Hewa Tele: Saving Lives One Breath at a Time

Hewa Tele: Saving Lives One Breath at a Time


You never really think about oxygen until you desperately need it. Yet, no matter where one lives, access to oxygen can be a matter of life or death. Having personally had an anaphylactic reaction, I know the discomfort and anxiety that one feels when having difficulty breathing. Moreover, in my work as an EMT on Santa Clara University’s campus, I carry and administer oxygen quite frequently. For us it’s routine and as members of the developed world, we often take access to medical oxygen for granted. But for millions of our fellow human beings, an unjust social equilibrium exists in which they don’t have this privilege.

I first realized the gravity of this health inequity when I spent two months working in a health setting in Uganda. As a 2017 Global Social Benefit Fellow for the Miller Center, I spent last summer conducting action research in Nansana, Uganda at a health clinic run by a social enterprise called Nurture Africa. One weekend while in rural Uganda, one of the other fellows had an allergic reaction. I remember feeling so helpless because there was nothing we could do for him. We didn’t have Benadryl, oxygen or an EpiPen and we were in a small village, nowhere near a health facility that could handle such an emergency. Luckily his reaction was mild, but it still scares me to think about what could have happened had he had a more serious reaction and gone into anaphylactic shock.


Although this was an isolated experience, it opened my eyes to the fact that this is the way that most people in developing areas actually live. They live in a reality without access to lifesaving medication or any sort of emergency care. And even if one can get to a health facility, it’s likely the facility won’t have the means to effectively treat them. While in Uganda, I had the opportunity to visit a handful of medical clinics, but Nurture Africa, along with several other private clinics, did not have medical oxygen. Although the World Health Organization lists oxygen as an essential medication, lack of affordability leaves it difficult to find in health centers in the developing world.

That’s where HewaTele comes in, a true game-changer in health system development and delivery in sub-Saharan Africa. Based in Nairobi, Kenya, the mission of HewaTele is to provide a regular supply of medical oxygen at affordable rates to reduce delay in access to emergency healthcare. As a member of the GE healthymagination and Miller Center Mother and Child Program, HewaTele, along with the 14 other social enterprises in the first cohort, participated in a 6 month, online accelerator course. Through this program the social entrepreneurs strengthened and refined their business models, improved their strategic thought processes and planned for sustainable scaling. At the end of the program, each enterprise articulated their business plans, which demonstrated impact, growth and long-term financial sustainability, to potential investors and supporters.

A few weeks ago, I got the opportunity to speak with Dr. Steve Adudans, the Executive Director of the Center for Public Health and Development (CPHD), the organization that designed and developed HewaTele as a social enterprise. Adudans is actively involved in HewaTele’s operations and was the enterprise’s representative during the healthymagination program. Speaking with him was truly inspirational; he exudes passion and commitment and it was incredibly motivating to hear about the ways in which GE’s healthcare expertise and the Miller Center’s business acumen have positively influenced HewaTele’s operations and expansion plans.

HewaTele’s work exemplifies the power of collaboration to create systemic change. In 2014, HewaTele received $1 million in seed funding from the GE Foundation, the philanthropic branch of GE. After completing the in-depth mentoring and acceleration process through the healthymagination program, HewaTele received a $1 million grant from Grand Challenges Canada. Hewa Tele was able to leverage the Grand Challenges Canada funding to raise matching contributions from UNICEF and the Kenyan government. With this money, HewaTele opened two fully operational oxygen plants in Kenya in 2017.

Additionally, HewaTele has capitalized on connections made with other healthymagination enterprises and is currently in talks to partner with and provide medical oxygen to Lwala Community Alliance, Health Builders and Access Afya. Looking forward, HewaTele plans to build two new oxygen plants in Uganda and Tanzania, expanding their geographic reach and scaling their social impact. By working to reduce the health disparities evident in their societies, social enterprises like HewaTele engage and empower communities to live healthier, more fulfilling lives.


It’s inspiring to hear stories of the ways in which being a part of the healthymagination program has allowed enterprises to better articulate their business models and begin to execute their plans for sustainable scaling. I am confident that this collaborative effort by the Miller Center and GE has helped create a more interconnected ecosystem surrounding health enterprises and has consequently improved maternal and child health outcomes.

On March 1, 2018, the second cohort of the healthymagination program, consisting of 11 social enterprises, will be pitching to potential investors and supporters at the Sankalp Africa Summit in Nairobi.  Please join us at Sankalp to support the growth of our next class of health enterprises and show your commitment to improving maternal and child health throughout our global communities.

