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Mathematica Policy Research, Inc.;
There is growing recognition that youth need more than formal or vocational education to thrive in school, work, and life. They also need life skills - a set of cognitive, personal, and interpersonal strengths that position them for success in their lives and livelihoods. To leverage the growing momentum and give youth access to these vital tools for success, the Partnership to Strengthen Innovation and Practice in Secondary Education (PSIPSE) supports grantee partners testing diverse approaches to strengthening life skills. The PSIPSE commissioned an in-depth study of 18 projects in 7 countries, uncovering actionable lessons on how to design, implement, assess, and scale youth life skills programming in low- and middle-income countries. The study is intended for practitioners and government officials interested in building, improving, and expanding work around life skills, as well as donors looking to advance this field and provide useful guidance to their grantees.
Mathematica Policy Research, Inc.;
There is growing recognition that youth need more than academic knowledge and technical expertise to transition successfully into employment and adulthood (Dupuy et al. 2018). They also need "life skills," a set of cognitive, personal, and interpersonal strengths that position them for success in their lives and livelihoods. Life skills can enhance young people's agency and resilience, improve their psychosocial well-being, and predict a range of long-term outcomes, including health, job performance, and wages (Kwauk et al. 2018; OECD 2018; Kautz et al. 2014). The Partnership to Strengthen Innovation and Practice in Secondary Education (PSIPSE), a donor collaborative, has invested in 18 projects that focus on developing life skills among youth (see left). Mathematica, the PSIPSE's learning partner, recently conducted an in-depth study of these projects. The study used interviews with implementing organizations, an extensive review of project documents and evaluation reports, and high-level literature and landscape scans to examine project experiences, set them in context, and draw out lessons for a range of stakeholders. This brief summarizes the lessons for government officials—on how to successfully devise, roll out, scale, and strengthen life skills policies for youth in low-and middle-income countries (LMICs).
Mathematica Policy Research, Inc.;
There is growing recognition that youth need more than academic knowledge to transition successfully into employment and adulthood (Dupuy et al. 2018). They also need "life skills," a set of cognitive, personal, and interpersonal strengths that position them for success in their lives and livelihoods. Life skills can enhance young people's agency and resilience, improve their psychosocial well-being, and predict a range of long-term outcomes, including health, job performance, and wages (Kwauk et al. 2018; OECD 2018, Kautz et al. 2014). The Partnership to Strengthen Innovation and Practice in Secondary Education (PSIPSE), a donor collaborative, has invested in 18 projects to strengthen life skills in young people. This brief offers eight lessons based on the experiences of these projects—on the design, delivery, measurement, and scale-up of youth life skills programming in lowand middle-income countries (LMICs).
This research, driven in partnership by the British Council and the German Academic Exchange Service (DAAD), looks at the reasons why some national governments invest in supporting outward mobility scholarship programmes. The study aims to improve our understanding of why governments sponsor these programmes; how they are designed, administered, and funded; who participates and where they study; and what impact the programmes are having.
The report contains detailed case studies of 11 countries and their approaches to national outward mobility scholarship programmes, with comparative case study analysis and recommendations for countries looking to establish or develop outward mobility scholarship programmes.
From September 2018 to April 2019, Sattva undertook a first-of-its-kind study on the everyday giving ecosystem in India, with the support of the Bill & Melinda Gates Foundation and Rohini Nilekani Philanthropies. The study does a comprehensive mapping of the giving ecosystem, including the givers, the NGOs that engage with retail givers, online and offline giving channels, and the enabling ecosystem, their practices, successes and barriers, and provides actionable recommendations into unlocking more potential from India's everyday giver.
Around the globe, a wave of financial innovation that seeks to create social and environmental benefits while producing attractive returns is shaping the field of sustainable finance.
From investments in publicly listed corporations based on environmental, social, and governance factors, to bonds issued to fund climate and environmental improvements; from micro-credit to small retailers through innovative credit assessments, to parametric insurance products improving the disaster resilience of countries, the world of sustainable finance is growing and becoming increasingly diverse.
In this report, we take a closer look at these innovations and more, highlighting how they are working to mobilize private-sector capital at scale to address social and environmental challenges. We also explore recent developments and potential opportunities in Asia's four largest economies: China, India, Japan, and Indonesia.
