1 FORMERLY KNOWN AS THE UNREASONABLE INSTITUTE LEARNING & IMPACT REPORT 2017
2 Where We ve Been Founded in 2009 as the Unreasonable Institute, we have run 61 programs in 24 countries and worked with over 590 ventures.
3 Over The Past Eight Years We Have Run six Global Institutes in Boulder, Colorado. Supported the launch of Unreasonable Mexico and Unreasonable East Africa, both of which are now thriving, independent organizations. Equipped 32 teams to run 5-day accelerator programs (called Labs), bringing our programming and curriculum to communities across the globe, from Afghanistan to Cambodia to Sierra Leone. Run the Early Childhood Accelerator, a partnership with Gary Community Investments, to find and scale innovative solutions to improve the lives of low-income children under 5 throughout the U.S. Run the Future Cities Accelerator, a partnership with the Rockefeller Foundation, to find and scale innovative solutions to improve the lives of poor and vulnerable populations in U.S. cities.
4 Where we have run programs Institutes & HQ Programs Labs North America 1 Boulder, USA, Denver, USA, Global Institute, CO, USA, Early Childhood Accelerator, CO, USA, Future Cities Accelerator, CO, USA, Boston, USA, Houston, USA, Nashville, USA, Virginia, USA, New York, USA, San Diego, USA, Dallas, USA, Miami, USA, 2017 Latin America & The Caribbean 10 Unreasonable Mexico (UMX), Costa Rica, Colombia, Ecuador, Salvador, Brazil, Paraguay, Sao Paulo, Brazil, 2017 Sub-Saharan Africa 17 Sierra Leone, Uganda (UEA), Unreasonable East Africa (UEA), Ghana, Nigeria, South Africa, 2017 Middle East & North Africa 22 Morocco, 2015 Europe & Central Asia 23 Russia, London, Czech Republic, Ukraine, France, Serbia, Spain, Turkey, Kyrgyzstan, Italy, South Asia 33 Afghanistan, Pakistan, New Delhi, Inda, Mumbai, India, Kolkata, India, Bangalore, Inda, 2016 East Asia & The Pacific 39 Japan, Camdobia, New Zealand, 2015
5 Our ventures are doing truly incredible work all over the globe. They are creating impact in 95 countries and have affected over 25 million lives.
6 The Issues Our Ventures Are Addressing Where Our Ventures Are Creating Impact Venture Breakdown By Legal Status 1% 7% 4% 7% 22% 14% 7% 4% 32% 18% 7% 9% 12% 21% 20% 18% 22% 75% 22% Livelihoods 18% Education 9% Empowerment 4% Security / Housing 21% Health 12% Environment 7% Energy 7% Other (e.g., anti-corruption, internet access) 32% Sub-Saharan Africa 20% North America 7% East Asia & The Pacific 1% Middle East & North Africa 22% Latin America & The Caribbean 14% South Asia 4% Europe & Central Asia 75% For-profit 7% Undecided, hybrid, or other 18% Non-profit Data represents ventures that participated in Global Institutes, Unreasonable East Africa, Unreasonable Mexico, the Early Childhood Accelerator, and the Future Cities Accelerator. For more information, please see the Methodology section.
7 Data represents ventures that participated in Global Institutes, Unreasonable East Africa, Unreasonable Mexico, the Early Childhood Accelerator, and the Future Cities Accelerator. For more information, please see the Methodology section. 52% of our ventures have at least one female co-founder
8 How We Know It s Working Of the ventures we ve supported through Global Institutes, Unreasonable East Africa, Unreasonable Mexico, the Early Childhood Accelerator, and the Future Cities Accelerator: Funding 92% $223M+ Raised Have raised funding 86% 39.4% Equity Are still active 34.0% Debt Of the total funding raised, Mosaic has raised $38m, TALA has raised $19m, and Kingo has raised $13m. $229M+ In earned revenue 26.6% Philanthrophy
9 Venture Growth 9.2X 6.2X Average increase in funding within 1 year of our program Average increase in revenues within 2 years of our program Scope Of Impact M+ Jobs created Lives affected Satisfaction With Our Programs 95% 96% Are still in touch with our community Have recommended our programming to a fellow entrepreneur
10 Of the ventures we have supported through Labs: 99% Of entrepreneurs agree or strongly agree that the Lab was valuable to them as an entrepreneur 98% Of entrepreneurs would recommend our programming to a fellow entrepreneur
