4. Leadership crisis in nonprofits
640k new leaders in the nonprofit and public sector
will be needed by 2016
Nonprofit and public employers are increasingly
requiring MBAs for top positions
MBAs skills often in short supply
Top barriers to attracting top leadership talent:
(1) “fit” and (2) compensation
Source: 2009 Bridgespan Report
5. The pay gap
Summer Internship Monthly Salaries 11,832
40% less than Class of 2012 Class of 2013
average pay 9,353
8,983
7,160 6,994 6,973 6,960 6,960 7,037 7,022 6,786 7,046
6,248
5,593
4,222
Wtd. Education/ Consumer Bio-tech/ Financial Technology Energy Consulting
Average Gov’t/ Products Pharma/ Services
Nonprofit Healthcare
Source: Class of 2012 and 2013 Employment Reports – Summer Internships (as of 3/31 in each respective year)
6. Program mission
Provide social sector organizations access to
much-needed MBA talent
Support students to apply their MBA skills to solve
complex problems faced by these organizations
Allow students to determine role of social sector in
their personal and professional lives
8. 2012 highlights
54%: participation from 2013 class
>$25,000: total funds raised
8: HSIF Fellows
$3,134: average award value
Created surplus to provide stability and
implemented more structure
9. 2012 – 2013 goals
Improve marketing and communication efforts
>75% participation from 2014 class
Improve stability ($35k fundraising goal)
Pre-identify and promote internship opportunities
Engage network of program alumni
11. Rakesh Apte
HSIA Recipient 2012
I was working on a project funded by the UK’s Department for International Development (DFID). DFID
has projects throughout Africa, parts of the Middle-east, and Asia. DFID is funding a project in Rwanda
focused on developing the agricultural sector, since approximately 80% of Rwanda’s economy comes
from agriculture. I took on a role as a development associate in Kigali, Rwanda partnered with H2O
Venture Partners to be focusing my entire project on developing the country of Rwanda.
Given my background in the technology, and my deep passion for base of the pyramid small holder
farming, I was put on a project to help bring critical agricultural services to the growing number of
farmers with mobile phones. Mobile phone growth has skyrocketed in Africa in the past decade. Many
who have extremely limited access to electricity (or no electricity) even have a mobile handset. Rwanda
is relatively nascent in its phone adoption (only 42% penetrated), but that number is quickly growing.
My role was to be the end-to-end project owner of delivering these kinds of services over the mobile
phone, which has never been done in Rwanda. One of the hardest challenges that farmers in the rural
communities face is access to information. This lack of information makes them susceptible to many
outside factors that could be controlled for or mitigated. The government was looking for a long term,
scalable solution to address this need.
I had to first do a robust, expansive set of research that would survey the farmers all over Rwanda about
their preferences for types of services they would prefer, and if they could pay for any services, how
much would they be willing to pay.
The types of services that I found that were most useful were:
1. 3-5 day weather forecasts to help farmers with their planning activities (when to dry crop, when
to plant seeds, etc..)
2. Crop road map – the government of Rwanda is pushing many farmers into cooperatives that
plant a certain type of crop, so being that many of the farmers are new to the crop, this mobile
phone service would tell them what they would need to do (i.e. put fertilizer on week 2).
3. Disease alerts – knowing about what diseases are affecting their regions and solutions on how
to better their plants
4. Market prices – the current prices of crops in different markets so they know where and when
to sell their crops
My initial goal in coming to business school was to use my skills toward social impact in the international
development sector. I had worked for the private sector in emerging markets, but never focusing on the
base of the pyramid, which became my passion after traveling extensively in developing markets. I
knew coming to Haas would allow me to refine my business skills toward this cause of using a private
sector type mentality in the international development sector. This would be my first foray into the
international development sector, helping change lives at the base of the pyramid, and I would get a
chance to see if this is the type of work that gets me fired up. I’ve never been more inspired and
reinvigorated to take on these challenges after this experience.
1
12. Rakesh Apte
HSIA Recipient 2012
Without HSIA, I wouldn’t have been able to take this risk and venture off to Rwanda to help develop the
agricultural sector of Rwanda. I am extremely grateful to have received the Haas Social Impact Award,
which allowed me to explore a field that is in much need for these type of business skills, but there is
little funding to support summer internships. I could not have had the social impact I achieved were it
not for HSIA.
This project I worked on for three months was the most personal impact I’ve been able to make in my
entire professional career. I was the lone ranger working on bringing these types of agricultural services
to farmers (via mobile handsets), and it was a gargantuan task. I would be humbled by even scratching
the services, and I was amazed by what I was able to accomplish. Key achievements and highlights
included:
1. Conducting a robust set of research interviewing 600 farmers in 10 cooperatives in all 5
provinces of Rwanda. Research indicated mobile phone usage and attitudes, preferences
toward agricultural services, and ability to pay for services.
2. Building up key partnerships that would be needed to get this type of project up and running.
a. Government of Rwanda – Ministry of Agriculture & Ministry of Infrastructure
b. MTN – largest mobile phone services provider in Rwanda
c. Duterimbere – large microfinance institution
d. Rwanda Agro Dealer Development – large network of agrodealers
3. Sourcing service content that would be needed to deliver over the mobile handset
4. Building the model and financials that would allow this program to break-even
5. Review of entire work so far to bring project to proof of concept stage (final summer
deliverable)
Many skills I had been able to refine during my first year at Haas proved to be extremely useful. Being
mindful of diverging and converging helped me at the beginning phases when I was staring at a blank
sheet of paper. The public speaking presentation skills learned in the leadership class helped me think
about my cadence, stance, posture, and delivery of content. Both of my BILD experiences proved to be
valuable. The first one, Social Sector Solutions, gave me experience in building frameworks and
gathering data. The second, International Business Development, helped me learn about doing
development work in the agricultural sector internationally. I also learned quite a bit on the structure of
nonprofits through my strategic management of nonprofits class. In creating financial models and
project plans, I used everything from a business model canvas to templates received in the IBD class.
