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Action plan 001 17 Group Projects to Tackle the UN SDGs 1

Merit360 action plan 001 Mobilising 1,000,000 Changemakers for Development - World Merit’s SDG Contribution What We Offer World Merit is a global network of 120,000 young activists from 196 countries who are committed to realising the Sustainable Development Goals (SDGs). Over 80% of these activists are under the age of 25 (World Merit, Merit Day 2016 survey of 8,696 respondents from 140 counties). The reach of this community is reflected in the network’s social media reach of over 50 million viewers. With activists from every country, World Merit has tremendous traction in every corner of the globe through these young changemakers and leaders. Our reach ensures that international development does not become a region-specific concern, but is approached as a global priority. World Merit develops and supports young leaders from all countries to effect change in their local communities, based upon core principles shared between David Nabarro (UN Special Advisor on the 2030 Agenda for Sustainable Development) and Chris Arnold (World Merit founder).


“We need 700,000 SDG activists to be brought together as quickly as possible to lead the charge of achieving the global goals: not only do we [World Merit] have access to this global talent, but we are an incredibly well positioned youth movement that is able to engage potential and current leaders from every single background and all countries. To achieve this, we are radially inclusive: we don’t care what you have done in the past, we simply care about what you will do by 2030” (Chris Arnold) We view youth as not only the future of a nation (Staeheli and Hammett, 2013), but as both our global future and our global present. Youth are citizens of the world, affected by and influencing life on our planet: we ignore the current challenges and future needs of the 1.8 billion young people aged between 10 and 24 (UN, 2016) at our peril.


Why work with World Merit? World Merit reaches out to and works with grassroots activists who are advancing change in their local communities. Our members are active in projects across all SDGs, and are recognised as local changemakers who can leverage social and developmental change. They are able to raise awareness of and active support in efforts to meet the SDGs amongst young people: over 85% of our members believe their knowledge and understanding of the SDGs has been increased by our work (Merit Day Survey, 2016). With only 20% of our activists believing their communities are very aware of the SDGs, it is vitally important that we develop and utilise young changemakers to promote a sustainable and effective global movement aimed at realising the SDGs. Based on an 80/20 Principle, World Merit pursues a radically inclusive agenda for youth empowerment. With just 20% of input coming from professionals, 80% of the efforts and rewards are driven by World Merit changemakers who are given the autonomy to advance their initiatives and to take full ownership of their projects. Thus, by avoiding ‘adultism’ (Gordon, 2010), this approach empowers young activists – who are supported and mentored by the World Merit community. Our youthful community are thus not only able to exercise their rights but are treated as full citizens of our global community, and provides for the expression and realisation of tremendous levels of creativity and innovation. The incorporation of this youth voice plants the seeds for an inclusive society and a healthy democracy (Gordon & Taft, 2011). 4

Project Overview: Merit360 and Action Plan 001 Our flagship event, Merit360, brought together 360 young changemakers from across the globe to propose a youth-initiated Action Plan towards realising the SDGs. Their creativity, initiative and energy are demonstrated in the following pages. These projects demonstrate the community’s potential to communicate, collaborate and create development solutions at a variety of scales. Their overarching message, as expressed by World Merit’s General Manager, Marlou Hermsen, is that “We are youth: we are powerful, we are hungry for change, and we WILL make a positive contribution to realising a sustainable future”. The ideas presented here comprise Action Plan 001. They are optimistic proposals, containing novel ideas and detailed understandings of effective ways to mobilise young people through both on- and off-line platforms to meet the SDGs. The variety of communication and activism practices outlined, illustrate both the willingness to but also the need for young people to bypass mainstream media and political establishments as they seek to have their voices heard (Merchant, 2016). In contexts of extreme injustice or political repression, the storytelling function of social media provides a vital mechanism for mass mobilisation, youth engagement and social empowerment. These proposals also demonstrate an astute awareness of the need to engage with multiple stakeholders in efforts to promote sustainable development. At the core of many proposals is a prioritisation of social entrepreneurialism, recognising that sustainability in development is not confined to understandings of environmental sustainability and climate change, but also a need to ensure long-term, sustainable funding sources for projects in order to scaleup and enhance resultant benefits.

References Gordon, H. R. (2010). We fight to win: Inequality and the politics of youth activism. New Brunswick, NJ: Rutgers University Press. Gordon, H. R., & Taft, J. K. (2011). Rethinking youth political socialization: Teenage activists talk back. Youth & Society, 43(4), 1499–1527. Merchant, A. (2016, February 29). Youth Activists: A Force to be Reckoned With. Retrieved September 01, 2016, from http:// Staeheli, L.A. and Hammett, D. (2013) ‘’For the future of the nation’: citizenship, nation, and education in South Africa’, Political Geography, 32, 32-41 UN (2016) 10 Things You Didn’t Know About the World’s Population, accessed 8/9/16, available at http://www.


Global Marketing Team

action Plan component 1 The World Merit community brings a wealth of energy, talent and experience to bear on efforts to meet the SDGs. We use a structured, multi-scalar approach to youth engagement and empowerment to reach key constituencies and communities across the world to tackle the most pressing issues facing the world today. Our comprehensive engagement tools, include a range key activities to support changemakers and goalkeepers across the globe. Firstly, we will develop a youth-orientated on-line, multi-language educational resource to promote a Sustainable Development Curriculum to communities and activists across the world. Secondly, and as the attached Action Plan SDG components illustrate, our changemakers are able and willing to give back to their communities. Further leveraging outcomes, we will utilise smalland large-scale competition activities to heighten awareness and encourage multi-stakeholder actions and participation. Enhancing these outcomes, we will adopt and promote multi-platform activities including social media and on-line storytelling to enable young people around the world to share stories and experiences to learn from each, to develop intercultural understanding and tolerance, and – ultimately – to become active global citizens.


Developing a Sustainable Development Curriculum Abstract The Sustainable Development Curriculum (SDC) is a global educational project based on the development of regional and country specific resources. Working with partners who already produce materials and courses relating to international development, we will create an innovative platform incorporating educational materials and tools for activism for youth across the globe. This platform will include certification-carrying MOOCs, providing youth with valuable knowledge and enhancing their employability. This initiative is a key component to our aim of creating 1,000,000 SDG-Goalkeepers in the age category 12-35 by September 2018. Our 5-module course will introduce the post2015 development landscape and help young changemakers develop the skills and knowledge needed to make sustainable, substantive differences in their communities. The development of our MOOC platform will cost approximately ÂŁ300,000, offset through on-site/ in-app advertising revenue and future fundraising activities.


9 september 2016 360 goalkeepers

All reach out to 1000 new goalkeepers



Country offices

Community members

online platform

multiplier effect

2016/2017 Translate

Small Transmedia

sdgs to









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& global





merit360 on 5 continents

1.000.000 goalkeepers 2018


Activities and outputs/milestones

Activities and outputs/milestones

World Merit will act as the central hub to coordinate and host these learning materials, and oversee the administrative requirements of the project. Each of the 5 proposed modules will be designed to exist as both a stand-alone component and an integrated part of the overall MOOC.

Initial plans include regular visual competitions, ‘A picture says a thousand words’ (utilising photography relating to development themes to raise awareness and publicity through a participatory process) and ‘Design a Graphic’, and social media campaigns (Tweet advocacy, with prizes linked to increased profile and presence on the SDGs).

Objectives Commencing with our launch at the UN on the 9th September 2016, we will develop a course structure and content ready to launch to site users and future Merit360 participants by April 2017.

Small Scale Competitions Outline Local, small-scale competitions provide targeted traction and appeal to key audiences to engage with SDG priorities. Functioning as a low-cost entry point, the competitions use incentives and gamification to stimulate initial, and then maintain, ongoing interest and action from young changemakers through monthly small-scale competitions and bi-annual major competitions. These will be tailored towards specific priority themes tied to global days/events to leverage attention and activism on specific SDGs. The cost burden of these competitions is minimal, with administrative burdens absorbed into current work models and prizes subsidised by key sponsors and stakeholders.


Objectives These competitions will promote engagement with and knowledge of World Merit and the SDGs, while supporting the development of a supportive online community of changemakers – including the participation of 100,000 people in the competitions within 2 years. These competitions are tailored towards youth empowerment through utilising platforms that youth prefer to use. Overall, these activities will nurture and grow community mobilisation for the SDGs by encouraging volunteering and local community activities.

Translating the SDGs Outline The language used to discuss the SDGs often restricts their impact and relevance to local communities. Key barriers to engagement include failures to translate goals into local languages and struggles to make goals seem relevant to everyday experience. With a community of 120,000 members from 196 countries, World Merit members can play a crucial role in overcoming these barriers of language and translation, including into Hindi, Urdu, and Swahili. Crowdsourcing translation services through World Merit community members will ensure expanded reach of the SDGs to local communities across the globe, and assist in mobilising additional changemakers. To assist in scaling up these activities, we will build on existing partnerships with youth organisations such as AIESEC to expand the pool of volunteer translators

Outputs and activities We will create a list of languages and beneficiary communities to prioritise our efforts. Based upon this, we will work through the World Merit community to collaborate with local NGOs and other organisations who will assist with translation and dissemination of activities. Finally, the World Merit network and other collaborators such as the SD Solutions Network will distribute of translated information to local communities.

Objectives Crowdsourced translation will increase global awareness of and actions orientated towards the SDGs while simultaneously strengthening the World Merit community of changemakers.




1 Working together to raise awareness and create a lasting impact


SDG16: Peace, justice & strong institutions

Peace is simple #DareToShare Inspiring youth to be action-driven peace-builders Overview of the campaign idea

operational reach

This initiative targets youth around the world who are passionate about improving their communities but do not have the knowledge or resources to direct their passion, determination and even frustration into becoming concrete action. Contributing factors could include: a) Feeling powerless to affect change; b) No peer group in a similar space to explore & develop ideas; c) Limited access to technical advice or expertise.

In the first year we aim to: 1. Engage 5,000 young people to share their stories on our online and offline platforms with an indirect reach of 1 million people thorough engagements on social media. 2. Support 1,000 young people around the world to join and/or launch local peacebuilding initiatives using best practice from the campaign.

Our proactive youth network allows grassroots peacebuilders to share stories with an emphasis on two fundamental factors: 1. Starting a dialogue about what peace and conflict mean in different contexts. 2. Showcasing and influencing best practice in peacebuilding activities at a local level. Storytelling can take both a digital and physical format, making this project accessible to a wide, global audience. The first strand involves our own ‘Peace is Simple’ website and #DareToShare campaigns on social media (e.g. Facebook, Twitter, Instagram, Snapchat)/ This will be complemented with face-to-face ‘peacebuilding clinics’ hosted in the local community at religious and educational institutions and cultural centres. In both phases, individual experience will be captured in a ‘best practice template’ that outlines what, how and where activity as implemented, building a knowledge bank for our global network.

Target audience Young people aged 13-30 years old from communities around the world.