11 Where Our Ventures Are Creating Impact Note: Numbers indicate the number of ventures impacting each country Countries impacted North America United States 141 Canada 3 Latin America & The Caribbean Belize 1 Venezuela 1 Peru 2 Mexico 26 Honduras 2 Haiti 3 Guatemala 4 El Salvador 1 Dominican Republic 2 Colombia 27 Brazil 21 Aruba 1 Suriname 1 Trinidad & Tobago 1 Curacao 1 Paraguay 1 Ecuador 10 Sub-Saharan Africa Central African Rep. 1 Benin 1 Botswana 1 Burkina Faso 1 Burundi 2 Cameroon 2 Chad 1 Congo (DRC) 2 Cote d Ivoire 1 Eritrea 1 Ethiopia 2 Gabon 1 Gambia 4 Ghana 25 Guinea 1 Guinea-Bissau 1 Kenya 30 Liberia 2 Malawi 1 Mali 2 Mozambique 3 Niger 1 Nigeria 18 Rwanda 5 Senegal 2 Sierra Leone 23 South Africa 2 South Sudan 1 Sudan 2 Swaziland 1 Tanzania 9 Togo 1 Uganda 22 Zambia 2 Zimbabwe 2 Europe & Central Asia Italy 22 United Kingdom 1 Spain 19 Slovenia 1 Russia 8 Romania 1 Poland 1 Norway 1 Hungary 1 Estonia 1 The Netherlands 1 Montenegro 1 France 14 Ukraine 7 Czech Republic 24 Serbia 10 Turkey 7 Kyrgyzstan 11 Middle East & North Africa Egypt 2 Morocco 8 South Asia India 60 Sri Lanka 1 Pakistan 5 Bangladesh 1 Nepal 1 Afghanistan 15 East Asia & The Pacific Australia 1 Vanuatu 1 Thailand 1 Philippines 1 Papua New Guinea 2 Myanmar 2 Mongolia 1 Madagascar 1 East Timor 1 Dem. Rep. Korea 1 China 2 Cambodia 12 Japan 21 New Zealand 9
12 What We ve Learned We began by running a 10-week Institute in Boulder, Colorado, that brought together under one roof incredible entrepreneurs, mentors, and funders tackling huge social and environmental challenges around the globe. Through six years of running Institutes, we learned what earlystage ventures need to scale their impact. We honed our curriculum and methodology. We saw the incredible power of providing entrepreneurs the resources, training, and relationships they need to grow their ventures. And we made several other important discoveries along the way: We can help entrepreneurs create even more impact when we focus our efforts on a specific problem. Instead of running programs to support any entrepreneur working on any problem, we began to experiment with running programs focused on one specific problem at a time. What did we learn? Entrepreneurs benefit even more deeply from a community of peers tackling similar issues. Mentormentee relationships are even stronger and longer-lasting when expertise is more focused. And ventures have an even higher likelihood of getting funded when we can connect investors to an issue- and geography-specific pipeline. Entrepreneurs are an important catalyst for solving the world s problems, but they re not the only catalyst. As the Unreasonable Institute, we put the entrepreneur at the center of our work. While this allowed us to be laser-focused on doing everything we could to support people doing extraordinary things, we learned that it didn t necessarily set us up to effectively solve the world s largest problems at scale. To make a real dent, we need to think bigger, and to involve everyone who can help make a difference not just entrepreneurs, but policymakers, corporations, and civil society. We need to build movements of diverse stakeholders, all mobilized around a specific challenge. Intractable problems are complex and can t be solved by a single, isolated solution. Instead, they require a coordinated movement. By moving from an entrepreneurcentric model to a problem-centric model, we can put the challenge (like how to get low-income students into college, or how to improve access to high-quality prenatal care) at the center of our universe, identify the best people and organizations to create change, and accelerate their impact so that we can measurably move the needle on the problem.
13 Where We re Headed The world s problems are only getting more urgent. And the traditional approaches to solving them aren t working. We need new thinking, new innovations. We need to move into Uncharted territory. Going forward, we will take everything we ve learned, all the building blocks of our proven methodology and approach, and focus our efforts on solving one critical social or environmental issue at a time. Our goal? To learn how to meaningfully move the needle on a specific problem, measure the change, learn, improve, and do it again. We are proud of the impact we ve created to-date, and are fired up to do even more. Building off our history and traction as the Unreasonable Institute, we are becoming Uncharted. We are committed to discovering what it takes to solve the toughest challenges of our time, charting the path, and helping others replicate the impact. Our New Mission Chart the course from impossible to possible. Our New Approach At Uncharted, we zero in on a big, persistent problem, and put it at the center of our universe. We identify what s fueling the problem, then mobilize the people likely to make headway in tackling it. Whether entrepreneurs, government officials, or corporations, our programs swarm those most likely to create change with the world-class mentors, funders, and customized training they need to collectively put a dent in the problem. Throughout, we measure our impact, improve our methodology, celebrate our wins, and learn from our failures.