This summer experience has fueled my desire to continue work in this social impact sector. I’ve been
able to see first-hand now that there is a huge need for the types of skill sets I’ve been able to develop
here at Haas. I also have a strong desire to live and work in these developing markets, helping to build
and execute projects focused on the base of the pyramid. There are many ways to create social impact,
and the summer has helped guide me into knowing where I want to create that impact.
2
13.
14. Haas Social Impact Award
Clinton Health Access Initiative
Rural Initiative
Implementation Intern
Lesotho
Haas Social Impact Award
Marina Boleda
June ‐ August 2012
1 | P a g e
15. Haas Social Impact Award
Contents
Section One | C o u n t r y O v e r v i e w ...................................................................................... 3
Section Two | R u r a l I n i t i a t i v e P r o g r a m .................................................................... 4
Section Three | H I V , T B A c c r e d i t a t i o n ......................................................................... 5
Section Four | W o r l d F o o d P r o g r a m E n g a g e m e n t ............................................... 7
Section Five | L F D S C a p a c i t y A s s e s s m e n t ................................................................. 9
Section Six | C l i n i c C o n s t r u c t i o n .................................................................................. 10
Section Six | M a t e r n a l a n d N e w b o r n H e a l t h P r o p o s a l ............................... 10
Section Seven | C o n c l u s i o n a n d A c k n o w l e d g m e n t ............................................ 10
2 | P a g e
16. Haas Social Impact Award
Section One | C o u n t r y O v e r v i e w
Due to limited education, high migration rates, challenging terrain, and scarce resources the healthcare
system in Lesotho has some of the poorest health rates in the world. Lesotho suffers from the third
highest rate of HIV infection (23.4%) and one of the highest rates of tuberculosis in the world (634 new
cases per 100,000 per year).1 Further, the majority of Basotho who are infected with TB are HIV‐positive
and approximately 1,000 people each year contract strains of TB that are resistant to first‐line drugs. In
addition, Lesotho has an unacceptably high Maternal Mortality Ratio (MMR) at 1,155 per 100,000 live
births1, which is almost twice as much as Sub Saharan Africa’s average of 640 per 100,000 live births.2
The Under‐five Mortality Rate (UMR) is also very high at 117 per 1,000 live births.3
Of Lesotho’s 2.07 million citizens, 76.2% live in rural areas.4 Approximately 59% of the country is
covered by mountainous terrain, which poses a challenge
for delivery of social services including healthcare.1
The health system in Lesotho is divided into three levels:
(1) National (Tertiary) Level which includes tertiary
hospitals; (2) District (Secondary) Level which includes
filter clinics and district hospitals; (3) and Primary Level
which includes community health posts and health
centers (primary). In total, there are 21 hospitals, 4 filter
clinics and 188 health centers in the country. The majority
of these health centers are located in rural areas. At the
national level, there are three tertiary hospitals.
Currently the health sector is going through a decentralization process where resources and
responsibilities are transferred from the central level to the District Health Management Teams
(DHMTs) in order to empower local communities and ensure effective management of healthcare
services.
The Clinton Health Access Initiative (CHAI) aims to strengthen the health system in Lesotho by working
to improve the management of health services; integrate services that are closely related to HIV/AIDS;
strengthen the supply and distribution system of ART commodities; improve lab services; and recruit,
deploy and retain healthcare workers.
1
Lesotho Demographic Health Survey (LDHS) 2009
2
UNICEF. “Levels & Trends in Child Mortality”, 2011
3
Lesotho Demographic Health Survey (LDHS) 2009
4
Bureau of statistic (2006) Lesotho population census
3 | P a g e
17. Haas Social Impact Award
Section Two | R u r a l I n i t i a t i v e P r o g r a m
The Rural Initiative Program aims to improve the services provided in two of the most remote
mountainous clinics in Lesotho, Semenanyane and Kuebunyane clinic. Both clinics are inaccessible by
road and are thus serviced by the Lesotho Flying
Doctor Service (LFDS), in partnership with Mission
Aviation Fellowship (MAF). LFDS provides emergency
medical services and supplies to the remote
mountainous areas of the country. In search of
medical attention, patients in this region walk an
average of 4‐6 hours to a clinic.
Prior to the Rural Initiative Program, the nurses in
the Semenanyane and Kuebunyane Clinics only
provided basic primary care services. The District
Health Management Teams and the Ministry of Health have largely overlooked both clinics. During
interviews with the DHMTs it was reported the representatives from the DHMTs had not visited or
provided any support to the clinics in over a year.
As described in the Memorandum Of Understanding, “the Rural Initiative Program was established to
support the MOH in the decentralization of HIV/AIDS care and treatment services in order to provide
universal access as well as Primary Health Care (PHC) in rural areas of Lesotho. The Rural Initiative
program addresses two strategic areas that support Priority Area 3 above: capacity building of the
Lesotho Flying Doctor Services (LFDS), and establishing a MOH nurse driven model for service at the two
yet‐to‐be‐renovated LFDS sites.”