Mathematica Policy Research, Inc.;
For more than 20 years, we have supported work to improve population and reproductive health in India. After making significant progress in this field, particularly in the areas of maternal health and rights, we are preparing to exit the population and reproductive health field in India and are supporting a concluding round of grantmaking focused on maternal health quality of care.
Through this four-year strategy, we aim to advance maternal health by supporting a shift in the field's focus from access to quality of maternal health care. To accomplish this goal, the strategy backs three main areas of work or sub strategies: strengthening the supply of quality maternal health services, building the demand for quality services through accountability mechanisms, and building an evidence base and support for maternal health quality of care. The strategy officially launched in June 2015. Our evaluation partner, Mathematica Policy Research, documented early progress of the strategy through March 2017. Building on earlier evaluations of the strategy, this document provides findings from the midline evaluation covering April 2017 to March 2018.
Strategic use of ever unpredictable financial resources. Lean yet nimble teams, structured to facilitate overall achievement of goals. Collaborations that prioritise knowledge, learning, and making interventions. An encouraging sector environment. Trust, transparency and communication among all stakeholders. These are necessary elements in commonly-held visions of effective social impact and philanthropy sectors, that utilise their shrinking resources well, proactively engage with their social, political and economic world and constantly innovate.
The reality of India's social impact and philanthropy sectors, however, could not be further removed from this vision. Stuck in the pressures of sheer survival, saddled with a complex regulatory landscape and a challenging socio-political context, our vision for the social impact and philanthropy sectors has become a receding horizon, instead of a guiding compass.
"La Caixa" Banking Foundation;
Since 1997, the "La Caixa" Foundation has been promoting international cooperation programs in order to provide opportunities and improve the living conditions of vulnerable populations in Africa, Asia and Latin America. Over this period of 20 years, working in partnership with different cooperation actors has brought us to a process of continuous learning and formulation of new tools and methods that enable us to improve our interventions.
For this reason, in 2016 we decided to launch the Work4Progress program. It responds to the need to rethink the way in which our organization promotes international cooperation projects, to experiment with new tools to strengthen their impact and to incorporate a new focus on social innovation.
The Work4Progress program thus supports the creation of "Open Innovation Platforms for the creation of employment in Peru, India and Mozambique" by means of collaborative partnerships between local civil society organizations, the private sector, administration, universities and Spanish NGOs.
The main innovation of this program is the incorporation of new tools and methodologies in: (1) listening and identification of community needs, (2) co-creation and prototyping of new solutions, (3) exploration of instruments for scaling, (4) governance, (5) evolving evaluation systems and (6) financing strategies. The goal of all of this is to try to incorporate innovation strategies in all its components in an integral manner.
Work4Progress has been designed with a Think and Do Tank mentality. The member organizations of the platforms are experimenting in the field, while a group of international experts helps us to obtain this knowledge and share it with centers of thought and action at an international level. In fact, this is the objective of this publication: to share the theoretical framework of the program, to connect these ideas with concrete examples and to continue to strengthen the meeting point between social innovation and development cooperation.
Work4Progress is offered as a "living lab" to test new methodologies that may be useful for other philanthropic institutions, government or entities specializing in international development.
In this publication, the manner in which its action is structured is defined as a "second operating system". The aim is not to modify the systems, procedures or devices that the international cooperation entities currently have in place, but rather to launch a complementary space that allows for the testing of new tools and procedures, which sometimes cannot be developed due to a lack of time, knowledge or financing.
W4P enables us, as an entity, to depart from the traditional framework of project financers in order to act as a facilitator or driver of innovation platforms together with other public and private partners. The Sustainable Development Goals require us to work on platforms in this manner. We need to take advantage of this opportunity.
Rockefeller Archive Center;
The early twentieth century saw a shift in the perspectives and policies related to medical care in India. In place of hospital care, preventive public health initiatives became more and more important. In this context, health education for individuals including enhancing consciousness for sanitation and hygiene, and protecting maternal and child health received greater attention than before. In the changing international scenario of the early twentieth century, improvements in maternal and infant health became matters of world-wide interest. Increasing imperial rivalries and anxieties about the future health condition of the children of army men, to some extent, prompted certain measures aimed at improving the health of mothers and children through adoption of public health measures. Child welfare movements developed in different parts of the world. In India, health policies of both colonial administrative personnel and administrators in native princely states, efforts of voluntary non-governmental agencies, as well as activities of international philanthropic organisations all played crucial roles in developing these new kinds of public health sensibilities and initiatives. The views expressed by the Rockefeller Foundation (RF) and the role it played in this respect remain significant.