Call to action What do ‘war’ and ‘peace’ mean to your community? How are you making a change? We dare you to share and join our movement!’

the 5 key milestones 9 sept ‘16

Team structure finalised

21 Sept ‘16

Five partnerships confirmed

Implementation plan

9 march ‘17

24 july ‘17

50% of UN member countries engaged

Step 1: Form a team from Merit360 SDG16 Action Plan Executors to lead implementation; delegate roles and responsibilities among team-members. Step 2: Create a standardised questionnaire/best practice template for peacebuilders to outline the key details of their projects (e.g. what issue were they tackling; who did they work with’ what were the major obstacles and how did they overcome them). Step 3: Apply for grants to subsidise start-up costs (e.g. website development). Step 4: Build social media channels and Peace is Simple website, using both in-house and external expertise. Step 5: Launch #DareToShare campaign on all platform. Step 6: Develop partnerships with organisations and individuals to widen reach for #DateToShare campaign. Step 7: Engage local institutions to organise offline ‘peacebuilding clinics’. Step 8: Begin to build a directory of local initiatives for the Peace is Simple website, providing a database of best practice for registered users. Step 9: Ongoing administration of the online platform, including data captured from offline ‘clinics’. Step 10: Arrange speaker slots at relevant events to encourage participation in the campaign. Step 11: Write monthly newsletters for registered users, showcasing specific case studies/initiatives from the Peace is Simple network.

5,000 videos 1 million reach

21 sept ‘17

1000 joined peace initiatives

partnerships & collaborations

Partners to promote campaign worldwide (leveraging existing youth networks & forums): • World Merit • Wanderbrief • Humans of New York • AIESEC • ENACTUS • One Young World • Young Enterprise • Ashoka • Influential young bloggers/vloggers Local institutions to host ‘peacebuilding clinics’: • Schools and universities • Religious Institutions • Youth clubs Partners to provide expertise and guidance: • Peace Day 365 • Peace One Day/ Peace First Potential corporate sponsors (embedding/ incorporating the campaign across their platforms): • Facebook, Twitter, Reddit, Buzzfeed, Snapchat, Twitch, Vine, Instagram

Partnering with local & global organisations with the same mission 16




SDG2: zero hunger

Eat Better Wa’ik Local Initiative Overview Wa’ik uses educational interventions to promote better understanding around malnutrition and its causes. Discussion topics include: access to food, budget management, appetite and the specific dietary needs of different age groups. These programmes enable informed decision-making, enhancing educational and employment outcomes, and physical and intellectual development. While many food security project focus on rural communities, Wa’ik targets malnourishment in urban areas. Our ultimate goal is to improve the health and livelihoods of low- and middle-income families. Educational workshops include capacity building on urban farming (food production), income management on food (purchase), and nutrition (consumption). Medium/long term activities will include the empowerment of low-income women through production and sales of affordable, healthy food products as a means of income generation.

When was it established:

20/08/2015 What fields does it operate?

Nutrition & food security 18

Key goals: Help low-income households overcome nutrition-based poverty traps

Reason for Selection Inspired by the proverb, “Give a man a fish and you feed him for a day; teach a man to fish and you feed him for life”, Wa’ik empowers youth and adults in their nutritional understanding and decisionmaking. Wa’ik adopts a holistic approach to reducing hunger, viewing nutrition as a core component to break the cycle of poverty and eradicate hunger. Working through public schools serving lowand middle-income families in Guatemala, Wa’ik provides both nutritious meals and education materials, with measurable benefits. By tackling limits to food access and nutrition-related knowledge and behaviours, Wa’ik tagets the root causes of a multitude of educational and health-related issues, including poor academic performance and lower employment rates. Investing in tackling malnutrition has significant benefits for individuals, communities and nations: each dollar invested in early childhood nutrition results in $3-woth of education and other gains (Glewwe, Jacoby and King, 2001). Furthermore, Wa’ik’s model is easily replicable and sustainable in many contexts.

15 nov ‘16

15 dec ‘16

Collaboration with WM’s participants

Establish National Strategy

15 jan ‘17

Establish line of speakers

15 feb ‘17

Received Professional Guidelines

15 march ‘17

Established indicator on school performance


Partnerships / collaborations

To scale from a national project, Wa’ik needs to expand its network of youth collaborations within and beyond Guatemala to increase its reach and impact, both for grassroots engagements and lobbying capacity. To realise this, we pursue an “adopt and adapt” strategy to ensure our work meets local needs.

We will facilitate engagements between and by youth-led organisations to reduce food insecurity and malnourishment (both undernourishment and obesity) through communities and households, educational programmes and interventions, lobbying policymakers, and the development of monitoring of relevant national indicators. Schools and universities will be key partners for both implementation and research. Strategic partnerships will be built with private sector partners in the food and beverage industry, UN agencies including the FAO, WFP, WHO, public sector institutions and civil society organisations to promote educational interventions and improved nutrition.

THE OPPORTUNITY Malnourishment is a global problem; Wa’ik’s approach in tackling humour and malnutrition is globally replicable in an efficient, contextually sensitive manner.

Some quick facts Eat Better Wa’ik is a Guatemalan not-for-profit organisation

working to tackle malnutrition in low- and middle-income households. By delivering educational programmes for young people and their parents, it supports families

to make proactive decisions around diet, food access/ sourcing and budget management; particular emphasis

is placed on early-stage interventions, seeking to counter common misconceptions around nutrition at a young age.

The ultimate objective is to improve food security, health,


academic attainment, employability and basic human rights, empowering communities and building resilience longer-term.


SDG7: Affordable and clean energy

Sagar Energy Solutions Solar Powered Fishing Lamps - Local Initiative Overview Across East Africa, fishermen operating at night use pressurised kerosene lanterns to attract sardines. These lamps pose a serious threat to the immediate ecosystem and the health of the fishermen. By promoting the utilisation of solar-charged batteryoperated lamps in place of kerosene lanterns, SES helps fishermen increase their yield and disposable income and reduce environmental damage. This in turn promotes economic growth and resilience within local communities. The regional fishing industry is integral to local economies, with established infrastructure and community networks. Through these connections, SES supports and accelerates a broader transition to renewable energy solutions, creating prosperity in a sustainable way.

When was it established:

01/10/2014 What fields does it operate?

Affordable and clean energy access 20 20

Key goals: To use renewable energy to improve sustainability within the fishing industry

Reason for Selection SES encompasses the core values of SDG7 by ensuring access to affordable, reliable and modern energy solutions. The organisation engages with fishing camp owners and Beach Management Units, key partners in facilitating the transition to renewable energy in Tanzania. Moreover, SES’s cost structure encourages impact investment and ensures sustainability going forward. Transition costs are covered by fishing camp owners who then levy a small fee on their customers (local fishermen). This end-user cost replaces, and is lower than, current daily expenditure on kerosene and lamp maintenance. SES, thus, has a positive economic benefit for fishermen whilst contributing to the sustainable development of off-grid communities.

9 Sept ‘16

1 Nov ‘16


Venture capital from impact investors

1 Dec ‘16

Establish partnership with RPD International

1 June ‘17

1 July ‘17

Complete MVP pilot

Enter Ugandan and Kenyan Markets


Partnerships / collaborations

SES tackles a key issue for the fishing industry in Tanzania but lacks seed capital to enter the Tanzanian market.

It is essential for SES to raise seed capital, and thereby, formalise the collaboration with its manufacturers. SES will strengthen cooperation with local administrative bodies in coastal communities, also known as Beach Management Units.

THE OPPORTUNITY SES requires buy-in from the fishing unions in Tanzania and seed capital to begin operations. Both of these factors depend on grassroots engagement (i.e. The World Merit community).

By leveraging these existing relationships and solidifying new ones, we will ensure a solid distribution network. Furthermore, by leveraging the World Merit community, SES will be able to further increase its reach, enabling scalability as well as much needed global exposure.

+ 21



3 Initiating sustainable projects for future generations23

SDG1: No Poverty

Farmotive Primary Project Overview

SDG target focus

Over 245 million Indians work in the agricultural sector (CIA Factbook). These farmers are frequently victims of exploitation by landlords, trapping them in a vicious cycle of poverty.

Poverty is more than a lack of income and resources to ensure a sustainable livelihood. Manifestations include hunger, malnutrition, limited access to education and other basic services, social discrimination as well as the lack of participation in decision-making.

By connecting farmers with unused farmland, Farmotive provides greater socio-economic independence and increased dignity. With 39.9% of Indian farmland currently unused, there is tremendous potential for empowerment through this approach. Working with local agricultural training NGOs we will ensure that farmers’ income is increased through improved farming practices and crop yields. Utilising existing collaborations with NGOs as well as agreements with landowners, we will launch the first round of agricultural training in November 2016. We aim to provide a skilled workforce that will convert unused lands into fertile farmlands in a country where agriculture is the backbone of the economy.


What problem is it solving? This project aims to alleviate poverty through economic stimulation by stimulating agricultural employment.

Operational reach Our project will take place in rural India, regions that are home to 67% of the country’s population (World Bank, 2016). These regions are priorities for development interventions, as many of those living in these regions live below the poverty line (Reserve Bank of India, 2015).

Explained through the business model canvas Customer Segments There are three target customer segments: landlords with unused farmland, unemployed or low-income farmers, and NGOS that can provide agricultural entrepreneurship skills and training.

Value propositions By providing a skilled workforce on unused farmland, we aim to increase agricultural efficiency through educational interventions and improvements in distribution chains and land management practices. Through increased efficiency and agricultural innovation, we expect to see increased crop yields and higher revenues for farmers of up to 40%.

Customer Relationships Key relationships will exist between three parties: farm owners, landowners and Farmotive. Farmotive will deliver training in entrepreneurship to farmers, while mediating partnerships and ensuring mutual legal and financial accountability throughout these partnerships. This relationship will ensure ethical financial and production processes are respected by both parties.

Channels This project is sold under the philosophy that land owners must gain financially. Farmers will benefit from capacity building and skills development to increase crop yields and smallholding profitability Delivery of training courses will be undertaken by local agricultural training centres and NGOs.

Revenue StREams Farmotive’s share of proceeds will depend on initial investments and increased net profitability. This income will be used to cover operational, administrative, marketing and human resource costs. Landlords and farmers receive a proportional share of the additional 25 net profit. If there has been no increased profit, Farmotive will receive no income.

Key Partners

NGOs: Non-government organisations will provide agricultural training and expertise Landowners: Landowners are benefitted by increased profit from more efficient tenant farms Farmers: Unemployed and mistreated farmers will now be able to increase income through sustainable practice

Key Resources Resources required include the land, crops and tools farmers need, as well as innovative ideas to maintain a high yield sustainably reaped in the long-term. Training materials, entrepreneurship education, irrigation, pesticides and machinery will also be required.

Cost structure A fraction of the profit from the improved yield will be used to cover the overhead costs of training in agricultural, operational and entrepreneurial practices as well as marketing for Farmotive.

Key activities 1. Partnering with owners of vacant land with farmers who require skills acquisition to increase career opportunities 2. Partnering with other NGOs in order to train the farmers to be more productive and monitoring increased profits to prevent exploitation 3.


Marketing initiatives to landowners and farmers in target areas

Action Points/World Merit Support

ROI / Why should you Invest A percentage of any profit increase is paid to Farmotive to contribute to a sustainable business model. Investments in training, equipment and crop diversification (including biofuel crop) will result in marked revenue increases for local farmers and landowners. These outcomes will contribute to the success of other SDGs by increasing living standards in the target locations.

