Innovation for the Underserved

Foster health awareness and interest in education through

innovation with technology

4/16/2013

THE BERTELLI FOUNDATION

Start with the Strength – Foundation Analysis

Strengths and Weaknesses

of the Current Programs

• Stable funding from individual donors

• Strong relationship with health professionals

• Rich experience in health care services

• Success in technical support and behavioral

coaching

Strengths

• Limited experience on coaching services

• Limited diversification in type of services

• IT department causing tremendous cost

• Source of funding limited to individuals (vs.

corporate and governmental grants)

Weaknesses

Do - ability

Cost

Risk

Outcome

Initiate General Education Initiate Health Education

Develop General Education Develop Health Education

Options of Entry Method

The Root of Poor Health – The Direction for Entering the Educational Sector

Core Issue Solution

Goal

High drop – out rate before college

stage

Limited household income

Target low income communities

(geographic)

Focus on education with

emphasis on health.

1. Foster foundational understanding of health among children

2. Foster medical interest among young adults

3. Foster continuation in education

36%

33%

22%

9%

Poor Health by Education

Less than a high school diploma

High school diploma or GED\ 8

Some college

Bachelor's degree or higher

50%

25%

10%

8%

3% 4%Poor Health by Income

Less than $35,000

$35,000 or more

$35,000-$49,999

$50,000-$74,999

$75,000-$99,999

$100,000 or more

Enlarge Impact – The Program to Reach Desired Outcome

Touring Bus - Baby Step Track

Touring Bus – Stepping Up Track

Middle School Students

- Awareness focused

Target

Platform – Tablet

Interaction – Game and

video Apps

Program

Frequency – 2 visits/

month/ school

Logistics

Interaction – encourage

participation in activities

Mentors

High School Students

- Technical knowledge

focused

TargetPlatform – Tablet

Interaction – Technical

demonstrations and

workshops

Program

Frequency – 2 visits/

month/ school

Logistics

Advising- answering

basic technical and

scholarship questions

Mentors

Foundation Sponsored Scholarship

• Involvement – involved in either Baby

Step or Stepping Up

• Commitment –serve as a mentor to the

program

• Career Interest – science related careers

Requirements

• Advising – coaching on

application process

• Management – tracking

commitment and performance

Mentors

• Partnership – Affiliated middle

schools, high schools, and

higher level educational

institutes

Logistics

Stimulate Incentives – Innovation for the Underserved

Operational efficiency – Mobility, maintenance, and analytics based management

Cost effectiveness - Hardware cost as low as $100/tablet

Incentive focused learning stimulation

– Intuitive

• Using touch and move based UI of tablet to enhance interactive and proactive learning

– Diverse learning styles

• Using interactive video courses, apps, games and reading materials to create lively stimulation

Key Objectives

Get on the touring bus – Sign in with prepared barcode card

Access tablet contents - Stream from the Cloud

Log in to personal account - Track and record interaction and

performance

Collect student feedback- Sent to cloud to generate ratings,

usage statistics, and suggested improvements reports

Procedure and Related Features

Tablet configured to limit access to extraneous functions

– Content filtering: Facebook, YouTube, email, and other

inappropriate or unrelated content

– Access control: disable illegal/game downloading

– Internet stability: alternative hands-on technical training

Implementation Challenges

Cost

Usability

Interaction

Mobility

Maintenance

Management

Comparison Base on Characteristics

Tablet Laptop

Feedback on Salesforce from Current Client

Ease of use23%

Easeof implementati

on21%Hosted CRM

solution20%

Ease of administratio

n19%

Ease of customization

17%

Ensure Performance – Efficient Data System

54%

62%

61%

79%Administration Effectiveness

Low Cost

Partnership Management

Data Efficiency

For Bertelli Foundation, Salesforce can

Lower ownership costs due to centralized management

Support the foundation through entire life cycle

(Salesforce users reported an average ROI of 45% in 8 to

9 months)