My internship with CHAI focused on the implementation of four key components of the Rural Initiative:
HIV, TB Accreditation
World Food Program Engagement
Lesotho Flying Doctor Service Capacity Assessment
Health Center Construction
The following sections provide an overview and update of each of the four components listed above.
4 | P a g e
18. Haas Social Impact Award
Section Three | H I V , T B A c c r e d i t a t i o n
Prior to the Rural Initiative, Semenanyane and
Kuebunyane did not treat HIV or TB patients. The
objective of this initiative was to facilitate the HIV, TB
accreditation process in order to initiate HIV and TB
services in both clinics.
Key stakeholders were engaged throughout the
accreditation process, including: Lesotho Flying
Doctor Service, Ministry of Health Disease Control
Directorate, District Health Management Teams,
EGPAF, and nursing officers from both of the clinics.
The following requirements need to be fulfilled in order to receive ART accreditation:
Community health volunteers required to complete HIV counselor training
Nurses required to complete ART training
Procurement of storage shelves
Sample transportation system
Space management
The following requirements need to be fulfilled in order to receive TB accreditation:
Nurses required to complete TB training
Introduction of TB drugs and equipment
Sample transportation
During my internship I worked with various stakeholders to meet the requirements detailed above. My
primary focus in my first month was to work closely with LFDS, DHMTs, and the nurses in the clinics to
coordinate the required trainings. This process proved more challenging than initially expected because
(1) flights were cancelled due to severe weather and (2) the trainers cancelled, mainly because they
needed to attend funerals in their community. Further, neither clinic has cellular service, making it
difficult to coordinate with the clinic’s staff. Over the course of my internship all trainings were
completed except for one, the TB training at Semenanyane. I scheduled this training and booked flights
three times but the TB Coordinator was not able to make the flight all three times.
The following table details the various trainings I assisted to coordinate for both clinics:
5 | P a g e
19. Haas Social Impact Award
Table 1: Required Trainings for HV, TB Accreditation and WFP Commodities
Training Kuebunyane Clinic Semenanyane Clinic
ART Training Completed 7/2 – 7/13 Completed 6/2012
HIV Counseling Training Completed 7/12 Completed 7/6
TB Training Completed 7/12 * Needs to be completed
World Food Program Training Completed 7/12 Completed 6/18
Prior to leaving Lesotho, I worked closely with my co‐worked, ‘Ntate Hlalele, to train him on the process
of coordinating the TB training in Semenanyane.
During my internship my boss and I were able to complete all of the accreditation requirements except
for the TB accreditation for Semenanyane clinic. With the completion of the accreditation process, we
worked with the Ministry of Health to arrange for drugs to be administered. The following table
summarizes the accreditation progress and the schedule of when drugs will be administered.
Table 2: Accreditation Summary
Introducing ARTs
Accreditation Administration of Drugs
Kuebunyane Clinic Complete Scheduled to be delivered in September
Semenanyane Clinic Complete Scheduled to be delivered in September
Introducing TB Medication
Accreditation Administration of Drugs
Kuebunyane Clinic Complete Schedule to be delivered August 20, 2012
Semenanyane Clinic Need to complete TB training Will be administered during TB training
Finally, it is worth noting that we have been collaborating with EGPAF and the DHMTs to ensure that
mentors are onsite when TB and ART medications are administered. The standard attachment is one
week in length. During this week the mentors work closely with the nurses to treat their first round of
HIV‐positive and TB patients.
6 | P a g e
20. Haas Social Impact Award
Section Four | W o r l d F o o d P r o g r a m E n g a g e m e n t
Malnutrition continues to pose a challenge in Lesotho’s development. Malnutrition in Lesotho is the result of
complex socio‐economic and biological interactions, which affects physical growth,
as well as physical activity, resistance to infection, cognitive and social development.
Stunting (height for age) amongst children below five years seems to be stable at an
alarming rate of 39% as reported by DHS, 2009.3 Stunting, which is a chronic form of
malnutrition, is highest in the mountain districts of Lesotho ranging from 47% in
Qacha’s Nek to 51% in Thaba Tseka. Stunting is associated with decreased survival,
childhood and adult health, learning capacity and productivity.5
In collaboration with the World Food Program (WFP), CHAI is providing
nutritional support for HIV and TB patients, pregnant women, malnourished
children and others who show clinical signs of malnutrition. Throughout my internship I managed CHAI’s
engagement with WFP in order to secure food commodities for qualifying beneficiaries in the clinics.
Figure 1: World Food Program Engagement Goal
To start the initiative, I finalized the Memorandum of Understanding and received headquarters’
approval. Following, I enrolled in and completed the training program that WFP requires of all the
doctors and nurses in participating clinics. The doctor and nurses from Lesotho Flying Doctor Service
completed the training with me. With the completion of this training, I was certified to assess whether a
patient qualified to be enrolled in the program and officially become a beneficiary.
For both clinics it was critical that we collect data on patients who qualified to be beneficiaries and
determine a distribution plan. The following outlines our progress in the clinics:
5
AT&T Technical Brief, Issue 2: September 2010.
7 | P a g e
21. Haas Social Impact Award
Semenanyane Clinic
Data – I travelled to Semenanyane by airplane to conduct the initial assessment. I worked
closely with the nurse to complete the data collection process. It was evident that our presence
in the clinic facilitated the process because the nurses had received the trainings and had the
assessment sheets but had not started the process. I delivered a scale, stadiometer, BMI
calculator, and MUAC tape. The equipment that I brought is essentially the only equipment the
clinic has. I trained the nurses to set up the equipment and we practiced how to accurately use
it.