1 oCt ‘16

Partner with NGOs

16 jan ‘17

By utilising World Merit’s extensive following and our own social media strategy, we will spread awareness to a diverse audience. We will collaborate with World Merit’s India Country Office to aid the facilitation of essential partnerships.

16 feb ‘17

Find potential Recruiting prospective landowner partners farmers

15 march ‘17

Partnership established

15 sept ‘17

Successfully linked farmers with 5 farmlands


SDG3: Good health & Well-being

Simi program Primary Project Overview

SDG target focus

Around 25% of neonatal deaths worldwide are due to neonatal sepsis (WHO, 2009), while 30% of maternal deaths are due to postpartum hemorrhage (WHO, 2012). The Safer Integrated Mothers and Infants program (SIMI) addresses these challenges in Nigeria through Social and Behavioral Communication Change (SBCC) and provision of a medical toolkit.

We focus on SDG 3.1: reduce maternal mortality, and SDG 3.2: end preventable deaths of newborns and children under 5 years of age.

After an initial assessment of target communities, SBCC will be implemented by local health workers through educational workshops. The medical toolkit will be distributed to local health clinics along with skilled birth attendants (SBAs), supplying key medication including Misoprostol and Chlorhexidine, as well as other essential birthing tools. To facilitate an ongoing monitoring and evaluation process, experiences of SBCC and toolkit interventions will be recorded and evaluated by SIMI staff. Partners, Medbridge International, have initiated the primary stages of the program (development and implementation of the educational training) ahead of a rolling out of the comprehensive program outline above. 28

What problem is it solving? Our project tackles both social, community and behavioural norms that hinder women’s access to maternal health services, and key causes of maternal and infant mortality (post-partum haemorrhage and neonatal sepsis) in Nigeria.

Operational reach The effective implementation of SBCC involves capacity building of community health workers and SIMI staff, and a process of rapid community appraisal. SIMI staff and community health workers will cascade training to SBAs and distribute toolkits to health centers and SBAs.

Explained through the business model canvas Customer Segments Women of reproductive age and infants in Nigeria.

Value propositions SIMI creates value for different customer segments by reducing rates of neonatal sepsis and postpartum hemorrhage, and improving health education and SBCC.

Customer Relationships We aim to reach and serve two core groups in order to provide value for money: 1. Women of reproductive age 2. Local community workers

Channels The drugs will be sourced locally from pharmaceutical companies and packaged at Medbridge International in Abuja. 500 SIMI kits will be delivered to health centers for use in clinics and for distribution to women leaders and SBAs in remote communities. SIMI staff will collect data reports from the health centers for monitoring and evaluation purposes.

Revenue StREams The sources of revenue come from grants, fundraising events and donations from individuals.


Key Partners World Merit will provide a platform to market the SIMI program through their online portal potential donor, supporters and beneficiaries will be directed to the Medbridge International and SIMI kit website. The International Committee of the Red Cross (ICRC) will support expandability and educating women of reproductive age and health leaders.

Key Resources The key resources include financial resources from investors, donations and grants, as well as human resources for health education and promotion, and SIMI kit distribution and monitoring. A network of local healthcare workers, transportation services, volunteers, local pharmaceutical companies and SIMI staff have already been established in order to handle operations.

Cost structure The marginal production and delivery costs of a single toolkit amount to $28 (USD) per box. Further significant costs are incurred by the intensive education and training activities required. As these additional costs are reduced, toolkits will be provided to consumers at a reduced rate in order to enhance market penetration and support project sustainability.

Key activities The main activities are health education, engaging health workers and distributing toolkits to pregnant women in under-served communities. Toolkits will be used either during facility-based birthing via medical professionals or by SBAs in cases of home birthing. One-on-one and group health education will raise awareness on how to use the toolkits and ways to reduce risk factors during pregnancy and childbirth. Such education is vital as two-thirds of Nigerian women give birth at home, contributing to Nigeria’s high maternal mortality rates (ranked 4th worst in the world for overall maternal mortality, and with 8/1000 mortality rate for home-births) (UNICEF, 2008; World Bank, 2015). 30

Action Points/World Merit Support

ROI / Why should you Invest 99% of maternal deaths occur in developing countries with post-partum haemorrhaging a leading cause of maternal mortality; and neonatal sepsis and pneumonia resulting in 1 million neonatal deaths a year (WHO, 2009). Many of these deaths are preventable (World Bank, 2015). Therefore, a programme that provides education and drugs to prevent neonatal sepsis and postpartum haemorrhage is essential: reduced mortality has significant human, social and economic benefits for families, communities and society as a whole.

6 sept ‘16


8 Sept ‘16

Initiation of contact

The World Merit platform will be used to spread awareness of the Safer Integrated Mothers and Infants (SIMI) program. World Merit can also connect us with potential investors in order to fund the program as well as provide networking opportunities with well-established charities.

6 feb ‘17 website launch & protokit

6 march ‘17

Partnership established

6 sept ‘17

Feedback reports analysed



LAIRN ‘Sounds of Life’ - Primary Project Overview

What problem is it solving?

Through our project ‘LAIRN’*, we aim to create a like skills education programme that can be delivered through radio. The project provides children with a broad world view by teaching them life skills that include, but are not limited to, self-awareness, creative thinking, and emotional and financial literacy. Using radio waves to make valuable education more accessible will bridge the gap between traditional approaches to learning and low literacy rate. This will lead to the development of their individual self and also benefit the community. This easy-to-replicate model make is accessible throughout the world.

It is essential to provide life skills education among children and youth to promote healthy lifestyles, peace and sustainability, as well as preparing incoming generations for changing social circumstances (WHO, 1999).

SDG target focus Our focus is sub-target 4.7 (UN, 2016): “By 2030, ensure that all learners acquire the knowledge and skills needed to promote sustainable development, including, among others, through education for sustainable development and sustainable lifestyles, human rights, gender equality, promotion of a culture of peace and non-violence, global citizenship and appreciation of cultural diversity and of culture’s contribution to sustainable development.” * The concept of ‘LAIRN’: we give the opportunity for children to ‘LEARN’ through an education delivered on ‘AIR’. Hence 32 the amalgamation of the two words to create ‘LAIRN’.

Operational reach We aim to launch ‘LAIRN’ in Pakistan in the beginning of 2017. This will be accomplished by collaborating with the “Broad Class - Listen to Learn” Interactive Radio Instruction Program, an established organisation in Pakistan (Center for Education Innovations, 2012). We will deliver ‘LAIRN’ in 45 schools in five urban and rural areas of Islamabad, reaching approximately 120 classrooms and 6,000 children.

Explained through the business model canvas Customer Segments Our customer segment audience are children aged 5-18 years old and their families in geographically isolated areas of both developing and post-conflict countries. They can be enrolled in primary and secondary school or out-of-school children.

Value propositions ‘LAIRN’ aims to deliver life skills education through radio. This education will enable individals to deal effectively with the demands and challenges of everyday life, promote health and well-being and increase self-efficacy, self-confidence and self-esteem. This method of education has the benefit of reducing dropouts whilst increasing retention rate and parent participation through planned motivational programming (Centre for Education Innovations, 2012).

Customer Relationships • Radio stations, schools, orphanages and NGOs: Facilitating long term and fruitful collaboration to establish reliable channels to deliver the ‘LAIRN’ program. • Audience: Creating a participative and engaging relationship with both parents & children. • Program guests: Build a community of speakers and content creators to develop an effective ‘LAIRN’ program.

Channels Our project aims to reach communities and teach using radio transmissions: a smooth, fast, and cost-effective means of communication. Partnering with local educational institutions, local radio stations, networks of NGOs and education initiatives (e.g. “Broad Class - Listen to Learn”) will help us make our project accessible. We will also use social media channels to publicise our project.

Revenue StREams The two main revenue streams are advertisements and brand integration. The content first aired on radio can later be monetised using online platforms such as Spotify, iTunes or other, country specific, digital media distributors. 33

Key Partners The key partners are UN agencies, educational institutions, government bodies, educational boards, corporate foundations, artists/collaborators and local youth activists working in the field of education. To expand the program online, our project aims to partner with digital media content providers.

Key Resources Our key resources include educational institutions, existing effective life skills curricula, local/ regional radio stations, skilled human resources, along with network and global partnerships with content providers. We aim to use an existing database of tested technology of radio and available content in specific areas of life skills.

Cost structure The cost structure is divided into two blocks: infrastructure and human resources. Infrastructure costs in the initial phase include a hot desk and stationery in Pakistan. The human resources we require are a lawyer, accountant, translator, audio editor and content creator. These demands will be fulfilled through partnerships with corporate entities and individual donors. We are also seeking sponsorships through brand integration.

Key activities Our key activities are formulating a life skills curriculum – based on research provided by WHO, UNICEF and UNESCO – which can be effectively delivered through radio broadcast. Secondly, establishing license and partnership agreements with our content providers both local and global (e.g. country’s experts, TED talks and podcasts). Thirdly, building long term collaborations with radio stations to make content accessible. Third party evaluators will be engaged, at a later stage, in order to assess the impact and reach of programming within target communities.


Action Points/World Merit Support

ROI / Why should you Invest Brands help to make a better world whilst reaching wider audiences in previously less assessable areas. Life skills are essential to the promotion of healthy childhood and adolescent development, socialisation, and preparation for changing social circumstances. This contributes to basic education, gender equality, democracy, encouraging lifelong learning, quality of life and the promotion of peace.

1 oct ‘16


1 jan ‘17

Set up curriculum & build partnerships

World Merit can support ‘LAIRN’ by providing members and volunteers, aid content creation, establishing vital partnerships with potential podcast authors and radio education organisations, as well as spreading awareness of the program.

1 april ‘17

Launch in Pakistan (6000reach)

1 jan ‘18

Double the content of the program

1 jan ‘19

Expand to India and Nepal (1 million reach)


SDG5: Gender Equality

keeper Primary Project Overview

What problem is it solving?

Lack of access to sanitary products and continued stigma surrounding menstruation contribute to 62 million girls being out of school globally. One third of girls in South Sudan, Afghanistan, Sierra Leone, India and Nepal miss up to 25% of their schooling due to menstruation.

Women around the world are unable to attend school or participate in social/developmental activity due to a) Cultural stigma surrounding menstruation and b) limited access to hygiene and sanitary products.

Keeper is a social enterprise that aims to tackle these problems, based on a revenue model deriving income from co-branded female and male hygiene products. This income, plus charitable contributions, will be invested in projects with partner NGOs in South Sudan, Nepal and Nigeria tackling menstrual health issues. Further activities will include online advocacy projects, and the development of sustainable infrastructure in target countries – including training and equipping local communities to produce and retail reusable sanitary products. This activity will help reduce stigma while providing a local-level income generation platform.

SDG target focus Ensure universal access to sexual and reproductive healthcare, with a focus on menstrual health and 36 hygiene management.

Operational reach Our initial target corporate partners will be UK, USA and Nigeria-based hygiene product suppliers. Partner NGOs will be based in South Sudan, Nepal and Nigeria, and be implementing menstrual health/hygiene programmes. For Phase 1 we will collaborate with the NGO #Stand4Education in South Sudan, focussing on the village of Bor where they have existing relationships. In future phases we will expand our reach to other areas of South Sudan, as well as Nepal and Nigeria. Our initial awareness campaign will be delivered through social media (Facebook and Twitter), focussing on countries where our corporate partners operate, to engage 250,000 followers in the first year of operations.

