csr Posts

Grantee Spotlight: Range of Motion Project

The TripAdvisor Charitable Foundation partners with GlobalGiving in awarding grants to organizations that  relieve the suffering of people around the world.

Fabiola consults with Breyner about the fit of his prosthesis

Breyner’s path to mobility

Fabiola, a prosthetic technician for Range of Motion Project (ROMP), welcomes Breyner with a warm smile as he walks through the doors. A year prior, seven-year-old Breyner’s leg had been removed during his battle with cancer. Breyner and his mother Gabriela had made the two and a half hour trip to ROMP three months earlier after hearing that the organization provides free prostheses to children in need. For three months, Breyner used the prosthetic leg provided by ROMP to walk, run and jump. But as Breyner continued to grow, his prosthesis became uncomfortable, and he was forced to begin using crutches again to help with his mobility.

Fabiola measures Breyner and finds he has grown two centimeters in the last three months. His prosthesis will need to be lengthened slightly to enable him to walk comfortably again. Carlos, a prosthetic assistant, adjusts Breyner’s prosthesis in the ROMP workshop, changing out the rod that serves as Breyner’s lower leg for a slightly longer one. With his newly adjusted prosthesis, Breyner strolls confidently through the parallel bars and proudly shows off his mobility for the ROMP team.

TripAdvisor employee engagement: the beginning of a partnership

Though Breyner and his mother had to travel long distances to receive help from ROMP, the time investment came with a significant reward—realization of Breyner’s potential for mobility.

Patrick Mathay, former TripAdvisor Team Lead for Owner Support, also invested heavily in ROMP, though in a different way. In 2009, Patrick began volunteering with ROMP, conducting effectiveness surveys and providing fundraising support. During that time, he met patients like Breyner, whose lives have been altered by ROMP’s services. Seeing ROMP’s impact for himself inspired Patrick to take action through the TripAdvisor Charitable Foundation, which accepts grant proposals from nonprofit organizations that have been engaged with a TripAdvisor employee on a volunteer basis for at least six months. Patrick supported the ROMP team as they applied for the funding that would allow their organization to maximize its potential and reach more patients like Breyner. His initial support resulted in a significant reward for ROMP— multiple grant awards from the TripAdvisor Charitable Foundation and GlobalGiving over six years.

GlobalGiving partners with the TripAdvisor Charitable Foundation to vet, moderate, and manage all grants made through TripAdvisor’s Employee Grant Program. GlobalGiving has awarded more than a hundred grants in excess of $7 million in partnership with the TripAdvisor Charitable Foundation.

security in Guatemala

Patrick Mathay, Executive Director

Employee engagement grants: Investment in ROMP’s growth

The grants that the TripAdvisor Charitable Foundation has awarded in partnership with GlobalGiving have helped ROMP become a prosthetic industry leader in underserved communities. The ROMP clinic in Zacapa, Guatemala started as a single room where prosthetic technicians saw patients and built prosthetic molds. Today, ROMP is a full-service rehabilitation center that’s served more than 3,000 patients. It now boasts two patient rooms, a waiting area, parallel bars, a workshop, and a 3D printing lab.

Investment in ROMP has strengthened its operational foundation, helping it to transform from a volunteer-based organization to one with a strong team of professionals. ROMP is lead from their office in Quito, Ecuador by Patrick Mathay, a familiar face to ROMP who now serves as Executive Director, and Diana Antony, who serves as Operations Officer. Employee engagement with TripAdvisor is still ongoing following Patrick’s departure, and ROMP has continued to benefit from the skills of TripAdvisor employees, who have helped in areas such as social media and branding strategy. TripAdvisor’s volunteer engagement and support, recognized through a GlobalGiving grant, is allowing ROMP to make the adjustments needed to realize its potential.

ROMP’s mission is to provide high quality prosthetic care in underserved populations, which enhances mobility and unlocks human potential. ROMP believes in equal access to prosthetic and orthotic services that facilitate independence through mobility.

A Fundraising Success Story: Somali Survival Backpacks Project

A week ago GlobalGiving launched an employee giving portal for Eli Lilly & Company. On the first day, the Lilly Foundation and its employees contributed over forty thousand dollars to GlobalGiving projects within Lilly’s giving focus areas. One of these projects was an emergency project to provide Somali famine victims with “Survival Backpacks,”  run by Hot Sun, a film school in the Nairobi slum of Kibera. Hot Sun raised over $8,000 from 143 donations in one day, thanks to Eli Lilly employees.

This unexpected windfall is noteworthy for two reasons:

  • First, the organization was flexible in its mission and able to shift focus to disaster relief (when it had only managed a film school prior to this).
  • Second, the reason Survival Backpacks for Somali Refugees attracted all those new donors was because their team followed GlobalGiving’s recommended strategies – posting four project updates in 2 months, tweeting / facebooking heavily about the cause, and building personal relationships with donors in a variety of other ways. This helped them attract 76 donors, which gave them good visibility on our website. (Site placement is determined by a series of factors including donor numbers, reporting history, etc.)  Therefore, the Backpacks project had high site visibility on the day that we brought in 38,000 new donors; this led to  a significant overnight fundraising success story.