Distribution plan – Currently WFP distributes food to primary schools in the same region as the
clinic. Thus, WFP is familiar with the roads, weather, etc. A distribution assessment was
conducted July 30th through August 3rd and a storage unit was identified at the clinic to store
commodities prior to distributing it to beneficiaries.
Challenges – Roads to Semenanyane are very unreliable and are not passable during the rainy
season.
Kuebunyane Clinic
Data – WFP collected data on August 8, 2012
Distribution plan – Since Kuebunyane clinic is not accessible by road, CHAI worked closely with
WFP to identify a nearby community, Ha Ntoane, where food could be dropped off and stored in
a warehouse. Beneficiaries will be responsible for travelling to Ha Ntoane on a monthly basis to
collect their rations.
Challenges – Food distribution and data collection will be challenging because the road does not
reach the clinic.
In conclusion, both clinics are currently on‐track for a late‐August distribution. During the last two
weeks of my internship I partnered closely with ‘Ntate Hlalele to bring him up to speed on the
engagement and ensure an August distribution.
8 | P a g e
22. Haas Social Impact Award
Section Five | L F D S C a p a c i t y A s s e s s m e n t
The objective of the LFDS Capacity Assessment is to identify LFDS’s management capacity gaps and
develop recommendations to address the
identified weaknesses. CHAI hired a consultant
from PS Consulting to conduct a capacity
assessment. I worked and travelled with the
consultant to conduct interviews and visit clinics.
PS Consulting presented an initial report to the
Ministry of Health and CHAI, detailing the needs of
LFDS. Following, my boss and I partnered with the
Institute of Development Management (IDM) to
develop customized trainings based on the current
gaps in management capacity.
We faced significant challenges in executing this engagement because the consultant failed to provide a
final report, breaching the terms of his contract. To mitigate this issue the country director of CHAI
advised that IDM conduct a rapid assessment. My coworker will continue working with IDM in order to
conduct this assessment and finalize customized trainings.
During my internship I developed a strong relationship with the doctor at LFDS and worked on other
efforts in support of the organization. The main effort was an HIV/AIDS Counseling Assessment. The
assessment analyzed the HIV/AIDS services offered in four of LFDS’ clinics. The 195‐point questionnaire
covered five key units: Pharmacy Unit, Prevention Unit (HTC), Prevention Unit (STI), Prevention Unit
(Condoms), and M&E Unit. The assessment was conducted to determine the critical needs of the four
LFDS sites in order to improve the HIV/AIDS services in each clinic. During the first phase of the
assessment I analyzed the collected data and presented the data to LFDS. Following, I worked closely
with the doctor at LFDS to develop a formal report for LFDS to provide to the MOH.
9 | P a g e
23. Haas Social Impact Award
Section Six | C l i n i c C o n s t r u c t i o n
The last initiative I worked on was the construction of new clinics to replace Kuebunyane and
Semenanyane. Infrastructure improvements at Kuebunyane and Semenanyane will be inline with the
renovations being conducted by Millennium Challenge Accounts at 138 other health centers nationwide.
As a member of the CHAI, Irish Aid, Procurement and Estate Management Departments of MOH
taskforce, I attended weekly meetings and served as a project manager. I worked with the architecture
firm, KTM, to prepare the tender documents, which I submitted to the MOH. After the bidding
documents were finalized, a tendering announcement was published in the newspaper. At the time my
internship ended, we were receiving bids from contractors. This means that we are currently on‐track
to start construction in December 2012.
Semenanyane Clinic MCA Clinic
Section Six | M a t e r n a l a n d N e w b o r n H e a l t h P r o p o s a l
In addition to the Rural Initiative Program, I contributed to the development of a proposal aimed to
improve maternal and newborn health in Lesotho. The proposal, titled Transforming Maternal and
Newborn Health in Lesotho, aims to significantly reduce maternal and child mortality by increasing
access to quality maternal and child healthcare services. CHAI plans to introduce systems that efficiently
utilize nurse midwives and expand access to emergency obstetric and newborn care services in
underserved areas in order to address the leading causes of maternal and child mortality and morbidity,
which primarily occur during the intra‐partum and newborn periods.
Section Seven | C o n c l u s i o n a n d A c k n o w l e d g m e n t
Working for the Clinton Health Access Initiative in Lesotho was an incredibly rewarding experience.
Over the course of the last nine weeks I feel that I achieved my three main goals: (1) sustainably
contribute to Lesotho’s healthcare system (2) gain an understanding of the complexities of solving
health issues in the developing world and exposure to the challenges of healthcare delivery in remote
regions (3) develop meaningful relationships with my coworkers and partner organizations.
Volunteering for CHAI would not have been a possibility without funding the Haas Social Impact Award.
10 | P a g e
25. Alicia Chan
Haas Social Impact Award
End of Summer Report
I spent this summer at Kiva.org as an impact investments intern on the Strategic
Initiatives team. Kiva currently disburses the majority of its microloans through
microfinance institution (MFI) partners who operate on the ground around the world to
serve individuals who are excluded from access from capital. The Strategic Initiatives team
is tasked with expanding the model beyond MFIs and establishing partnerships with
innovative social ventures that can use the Kiva platform to scale or to reach other
financially excluded populations. As the impact investments intern, I searched for and
developed leads for promising social venture partners and conducted due diligence on a
few potential partners operating in East Africa.