Explained through the business model canvas Customer Segments • Women and men aged 18-50 in UK, USA and Nigeria as consumers of hygiene products. • Female secondary school students in target countries. • Young women and men, and parents in South Sudan, Nepal and Nigeria who could become social entrepreneurs and/or contribute to cultural change around menstrual health.

Value propositions • Brand awareness promoted through social media and consumer engagement to provide a feel-good factor around responsible consumption. • Partner NGOs receive funds from the sale of co-branded hygiene products to support and upscale their work. • Recipients of sanitary products and educational programmes are able to attend school more frequently. • Entrepreneurs have the capacity and expertise to establish sustainable enterprises, building economic empowerment and resilience.

Customer Relationships Key relationships will exist between three parties: farm owners, landowners and Farmotive. Farmotive will deliver training in entrepreneurship to farmers, while mediating partnerships and ensuring mutual legal and financial accountability throughout the partnership. This relationship will ensure ethical financial and labour processes are respected by both parties.

Channels • Digital campaigns • Commercial sales (via partner companies) • Partnership working with local NGOs

Revenue StREams -Percentage of profits from co-branded product lines. -Online crowdfunding campaign targeted to specific countries (e.g. UK, Israel, Brazil). -Donations made via the online platform (e.g. supporters from UK, Israel, Brazil).


Key Partners 1) Like-minded organisations to expand our network. We have links with World Merit, Global Resolutions, #Letsfaceitperiod, Firebrands and NFCC International, and aim to engage the following organisations: #Stand4Education, UN Women for Youth, Sayfty, Peshawar School of Peace, Man Up Campaign, and NextGen Men. 2) Companies that produce sanitary and male hygiene products. 3) NGOs at grassroots level, including: #StandForEducation (South Sudan), SNV (South Sudan), Days for Girls (International), Direct Relief International (International), SHE Innovates (Rwanda).

Key Resources -Website and campaign materials, including research materials and case studies. -Co-branded sanitary products featuring the Keeper logo. -Purchased sanitary products for distribution at grassroots level. • Educational workshop content in relevant dialect developed with/by local partner NGOs. • Training and capacity-building content for social entrepreneurs (a toolkit would be developed with local NGOs to ensure materials are relevant to the local context).

Cost structure • Website development and promotion. • Content creation (consultancy, research etc.). • Patenting of logos/intellectual property. • Delivering workshops in-country via partner NGOs. • Sanitary products for distribution via partner NGOs.

Key activities • Launch social media campaign to raise issue and brand awareness. -Develop partnerships to expand our network and engage new followers. • Develop partnerships to launch co-branded personal hygiene product lines. -Develop partnerships with local NGOs, initially in South Sudan and later expanding to different countries, to: 1) Distribute sanitary products to women and girls who would otherwise lack access; 2) Deliver educational programmes to communities on the importance and process of menstrual hygiene management; 3) Support local entrepreneurs to launch micro-businesses to make & sell reusable sanitary pads. 38

ROI / Why should you Invest We would seek to attract investors already operating in this field, for example: Feminine care and hygiene companies who would a) expand their customer base and increase sales thorough advertising on our platforms b) generate reputational value through association.

30 jan ‘17

1 feb ‘17

Launch website

Launch social media campaign

16 feb ‘17

Develop Partnerships

Action Points/World Merit Support World Merit is a global network spanning over 125 countries and territories – as such, it offers a unique opportunity to: 1) Seek guidance from Country Offices on the best NGOs to support/collaborate with, taking into account our long-term vision. 2) Leverage community members’ networks to share our social media campaign and support the cause more broadly.

15 June ‘17

Partnerships established

15 sept ‘17

Crowdfunding Campaign


SDG6: clean water & sanitation

WASHable International Primary Project Overview

What problem is it solving?

WASHable International is a global online knowledge exchange platform delivering 3 services: 1. Education – Workshop material developed in the form of short tutorial videos shown in classrooms to build awareness of SDG6 for schools and youth communities e.g. Current member project ‘WASH Literacy’ (Serbia) to expand to other countries. 2. Advocacy – Mobilising public action through campaigns and petitions e.g. for corporate accountability for water and sanitation management. 3. Action – Accelerating and incubating existing member projects e.g. JuaMaji solar water distillation currently operational in Kenya and Malawi.

The project tackles the disconnect between challenges and solutions in the delivery of water and sanitation.

WASHable International:

SDG target focus Cross-cutting set of targets (achieved through networking of individuals and organisations on WASHable International website).


Operational reach WASHable operates in 13 countries with a volunteer base comprised of 22 co-founders (also acting as “Country Officers) whose expertise range from engineering, academia, and business development. Members will join the platform by creating an online account and completing an associated questionnaire, building the WASHable network of skilled individuals identified through this data. WASHable will therefore connect members with organisations to tackle each SDG6 sub-target.

Explained through the business model canvas Customer Segments 1. Members of the platform – Connecting to communities in need, and help in WASHable lobbying campaigns 2. Organisations/NGOs already in operation – Search related projects and content in our database and connect with members to develop localised solutions.

Value propositions • Clarity and connectivity – WASHable acts as an online platform for WASH-related projects and member networking. • Community creativity – WASHable facilitates knowledge-sharing to allow members to develop sustainable project solutions. • Sustainability – Youth-led mission creating long-lasting impact.

Customer Relationships Members and organisations/NGOs can contact Country Officers through social media and website pages. Country Officers can suggest potential links between other skilled individuals or existing projects, using survey data analysis obtained at the start of membership.

Channels The online platform acts as the primary channel for engaging members and organisations, marketed through social media and other PR events organised by WASH. Facebook and Twitter are used to generate awareness of WASHable to interested parties. The LinkedIn profile targets interest from possible partner organisations and investors.

Revenue StREams WASHable is currently a non-profit organisation. Funding is sought on an ad-hoc basis, as needed for new initiatives. Our Revenue Streams respond to our Customer Segments: Advertising Fees:

• Job advertisements from external companies on WASHable platform: for water and sanitation related positions, increasing opportunities for our online community

Membership Subscription Fees:

• Small annual subscription fee to be paid after 1 year of free subscription for members and NGOs using the platform.

Corporate Investment Funds:

• Static fee for companies investing in a project on the WASHable platform as part of their CSR (using41 WASHable to connect to projects).

Key Partners • World Merit – Access to a large community of young leaders and corporate partners via the World Merit platform • Associated projects/organisations – Existing projects with connections to co-founders • Research Institutions – To provide research into project and campaign-related topics e.g. University of Southampton at which 5 co-founders are alumni

Key Resources • Co-founder expertise in WASH - Voluntary positions • Advisory Board – Members already recruited for initial development phase • Joannes Yimbesalu – UN Global Youth Ambassador • Rhett Godfrey – Boma Social Impact Investment Fund • Brenda McKee - Water Ambassadors Canada • Website – WASHable International website is currently in operation • Social media platforms: • Facebook - Reach out to all ages and locations • Twitter - Online activists and celebrities • LinkedIn - Professionals & businesses • Educational materials - Designed for school workshops. Already developed by co-founders with a background in education and water resource management.

Cost structure • Acting in the capacity of a satellite organisation, our 13 country offices have no current costs. • Web-hosting and domain purchase: yearly recurring cost that has already been covered for the first fiscal year (2016). • Maintenance, web design and up-keep completed on a voluntary basis by co-founders • Social Media: no associated costs • Maintained by co-founders on a voluntary basis • Additional Expenses: With expansion, future costs would include travel, promotional material, marketing campaigns and tailored online advertisements, all funded through grants and strategic investments. 42

Key activities • Constant maintenance of the WASHable online platform • Development and distribution of educational material to schools and youth • Updating of project database and information on the platform • Networking & marketing WASHable online, extending reach through our 22 Country Officers. • Researching and developing lobbying campaigns directed at national and local governments, the UN or other bilateral bodies. • Partnering with NGOs and other established bodies (e.g. UN Envoy on Youth) to further promote our cause through various media platforms.

Action Points/World Merit Support

ROI / Why should you Invest The ROI is specifically targeted at individuals who are contributing to WASHable International. Motivations to invest come from the low effort, and high impact nature of WASHable with its guaranteed social return on investment, high impact for dollars spent and low cost, high leveraging of communication tools.

6 sept ‘16

9 sept ‘16

Online platform launched

Develop first lobbying campaign

We will utilise the World Merit Platform and network as a means for recruiting new members, expanding our list of existing projects, and providing localised insight into SDG related initiatives across the 125+ countries that are represented.

28 feb ‘17

Finalise educational material for distribution

31 july ‘17

Establish over 500 online members

31 dec ‘17

Expand JuaMaji into +3 locations


SDG8: decent work and economic growth

AlphaOmega #TheCostOf - Primary Project Overview

What problem is it solving?

“#TheCostOf” is a multinational campaign raising awareness about child labour, modern slavery, and unethical business practices. It aims to cultivate a new generation of conscious consumers through social media mobilisation, informative educational websites, and impactful storytelling, as well as organising highprofile events including marches, festivals and concerts.

According to ILO, there are 168 million child labourers (ILO-IPEC, 2013). It is, however, difficult for consumers and corporations to identify products and supply chains that are free of forced and bonded labour. We therefore want to make it easy for consumers and corporations to make an ethical choice on this matter.

After creating consumer demand for ethically sourced goods through #TheCostOf campaign, the organisation AlphaOmega will be launched. AlphaOmega offers bespoke solutions to companies who want an ethical and transparent supply chain. The company drives value to the market in two ways. First, by providing the platform to facilitate conversations with all major stakeholders within the supply chain. Second, by providing a consultancy service that allows customers to ensure transparency throughout their supply chains. Through this process, we provide businesses with the opportunity to adopt best practices and increase their brand value.

SDG target focus AlphaOmega addresses sub-target 7 (to eradicate forced labour) and sub-target 8 (protection of workers’ rights) 44 of SDG8, Decent Work and Economic Growth.

Operational reach #TheCostOf initiative will first partner with global humanitarian photographer, Lisa Kristine to increase initial audience impact. Through strategic collaborations, the campaign will maintain its public profile, contributing to the development of a network of passionate, active supporters of a global movement towards conscious consumption. AlphaOmega offers complementary services that work as an ecosystem for transparent and ethical supply chains offering 4 sequential services – audit (of supply chains), facilitation, consultancy and action.

Explained through the business model canvas Customer Segments #TheCostOf is targeted at global citizens between the ages of 18-30. AlphaOmega’s primary customers are high volume fashion brands and retailers. Through these clients we will be indirectly providing a valuable service to the average consumer. This is our market edge, as we are providing both a B2B and B2C value.

Value propositions #TheCostOf works as a platform to raise awareness amongst customers and corporations for more transparent and ethical supply chains by stating the true cost of everyday products. AlphaOmega drives value creation by identifying potential supply chain risk for the fashion industry and solves this in a holistic manner. It takes the concerned business through a procedure by first auditing and then facilitating change.

Customer Relationships #TheCostOf – community engagement and facilitation where consumers can clarify their purchasing habits. AlphaOmega – Dedicated audit, facilitation, consultancy and action services that support and drive to increase the value chain in-line with international labour laws.