For Bertelli Foundation, Clouds can

Reduce maintenance and data storage costs

Track and store information from external activity

efficiently

Manage foundation’s daily operations effectively

Advantage Type Reported from Cloud Users

Source: 2012 Global Cloud Computing Survey Source: salesforce.com

Ensure Performance – Efficient Data System

User

Data(Tablets):

•Identification

•Evaluation

•TrackingSalesforce

Toolkit

General Operation

Data Analysis

Decision Making

Foundation

Data:

•Staffing

•CRM

•Cash flow

Cost

ReductionData

Storage

Data

Coherency

Data Categories Cloud Warehousing Management Platform Desirable Function

An easy to manage, cost efficient and highly functional data system

Managing the process – Potential Risk

Severity

Possibility

• Implementation process delay

• Lack of participation

• Liabilities

Program Risk

• Shortage in funding

• Program staff commitment

Operation Risk

• Data security

• System breakdown due to virus

• Process of integration and migration

Technology Risk

• Well defined milestones and internal

benchmarks

• Content marketing effort and engagement

• Ensure presence of teachers and

security, mentor training required

Solution

• Clear guidelines on inputting relevant data

• Cloud backup and insurance coverage

Solution

• Widen source of funds

• Written contract and formal training

Solution

Risk severity and possibility of occurring relatively low and can be managed

Managing the process – Timeline and Key Milestones within 5 Years

Baby Steps ~ Stepping Up

Phase 1 – Program Installation

Secure funds to support touring bus

program

Install Salesforce

Outline games, videos, and other program

material

Develop web programs

Approach potential partner schools and

universities

Advertise Stepping Up & Scholarship

Begin College Scholarship program

Begin mentorship program

Touring bus beta version BEGINS!

Phase 2 – Program Development

Implement revised version of Web learning

material

June, 2016Dec., 2015June, 2015Dec., 2014June, 2014Dec., 2013June, 2013

0

100

200

300

400

500

600

700

1 2 3 4 5

Technology Program Total

Cost and Key Benchmarks – Efficiency and Impact Measurement Metrics

Input Activities Output

Impact Measurement Metrics and Benchmarks

• Expenses – 35% total

budget

• Labor – 10% original, 15%

new

• Promotion – 40% total

marketing effort

• Response rate – 70%

• Retention rate – 85%

• Feedback rate – 80%

• Activity performance – 80%

• School attendance – 15%

increase

• Scholarship Applicants – N/A

Cost Forecast and Financial AnalysisCost mostly resulted from purchasing, expansion, and cloud database (,000)

• Revenue growth: Currently -3% on average,

expected growth at 5% yearly

• First year cost: 80% of excess funding in 2012

• Expected new endowment – $10 Million

Funding Coverage

Appendix

Navigation

Bus Program Operation Scale

David Lynch Case Study

Cost Forecast

Assumption for Program Cost

Target Schools

Social Media

Social Media in Fund Raising

Other Data Management Platforms

Cloud Barriers and Global Usage

Other Cloud providers

Cloud Case study

Tablet Reasoning

Tablet Options

Visual Bus

Bus Cost

Race/Ethics

Nonprofit Sector

Root of the Problem

Foundation Analysis

Programs

Innovation for the Underserved

Cloud Analysis

Salesforce Usage

Risk

Timeline

Cost and Impact

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Bus Program Operation Scale

Annual Growth

Buses/School District +1

School Districts/County +1

Counties/State +1

States +1*

Total Schools affected +10

Total Buses +1

First year

Buses/School District 1

School Districts/County 3

Counties/State 1

States 1

Total Schools affected 30

Total Buses 3

*Expansion can either be in a new state or in

current state

Case Study – David Lynch Foundation Educational Programs

Cost Forecast – by areas (,000)