My primary goal in taking this internship was to gain experience in the field of
impact investing. The Haas Social Impact Award made it financially less painful to take an
unpaid internship at an organization that could not fund my internship. Through my
internship, I have developed a better understanding of the social venture space, key areas
of innovation, and elements of a successful business model to address needs at the base of
the pyramid than I would not have otherwise developed.
My main deliverables this summer included three due diligence reports, two of
which have been reviewed, discussed, and approved by Kiva’s investment committee for
credit lines that total more than $1 million. I am in the process of finalizing the third due
diligence report for submission to the investment committee soon. I have decided to
extend my internship with Kiva through the fall semester as well.
The skills I gained at Haas that I used during my internship included many elements
of PFPS, including introducing post‐it note brainstorming to my team to spur discussion on
application questions for potential partners and utilizing the business model canvas
framework to think about how well integrated elements of an organization’s business
model are and how that affects their operations. Core accounting and strategy courses also
helped me to better evaluate the financial position and strategic strengths and weaknesses
of organizations that I evaluated during due diligence.
My experience this summer made me realize that I thrive in an environment where I
can see clearly the social impact and outcome of my work. While I am not certain that I will
return to Kiva full time, I know now that the opportunity to constantly learn, get exposure
to exciting innovations with social impact, and do work that tangibly helps to further these
innovations are elements that I desire in my next job. I am fully committed to working in
the social sector after graduation.
26.
27.
28. Samantha Henderson
HSIA Final Report
Montefiore Medical Center is a four‐hospital health system located in the Bronx. The
Bronx is extremely poor; 80% of Montefiore’s patients have government‐sponsored health
care, either through Medicare or Medicaid, which reimburse at much lower rates than
commercial insurers. Despite, or partially because of these extreme resource constraints,
and because of the strong Bronx pride that I witnessed this summer, Montefiore takes on
responsibility for the overall health and well‐being of the Bronx. The health system does
not only treat the conditions of its patients that walk in the door, but it also does a variety
of activities that promote health and healthy lifestyles. These activities include sponsored
farmers’ markets and green stands; the lead role in a local foundation that owns and
manages residential buildings to provide safe, clean, and affordable housing; and co‐
leadership of initiatives to expand and maintain safe, clean parks and green spaces to
promote active lifestyles.
On the health care side, Montefiore’s subsidiary Care Management Organization
(CMO) also assumes responsibility for the health of certain marginalized populations by
taking on financial risk from health insurers, believing that Montefiore can best use the
limited financial resources to maximize these populations’ health. Very few hospitals in the
U.S. take on financial risk in this way, yet Montefiore does it because it allows the
organization to reshape models of care in innovative, cost‐saving ways that also produce
higher quality care and better outcomes. In particular, Montefiore is one of 32
organizations in the U.S. that were selected to participate in the federal government’s
Pioneer ACO program, one of the most advanced attempts to completely redesign care and
payment for care.
Before Haas, I worked for a not‐for‐profit that generated and spread ideas to
support our partner hospitals to redesign care in ways that would transform the health
care system. For my internship I wanted to work in an organization that actually did that
work, so that I could personally be involved in care redesign projects that made an impact.
Montefiore CMO jumped out as an exceptional place where I could do this, and the Haas
Social Impact Award allowed me to work at CMO by supplementing the minimal salary they
could afford to pay me.
At CMO, I was asked to evaluate the results of the Care Transitions Program (CTP), a
pilot program led by Montefiore and involving four hospitals and three payers. CMO
provides the administrative and evaluative infrastructure for the Collaborative and the CTP
and has been working on this project since early 2009. The CTP had been running since
2009 and focused on reducing hospital readmissions and emergency room visits through a
package of 4 care transition interventions. Hospital readmissions signal a failure of the
overall system of care and are seen as a key quality indicator of the health care system’s
performance and of the population’s health in the area. Starting in October 2012, Medicare
is imposing financial penalties on hospitals with high readmission rates; thus, not only is
readmission reduction important for the community, but also it is vital to Montefiore’s
financial stability. Additionally, the CTP aimed to develop an electronic data collection and
sharing system that would promote information sharing amongst the four hospitals both
during and after this program; and to build a sustainable, collaborative relationship among
the partner organizations that would continue after the CTP’s end.
29. The CTP study ended in early 2012, and no work had been done to understand the
program’s intermediate or final performance. I was tasked with leading the evaluation
process and making recommendations on what Montefiore needs to do to reduce
readmissions going forward. By the end of the summer, my team and I had compiled a
portfolio of documents summarizing qualitative and quantitative assessments of the three‐
year program, as well as a list of recommendations for Montefiore to reduce readmissions,
save money, and improve health.
Of the skills I developed during my first year at Haas, managing and communicating
with people was by far the most useful during my internship. No one person, department,
or organization was in charge of the CTP, which meant I needed to work with multiple
people and teams that had different roles on and opinions of the CTP. Some of these people
were among the most senior at CMO and the partner hospitals, and I had to present my
ideas and myself in a way that was persuasive and collaborative in order to achieve my
goals. Additionally, I managed three college interns who were hired to work on this project.
This was my first supervisory role, and I constantly drew on lessons from Leading People
and Leadership Communication to manage them. In particular, I learned a lot about
accommodating different people’s styles, communicating in way that allowed the team to
work effectively, and keeping the team happy and satisfied in their work.