Channels #TheCostOf campaign will use social media platforms including Facebook, Instagram, Twitter and Snapchat to reach its target audience. #TheCostOf will encourage consumers to pressure producers/retailers to provide more transparency within their supply chain, stimulating demand for AlphaOmega’s services. AlphaOmega will be promoted via business networks, advertising and a web-presence.

Revenue StREams #TheCostOf - Advertising on website (pay per click). Promotional codes from companies (champions on best practices of ethical supply chains) via website. Monthly sponsorship every month we will be focusing on a different hashtag AlphaOmega - Paid consultancy, facilitation and auditing services. Donations to the AlphaOmega organization, a percentage of which forwarded to the communities for education, housing, health, food and water to further increase the conditions


Key Partners

RISE Beyond: Global experts in international communication and trust building UNHRC and UN Global Compact World Merit: The international platform for young, active global citizens Social Accountability and Interantional Labour Organisaiton: Bodies working to protect the rights of workers across the globe

Key Resources #TheCostOf and AlphaOmega’s key resources can be grouped in for main categories: Online Platform, HR, Marketing and Social Media and Intellectual Property.

Cost structure Key cost drivers include expert training, research and development overheards, and the development of auditing criteria to achieve core business goals. Marketing and promotional activities would also be cost-bearing, as would administrative, facilities and salary costs.

Key activities 1) Build customer sentiment through #TheCostOf campaign. 2) Recruit AlphaOmega employees (Including HR, CSR, Finance, C-Suite, PR/Marketing) within 6-12 months of the inception of #TheCostOf marketing campaign 3a) Identify 5-10 ‘content champions’ (Specific fashion industry champions who adopt comprehensive ethical practices in their supply chains) and 5-10 potential investors who can provide seed capital to fund the business. 3b) Officially partner with RISE, World Merit, ILO, and quality management standard bodies such as ISO and SA. 4) Establish data analysis on consumption patterns from a sample of global consumers and global supply chain practices, in order to identify flagship collaborations to pilot AlphaOmega facilitation, consulting and organisational change management. 5) Consulting & auditing services. 6) Annual re-auditing for re-certification. 46

Action Points/World Merit Support

ROI / Why should you Invest #TheCostOf campaign will provide a high-profile awareness-raising platform focussed on forced and child labour. Initial market traction will be secured through the World Merit community and country representatives, ensuring a broad audience base. AlphaOmega will be a key provider of consultancy solutions for companies concerned with ensuring forced- and child-labour free product chains, with additional benefits through consumer-orientated information.

The World Merit platform can assist in reviewing the success of #TheCostOf and AlphaOmega, and to promote follow-up activities across the SDGs. World Merit can also provide greater assistance with regards to seeking partners and reaching out to country ambassadors, which in turn serves the purpose of enhancing the credibility/demand for #TheCostOf and AlphaOmega.

Our subscription based service ensures a steady and sustainable stream of revenue. We are making it easy for customers and consumers to make the right decision. We are creating a global movement of knowledgeable and conscious humans.

15 oCt ‘16

Launch of #TheCostOf campaign

1 march ‘17

Soft Launch of AlphaOmega

1 June ‘17

Launch AlphaOmega

1 oct ‘17

First “AlphaOmega Alliance Global Meeting”

15 sept ‘17

Branch into new industries


SDG9: Innovation, industry and infrastructure

Ignite Research & Innovation Network - Primary Project Overview

What problem is it solving?

IGNITE is a platform that connects investors with the private sector, and NGOs, to credible researchers. The researchers are involved in multiple disciplines concerning the United Nations Sustainable Development Goals. The partnerships are developed by IGNITE utilising a search system and brokers. This increases researchers’ ability to access funding, collaborate with global research teams, and benefit from capacity-building initiatives. IGNITE will indirectly provide countries through encouraging capital inflow by establishing contracts with investors and the entailing property rights.

There is a lack of access to funding for research in developing countries. This causes a decrease of scientific capacity and hinders innovation (Fakhir, 2012).

SDG target focus Goal 9 “Target 5 - Build capacity in scientific research, particularly in developing countries, encourage innovation, increasing number of researchers, public and private research-and-development (R&D) spending” (UN, 2016).


Operational reach IGNITE is a global platform with its first operation based in Iraq. As Iraq is a developing country in need of funding to finance its scientific research (Fakhir, 2012). IGNITE uses brokers to coordinate face-to-face contact with interested investors and researchers. IGNITE will also be able to foster partnership through its search system. The impact will be immediate, and will be gradually scaled through enhanced features and wider reach.

Explained through the business model canvas Customer Segments The customer segments are two-fold; research investors/sponsors (private companies, NGOs) who are funding research, and researchers (academic, applied, commercial), who seek ad-hoc projects or freelance jobs.

Value propositions IGNITE provides a network that aims to connect funders from the private sector to researchers in developing countries. This will enable funders to invest in ground-breaking research in developing countries that will enrich existing knowledge of the Sustainable Development Goals. IGNITE will simultaneously contribute to the growth of scientific and economic capital of nations.

Customer Relationships The platform serves a dual market as it caters for both researchers and funders. IGNITE’s value is created by connecting the two together. Through the platform, potential investors are able to strategically sort and search researchers to fund.

Channels The customers will be reached mainly through online channels (social media: Facebook, Twitter, LinkedIn; online researcher communities; email marketing, digital advertising, and content marketing). A public relations executive will work on the local level to build trust in the platform and ensure that potential customers are reached.

Revenue StREams The main revenue stream will be commission fees, calculated on a fixed percentage from the total invested amount. This will come from the research investors, and there will be no mandatory fees for the researchers. Our second source of revenue will come from additional ‘enhanced’ features for all users. 49

Key Partners Initially the platform will operate on a transactional business model. Partners will be universities and researchers in developing countries and private, local, and international companies. These will vary from country to country and will be refined during our test phases.

Key Resources For the platform to be developed, operated, maintained, and scaled, we will require the following resources: • Local researchers in developing countries • An online platform • Financial resources including initial investment and working capital • Human resources include coordinators and brokers, a community, technical developers and supporters (for the online platform), and a sales team

Cost structure The project has the following costs: Fixed Costs: Initial investment, including costs for platform development Recurring Costs: Hosting and maintenance costs of the platform, salaries for the sales team Variable Costs: Cost of setting up more host servers and expanding the scope of the website based on the traffic we receive.

Key activities Partnering with investors and researchers to develop a platform that connects both parties with ease. Once rapid prototyping and a beta version has been released and tested, we plan to expand the marketing team to bring in more users (investors and researchers) and develop and maintain the network. We will also focus on drafting legal documentation to monitor partnerships. A system of evaluation of researchers and potential investors on the platform will be built into the platform, to monitor the quality and effectiveness of connections.


Action Points/World Merit Support

ROI / Why should you Invest Local and international enterprises and universities are willing to invest in the development of our platform as it will allow them to gain a foothold in this market and secure a strong academic or innovation-driven reputation for the sponsoring organisation. These institutions will gain easier access to outside researchers, allowing them to foster innovation, outpacing competitors (Tarver, 2015)

1 oCt ‘16

1 Feb ‘17

Research phase Research phase begins begins

Providing access to a global community of interested members. • Access to commercial partnerships via World Merit’s network. • Spreading awareness of the platform via personal networks, social media, and professional connections. • Access to market research participants via WM community to help with prototyping and testing. • Access to the intellectual capability of the World Merit members.

1 April ‘17

Develop and test prototype

1 Aug ‘17

Launch of pilot platform

1 nov ‘17

Launch of IGNITE Platform


SDG10: reduced inequalities

Equalify Enable communities and individuals to fight injustices that they face every day. Overview

What problem is it solving?

Equalify rents space in existing community institutions (e.g. libraries and community centres) and links beneficiaries with services and support offered by governmental and non-governmental organisations. In addition, Equalify facilitates and accelerates community solutions for long term equity. We will do this by identifying grievances and addressing them through offering community specific workshops, courses and social activities.

Lack of community institutions that tackle long term systemic inequality issues and links between people with immediate services and solutions.

SDG target focus By 2030, empower and promote the social, economic and political inclusion of all, irrespective of age, sex, disability, race, ethnicity, origin, religion or economic or other status.’ (UN, 2016)


Operational reach The Equalify pilots have the advantage of being in socially recognisable spaces which ensure significant footfall during our pilot project phase. In addition, our social media outreach and collaboration with local media and the global World Merit community will reach out to people who are in need of our services.

Explained through the business model canvas Customer Segments Individuals or marginalised groups dealing with inequality within their communities.

Value propositions Equalify provides a single hub to connect local and national organisations to people in need. The smallest Equalify Hub has only a single part-time employee but is supported by our global network. This model can be expanded to add more community services and scaled globally. Organisations such as the Citizens Advice Bureau (UK) already offer impartial advice services on a number of equity issues. However, Equalify will build on this by removing any potential barriers to entry for beneficiaries such as multi-layered bureaucracy.

Customer Relationships Equalify will create a comprehensive registry of relevant governmental and nongovernmental organisations. Equalify social workers will carry out a needs assessment on every beneficiary and this will be followed up by an administration assistant who will link the them to the relevant organisation. Large Equalify Hubs may offer more community specific initiatives.


Awareness channels: Social media; an online campaign that will build up to the launch of the first Equalify Hub; community radio stations; free newspapers or journals. Partnership channels: Contacting NGOs directly for partnerships and marketing; working directly with the community centres/spaces to create awareness; social workers; investors. Customer channels: Working directly with customers to deliver the services; providing an online option.

Revenue StREams Equalify is a Non-Profit Organisation. Equalify is seeking small scale seed corn funding to run our two pilot projects. These pilots will provide proof of concept, identify any structural issues and enable us to refine our framework so we can seek further funding to open our second wave of Equalify Hubs. 53

Key Partners • Impact Hub (Birmingham, UK) and Salle Bouali (Tlemcen, Algeria) • Local service-providers and NGOs directly addressing inequalities. • Impact 2030 Conference member companies for professional volunteering, HR, and funding • Organizations with similar initiatives e.g. Action Connected

Key Resources

• Community Spaces: In Birmingham, provided by Birmingham Impact Hub, and Algeria, donated by Salle Bouali. • Employees/volunteers: The pilots will run with one part-time social worker and a volunteer administration assistant supported by all co-founders. • NGO Partnerships: For database creation. • Finances: Initial seed funding and partnerships with three organisations (based in Algeria).

Cost structure Birmingham, UK June-August 2017, Impact Hub membership: £50 (this covers insurance on the space), Impact Hub space rental: £1200, 8hrs/week Social Worker salary: £3000, Marketing and Advertising: £1000, Miscellaneous: £1000 Tlemcen, Algeria June-August 2017, Salle Bouali Hall: Free, 8hrs/week Social Worker salary: £3000, Marketing and Advertising: £1000, Miscellaneous: £1000 Total Cost (for 3 month pilot) £11,050

Key activities Our pilot Hubs will provide two simple services. Firstly, our social worker will assess beneficiaries and work with the administration assistant to connect individuals to the relevant help. Secondly, Equalify will run community-gathering initiatives to begin the process of building sustainable solutions to address inequity within the local context. As we become more aware of the needs of our communities these initiatives can be specifically tailored to their requirements. Equalify’s two-strand approach will set us apart from existing organisations and provide a framework which can be scaled to locations internationally.