14 Uncharted At-A-Glance Our network is global, passionate, and committed: K Active mentors supporting our ventures Facebook fans K Active funders Twitter investing in our followers ventures K Pipeline partners helping us find the subscribers most promising ventures
15 Story of Impact Yellow Leaf Hammocks Uncharted Fellows: Rachel Connors, Joe Demin Global Institute, Class of 2014
16 Story of Impact Yellow Leaf Hammocks Before Uncharted Rachel Connors and Joe Demin co-founded Yellow Leaf Hammocks to fight extreme poverty in Thailand by employing tribal communities to weave beautiful, high-quality hammocks to be sold in global markets. Hammock weaving allows local workers to earn wages 650% higher than the regional average, promotes hill tribe members as equals in society, and helps prevent slash-and-burn agriculture - the prevailing alternative employment option. Yet in order for Yellow Leaf to create more impact, Rachel and Joe knew they needed to develop a powerful sales strategy to sell more hammocks. The Uncharted Difference Yellow Leaf attributes much of the success and scale the company has achieved to support Uncharted provided at the 2014 Global Institute and beyond. Uncharted mentor Karen Gibbs guided Rachel and Joe in creating a wholesale sales strategy. She helped them plan for tradeshows, work with retailers, and successfully raise prices in order to create better margins. As a result of their work together: Yellow Leaf hammocks are now carried by over 200 retailers, including Bloomingdales, Tommy Bahama, Crate and Barrel s CB2, Pendleton, and L.L. Bean. Sales grew 280% the year Rachel and Joe attended the Institute. Uncharted mentors Quayle Hodek, Robbie Vitrano, and George Deriso have provided ongoing support to Yellow Leaf. In Rachel s words: Quayle helped a TON with building our sales strategy, Robbie helped us work on storytelling and marketing, and how did George NOT help? Anytime we were wrestling with anything, we could turn to him and say, How would you tackle this? He was such a fountain of wisdom. Yellow Leaf implemented the rapid prototyping approach taught by Uncharted mentor and co-creator of Google Glass, Tom Chi. The process enabled Yellow Leaf to successfully diversify its product line to include hammock accessories. Uncharted connected Yellow Leaf with The Greater Impact Foundation, which provided the company with a $160,000 grant, allowing them to implement a marketing strategy to boost e-commerce sales. This grant and the resulting increased sales enabled Yellow Leaf to bring 360 weavers out of poverty permanently, offering them employment contracts guaranteeing income for the whole year, and making them eligible for Thai social security, providing them health insurance for the first time. To meet increased demand, Yellow Leaf has grown production by 640%, providing the weavers with increased income stability.
17 Story of Impact Yellow Leaf Hammocks Yellow Leaf Today Today, Yellow Leaf s sales have soared, and the company is both generating buzz and transforming lives. Yellow Leaf has been featured by Good Morning America, Vogue, Forbes, Inc. Magazine, Sunset, Men s Journal, and others. The company currently employs more than 200 weavers, 98% of whom are women, and the impact is dramatic. Among the Hmong hill tribe in rural Thailand, no one had ever been to university, until this year. A family of weavers with Yellow Leaf were able to send their daughters to university entirely due to the income they earned through hammock weaving. The daughters plan to use their degrees to better their community and amplify the change that began with their parents and Yellow Leaf. Yellow Leaf expects to employ more than 350 weavers by the end of 2017, when it will also move toward international expansion. Why Uncharted? In Rachel s words: Everyone should attend Uncharted! They helped us clarify our goals and then build a truly concrete strategy to achieve them. Entrepreneurs benefit so much from getting both the high-level perspective and the up-close actionable plans that Uncharted offers. We are still implementing everything we learned! Mor, a single mother of three, who recently rebuilt her entire home with income from hammock weaving and for the first time is able to invest in her children s education something that she never imagined would be possible before Yellow Leaf. When Rachel and Joe visited Mor s new home in December, she beamed as she pointed to her new roof, walls, and pillars, and told them about the concrete she would soon be pouring to replace her old dirt floor.