Fundraising is stochastic, meaning that each action does not guarantee results in a tit-for-tat fashion, but the sum of each incredible personal act does indeed add up. This example should inspire and instruct others in how to attract resources to any community effort, whatever the need, regardless of barriers.

Here’s a bit about the genesis of the project from its founder, Nathan Collett:

Long before this crisis hit, Somali filmmaker Ahmed Farah and I had been shooting a documentary about the Somali refugee camps in Dadaab. We felt we had to do something to fill the gap that large aid organizations are not filling. People need immediate help, before “official” help arrives, as they wait for days, even weeks, to be registered. This gave birth to the Survival Backpacks project. Famine now adds to war as the reason for their exodus. Somalis are crossing the horn of Africa on foot, arriving at Kenyan border camps, where they wait. This will help them survive until “survival aid” arrives, and allows them to keep moving if needed.

As filmmakers we also are working to raise awareness of the issue from a Somali perspective. In 2007 I shot a short film in Northern Somalia called “Charcoal Traffic.” Every time the country tries to get on a solid footing there is outside intervention, war, and attacks such as the Ethiopian invasion in 2008. Many of Somalia’s problems are self-created, but outsiders have made the problem worse. An African proverb says that ‘when the elephants fight, the ground suffers’… this is the case in Somalia. The people are suffering.

Our goal is to give something tangible and raise awareness. No filming or transport costs are taken out of GlobalGiving donations. The trailer for our next documentary “Dadaab: get there or die trying” was screened on Al-Jazeera English’s “The Stream” on July 27th 2011. We hope to continue raising awareness through you, and those whom you tell about us… but to not limit ourselves to that. People on the ground need help. We’ve seen their faces, we’ve experienced their suffering. We can’t just film anymore, we need to save lives.

Nathan Collett

If you’re interested in learning more about the story of the Somali Survival Backpacks project, here are some links to follow:

The crisis in the Horn of Africa is so immense, we’ll be watching to see what other innovative people and projects arise to help alleviate the suffering. Here are the drought/famine relief projects on GlobalGiving today: http://www.globalgiving.org/east-africa-drought/

You can find other tips and examples about successful online fundraising strategies on our Tools and Trainings Blog.

Drive More than a Car with Ford

In the auto industry, collisions are generally not a good thing.  But the collision of brand and cause marketing continues apace.

As media and its delivery evolves, borders are blurred by technology, and consumer brands embrace the notion that their customers care about things, and want them to care too, these campaigns get more creative.

Take for example the Ford Focus Global Test Drive.  As part of the program Ford will select 40 lucky individuals to travel to Spain in February to test drive the 2012 Ford Focus before it hits the market.  In addition, Ford will award $10,000 to a charity of each winner’s choice, in the categories of environment, education, or hunger.  And, making this truly a ‘global’ event, organizations from around the world are eligible to receive the grant.

To compete, individuals create and upload a two minute video to the Ford Focus Facebook page via the Global Drive tab.  The video has to be compelling – about a cause and desire to drive the car.    Selections will be made based upon criteria such as the quality and creativity of the video, the submitter’s social networking savvy and his/her soci
al media reach (including the number of people who “love it”).

Just another marketing gimmick aimed at cynical Americans?  Not so much. As a partner in promoting and vetting the charity aspects of the program, GlobalGiving has had the chance to see how Ford has brought together marketing, philanthropy, and social media in a truly global way.   And what’s fantastic is that Ford Focus is not “recreating the wheel” (pun intended).  Building off of the success of the Fiesta Movement,  Focus is running a campaign that both brings new aspects of “challenges” to bear (check out the video invites to key bloggers), but also leverages existing platforms and partners, including  Facebook, Twitter, Votigo and GlobalGiving.  Smart.

Get off the curb – submissions have to be in by December 31st.  Ladies and gentlemen, start your engines!

Sometimes Top Down Is Needed


Three seemingly disparate events prompted this post (in order of occurrence):

1. A trip to NYC from DC on Amtrak

2. Attending the Women’s Sports Foundation annual gala dinner

3.  Walmart’s announcement of their global commitment to sustainable food and the Heritage Agriculture program

In different ways each of these  remind me that leadership and “top down” commitment can have dramatic positive impact on the economy, people,  the planet, and the world.  GlobalGiving is built on the premise that “bottom up” solutions need air time and support, and can often be more impactful than “central planning.”  I agree.  But we also recognize the reality of the power of large institutions to make change happen fast.  At scale.  If leadership is committed to change.    What do these three events tell us?

Amtrak is essentially a monopoly in rail transportation in the United States. Despite whining about its sustainability, it’s website says, it “operates a nationwide rail network, serving over 500 destinations in 46 states and three Canadian provinces on over 21,000 miles of routes, with more than 19,000 employees. It is the nation’s only high speed intercity passenger rail provider….”

