreneur

  • Committed to serving the poor

  • Realistic business plan to become financially sustainable

  • Reasonable expectations of the investment

  • Understanding of how to scale the business

• When we described the idea, we were told that our goal is very ambitious and from their perspective an urgent and necessary tool in the field of international development. We were directed to explore existing initiatives ensure we were not “reinventing the wheel”.

• This interview informed our understanding of the types of information that foundations would be interested in. With this in mind, we researched the tools and information available to entities interested in gaining support and partnership with foundations.

Local Governments-City Mayor of Sereysophoan, Cambodia.

Through a skype interview and online questionnaire, our group learned about the challenges impacting a government official in Cambodia.

Here are some of the questions used to facilitate discussion:

1. What are some of the challenges you face when trying to implement an initiative that aims to help those living under poverty?

2. What would you need to implement solutions in your community?

3. What do you think are the factors for the success of a project?

4. As someone with political power in your community, what do you lack in order to improve people’s lives?

5. What methods do you use to find supporters?

6. What criteria do you use to select projects/initiatives in your community?

From the mayor’s feedback we learned that balancing the workload of the domestic politics  with implementing projects for the citizens is a real struggle. The work inside the party keeps her very busy that doing projects for the poor seems an unattainable goal. According to her, the main challenge is to find motivated people who can push projects forward, write proposals, and monitored progress. She explained that local governments need low-cost technologies specially designed for farmers to meet their needs and make a living. She also described that a deep understanding of the community needs and a trusting relationship is the main factor for success.

Local Entrepreneurs

Through online questionnaires we gathered information from two entrepreneurs. One from India and the other from Cameroon. These are the questions we asked:

1. Could you tell me about the last time you innovated or how you became an entrepreneur?

2. What is the largest barrier you came across when implementing a solution?

3. What is the main challenge for innovation to happen in developing countries?

4. How do you find supporters?

5. How do you think more innovation could occur in rural areas of developing countries?

6. How much time/resources do you spend looking for support?

The entrepreneurs started as entrepreneurs relatively early (18-20 years old).  They are all working on projects that meet the needs of people in their communities. The main barrier they both specifically described was the challenge of finding like-minded people interested in forming a strong team with socially focused vision. Similarly, they both required support from specialists knowledgeable in areas where less experienced. None of them expressed that motivation or lack of ideas was ever a problem. When asked, how do they look for support, they described that they routinely search in social networking sites, attend events. From these activities they identify potential partners and personally share their ideas and show their work. In general, they explained that they struggle finding opportunities to express their potential and share their ideas on a larger scale.

International Organizations- World Bank Institute Consultant, Washington, D.C.

Through skype interview and questionnaire, the consultant described the efforts from the World Bank to create a more efficient South-South knowledge exchange.

1. What criteria does your organization use to fund a project? Can/Should this be uniform for other organizations to follow?

2. Does your organization struggle to find community leaders on the ground with innovative ideas to tackle extreme poverty? Does someone from your organization have any contact with them and if so how do you find them?

3. What barriers are there in working with community leaders?

4. How does your organization collaborate with other large or small organizations working in the same area/goal?

5. How does your organization measure impact – and what is the timeline for results?

The World Bank Institute in the World Bank is focusing on 3 areas of support to community engagers in developing countries:

• Open Knowledge: Connecting engagers to global knowledge to learn how to implement reform

• Collaborative Governance: Helping to mobilize for collective action

• Innovative Solutions: Scanning and incubating innovations to tackle key development challenges

Some of the principles and criteria  the organization uses to fund projects:

• Participation of staff with decision making authority

• Clear development goal that will be furthered with a Knowledge Exchange

• Clear demand from country/region

He also explained that due to their focus on developing country governments, finding community leaders to partner is beyond their mandate. However, in his opinion a tool to tap into innovative programs from local communities and transfer that knowledge to government organizations would be a great service to engage multiple levels of implementation.

Currently they are on the lookout for government organizations that are “champions in their field” and wish to share their innovative approaches and best practices with others. This selection is currently based on tips/recommendations from experts within the bank.  He also explained that institutional arrangements, stakeholder interests and plain bureaucracy are significant impediments to connect with leaders on the ground. Therefore, most of the South-South Knowledge Exchange agenda has developed around government bodies and large international organizations, usually as part of high-level decisions to move the knowledge agenda forward and leverage the role of knowledge in a changing the development landscape.

Finally, the interviewee described that one of the greatest challenges of knowledge exchanges is proving causal attribution. While the impact of knowledge is undeniable, “measuring” it is a tricky proposition at best and proving whether an exchange led to direct and immediate changes in development outcomes is equally complicated. For these reasons, the timeline for results are generally very long.