18 Story of Impact Peekapak
19 Story of Impact Peekapak Before Uncharted Ami Shah and Angie Chan founded Peekapak in 2014 to help children become the best possible versions of themselves. They understood the importance of socialemotional learning, and that those critical skills need to be learned at a young age in order for children to grow into responsible and caring adults. From there, an idea was born: Through both classroom and home lessons, Peekapak uses exciting original stories to teach children character skills and socialemotional learning - like getting along with others, regulating emotions and persevering. In December of 2015, Peekapak launched as a freemium platform, and within three months had reached over 19,000 users. Yet, Ami knew Peekapak had the potential to reach many more children if she could sell directly to schools. Having never done so, Ami came to the Early Childhood Accelerator (ECA) in 2016 to get help with the two main drivers she knew could make or break her sales dreams: research and investment. The Uncharted Difference While at ECA, Peekapak made game-changing connections that impacted the trajectory of the business. As Ami says: In such a short period of time, Uncharted facilitated incredible connections people who really believe in each other and really want to help each other out. Uncharted connected Peekapak to Denver Public Schools, one of largest and most innovative school districts in the country. This introduction was a major stepping stone in Peekapak s ability to scale its impact: The credibility Uncharted has given us has opened doors, not just here in Denver, but also in other districts and states. Mentor Charlotte Cole, Executive Director of Blue Butterfly Collaborative and former SVP of Global Education at Sesame Workshop, helped Peekapak develop a new research strategy to amplify the organization s credibility. As a result, Peekapak has created powerful partnerships and paid pilots with multiple school districts. About Charlotte s guidance, Ami says: Charlotte has been invaluable to our research design and planning. I can t rave about her enough! As a for-profit company, Peekapak had never leveraged grant funding until ECA taught them how. During the year of the program, Peekapak raised $75,000 in philanthropy alone, and is now in discussions with other notable foundations and investors in the Uncharted network. Peekapak has received multiple direct investments through Uncharted s network, enabling the company to secure customers and boost confidence amongst schools in the region. For example: Tom Virden, Co-Founder of NymblScience, invested in Peekapak and became a mentor for the organization, providing invaluable guidance on online marketing and analytics. In Ami s words: He s fantastic. He believes in what we re doing and is really bought into our mission and vision. Gary Community Investments gave Peekapak a grant to support the company s research efforts, complemented by additional mentoring and resources. Voqal invested in Peekapak to help the company fund its new learning games, which have already been pre-sold in more than 450 classrooms and will launch more broadly in Fall 2018.
20 Story of Impact Peekapak Peekapak Today Within seven months of participating in the Early Childhood Accelerator, Peekapak increased by 360% the number of schools it serves, grew revenues by 253%, and doubled its team size. The company now reaches children in 90 different countries, has raised over $225 million, and has impacted over 150,000 lives. Why Uncharted? Ami says: The most amazing thing about Uncharted is their network of socially-minded, superpowerful individuals who are really open to new ideas and willing to help. It s incredible to have them on your side, helping you navigate challenges and grow your business. They offer all the right things for any entrepreneur who taps into, and takes advantage of, this network. It s game-changing.
21 Our Approach To Impact Assessment Focus On Learning Our primary objective for impact assessment is to learn and improve. We want to know what s working and what s not, so we can better serve the entrepreneurs and innovators we support and ultimately achieve our mission. Contribution Not Attribution Our entrepreneurs success is the result of their own blood, sweat, and tears. We never claim that any specific portion of their success is attributable to our programs, and are content knowing that we contributed in some way. Baked-in Impact We work with ventures that have integrated business models and impact models. In other words, for every dollar they earn, they also create impact. Therefore, we feel confident that revenue growth, while an imperfect measure, can serve as an indicator for scaling impact. No One Approach Tells The Whole Story We track growth metrics over time to better understand how our ventures are scaling, and how their growth rate was accelerated by our programs. We do surveys and focus groups at the end of every program to better understand how valuable the experience was to our entrepreneurs, what went well, and what could have been improved. We also capture stories of impact to better understand critical nuances that can t be captured quantitatively. None of these approaches by itself tells the whole story, but taken together they give us a strong sense of how our ventures are doing and the role that our programs play in their growth.
22 Methodology For This Report For all of the ventures that have participated in our Institutes, we gather data for the year before they participate in the program, the year of the program, and for five years after the program. If a venture shuts down, we gather data for their last year of activity, then do not survey them again. Our survey response rates for this report were as follows: 80% of ventures who participated in Global Institutes from , 86% of ventures that participated in Unreasonable East Africa Institutes from , 100% of ventures that participated in Unreasonable Mexico Institutes from , 100% of ventures who participated in the Early Childhood Accelerator, and 100% of ventures that participated in the Future Cities Accelerator. Our practice is to survey all ventures in January and ask them to report on the entire preceding calendar year. Because the Early Childhood Accelerator ran in 2016 and the Future Cities Accelerator ran in 2017, we are only able to include in this report baseline data (not growth data) for those ventures (stay tuned for growth data next year!). We also survey all participating ventures on the last day of every program to assess the value of each element of support, what was most helpful, and what could have been improved. Response rates for these surveys are 100%. For ventures that participate in Labs, we collect end-of-program data as described above, but do not track their growth over the next five years because we do not expect that a limited, short-term intervention will fundamentally transform their growth trajectory (although we understand anecdotally that in many cases is certainly does!). We know that self-reported data is always susceptible to inaccuracies, so we carefully review all of the information our entrepreneurs provide us, check for accuracy, and ask for clarification on any discrepancies we discover. We also know that outliers can dramatically sway a data set, so we remove all outliers (e.g., a venture with hugely atypical growth compared to others in the cohort) before crunching the numbers.