Bus Program YR2013 YR2014 YR2015 YR2016 YR2017

Bus Purchase 209.7 69.9 69.9 69.9 69.9

Staffing 16.38 16.38 16.38 16.38 16.38

Operation 48.18 48.18 96.36 96.36 96.36

Program

Development110 22 24.2 26.62 29.282

Bus Program Total 384.26 156.46 206.84 209.26 211.922

Tablet Related YR2013 YR2014 YR2015 YR2016 YR2017

Tablet Cost 12 2 2 2 2

App/Game

Development20 20 20 20 20

LMS 25

Tablet Total 57 22 32 22 22

Salesforce YR2013 YR2014 YR2015 YR2016 YR2017

Software 31.2 35.568 40.54752 46.22417 52.69556

License 0.858 0.858 0.858 0.858 0.858

Consulting(hidden

costs) 143.895 151.623 160.4329 170.4762 181.9256

Training 19.2 0 0 0 0

Saleforce Total 195.153 188.049 201.8384 217.5584 235.4792

Total 636.413 366.509 440.6784 448.8184 469.4012

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Assumptions for Program Costs

MediBus Staffing Total annual cost: $16,380

Assumptions:

182 days of work per year

3 buses in use per day

3 paid staff per bus

3 hours work per staff per day

$10 per hour

Program Development StaffingTotal Cost: $110,000

Assumptions:

1 Health Educator for 6 months

– Total cost: $35,000

1 Programmer for 1.5 years

– Total cost: $75,000

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Sample of Target Schools in Ohio

Social media and mobile technologies present a significant opportunity for non-profits to reach

individuals like never before

Most Common Fundraising Vehicles 1

On average, public charities make use 6 fundraising

vehicles, with the following being the most common:

Pe

rce

nta

ge

Re

sp

on

de

nts

th

at

Us

e F

un

dra

isin

g V

eh

icle

s

Most Common Fundraising Vehicles

Fundraising and Education Trends Resulting from the Internet and Social Media

Online giving rose 58% of the organizations using it, the

most of all fundraising vehicles 1

92% of non-profit websites contain at least 1 social

media button 2

90% of nonprofits have a Twitter share button on their

websites 2

Roughly 93% of Non-Profits are experimenting with

Social Media 1

31% of NPOs that use Social Networking sites expected

contributions from the sites to increase in 2010 3

Social Media Impact (General)

Social Media Impact in Fund Raising

Importance of Website Activities 1

Not Important Very Important

Two of the primary uses of NPO websites involve

communicating with new donors and leveraging

new and existing donors to raise funds

Given the projections that almost 50% of

Americans will be on Facebook by 2013 (up from

42% in 2011), NPOs would be wise to increase

their usage of social networking to enhance their

current websites

The Wildlife/Animal Welfare sector of NPOs are

currently leveraging Facebook more than 5 times

the average NPO (with ~84K Facebook ―likes‖ to

the average 15K) 2

International NPOs use Twitter at similar rates to

Facebook, with nearly 17K users for each social

media site. All other NPO sectors do not use

Twitter as much as international NPOs

Data System Alternatives

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44%

45%

49%

60%

Cost

Data Security

Lack of Trust

Lack of Knowledge

Barriers and Global Usage of Cloud

90% of nonprofits respondents world wide use cloud computing Proposed Solutions

Salesforce staff provide professional consulting services

Pre-start costs are higher; rest cloud expenses will decrease

annually

Clear guidelines on input data on the cloud; keep top

confidential data in-house;

Building long term partnership with cloud providers

Global Cloud Use Barriers to Adopt Cloud

Source:2012 Global Cloud Computing Survey

90%

10%

% of users reported issues in:

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Other Cloud Providers

Amazon Elastic

Compute CloudGoogle App

Engine

Microsoft Live

Mesh

Salesforce

Service Cloud

Focus Infrastructure Platform Infrastructure Platform

Service Type Compute,

Storage

(AmazonS3)

Web Application Storage Compute,

Storage

Virtualization OS level running

on Xen

hypervisor

Application

Container

OS level Resources

Management &

Schedule

User Access

InterfaceAmazon EC2

command-line

tools

Web-based

administration

console

Web-based live

desktop and any

devices with live

mesh installed

Customizable

cloud-based

administration

console

Value-added

service providerYES YES YES YES

Programming

FrameworkCustomizable

Linux-based

Amazon Machine

Image

Python Not Applicable Apex; standard

web technology

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Cloud Case Study : Idealist.Org

Idealist.org is an interactive Web site where people and organizations can exchange

resources and ideas or locate opportunities and supporters.