But – hello! – they can’t put some recycling bins in their trains?  Seriously. I found myself arriving in NYC, and then 24 hours later in Washington DC, carrying my newspaper, magazines, and empty water bottles back to my office so that they could be recycled.    Here’s what Amtrak says  on their embarrassingly un-updated website:  “By the end of 2009, all café and lounge cars throughout the Amtrak system will have a receptacle designated for collection of plastic and glass bottles as well as aluminum cans.”  Except I traveled on Amtrak on October 12th and 13th, 2010.  No recycling bins.  GlobalGiving has 30 people. We are able to figure out how to recycle.  Kimpton Hotels have figured it out.  Even WMATA, the much aligned Washington DC metro overseer, has Newspaper recycling bins in each station.  It’s about top-down commitment and leadership.  Don’t just say it on your website.  Do it.  Consumers care.

In my short trip to NYC  I attended the Annual Salute to Women in Sports, held by the Women’s Sports Foundation (WSF).  The WSF was started by Billie Jean King about 35 years ago.  In those days women who participated in sports were somewhat of an anomaly.  And Title IX had just been passed.  And Billie Jean was an icon.

I was a Title IX baby for sure. It never occurred to me that I couldn’t participate in high school and college sports.  But I have Billie Jean King, Donna De Varona and a small cadre of risk-taking leaders to thank for my life-influencing exposure and involvement in organized athletics.  Not everybody loved them. They were called “amazons.”  They were told they should stay home and take care of their husbands and children.  But they took a stand and used the power of their positions and pushed.  Influenced.  Set the table for amazing athletes and women like Mia Hamm, Annika Sorenstam,  and Serena and Venus Williams.  Leadership.

On Thursday of last week, Walmart’s announcement of its enhanced commitment to sustainable agriculture raised some eyebrows, mostly from the skeptics.  But as long ago as 2007 Michael Strong posited that Walmart’s decisions regarding the broader global community could have significantly more lasting impact than its detractors care to admit.  With the largest retail global reach on the planet, and incentives to executives to follow the sustainability mantra, Walmart could conceivably alter the prospects of thousands of family farms around the world.  And this decision comes from the top, just like its promise in 2005  to 1. To be supplied 100 percent by renewable energy, 2. To create zero waste,  and 3. To sell products that sustain our resources and environment.

Are they there yet? No.  Are they continually defying expectation and making changes that have unmeasurable ripple effect? Yes.  And it’s all been driven from the top, starting with an epiphany the CEO of Walmart had on a trip overseas.   They have been on a march to impact ever since.

Sometimes it takes a visionary or risk-taking leader to move an organization, or a society, forward.  And equally, those in power who fail to take action and “make change happen” are destined to be remembered for their weakness and inaction.

The democratization of aid.

This piece on Mari and the inspiration for GlobalGiving is great. It explains accurately and concisely the rationale Mari and I had when contemplating leaving the World Bank to start GlobalGiving.

The article explains, “But Kuraishi had spent years working to change the world with a top-down approach and saw its shortcomings as clearly as its strengths. The idea of top-down is that if you can effect change in governments and economies, then you’ll naturally reduce poverty and improve lives. And while that approach works, Kuraishi decided there was also room for a bottom-up approach—especially in countries with weak or corrupt governments. ”

Indeed, when we left, that was the idea–an alternative model that would grant access to funding and markets to people and communities that were otherwise left out, whether because their government was too corrupt or they weren’t established enough to acquire high-level grants with big institutions like the World Bank or USAID.

That was and is our vision. But, as the article documents, our vision is also expanding with our success.

Tara Swords writes in the article, “Eight years later, the organization has raised US$29 million for grassroots charity projects in more than 100 countries. Perhaps Kuraishi’s former World Bank colleagues should reconsider.”

I won’t lie. I smile every time I wrap my mind around the extent of our growth and success (2,800 projects now funded, in fact). And you might wonder what thoughts cross my mind when I read thoughts like “Perhaps Kuraishi’s former World Bank colleagues should reconsider.”

What runs through my mind is hope.

Because our success indicates that this model is working, and will continue to work.

But what makes me even more hopeful is that as I realize the effectiveness, potential, and power of our model–now tested for eight years–I’m increasingly aware of the possibility that GlobalGiving will not only serve as an add-on to traditional aid structures, but actually can serve as a model on which to base their work.

My hope is grounded in reality.

The World Bank’s Urgent Evoke project, for example, is a brilliant concept that puts development entrepreneurship into the hands of, well, anyone.  And next month, they’ll be working with us to launch the funding component where the best, brightest ideas will have a shot at the GlobalGiving marketplace.

But the impetus and the seed money for this huge undertaking came from the World Bank.

This initiative is new, innovative, and smart. Not your standard World Bank funding fodder. I commend them for this type of open-access initiative.

I also admire their documentation of best practices and lessons learned, including what hasn’t worked. That’s brave and serves as powerful learning for the entire development community–exactly how it should work.

There are other hopeful signs out there of a shift in aid–that’s it’s moving, albeit slowly, to recognize that the true potential for change lies within the people and communities who are affected by the world’s problems, and not necessarily the people who write the most effective grant proposals.

So, when I hear others comment on our success, I’m hopeful. We no longer want to just be the guys who left the World Bank. We want to be part of a larger community of people dedicated to the democratization of the aid process. And it’s happening!

Dennis Whittle is Co-Founder and CEO of GlobalGiving.