23 The Limitations Of Our Data We are proud of our commitment to collect robust impact data and continuously learn from it, and we also acknowledge the limitations of our measurement efforts. We know that numbers can never tell the whole story. For instance, calculating growth in revenue and funding is helpful for us to understand the rate at which our companies are scaling. However, averaging year-by-year growth for early-stage ventures, which are by their very nature volatile, can be misleading. (We try to correct for this by removing outliers, but still recognize that averages cannot convey the nuanced growth pattern of each venture.) Likewise, we report aggregate lives benefited in order to provide a sense of the scope of impact our ventures are creating, but we recognize that this one number can never fully account for the differences in depth of impact created by our ventures. (That being said, we do everything we can to ensure that the number is meaningful: We spend time checking the data reported to us by each and every venture, as well as the methodology used to calculate it. If we don t think the impact is both deep and lasting, we adjust or exclude the data.) Stay Tuned For Changes... Historically we have worked with a wide breadth of ventures across geographies and sectors and as a result have not been able to meaningfully aggregate most impact metrics. (We believe this can lead to measuring lowestcommon-denominator impact and doesn t truly reflect the unique goals and ambitions of our ventures). Going forward, however, as we focus on tackling specific problems, we will be able to determine key metrics that are relevant across an entire cohort of ventures. We are thrilled to soon be able to track impact at this level and learn how our programs are helping move the needle, one problem at a time!
24 A Note Of Gratitude An enormous Thank You! to all of the incredible entrepreneurs, mentors, funders, Lab teams, and partners around the world who have been with us every step of the way. We couldn t do this work without you! And we can t wait to continue the journey as we move into Uncharted territory, tackling the world s greatest challenges together.
February 2018 CALL FOR PROJECT PROPOSALS From AWB Network Universities For capacity building projects in an institution of higher learning in the developing world Academics Without Borders AWB is a bilingual
May 01, 2017 Fulbright Scholar Research Opportunities Andy Riess, Ph.D. Assistant Director, Outreach INSTITUTE OF INTERNATIONAL EDUCATION COUNCIL FOR INTERNATIONAL EXCHANGE OF SCHOLARS email@example.com Before
Financing Development: Experiences from Africa, Asia and Latin America The African Development Bank s role in supporting and financing regional integration and development in Africa Dr. Gabriel MOUGANI
(en) PRIX VERSAILLES 2018 EDITION Regulations for submissions In conformity with the regulations set out below, submissions will be received by the Secretariat of the Prix Versailles until 31 January 2018
This document is scheduled to be published in the Federal Register on 09/01/2016 and available online at http://federalregister.gov/a/2016-21057, and on FDsys.gov BILLING CODE: 921103 MILLENNIUM CHALLENGE
Funding Single Initiatives African Development Bank Group AfDB Tapio Naula at International Single Window Conference Antananarivo 17 September 2013 AfDB Member Countries African Regional Member Countries
The New Funding Model Collaboration among partners 2 Content 1 Introducing the new funding model & the transition 2 Preparations for the full roll-out to standard applicants 3 Principles of the new funding
OST 2015 EVELOPMENT GENDA CCESS TO AND ONTROL TO ATURAL AND FINANCIAL ESOURCES QUAL IGHTS WOMEN-LED CIVIL SOCIETY ORGANIZATIONS HIFTING SOCIAL ORMS AND PRACTICES BUSINESS FOR WOMEN ENTREPRENEURS WOME LEADERS
UNIDO Business Partnerships Partnering for Prosperity presented by Barbara Kreissler Partnerships Group G20Y Session IMF/ WBG Spring Meetings Partnerships with the Private Sector & the Post-2015 Development
PRODUCER CERTIFICATION FUND 1. We want you Guidelines We want to make sure that all disadvantaged smallholder producers have the chance to be a part of Fairtrade. 2. We have a fund to help you Some producer
International Telecommunication Union Measuring the Information Society 2010 ITU-D 2010 ITU International Telecommunication Union Place des Nations CH-1211 Geneva Switzerland All rights reserved. No part
Template School of Medicine Study Overseas Short-term Mobility Program Scholarships Application Form SOSTMP Scholarship Application Form Electives & Internationalisation Program Level 2 MS 2 Hobart Tel.