I also applied my skill of managing many moving pieces to achieve the desired goal,
something I practice at Haas in my classes, my Haas Healthcare Association presidency
position, and in general, day‐to‐day life in business school. The CTP was a long and complex
project: there were many moving pieces that depended on several other people each taking
a number of steps, and it was incredibly difficult to time everything so that it came together
as needed. For example, to do the primary data analysis for the evaluation, the CMO data
analysis team needed data from a number of sources. We worked with these sources for
weeks to clean up their data and get it in the proper format, and it always seemed like there
was one source that was behind the others. This gave me a small peek at the extreme
difficulty of managing projects with several, varied components, and this skill is something
I look forward to working on in the future.
Thanks to HSIA, I was able to reaffirm my desire to work in a health care
organization that has a strong mission to improve people’s health and health care. This
summer gave me an appreciation for the difficulties faced by resource‐constrained
organizations trying to make an impact: the consensus necessary for such social impact
efforts is difficult to achieve and maintain, and these organizations often do not function
smoothly internally because they cannot make the resource investment necessary to do so.
Despite these difficulties, the mission of the CTP and of Montefiore made it easy to work
hard every day because I knew the purpose of my work and its effect on improving the
health of the Bronx’s population. For my next internship and my full‐time job search, I will
definitely seek out organizations with a strong social impact, and I hope I can thank HSIA
by supporting another student’s desire to do good.
30.
31.
32. HSIA End-of-summer report September 2012Kota Fukasawa
A. Overview of my internship
I interned for Revolution Foods as a Graduate School Fellow of Education Pioneers for ten weeks this summer.
Education Pioneers is an educational nonprofit that recruits, trains and enlists graduate school students to schools,
school districts, corporations and organizations in education. Revolution Foods, founded by two Haas Alumni in
2006, is a for-profit company that provides healthy meals to schools in the U.S. I worked directly for Revolution
Foods, and also attended eight-days of training sessions provided by Education Pioneers.
At Revolution Foods, I mainly worked on competitive research and customer analysis with the CEO and the
Director of School Partnership.
B. My goal of taking this internship
I had two goals for my summer internship: 1) To gain working experience in an English-speaking environment and
2) To gain knowledge and build network in the U.S. education sector. To achieve these goals, I decided to turn
down the offer from Amazon and accept the offer from Education Pioneers. Amazon was very attractive in terms of
its job description and stipend, but the backup provided by The Haas Social Impact Award motivated me to stick to
the education sector which had always been my primary interest.
The award also supported my work financially – I purchased books and company reports related to the school food
industry at my own expense, to gain knowledge that was critical to perform my work. I also had to pay gas for
commutes to the office.
C. Key achievements/deliverables of my internship
I worked on three projects during the summer.
1. Competitive Analysis (45%)
Since Revolution Foods developed a new market of healthy school meals, there were no direct competitors in
the field. However, seeing Revolution Foods’s success, small catering companies have started entering the
market recently. In addition Revolution Foods has shifted into a mid-sized company, and has started
competing with some of the larger corporations, such as Sodexo, Aramark and Chartwells. Given such a
dynamic industry landscape, Revolution Foods asked me to work on gathering competitor information and
developing a framework and approach for competitive analysis. To gather competitor information, I conducted
web-based research, and interviews with schools, third-parties and consumers. In the end, I reported my
findings at an executive meeting and delivered a Competitor Catalog and Competitor Analysis Rubric.
2. Customer Analysis (45%)
The company also asked me to conduct customer analysis to understand how the company was winning or
losing against its competitors, and what the key decision factors for customer schools were. I executed analysis
on their Salesforce database, conducted web-based analysis and also did interviews with schools. In the end, I
delivered a Customer Analysis report and presented my findings at an executive meeting.
3. Swing District Analysis (10%)
In addition to the two projects described above, the company asked me to work on an additional project to
identify the Congressional Districts that Revolution Foods should collaborate with. The Federal/State
regulations mattered to Revolution Foods since the Federal/State reimbursement rates for school meals greatly
33. HSIA End-of-summer report September 2012Kota Fukasawa
influence school’s decision on food vendor companies. During the House Representative race, the
congressmen in the Swing Districts are eager to take innovative policies into their public commitments. In line
with this, I screened the Congressional Districts that had potential to connect with Revolution Foods.
D. Skills utilized to my work
There are three skills/experiences I gained through Haas courses that were very helpful to my work. First, the
project experience in IBD class helped me effectively work and communicate with my supervisors and colleagues.
Though this was my first time to be employed in an English-speaking environment, I was not intimidated thanks to
the IBD experience. Second, the brainstorming approach that we learned in PFPS class worked very well when I
developed my final recommendation. Since my class-of-2013 classmate, Eric Desai was also interning for
Revolution Foods, we often did brainstorming together by using some PFPS skills. Finally, the excel trainings that
were conducted outside of class on Sundays were greatly helpful when I conducted excel analyses. Thanks to the
techniques that I learned in the trainings, I was able to run analysis in a productive manner.
E. Influence of summer experience on my future career
This summer internship experience changed the perception of my future career in many senses.
First, it gave me confidence in working in an English-speaking environment. Before coming to Haas, I had a
chance to work in international surroundings, but was intimidated due to the differences of language and culture.
Completing my summer internship, I am considering the option of staying and working in the U.S. upon graduation
or in the future.
Second, the internship experience helped me get familiar with the U.S. education system. Before the internship, my
knowledge of the U.S. education system was very fragmented. Attending the Education Pioneers’ trainings, I
gained a comprehensive picture of the U.S. education system which also helped me reflect on the Japanese
education system.