Action Points/World Merit Support

ROI / Why should you Invest Equalify fills a gap in the market by providing beneficiaries with short term links with services whilst enabling communities to tackle long term inequality issues. Our model is affordable and scalable and has the potential to grow into a globally recognisable brand for fighting inequality. We are able to serve as an outreach and solve individual local problems and connect people to solutions whilst maintaining low costs.

7 sept ‘16


10 jan ‘17

Launch website and all social media

World Merit can support Equalify through connections to investors, corporates, NGOs, and individuals to support our project. World Merit as a mentor would help us transform our pilots into a global brand through their knowledge, network and feedback. World Merit’s youth community could contribute as researchers and volunteers.

12 jan ‘17

Hire social workers for both pilot projects

5 jan ‘18

Partner with local NGO and governmental organisations to secure support

6 jan ‘18

Launch two pilot Equalify Hubs in Birmingham and Algeria


SDG11: Sustainable cities and communities

UBUntu design group Primary Project Overview

SDG target focus

Ubuntu is a transferable design process that enables communities to engage in participatory design and decision making for upgrading informal settlements. Unlike many current upgrading programs which fail to adequately consider recipient communities’ perspectives and cultural norms, the Ubuntu concept provides a client focused, participatory design framework. Developing house solutions within existing communities ensures residents are able to remain in their communities and have their housing needs met. Through developing bespoke interventions, Ubuntu is able to provide affordable housing in keeping with relevant government subsidies.

Ubuntu Design Group is positioned to ensure access to adequate, safe and affordable housing and basic services for all by 2030, the first target of SDG 11.

Beginning with a pilot project currently underway in Durban, South Africa, the Ubuntu design process will be refined and shared with partners globally in an ‘adopt and adapt’ model.

Operational reach

Ubuntu is a Zulu word meaning “I am, because we are”; this value is the driving force behind the mission of Ubuntu Design Group and its vision of shaping the future of independent, innovative and holistic community-oriented design. 56

What problem is it solving? The Ubuntu Design Group seeks to upgrade informal housing whilst solving disconnections between residents and current resettlement programs and converting informal settlements into recognised, formal settlements.

Ubuntu Design Group’s pilot project is working with one family in Umbumbulu Town, Durban, South Africa. Once completed, the design process will be reviewed and scaled, initially within this community of 4,000 people. The design framework will then be adapted to different communities on a global scale.

Explained through the business model canvas Customer Segments Informal settlements engaged by this project will serve as our primary customers, along with national and city governmental agencies that choose to implement this holistic design methodology for social housing projects.

Value propositions Ubuntu Design Group’s primary selling point is its client based approach, which allows the community to lead the design process and gives a greater sense of ownership than other participatory design models. Our model is based upon the redevelopment of land within existing community settlements to upgrade living conditions, thereby avoiding forced removal or relocation. Additionally, the design model allows for planned home expansion to accommodate changing household demographics. Ubuntu creates a unique structure for designing settlements to be more culturally sensitive, sustainable, and resilient.

Customer Relationships Initial partnerships will be made with global initiatives, both governmental and nongovernmental, that are working to upgrade informal settlements. From this base, Ubuntu’s customer model will function in the same way as an architecture firm: low-income households will be approached as clients, who lead the design process to ensure their housing will be useful and meaningful to the community

Channels Ubuntu Design Group will conduct a research study and evaluation of the process with Andrews University (Michigan, USA), to monitor the success of the design model and set an example for other initiatives around the world. In addition to this, Ubuntu will use valuealigned organizational platforms, such as World Merit, The Resolution Project, and One Young World, to recruit a network of advocates, supporters, communities and distributors of their concept to bring awareness to other initiatives globally.

Revenue StREams Andrews University has recently granted $10,000 for the setup of the initial pilot home in Durban, South Africa. Future revenue streams include international clients, local governments, charitable foundations, donations from partner organizations, corporate sponsorship, and the social enterprise wing of the design concept, which includes 57 consulting interested communities on socially sustainable design.

Key Partners Key partners for the pilot phase include the local community in Umbumbulu Town, Andrews University School of Architecture and Interior Design, local tribal authority, local school district, local affordable housing municipality sector, local officials in charge of land use and policy, as well as organizations that provide seed funding. In the global roll-out, Ubuntu will need to expand partnerships within the specific communities and global initiatives to implement the design concept.

Key Resources Informal settlement residents will be approached as potential clients and will therefore be required to invest time and energy into the design of their homes, live in the developed settlement, and share relevant input. Architectural students from Andrews University are vital in the pilot project for developing plans and designs and the physical resources will include construction materials. Finally, financial resources will be necessary; the maximum cost for each build is $10,000. These funds will be acquired through the help of sponsors and the municipality affordable housing fund.

Cost structure The cost structure of the Ubuntu model will revolve around a pre-allocated budget, set out by a partnering initiative, and will provide an inclusive design alternative. The housing will be designed to match the cost estimation set out by these initiatives: for the pilot we have allocated $10,000 for the design and build-costs. In Durban, Ubuntu is working with the local municipality to ensure that the project adheres to policy and regulation. There will also be costs for contract staffing and publicity which will be covered by Andrews University in the initial pilot and reviewed in the follow up.

Key activities Ubuntu Design Group has partnered with Andrews University (Michigan, USA) for the pilot roll-out of the design concept. This particular university was chosen as their ethos, serving the underprivileged, aligns perfectly with that of Ubuntu Design Group. Post-graduate architecture students are involved with the design model, and will undertake a site visit to the pilot location. Using a participatory design method, residents and architects will collaboratively outline the vision for the pilot project, including design principles and expectations. 58

The results of this pilot development will be applied to the best practices design model, which will be rolled out to interested communities around the world.

Action Points/World Merit Support

ROI / Why should you Invest Ubuntu offers an innovative, alternative design method to conventional housing projects and will allow a positive ripple effect, improving society at large. Recipients of these homes will pay forward the initial cost incurred by the implementing agent, through labour and monthly instalments. These payments will then be funnelled toward future housing developments within their community.

9 sept ‘16


20 sept ‘16

Activate Community Engagement Strategy

18 dec ‘16

Publish handbook of processes & approach

The World Merit community will educate, lobby, and build conversation around the concept of intentional and participatory design, especially in slums. Leveraging the World Merit network will serve as a catalyst for the expansion of this design model, thus enhancing the lives of millions of people living in informal settlements around the world.

5 jan ‘17

Engage community for partnerships & recruit volunteers for prototype

1 may ‘17

Complete first prototype construction


SDG12: responsible consumption

Twelve “What are you wasting for?” - Primary Project Overview

What problem is it solving?

Twelve is a one off or limited series box service which provides consumers with convenient zero-waste alternatives to everyday products. All products will last for several years, representing a financial saving for consumers as well as reducing their environmental footprint. The box will also focus on changing attitudes towards having less and experiencing more, including facts and tips on sustainable lifestyles, fun challenges and experiences for the consumer. In the long-term, there will be an option to sponsor a box for people in developing countries.

Europeans produce on average 500kg of household waste annually (World Economic Forum, 2016). Throwaway items are the norm and living sustainably can be seen as confusing.

SDG target focus By 2030, reduce waste generation through prevention, reduction and reuse (SDG 12.5), and ensure that people have information and awareness for lifestyles that in harmony with nature (SDG ¬12.8) (UN, 2016).


Operational reach Launch in Europe with hubs in UK, France, Netherlands, Sweden, Spain, and Germany. Medium term expansion to Australia and potentially the US. Long term, we aim to create a ‘sponsor a box’ program for people in developing countries, though the content of the box may change to meet local needs.

Explained through the business model canvas Customer Segments Women drive 70-80% of consumer purchasing (Brennan, 2015), thus, targeting them first can lead to more sustainable choices on a wider scale. Ultimately, we aim to reach both genders.

Value propositions

• Financial - reusable items increase monetary savings; consumers complete a questionnaire to tailor products to the individual. • Health / Lifestyle - reusable alternatives are often more efficient and healthier than disposables. Behaviour change prioritising experience over materialism. • Environmental - waste reduction; awareness on sustainable lifestyles.

Customer Relationships Providing easy access to zero waste products, which focus on ‘wasting less and experiencing more’. Inserts in the box showcase local initiatives on sustainability like Incredible Edible and incentives to engage in experience rather than consumerism, such as one of our #daretoshare events that promote the sharing economy.

Channels • Prior to launch, the “What are you wasting for” campaign will raise awareness on sustainable lifestyles through high-profile vloggers and create interest for the box • Webshop where the box can be ordered • Creating unique and likable brand by storytelling • Social media channels to build consumer following and branding • Press WM Network, Potential specifically targeted Google or Facebook advertising, Young professionals (company network), Make Sense (organization)

Revenue StREams In order to launch the project, start-up funding will be required. Our aim is to crowd fund or work through social investors. The primary revenue stream, once the project is running, will be the sales of the boxes, but we may also generate revenue through advertising on our 61 website and partnerships.

Key Partners • Producers of zero-waste products: E.g. Dopper, Re-Seck, Lapiglove, Humblebrush • Packaging: Seed Paper Promotions (box can be planted to grow vegetables) • Transportation: short-distance: bicycle (partnership with an app such as UberRUSH), long-distance: DeRooyTransport, DHLGreen, Uship • Local projects providing ‘sustainable experiences’: e.g. Incredible Edible • Support: e.g. WRAP, World Merit

Key Resources A team of 8 is in place, and additional resources can be found if necessary, as well as partnerships with organisations such as Make Sense, which can provide volunteers for social enterprises. We will need start-up funding in order to deliver the plan, but the model will be self-sustaining to include overheads once sales are made. As we are not manufacturing products ourselves, all other key resources are products to be sourced from other companies.

Cost structure The business will be self-sustaining; revenue generated will cover all costs including overheads. Any profit generated in Y1 will be used to develop the business, profit made in Y2 onwards will be used to run campaigns or projects advancing the aims of SDG12. Start-up costs include business registration, website development, stock and distribution, marketing strategies and eventual costs for large scale operations and staff costs. No staff costs will be incurred until the project is making a profit.

Key activities


• Ensuring messaging and products fit within the brand purpose and vision of reducing waste and educating on sustainable lifestyles • Updating website and marketing content • Advertising and social media including vlogger partnerships • Managing customer queries and complaints • Understanding and improving customer experience • Sourcing products and managing stock levels • Packaging and posting the box • Financial planning and monitoring • Supplier relationships including product producers and box distributors • Risk management • Market research, focus groups and products test-run • Measurement and KPIs • Business strategy including scaling and growth opportunities

Action Points/World Merit Support

ROI / Why should you Invest Nielsen (2014) have shown ⅔ of consumers choose sustainable products over conventional products. A subscription box, like Birchbox, generates annual sales of $96 million, despite competing against 600+ other boxes. We have a unique product targeting the same consumers, meeting demand for sustainable products through a proven model, creating social impact.

1 sept ‘16


end oct ‘16

Business plan finished

end dec ‘16

Trademarks, registration, website content complete

We would like to use the network of World Merit to publicly support the product and also have possibilities for sales and funding. We will explain our business idea to the UN and immediately create visibility and credibility for the brand.

end april‘17

Preparation of boxes and marketing

end may ‘17

Distribution and delivery of boxes


SDG13: Climate Action

Climate Express Primary Project Overview

What problem is it solving?