Pharmacovigilance in Africa Contributing Factors for it s development Pr R. Soulaymani Bencheikh, M. Squalli, R. Ouled Errkhis, S. Skalli, R. Benkirane, A. Khattabi First African Rabat 12-13 December 2013
PEER Cycle 6 Instructions You may save your application as a draft at any time and resume it later. To do so, please scroll down and click on the "Save as Draft" button at the bottom of the application
PEER Cycle 7 Instructions You may save your application as a draft at any time and resume it later. To do so, please scroll down and click on the "Save as Draft" button at the bottom of the application
April 2016 Issue Brief U.S. Funding for International Nutrition Programs SUMMARY The U.S. has a long history of supporting global efforts to improve nutrition and is the largest donor to nutrition efforts
Africa Grantmakers Affinity Group Tel: 540-935-1307 email: firstname.lastname@example.org www.africagrantmakers.org Twitter @agagafrica Membership The Africa Grantmakers Affinity Group (AGAG) is a membership network
Acceleration in Sub-Saharan Africa Initial data from the Entrepreneurship Database Program February 2018 1 Background Since 2011, hundreds of accelerator programs have emerged around the world, with funding
TATA Consultancy Services ACE Career Development Program Copyright 2011 Tata Consultancy Services Limited 1 The ACE Program 2 History of AIESEC TCS Partnership 1999-2000 2006 TCS builds Insight2 TCS is
Youth Awards for Excellence in Development Work 2015 2 \ Do you know of a young person making a positive difference to the lives of other people in your community or country? The Commonwealth Youth Programme
HUMAN DEVELOPMENT FELLOWSHIPS The IC4HD Human Development (HD) Fellowships aim to encourage mid-career professionals (academics, civil servants, and civil society practitioners) to analyze critical development
Membership Development Strategy Delivering Vision 2020 World Conference Document No 6 ewagggs 35th World Conferenc HONG KONG 2014 Executive summary WAGGGS is currently reaching less than one per cent of
A Data Picture of USAID Public - Private Partnerships: 2001-2014 George M. Ingram, Senior Fellow, The Brookings Institution with Julie Biau, Research Assistant, The Brookings Institution October 2014 After
ENI AWARD 2018 REGULATIONS Article 1 General aspects From 2008 Eni has been offering the Eni Award, aimed to promote and award research and technological innovation in the fields of energy and the environment.
LEADING FROM THE SOUTH A Fund To Resource Women s Human Rights Activism In The Global South AFRICAN WOMEN S DEVELOPMENT FUND Call For Proposals From Africa And The Middle East Round 2 APPLICATION GUIDELINES
UNITED NATIONS United Nations Environment Programme Distr. GENERAL UNEP/OzL.Pro/ExCom/79/17 7 June 2017 EP ORIGINAL: ENGLISH EXECUTIVE COMMITTEE OF THE MULTILATERAL FUND FOR THE IMPLEMENTATION OF THE MONTREAL
KNOWLEDGE ALLIANCES WHAT ARE THE AIMS AND PRIORITIES OF A KNOWLEDGE ALLIANCE? Knowledge Alliances aim at strengthening Europe's innovation capacity and at fostering innovation in higher education, business
HUMAN CAPITAL, YOUTH AND SKILLS DEVELOPMENT DEPARTMENT Human Capital, Youth and Skills Development Department AHHD leads the Bank s efforts to enhance human capital for Africa s economic transformation.