Last but not least, meeting and working with 50 Education Pioneers fellows who were also passionate in
transforming the education system encouraged me to pursue my future career in education. In Japan, I was always
hesitant to say that I was passionate about the education/social sector, since it is generally perceived that you
cannot earn money working in this sector and therefore nobody wants to pursue a career in education. The people I
met this summer were all determined and committed to make a change in the education/social sector, and their
words and attitudes inspired and motivated me to take actions. Now my future career goal is to realize a Education
Pioneers model in Japan. (I have already spoken to Morgan Scott, the founder/CEO of Education Pioneers about
this!)
Finally, I would like to extend my appreciation to all the people who contributed to this award. Without the effort
and generosity of these people, I would not have encountered this experience.
34.
35. Haas Social Impact Award (HSIA) – End‐Of‐Summer Report
Jerry Lee – Education Pioneers / KIPP
Internship Description
I had the privilege this summer of working as an Education Pioneers Graduate School Fellow placed at the
KIPP Foundation in San Francisco, CA. KIPP (Knowledge Is Power Program) is the largest and most well‐known
network of open enrollment charter schools in the U.S. and a leader in the education reform space. The 125
KIPP schools seek to provide a world‐class education to low‐income, minority students across the country.
I worked on the Knowledge Sharing team, which is a small group within the foundation that equips and
encourages teachers and school leaders across the KIPP network to collaborate creatively with each other.
The goal of this collaboration is to help staff share best practices within and between schools, spark
innovation, and prevent them from reinventing the wheel every time a problem arises. To facilitate this
sharing, KIPP recently rolled out two online collaboration platforms – referred to together as “KIPP Share”. As
a Fellow, I helped drive adoption, develop training materials and make strategic improvements to KIPP Share.
My project can be split into three main workstreams:
1. High‐level strategic planning and analysis around knowledge management as it relates to KIPP’s
continued growth and plans for scale.
2. Operational, “roll‐up‐your‐sleeves” work around developing and giving KIPP Share training to teachers
and school leaders, generating marketing collateral, and gathering feedback on and suggesting
improvements to the two platforms.
3. Helping plan, organize and staff all of the Knowledge Sharing outreach at the annual KIPP School Summit
(KSS) in Orlando, FL. Bill Clinton was our gala keynote speaker at the summit this year!
Summer Goals and HSIA
My goal this summer was to thoroughly explore the education reform sector, get a sense for the
opportunities that matched my passions and core strengths, and begin to build my network in this space. The
Haas Social Impact Award was critical in giving me the freedom to do all these things, in addition to bringing
my skills to bear at KIPP, without having to worry about finances this summer.
The award was also valuable in two unexpected ways. First, it was a tremendous encouragement to know
that my classmates were behind me in this quest to solve some of the “wicked” problems around education
in the U.S. (and in the future, abroad). It sounds trite, but that encouragement matters when you’re working
late in the office or grinding through a series of seven training presentations in one day. For my first‐
generation immigrant parents to know that my classmates were supporting me financially in making this
choice to step into a less financially lucrative industry really meant a lot.
Secondly, the Award required me to talk a lot about KIPP and education with classmates and peers, which
naturally forced me to reflect a great deal on the issues that mattered most to me. Through a lot of
reflection, I was able to weave together both a compelling and realistic narrative of why education reform is
important and the role that MBAs can play in the movement. Put another way, HSIA really pushed me to gain
clarity around why exactly I am passionate about social impact through education and what career paths I
can potentially pursue.
Outcomes and Achievements
I think my internship was a major success both for KIPP and for personal growth and development. I
completed the following over the course of my 10‐week internship:
36. 1. Developed and presented Strategic Recommendations deck to senior management across Knowledge
Sharing, Research Design Innovation and Information Technology functions at KIPP Foundation. My
report included:
a. A deep analysis of KIPP Share adoption to date
b. A review of the latest academic research around building and incentivizing use of online
collaboration platforms
c. Four strategies to help KIPP move from static to dynamic sharing
d. A baseline study of online metrics that will meaningfully quantify how KIPP Share is helping users
save time and improve their performance
e. Lists of specific improvements that can be made to the platforms in ranked in order of priority
2. Generated more than 20 unique pieces of training materials and marketing collateral for KIPP Share,
ranging from postcards and one‐page primers to 60‐minute PowerPoint presentations and guided
practice handouts.
3. Trained more than 100 KIPP school leaders, administrators and teachers on the benefits and practical
usage of KIPP Share platforms via WebEx, one‐on‐one meetings, phone calls and group presentations.
4. Designed and staffed a table/kiosk at the annual KIPP Share Summit (KSS) that resulted in more than
1,100 two to three minute conversations and demos with key KIPP stakeholders (teachers, school staff,
board members and funders) from across the country.
Leveraging Skills and Experiences from Haas
I feel like virtually every aspect of my first‐year MBA experience, from core classes like Leading People,
Marketing, Strategy and PFPS, to the leadership and consensus‐building skills I’ve developed in my
extracurricular activities and through IBD, to the broad, global perspective I’ve gained from enjoying the
talents and diversity of my classmates, all helped me add value at KIPP. Getting a strong background in
ethnography, interviewing, and public speaking over my first two semesters, combined with an increased
literacy with budgets and growing expertise organizing and presenting data all helped a great deal in my day‐
to‐day work. My participation in the Education Leadership Case Competition this past spring gave me the
perfect head start on this internship: our student team worked on innovative solutions for sharing best
practices within the San Francisco Unified School District.