Safe Water Network;
Since publishing our first India Sector Review, Community Safe Water Solutions, in 2014, a report that assessed the service delivery gap in safe water supply and documented the potential for Small Water Enterprises (SWEs) to provide sustainable safe water supply in quality affected habitations in rural India, we have seen Small Water Enterprises (SWEs) gain traction in the country.Increasingly, SWEs have been recognized for the value and benefits they provide as a cost-effective, safe, affordable solution complementary to piped water supply, to address India's drinking water crisis and contribute to achieving Sustainability Development Goal (SDG) 6.1, universal and equitable access to safe and affordable drinking water for all.SWEs are relevant not just to rural, but also to urban India, particularly where increasing urbanization and migration is creating drinking water stress in India's major cities. The situation in urban India, and the role that Small Water Enterprises can play, is detailed in the Urban Sector Review, Drinking Water Supply for Urban Poor: Role of Urban Small Water Enterprises, published in 2016. Drawing from an assessment of the drinking water scenario in four major cities of India, the report reviews the evolving urban landscape and its emerging demands for safe drinking water. Itprofiles potential funding sources and presents the opportunities and challenges that SWE implementers face as they seek to sustain and scale their operations. Lastly, it provides a series of recommendations to move the sector forward.Building on these recommendations, the Policy and Enabling Environment for Small Water Enterprises report, published in 2017, highlighted critical factors that need to be addressed and specific steps to create a more conducive enabling environment for the rapid growth of SWEs in urban India.Advancing these ideas further, and summarizing the seven reports from the 3 year initiative, Small Water Enterprises for Resilient Cities published in 2018 describes how SWEs can provide safe water security affordably to water stressed cities that are coping with dense populations due to increased migration and urbanization.This 2018 Sector Review, Small Water Enterprises to Mitigate the Drinking Water Challenge, ties together the body of work to understand drinking water supply in rural and urban India, and the gap that can be filled by SWEs amid growing water stress and water-quality contamination. It is informed additionally by on ground experience and learnings from our field initiatives in rural and urban India where we have demonstrated the viability of SWEs.The report includes discussions from expert interviews with SWE practitioners such as Fontus Water, Naandi, Sarvajal, WaterHealth India and Waterlife. It calls for further policy and institutional reforms to promote public private partnerships with fair risk management in tenders, and a conducive ecosystem to accelerate expansion of SWEs. Additionally, this report calls for an investment by the Government into Small Water Enterprises to cover capitalcosts and an operating subsidy to enable low pricing in rural areas for providing safe water access to India's population.This report is intended for stakeholders in the water sector including central and state government, state level water supply departments, local water authorities, financing institutions, SWE implementers, NGOs and funding partners who are committed to delivering safe drinking water.
Rockefeller Archive Center;
When the Ford Foundation entered India in 1951, its focus was overwhelmingly rural. As its presence expanded over time, it branched out to other areas such as education and culture, small-scale industrial development, manpower and management, population control and family planning, and technical training. Historians of development and U.S. foreign relations have over the past decade explored various facets of the foundation's activities in India. However, thus far, its role in the urban sphere in India and perhaps even globally has not received much scholarly attention. I began my research at the Rockefeller Archive Center in September 2017, with the intention of studying a very specific urban project in India: the Ford Foundation's planning assistance to Calcutta (now Kolkata) from 1961 to 1974, then India's largest and industrially most important city. Given the lack of secondary references on this topic, I came in with some basic questions. 1) Why did the Ford Foundation get involved in Calcutta's urban renewal project? 2) What was the nature of the Foundation's involvement? More specifically, was it a grant for training or simply a planning program? At that stage in my dissertation research, I had hoped to have a chapter on the Ford Foundation and use it as a contrast to study the response of locally-based Indian and British businesses to Calcutta's civic and infrastructural problems, which had started to make international headlines by the late 1950s. In fact, my main focus was on Calcutta's businesses. However, as I will chart out in this report, the archival materials at the RAC persuaded me to reorient and broaden my core research questions and framework.