Support to Statistical Development Commitments, 2008 2010, by Donor Recipients /programme name Statistical Areas Donors 1. Australia 1 Fiji 2007 Support to Fiji Bureau of Statistics 5.1 279,869 Grant 2007-3.2008
HUMAN CAPITAL, YOUTH AND SKILLS DEVELOPMENT DEPARTMENT : AHHD AHHD (HUMAN CAPITAL, YOUTH AND SKILLS DEVELOPMENT DEPARTMENT) Composition : Three Divisions Jobs for Youth in Africa Team (AHHD.0) Education
CONGRESSIONAL HUNGER CENTER Evaluation of the Leland International Hunger Fellows Program Summary Findings The Leland Program is a distinctive fellowship program that offers its participants a unique chance
Advances in Global Infection Control: Inside IFIC Patricia Lynch, RN, MBA IFIC Hosted by: Paul Webber email@example.com www.webbertraining.com Before We Can Talk About IFIC Hospital infections Infection
Atoms for Peace Board of Governors GOV/2014/27 Date: 23 April 2014 Restricted Distribution Original: English For official use only The Safeguards Implementation Report for 2013 Report by the Director General
2ND ANNUAL ACEP INTERNATIONAL AMBASSADOR E 10/26/2014 Conference Proceedings Christian Arbelaez, MD, MPH, FACEP Nirma D. Bustamante, MD 2 nd ANNUAL ACEP INTERNATIONAL AMBASSADOR E 2nd ANNUAL ACEP INTERNATIONAL
UNCTAD United Nations Conference on Trade and Development Investment and Enterprise Division Tatiana Krylova Head, Enterprise Development Branch UNCTAD www.unctad.org The United Nations Conference on Trade
Cisco Sub-Saharan Africa Initiative Partners Cisco Foundation Habitat for Humanity Inveneo Teachers Without Borders One Global Economy 1 Cisco Sub-Saharan Africa Initiative Mission To address issues of
ManpowerGroup Employment Outlook Survey Global 4 17 Global Employment Outlook ManpowerGroup interviewed over 59, employers across 43 countries and territories to forecast labor market activity in Quarter
The Erasmus + Programme Key activity 1 International Credit Mobility What s new? International Relations Office University of Pavia The Erasmus + Programme WHAT IS IT? Erasmus + is the European Union s
Erasmus+ for Higher Education, Mobility between Programme and Partner countries (KA107) Call for Proposals 2016 Webinar Anni Kallio and Sini Piippo CIMO 9.12.2015 In this presentation: What is Mobility
Wednesday, April 22, - Bezons Disclaimers April 22, This document contains further forward-looking statements that involve risks and uncertainties concerning the Group's expected growth and profitability
2018 GLOBAL KOREA SCHOLARSHIP Korean Government Scholarship Program Application Guidelines for Undergraduate Degrees (via Regional Universities for Natural Science & Engineering Majors) 1. Qualification
Information and Communications Technologies (ICT) Quarterly Monitor of the Canadian ICT Sector Third Quarter 2011 Quarterly Monitor of the Canadian ICT Sector (URL: http://www.ic.gc.ca/eic/site/ict-tic.nsf/eng/h_it0.html)
Make sure you are there YOUR DIRECT CHANNEL FOR THE BEST OPPORTUNITIES IN BRAZIL AND LATIN AMERICA 17-20 May 2016 23 rd International Fair of Products, Equipment, Services and Technology for Hospitals,
Presentation of the 5% Initiative Expertise France 1, Quai de Grenelle 75015 PARIS 2 With an annual contribution of 360 million (for 2014-2016), France is the 1 st European donor and the 2 nd donor worldwide
Presented by Tourism as a Path to International Cooperation & Sustainable Development Tourism as a Path to International Cooperation and Sustainable Development is a professional development program online
Fiscal Year 2014 Report on Training of General Purpose Forces of the United States Armed Forces With Military and Other Security Forces of Friendly Foreign Countries The estimated cost of this report for
Information and Communications Technologies (ICT) Quarterly Monitor of the Canadian ICT Sector Second Quarter 2011 Quarterly Monitor of the Canadian ICT Sector (URL: http://www.ic.gc.ca/eic/site/ict-tic.nsf/eng/h_it06.html)
African Flight Procedure Programme Ref: AFPP ACTIVITY REPORT EN 2015/Q4 Date: 31 December 2015 Subject: AFPP activities, 4 th Quarter 2015 1. INTRODUCTION 1.1 The objective of this paper is to report on
Manpower Q3 213 Employment Outlook Survey Global A Manpower Research Report Manpower Employment Outlook Survey Global Contents Q3/13 Global Employment Outlook 1 International Comparisons Americas International
Meeting of the SCF Trust Fund Committee Istanbul, Turkey November 3, 2012 SCF/TFC.10/3 October 21, 2012 Agenda Item 4 PROGRESS REPORT ON SCF TARGETED PROGRAMS PROPOSED DECISION The SCF Trust Fund Committee