The Climate Express (TCE) is a climate resiliency service on wheels. TCE assembles resiliency teams made up of climate scientists, agricultural experts, NGO representatives, engineers, translators, young climate advocates and educators on buses to reach frontline communities vulnerable to climate change. These teams design and deliver workshops, training sessions and on-the-ground projects tackling relevant challenges to each community. Local representatives assist in the planning of workshops and the implementation and management of programs after the bus’s departure. TCE will launch its pilot project in Ghana in July 2017 to build resilience in communities affected by droughts and floods.

Communities experiencing the effects of climate change are often remote and unable to access the knowledge and resources needed to enhance community resilience.

SDG target focus We have chosen to address the first sub-target of the Climate Action Sustainable Development Goal: “Strengthen resilience and adaptive capacity to climate-related hazards and natural disasters in all countries.” (UN, 2016).


Operational reach TCE reaches and has an impact on frontline communities experiencing the effects of climate change such as desertification, coastal erosion, droughts and floods. The pilot project in Ghana will have a particular impact on three communities affected by droughts and floods: Karni, Kokoligu and Vea.

Explained through the business model canvas Customer Segments Our target partners are TCE resiliency teams who work on the ground with frontline communities, including local representatives and global experts. An international marketing campaign will also raise awareness on the progress of our project, especially amongst youth around the world.

Value propositions TCE offers skills and solutions to frontline communities who otherwise would not have access to resiliency experts and resources. Simultaneously, we are able to raise awareness, educate, and engage youth across the world by exposing the issues faced by vulnerable communities. TCE expeditions also have an adventure appeal.

Customer Relationships By partnering with local organizations, institutions and leaders, TCE can attract global experts and community members to join the resiliency team. Climate ambassadors are selected from previously visited communities to be spokespeople, trainers, and for the purpose of maintaining relationships for future operations in the area.

Channels Our main channel is the team of climate leaders involved, such as regional institutions, engineers, and local NGOs. To raise awareness and call the developed world to action, we will use international media, social media, blogging, advertising, and a documentary following the journey of the bus. We will also use existing channels of marketing and advertising in the communities we visit, such as radio, magazines and town criers.

Revenue StREams An investment of $100,000 is required for TCE’s pilot project in Ghana. This sum will cover the cost of securing a bus and materials for workshops and caring for the resiliency teams on the ground. We will fundraise $25,000 from friends and family and seek investments from Oxfam, World Wildlife Fund and microfinancial institutions for the remaining sum.


Key Partners We will partner with local institutions and organizations that can provide resiliency team members to work and follow-up with projects. In Ghana, TCE will partner with ‘Recycle Up’ which has connections to communities, schools and local leaders; ‘Ghana Environmental Protection Agency’ which can provide environmental experts; and ‘Feed The Children’ which supports sustainable agriculture in Ghana.

Key Resources TCE’s key resources are its partnerships. Global resiliency experts, community members, young climate advocates, translators, and NGO representatives will be the drivers in designing and running the workshops on climate resilience and adaptation. Investors and sponsors will be vital sources of financial support for TCE. Our team is also partnering with local transportation services for potential sponsorship. The cooperation of media experts is also essential to develop a successful global marketing campaign.

Cost structure Operational expenses for the pilot project in Ghana include the cost of a bus, workshop tools, a mobile camp and the hiring of local support staff, such as drivers and cooks. The venue and workshop expenses are also included. In order to make the project financially sustainable, we are seeking partnerships with existing bus companies to find the most affordable option available (new buses, refurbished vehicles, etc.).

Key activities In collaboration with local leaders, the team of climate experts will provide hands-on training and workshops on emergency strategies, sustainable agricultural practices, and the causes of droughts and floods. This will increase the adaptive capacity of communities dealing with the effects of climate change. Through these partnerships, we will be able to follow up and measure impact. TCE will also engage youth by conducting a marketing campaign through social media, TV, radio and print advertisements to promote the project and attract global attention.


Action Points/World Merit Support

ROI / Why should you Invest Investors in TCE are supporting a novel initiative which will boost their public image, by offering stability to otherwise vulnerable communities. TCE is an expanding project with the aim of reaching five continents in the years ahead, making this a promising investment. Sponsors will also benefit from global exposure, in both communities and social media, as their brands will be acknowledged and displayed at events hosted by TCE.

1 oct ‘16

Partner with communities & identify local representatives

1 nov ‘16

Begin fundraising & identify sponsors

1 jan ‘17

Identify global team & design workshops

World Merit members will be the primary source of volunteers for TCE and can assist in connecting TCE to investors and climate resiliency experts. World Merit can promote TCE on social media and its local chapters can assist in identifying and preparing vulnerable communities for the arrival of the bus.

21 July ‘17

Launch first trip in Ghana

1 Sept ‘17

End trip & collect feedback


SDG14: Life Below water

Sealution Primary Project Overview

What problem is it solving?

Sealution is a community tied together through gamification. It provides edutainment to change individual’s behaviour towards a more responsible handling of plastic waste. The community is built on three types of challenges: ‘quiet’, ‘loud’ and ‘active’. Quiet challenges include the completion of simple, online games or making videos. Loud challenges are self-initiated events such as organising seminars. Active challenges require tasks to be completed at local aquariums etc.

Current education and plastic pollution reduction efforts in Southeast Asia are inadequate. (At least 80% of all plastic in the ocean is thought to originate from China, Vietnam, Thailand, Indonesia, and the Philippines). Sealution is promoting a culture of sustainable plastic usage within these communities and cutting plastic pollution from these countries by half within the next 10 years.

The project starts with a beach cleaning event in the Philippines for marketing purposes, after which a 4-month competition will be launched, focusing on the most polluting countries in Asia. Asia is responsible for over 80% of all plastic pollution in the ocean and is also expected to account for 58% of all new growth in the video games market in 2016. Final scaling will involve bringing it to an online platform with ongoing challenges, with the long-term aim of fostering a new generation of responsible consumers.

SDG target focus Target 14.1 - To prevent and significantly reduce marine pollution in particular from land-based activities (UN, 682016).

Operational reach Our primary audience consists of school aged students in Asia specifically China, Thailand, Philippines, Indonesia and Vietnam as these countries are responsible for 60% of all plastic pollution in the ocean. We are starting with a community event in the Philippines where we are partnering with local schools and grassroots organisations to build stakeholder engagement. At the event we will launch a marketing competition to scale Sealution to the regional and global level. The competition itself will act to promote the launch of the global Sealution community platform.

Explained through the business model canvas Customer Segments School-aged students will be targeted through gamified edutainment products intended to develop life-long habits of sustainability. Additional materials and resources will be provided to youth centres and museums to further scaffold and reinforce these ideas.

Value propositions Gamified edutainment provides users with an entertaining and stimulating learning experience, ensuring enhanced engagement of the key target audience. Through additional tie-ins and educational products, we offer greater interactive content connected with local practical engagement and activities.

Customer Relationships Users will create profiles allowing them to interact with our material and with one another, creating knowledge communities and social networks of interested users. Further incentives to continued engagement include the provision of practical activities and prize-bearing competitions.

Channels We will promote the platform online through videos and social media, supported by World Merit’s global network. Local media, schools and universities will be used to promote the platform offline, particularly in Southeast Asia.

Revenue StREams Our principal revenue stream will be through sponsorship arrangements both for the website and events. Crowdfunding will be used to fund special outreach events i.e. educational outreach in cities with the highest marine pollution rates. 69

Key Partners World Merit, UN, schools and universities will all help draw attention to the platform. Schools and universities will be invited to host activities and create platform content alongside environmental activists, volunteers, professionals and local communities. Local companies, as well as global companies, operating in similar countries (e.g. Veolia) will be invited to sponsor prizes and assist in raising the profile of the platform through cross-marketing.

Key Resources The project will have two components requiring distinct resources. Volunteers, including the World Merit country offices, will be used to promote and implement the physical launch events. Building local partnerships, including engaging schools, will be essential to maximizing the impact of the event. Centrally, a core team will be responsible for website design, maintenance, and adapting the platform content to better reflect the desires of the community. Funding will be required for developing and maintaining the platform.

Cost structure The costs of the initial content design and organisation of the first series of competitions will be covered through partnerships and support from World Merit. Transforming, designing and integrating the initial content into the platform will incur costs. Hosting and maintaining the platform will also incur additional costs alongside logistical expenses such as travel, promotional content, marketing collaterals for events, etc. Some of these digital costs will be covered through partnership/advertising agreements. Overall, the project will involve an initial financial outlay which can be recovered in time through advertising and promotional agreements with partners.

Key activities


1. Trial event, Beach clean-up day in the Philippines. It will be used to market and finalise the format of the competition. First version of webpage online where participants can register 2. Competition. Attract participants of trial event, for example through schools in target countries. The competition will involve: a. Creating a video, outlining a key challenge related to plastic pollution, and sharing the video to get as many likes as possible. b. Collecting and ‘upcycling’ plastic pollution in local areas Selection of finalists will be tasked to organise an awareness-building event in their community 3. Creation of online platform with 3 types of games and assign points Examples: a. Quiet: Engaging online learning through videos b. Loud: Organising a seminar c. Active: Providing ‘field trip’ itineraries for local aquariums 4. Engage World Merit members to connect local partners to co-create & market platform 5. Provide awards and organise mini-competitions on a regular basis 6. Launch active marketing campaigns outside of SE Asia in order to reach a global scale

Action Points/World Merit Support

ROI / Why should you Invest Investors will benefit from social ROI and potential tax benefits. By showing they promote sustainable utilisation of the plastic containers they sell their products in, companies will be able to show that they are engaged in their corporate social responsibility. This has a value-added benefit for companies from a marketing standpoint in that they can promote themselves as advancing global sustainability.

9 sep ‘16

UN Presentation

1 Dec ‘17

Develop Partnerships

World Merit will function as a mentoring organisation, helping us expand our global reach and effectiveness. The project will depend on community and partnership transfers as well as branding and network access. Access to World Merit infrastructure (including digital infrastructure), staff and seed funding will assist with the initial financial outlay.

1 jan ‘17

Launch of Online Platform

1 Jan ‘18

Forward progress plan agreed with Country Offices

1 jan ‘19

Over 10,000 users in each target country


SDG15: Life on land

Just leaves Primary Project Overview

What problem is it solving?

Just Leaves is an online platform raising awareness of existing sustainable grassroots initiatives (e.g. agroforestry and permaculture) in local communities which support SDG15 (“Initiatives”) as well as leveraging resources to support and expand these Initiatives.

Lack of awareness and weak uptake of initiatives that tackle exploitative and unsustainable land use practices globally

The platform matches and connects the competencies and interests of the platform’s users (students and young professionals) (“Users”) to the Initiatives. Each Initiative posts its situational needs (e.g. human resources for projects or activities, such as planters for afforestation projects) (“Activities”), enabling the Users to identify and take up relevant Activities, including those where User involvement lasts one day, one week or one month. These engagements will enable communities to expand sustainable alternatives to exploitative land practices, reducing environmental degradation and allowing progress towards SDG 15’s targets.