Perhaps least tangible but most important, the culture and character of Haas and its students translated very
well to my experience at KIPP. Both places hold values such as confident humility, lifelong learning, influence
beyond authority, and creative collaboration in high regard. Both organizations do much more than pay lip
service to these ideals – they are part of the DNA of the people that make up both Haas and KIPP. In some
ways, the principles of Haas enabled me to integrate almost seamlessly with the culture at KIPP.
Future Career Plans
My long term career vision remains unchanged, and if anything, was inspired and sharpened by my
experience this summer: I want to start a sustainable social business that uses technology to bring high‐
quality education to underserved urban youth here in the U.S. and across the developing world.
Besides giving me a great network of fellow education pioneers and ten very full weeks of firsthand
experience and credibility in a leading education reform organization, I think this summer really grew my
appetite for exploring education finance as a next step to starting my own venture. The funding of companies
and organizations that support schools and enable education outside of the classroom is something I’m
increasingly passionate about and interested in participating in. Haas is giving me a strong set of skills around
social finance and impact investing and I want to both hone those skills and utilize them to change education
here and abroad.
37.
38. Julie Lutz
9/20/2012
HSIA End‐of‐summer report
Internship company: Tegu
Tegu is a start‐up toy company, founded to bring hope, purpose and opportunity to the people of
the developing world through the creation of enduring commercial profit. Tegu’s delightfully
magnetic wooden blocks are creating jobs in Honduras and joy in playrooms across the US and
Europe.
Internship role summer work:
As a Senior Analyst, I was tasked with a few different projects but focused most of my summer on
logistics. I evaluated Tegu’s current transportation and distribution operations in light of strategic
growth plans. Based on all‐in cost structure of delivering product from Honduras to the end
customer in the US and our future business needs, I identified and selected our new 3rd party
logistics provide (3PL) to best fulfill individual customer and retailer orders while minimizing our
overall cost structure.
Additionally, I managed the product development and sourcing process for a redesign of our felt
tote and evaluated strategic growth options for expansion of European sales. I also assisted at our
booth at ASTRA Toy Fair, drove product from JFK airport to our warehouse, visited our factory in
Honduras and generally supported the team however possible.
Goal of internship ( how HSIA helped):
The goal of the internship was to experience working at a start‐up social enterprise that matched my
passion for impact in Central America. I also wanted to see if working in the US on an
internationally‐focused social enterprise would be rewarding enough, or if I prefer to be in‐country
after graduation. The Haas Social Impact Award made it possible for me to work at Tegu and live in
New York City in order to experience both aspects.
I was also interested to experience the integration of faith and work, as much of the management
team at Tegu shares my Christian beliefs. While living in New York, I also had the opportunity to
plug into Redeemer Presbyterian Church, which has a Center for Faith and Work. Both Tegu and
Redeemer allowed me to grow in my faith and explore how faith can be incorporated into work
decisions, relationships and career plans.
Final outcome:
At the end of the summer, I conducted negotiations with our three final 3PL candidates and selected
our new 3PL fulfillment partner. The negotiations resulted in a projected savings of ~$500K over the
next 3 years. This semester, I’m continuing to work on our European operations and the sourcing of
our redesigned tote, as the timeline for these projects did not fit within the summer timeframe.
39. As part of the logistics cost analysis, I also reviewed Tegu’s historical FedEx shipments. While
examining the file, I noticed an error by FedEx which resulted in an immediate $25K savings for
Tegu.
Skills gained at Haas to add value to organization:
I was excited to apply learnings from Haas classes and experiences to help Tegu. In support of
Tegu’s Series B fundraise, I reviewed the list of potential investors and suggested others I’d come in
contact with through Haas, GSVC, SOCAP, etc. I also proposed a new innovative management
structure based on Gary Hamel’s book What Matters Now and a company called Morning Star. Gary
had presented at our Haas@Work class last semester and the idea of non‐hierarchical self‐
management seemed like a perfect fit for Tegu’s development of its employees. In response to my
suggestion, all of Tegu has now read a chapter of Gary’s book and written a personal mission
statement for their work. Furthermore, the co‐founders are pursuing a relationship with Morning
Star.
On the flip side, I feel that my Tegu experience has strongly added to the skills I’m now gaining at
Haas in my second year. My classes in Supply Chain Management, Project Management, Corporate
Finance and New Product Development seem much more relevant and valuable now that I’ve seen
each of these aspects at a start‐up.
Future career plans:
After graduation, I’m tentatively planning to join Tegu full‐time. While exact role and compensation
still need to be addressed, the co‐founders have made it clear that they would like me to come back
and are willing to discuss my future at Tegu whenever I’m ready. I’m now evaluating what role best
fits my career goals, passions and Tegu’s needs, while also debating the options of moving to
Honduras or New York. This year I am focusing on rounding out my management skills in a variety
of technical areas to help me determine what role I might like best and ensure that I will be
prepared to help Tegu in a variety of management functions.
I am also pursuing classes and activities that will prepare me to start my own social enterprise.
Specifically, I am interested in developing a solution for trash dumps, like those in Honduras and
Nicaragua where thousands of people live in poverty. I am currently pursuing an independent study
focused on project management and emerging thermal waste conversion technologies. I hope to
continue this focus next semester as well, potentially working with a team of engineers as part of an
independent study or the Design for Sustainable Communities class.
40.
41. For more information contact:
Center for Nonprofit and Public Leadership
socialimpact@haas.berkeley.edu
nonprofit.haas.berkeley.edu
Presentation prepared by:
Aaron Perez, MBA 13
aaron_perez@mba.berkeley.edu