2018 Edition Terms & Conditions Version 1, released on 2017-10-25 Hash Code (the Competition ) is a programming competition run by Google France SARL whose principal place of business is at 8 rue de Londres,
GEM 2010 Global Report Global Entrepreneurship Monitor By Donna Kelley, Niels Bosma and Jose Ernesto Amoros 2010 Global Report Launch presentation 20 January 2010 Washington, DC Donna Kelley Niels Bosma
IEEE Smart Village About IEEE Smart Village Our Mission IEEE Smart Village empowers offgrid communities through education and the creation of sustainable, affordable, locally owned entrepreneurial energy
ARTICLE 7 REPORTING Update June 2004 Week of the Standing Committee meetings Geneva, 21 June 2004, Coordinator of the Contact Group on Article 7 Where did we stand in February? Mandate from 5MSP Bangkok
Request for Trellis Fund Project Proposals Feed the Future Innovation Lab for Collaborative Research on Horticulture (Horticulture Innovation Lab) Date of Release: February 7, 2017 Applications Due: April
Global Business Forum Latin America 2018 28 February 2018 Speech by Ahmed Bin Sulayem, Executive Chairman, DMCC Good morning, your excellences, ministers, ladies and gentlemen. First of all, I would like
NEW VENTURES FUND REPORT FISCAL YEAR 2015-2016 INNOVATION TO IMPACT Celebrating Five Years of Success NEW VENTURES FUND REPORT 2015-2016 1 Meet Nancy She built a toilet at home. The barrier to a simple
Milan, 27 January 2015 Where do we stand? Global perspectives on the Industrial Competitiveness of Italian manufacturing International Conference The industrial competitiveness of Italian manufacturing
Information and Communications Technologies (ICT) Quarterly Monitor of the Canadian ICT Sector First Quarter 2011 Quarterly Monitor of the Canadian ICT Sector (URL: http://www.ic.gc.ca/eic/site/ict-tic.nsf/eng/h_it06.html)
Japan/World Bank Graduate Scholarship Program Table of Contents Overview: Japan s Investment in Human Capital in Partnership with the World Bank...4 Japan Indonesia Presidential Scholarship Program...6
91% found AFF Deal Flow a good platform to identify potential deals/investors ASIAN FINANCIAL FORUM WHAT OUR PARTICIPANTS SAY 94% My infrastructure innovation project needs financing. I met many people
Thursday, March 15 1:45 pm Veranda DE Concurrent Session: Sales & Marketing Building Your Global Strategy Adam Pode, Director, Research and Analysis, Europe, Staffing Industry Analysts Ton Mulders, Director,
National Latent Tuberculosis Infection (LTBI) Service Specification Service Specification No. N/a Service Latent TB Infection Testing & Treatment Service. Commissioner Lead Hillingdon Clinical Commissioning
Capacity Building in Higher Education Education and Culture Helene Skikos DG Education and Culture Date: in 12 pts Opportunities for International Cooperation in Higher Education Erasmus+ Capacity Building
Manpower Employment Outlook Survey Australia 3 215 Australian Employment Outlook The Manpower Employment Outlook Survey for the third quarter 215 was conducted by interviewing a representative sample of
BE MOBILE! > L AUNCH BREAK < > L AUNCH BREAK < TUESDAY 14 TH NOVEMBER 13.00-14.15 ROOM B2.2.13 WHO TUESDAY 14 TH NOVEMBER 13.15-14.15 ROOM B2.2.13 GENERAL INFORMATION HOW JOIN A MOBILITY PROGRAM WHY WHO
Report on Exports of Military Goods from Canada 2003-2005 Export Controls Division Export and Import Controls Bureau Foreign Affairs and International Trade Canada Website: www.exportcontrols.gc.ca Her
Public reporting burden for this collection of information is estimated to average 15 minutes per response, including the time for reviewing instructions, searching existing data sources, gathering and
July 2016 SPONSORSHIP OPPORTUNITIES On behalf of the entire SEMPO community, thank you for your interest in global sponsorship programs. Our sponsors take advantage of a unique opportunity to gain significant
INNOVATIONS IN HEALTHCARE Pfizer Foundation Global Health Innovation Grants Program: How flexible funding can drive social enterprise and improved health outcomes ERIN ESCOBAR, ANNA DE LA CRUZ, AND ANDREA
EIU METHODOLOGY CONTENTS SUMMARY....2 SCORING CRITERIA AND CATEGORIES....4 INDEX CONSTRAINTS AND OTHER IMPORTANT FACTORS.... 10 METHODOLOGY.... 10 COMPARISON BETWEEN THE 2014 AND 2016 THEFT RANKINGS FOR
EXECUTIVE SUMMARY This report is presented by the Department of Defense (DoD) in accordance with Title 10 of the United States Code, section 2249c. The Regional Defense Combating Terrorism Fellowship Program
Serving Future Generations ANNUAL REPORT ON ACTIVITIES 2017 FISCAL YEAR Dr. Harold Harder with children in Myanmar in 2011. One generation shall praise Your works to another and shall declare Your mighty