SDG target focus The project supports all targets under SDG 15. 72

Operational reach Reach of a global audience through external platforms and partnerships, including World Merit, AIESEC, and Enactus. Initial outreach activities will include the World Merit community, given the existing relationship. An ongoing programme of research will continually monitor and update listings of suitable Initiatives on the platform. These Initiatives will be drawn from across the globe, for example the Instituto de Manejo e Certificação Florestal in Brazil or the Tap o’ Noth Permaculture Research Institute in Scotland. The establishment of partnerships with umbrella organisations, such as research institutes, universities, and environmental NGOS (“Umbrella Organisations”), will assist in the identification of potential Initiatives and the reach of potential Users. Umbrella Organisations shall also be responsible for validating Initiatives, ensuring they support the SDG15 targets.

Explained through the business model canvas Customer Segments Users, Initiatives, Umbrella Organisations, World Merit, Relevant corporate companies (potential sponsors)

Value propositions Initiatives benefit from hands-on resources, incoming revenue (if charged) and access to skills and technology, through the user’s own knowledge and wider networks i.e. universities. Once users conclude the relevant initiative and are back in their communities, they should be encouraged to apply the sustainable practices they have learnt through their networks, to their place of study or work, the Just Leaves platform, social media, etc. Users benefit from practical experience in working with sustainable land use practices, enhancing resumes. In addition, they will also be contributing to the targets of SDG 15.

Customer Relationships • Engagement of Users through marketing strategies, including the hosting of a competition where the prize will be a travel opportunity (“Your Big Trip”), increasing traffic and attracting potential Users. • Automated matching of Users with relevant Initiatives. • Direct interaction with existing and potential Initiatives, by answering queries and providing assistance with the platform’s operations.

Channels • Existing youth platforms including World Merit, AIESEC and Enactus. • Partners: NGOs, Initiatives, Umbrella Organisations, Corporate sponsors and universities • Outreach to Initiatives through Umbrella Organisations • Social Media (of Just Leaves and the individual networks of Initiatives and Users)

Revenue StREams Alongside World Merit, Just Leaves will approach the Ford Foundation for £500,000 capital, allowing the expansion of the World Merit website to include Just Leaves, sustain it, and create an initial advertising budget. Once established, an expansion is expected as a result of the reinvestment of any profits in to improvement of the user experience. 73

Key Partners • Umbrella Organisations • Initiatives • User’s networks such as World Merit, AIESEC, Enactus • Corporate sponsors from related fields such as Patagonia

Key Resources • Human resources: (i) the World Merit web team will be involved in developing the online platform; (ii) a Just Leaves project manager shall be responsible for facilitating growth and maintenance of the platform. • Premises from which to manage the platform • Existing World Merit community will provide valuable networks of potential Users and Initiatives • Corporate sponsors to incentivise participation through the provision of competition prizes

Cost structure At the discretion of each initiative, a fee shall be charged to the users. Alternatively, an Initiative may opt for not charging for the activities, based on the exchange of skills and provision of services by the User. As an organisation that is not profit-orientated, Just Leaves intends to afford a lower rate of commission than other organisations, making opportunities cheaper at the User end. Discussions with web developers has led to an estimated cost of $150,000 to build the website. Based on the premise that Umbrella Organisations will benefit from the exposure on the platform, they are expected to collaborate on a non-chargeable basis by (i) providing information on; (ii) identifying; and (iii) validating Initiatives. Just Leaves will utilise the World Merit community of volunteers and activists to use and market the platform.

Key activities


• Conduct thorough market research to ensure proof of concept. • Create the Just Leaves platform, with connection to the World Merit website. • Directly approach potential Initiatives to feature on the platform. • Partner with Umbrella Organisations. • Engage with corporate sponsors to help fund the “Your Big Trip” competition. • Launch “Your Big Trip”.

Action Points/World Merit Support

ROI / Why should you Invest In order to compensate the initial outlay, Just Leaves intends to charge a 10% commission to the users for every priced Initiative matched through the platform channel. Just Leaves will also allow companies with similar environmental values to advertise their services and products on our platform, creating additional income, thus allowing the repayment of the initial investment.

1 oct ‘16


1 jan ‘17

Launch of the platform

• Website space for the Just Leaves platform and a network of engaged youth • SDG-specific knowledge to contribute to Just Leaves development • The use of World Merit globally recognized image to build credibility and establish partners.

1 jan ‘17

Launch “Your Big Trip” competition

1 march ‘17

Reach 5000 young people

1 aug ‘17

Send 100 young people abroad


SDG17: partnerships for the goals

Map of Opportunities Primary Project Overview

What problem is it solving?

Partnerships are vital to successful implementation of the SDGs; unfortunately, they are too often framed in financial terms and rarely as an exchange of knowledge or expertise that generates mutual value. Map of Opportunities provides a simple, cost-effective tool to identify and pursue partnerships, using co-benefit analysis to maximise the impact of development spending.

Although the SDGs have been agreed by all Member States, the international community lacks the partnerships required to make them a reality. Map of Opportunities addresses this lack of cohesion, providing a platform to streamline and enhance policy, research, funding and project delivery.

Based on a proof-of-concept study conducted for Merit360 projects, our online tool allows users to visualize existing and potential partnerships at both the local and international level. An interactive map displays possible links under 3 areas – scaling, funding and capacity joining the dots between different stakeholders. By connecting funders, researchers and delivery partners we can promote stronger collaboration and catalyse smarter, more comprehensive development planning across the system.

SDG target focus Enhance partnerships for sustainable development.


Operational reach Any national or international development initiative looking to: • Create partnerships and/or exchange expertise • Identify funding sources and/or invest in projects • Take existing projects to scale and/or pilot new development solutions • Enhance a project through consideration of co-benefits.

Explained through the business model canvas Customer Segments Non-governmental organizations (NGOs), Social entrepreneurs, Project managers, Funders (individual and institutional), Conference managers, Governmental organizations, Monitoring agencies, Businesses and private sector bodies, Academics and sector specialists

Value propositions Map of Opportunities is a free-to-use online tool that systematizes collated data and allows visualization of connections between projects and organizations. Highlighting these links allows stakeholders to identify possible funding opportunities and collaboration partners, meeting the core aims of SDG 17 and contributing to the realization of all Sustainable Development Goals.

Customer Relationships The platform is open-access, allowing anyone to view and make use of its functions. Users will submit details of their projects to help the site identify the most relevant partners/ opportunities within its database; these projects then populate the broader Map, expanding the pool of partners for future searches.

Channels We will engage audiences primarily via our digital platforms (i.e. the online tool and social media), building a user base through collaboration with philanthropic incubators, social activist platforms, academic conferences and industry events/exhibitions.

Revenue StREams Market validation will be undertaken to determine pricing strategy. Key streams could include: • Selling access to information and specific data sets (for funding organisations/investors, research bodies and other interested parties). • Bespoke support services (e.g. coordinating partnership development; navigating the online tool). • Embedded advertising on our website.


Key Partners Users - Organisations/individuals seeking to identify partnership opportunities Data suppliers – Organisations providing information on existing activity worldwide Advocates - Organisations spreading awareness of product, engaging new users and building product reputation Commercial Partners – Organisations providing funding, networks or other forms of sponsorship/ support. Developers – Partners supporting platform development and add-ons.

Key Resources Financial and physical capital to develop, maintain, and expand the tool. Subject experts in software development, marketing, data visualization and analytics. Existing sustainable development project databases (e.g. UN Partnership Exchange platform). Existing multi-stakeholder networks (e.g. World Merit, industry forums).

Cost structure Further scoping is needed to determine the exact cost implications of our online tool. Start-up costs: - Developing the model - Developing the software - Compiling initial data set - First phase marketing. Operational costs: - Management of key marketing channels (e.g. Facebook and Twitter). Since expanding the user base is integral to product growth and credibility, an external consultant may be contracted to develop/implement a marketing strategy - Server hosting - Website and model maintenance. Staff - Other overheads. Strategic partnerships could drastically reduce costs, particularly in the initial development phase (e.g. Google, Microsoft).

Key activities


Developing: Collating information on projects and organisations; creating an algorithm to sift data; automating for initial release; beta testing and focus groups with relevant user segments. Marketing: Preliminary research, followed by step-by-step campaign that progressively targets different user segments. Once a sufficient user base is established, capturing statistics to evidence impact and publishing results in appropriate fora. Facilitating use: Offering support for early adopters to enhance usage and product reputation. Iterative product design: Periodic monitoring and evaluation to assess effectiveness, including user experience and interface (UX/UI); identifying areas for improvement and implementing necessary updates; tracking developments in data visualization and ICT to ensure best service.

ROI / Why should you Invest ‘Investment’ is not merely a financial transaction, but value added through exchange of skills, capacity or networks. We believe our mapping product: 1) Collates/visualises information which is currently housed in disparate and inaccessible locations. 2) Strengthens funding requests to the UN through greater emphasis on collaboration and co-benefits. 3) Helps UN agencies leverage their limited resources in a smarter, more effective manner. 4) Helps the UN advise funding organisations how to invest. 5) Provides programme/budget managers with a clearer sense of market gaps and opportunities.

1 dec ‘16


1 Aug ‘17

Research and bussines plan development

Action Points/World Support


All steps utilising the World Merit Networks 1. Develop model • Collect data • Analyse and categorise data. • Identify expertise to build platform. 2. Pilot model with projects 3. Broker partnerships e.g. UN, World Bank, 5. Launch product and promote

1 feb ‘18

Prototype development and fundraising

1 april ‘18

Product development

24 july ‘18

Product launch


Index SDG16

- SDG # - Global or local - Name of project


Local Mobaderoon

Local Filter cycler

SDG6 Global Juamaji I







Local School of the air

Global Thank you



*The thicker the line, the stronger the connection is


Global Project loon










Local Giftedmom

Global She leads africa



Global Let’s face it period



Global The Hunger Project








Local Eneza Education


Local Surefire girls



Global Solar fishing lamps

SDG7 Local Solar fence



Global Permaculture research

Global The wrap project

The following shows an example of the different connections that are in the map, by looking at the GiftedMom project.







Global Mind Leaps

SDGs initiative map


Global Project for public spaces


Global C40 Cities

Local green office initiative



Global New plastic economy

IV. Project Loon could help scale up GiftedMom by providing Internet connectivity to soon-to-be moms in Africa to help spread the mobile platform health awareness campaign. VIII. Let’s Face It. Period. and GiftedMom could partner to create a mutual health awareness campaign to tackle both maternal and menstrual health issues.

SDG15 Local imaflora

X. Thank You could help fund GiftedMom as a portion of the profits of Thank You go to child and maternal health programs for families in the developing world.



Local No kid Hungry

XIV. The Hunger Project can use the GiftedMom’s platform to train women about maternal health in the communities they work in, where mobile penetration is high. This will also allow GiftedMom to scale up.



Global The homeless world cup



Local Coast Shelter

partnerships to be found SDG3

Global Bill & melinda gates


Global living wage foundation


Local generations initiative



Global Local World justice Zero Regional project


Global incredible edible

81 82

Merit360 - Action Plan 001  

This Action Plan is combined effort of 360 changemakers who spend 2 weeks together at Indian Head Camp and New York City, ending in the Unit...