Challenge •Lacked a centralized way to keep track of inquiries from the Web site

•Needed an inexpensive or free solution to keep operation costs low and customizable to

match their requirements.

•With offices on two continents, staff collaboration was difficult

Solution •Implemented Salesforce for 30 staff ( discounted or free license through Salesforce.com

Foundation)

•The Service Cloud application resolves the weekly community cases that come through the

organization’s Web site

•Salesforce Chatter’s Facebook-like interface and functionality, improving internal

collaboration

Result • Idealist.org gets the same high-caliber application that the world’s largest for-profits use—at

a fraction of the cost

Tablet Reasoning in Details.

Intuitive

– 18 minutes is the average time it takes a kid without any

previous knowledge to learn how to use a tablet

Works well in less typical learning scenarios

– 81% of teachers believe tablets enrich classroom learning

Interactive

– 86% of students believe they study more efficiently with

tablets

Low-cost

– $200 tablets is expected to be the norm in 2015

Streaming online video/audio/text/game through Course

Management System

Performance measurement and tracking through Learning

Management System

Analyzing participants’ demographic/feedback

Tablet Laptop Weight

Cost 3 2 25%

Usability 5 2 25%

Interaction 4 4 25%

Mobility 4 2 10%

Maintenance 3 2 5%

Management 3 5 10%

TOTAL 3.85 2.8 100%

Why tablet?

How Tablet Interacts with the Cloud?

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Fuhu Nabi 2 Kindle Fire Google Nexus 7

Price $199 $199 $199

Memory 8 GB 16 GB 8 GB

Processor Speed 1.3 GHz 1.2 GHz 1.2 GHz

Screen size 7 inches 7 inches 7 inches

Operating System Android 3.0 + Android 3.0 + Android 3.0 +

Tablet Options

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Approximate Visual Representation of Learning Bus

Computers line each side of the interior for optimal use

of spaceTrailer is connected to minivan. Minivan carries

extra props for other hands-on health activities

(ex. CPR)

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Cost of Secondhand Buses

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Status dropout rates of 16- through 24-year-olds in the civilian, noninstitutionalizedpopulation, by race/ethnicity: Selected years, 1990-2010

Year Total1

Race/ethnicity

White Black Hispanic

Asian/Paci

fic Islander

American

Indian/Ala

ska Native

1990 12.1 9.0 13.2 32.4 4.9! 16.4!

1995 12.0 8.6 12.1 30.0 3.9 13.4!

1998 11.8 7.7 13.8 29.5 4.1 11.8

1999 11.2 7.3 12.6 28.6 4.3 ‡

2000 10.9 6.9 13.1 27.8 3.8 14.0

2001 10.7 7.3 10.9 27.0 3.6 13.1

2002 10.5 6.5 11.3 25.7 3.9 16.8

2003 9.9 6.3 10.9 23.5 3.9 15.0

2004 10.3 6.8 11.8 23.8 3.6 17.0

2005 9.4 6.0 10.4 22.4 2.9 14.0

2006 9.3 5.8 10.7 22.1 3.6 14.7

2007 8.7 5.3 8.4 21.4 6.1 19.3

2008 8.0 4.8 9.9 18.3 4.4 14.6

2009 8.1 5.2 9.3 17.6 3.4 13.2

2010 7.4 5.1 8.0 15.1 4.2 12.4

Race/Ethnicity

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The Nonprofit Sector