Photos courtesy of Santa Clara University and Hewatele

Entrepreneurship for Humanity: Exploring the Margins

Entrepreneurship for Humanity: Exploring the Margins

By Thane Kreiner, Ph.D. - Miller Center Executive Director, Howard & Alida Charney University Professor

I spent a week at the US/Mexico border in early January as part of the Ignatian Colleagues Program learning about challenges facing undocumented migrants and refugees. Though aware that I understood little about the complexity of the issues, hearing stories directly from migrants served by the Kino Border Initiative helped me realize the scope of my ignorance.

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Climate change drives massive migration. Lack of water, food insecurity, an increase in weather-related disasters, and violence related to scarcity are among the factors that force people from their communities and, mostly women and children, into human bondage.

As Pope Francis notes in his encyclical Laudato Si’, “There has been a tragic rise in the number of migrants seeking to flee from the growing poverty caused by environmental degradation.” Globally, according to the United Nations High Commissioner on Refugees, the number of migrants has reached 258 million, an increase of nearly 50% since the turn of the millennium; an unprecedented 65.6 million people are refugees from their homes; nearly 25 million people are modern-day slaves.

We bear witness to a catastrophic convergence of political, economic, and environmental conditions that compound and amplify poverty, violence, and climate change. U.S. government policies in Latin America, for example, have catalyzed violence that makes returning home a death warrant for some Salvadorans and Guatemalans. Overwhelming scientific evidence points to greenhouse gas emissions, mostly from the developed north, as the primary cause of climate change. Policies that encourage use of high-carbon energy sources further accelerate climate change and resultant droughts, fires, and floods that affect the global poor the most.

Modern humans began migrating out of Africa, where our species originated, some 60,000 – 125,000 years ago. The reasons have remained the same for tens of thousands of years: people seeking better lives for themselves and their families, to be together. These are basic human needs that transcend borders and laws. These are the stories I heard from migrants and refugees I met in Nogales: a mother who would crawl through the desert to be with her children again; a father who would risk death so his daughter could go to college; a man who could not return to his homeland without being killed.

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Miller Center is a pioneer in accelerating social enterprises, leveraging the twin strands of our DNA: our location in the heart of the world’s most entrepreneurial ecosystem and our Jesuit commitment to serve the poor and protect the planet. We have accompanied over 800 social enterprises in 65 countries that collectively have positively impacted the lives of over a quarter of a billion people living in poverty, in many different ways.

Before my experiences at the border, it was hard to imagine how the principles of social entrepreneurship could help to the most marginalized among our human family. Proximity to pressing problems of the poor and planet can broaden our imaginations.

Serendipitously, I learned of social enterprises using cutting-edge technologies like blockchain to help refugees secure assets and access them anywhere in the world, or AI to identify human trafficking incidents and intervene to free victims. I witnessed opportunities to expand humanitarian aid and advocacy through earned-income education programs that can amplify the need for policies that respect human dignity.

We are launching the Social Entrepreneurship at the Margins accelerator for two primary reasons. First, our alumni social enterprises tell us that our GSBI® accelerator programs help them achieve operational excellence and secure investments essential to scaling their impact. We seek to leverage this proven methodology to help ventures serving and led by migrants, refugees, and human trafficking survivors scale their solutions for these populations.

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Second, by accompanying leaders of these social enterprises, we hope to discern what impact models, business models, and technology solutions can benefit the most vulnerable and victimized among us. While we have no illusion that the answers are simple or that we can become experts, we are committed to sharing what we learn with the broader impact investing and social enterprise ecosystems.

We invite you to join us on this journey towards social justice for the most marginalized of our common human family. 

 GSBF Broaden UC Davis Students' Perspectives on Health Careers

GSBF Broaden UC Davis Students' Perspectives on Health Careers

By: Grace Krueger, Athena Nguyen and Will Paton (2017 Global Social Benefit Fellows (GSBF))

The term “pre-health” is typically associated with a certain set of traditional pathways: pre-medical, pre-physician’s assistant, pre-dentistry, pre-physical therapy, etc. These pathways encompass the well-known health careers that many undergraduate students gear their studies towards. The steps to enter typical health careers are well-defined, and universities provide a plethora of resources to prepare students to work in healthcare. Social entrepreneurship, however, isn’t a part of the typical pre-health advisor’s vocabulary. While it might not be one of the “traditional” pre-health pathways, health entrepreneurship offers students an innovative, while unconventional, path to positively impact the health of our global community. A small percentage of undergraduate pre-health students know that this option even exists. So, when given the opportunity to present our Global Social Benefit Fellowship research and lead a workshop on health entrepreneurship at the University of California Davis Pre-Health Conference, we could not have been more excited.

For over a decade, UC Davis has been hosting the nation’s largest pre-health conference. This year, 4,500 pre-health students from across the state of California came together to explore a variety of health professions through career and job fairs, keynote speakers, panel sessions and workshops. Miller Center staff Marie Haller and Karen Runde, Global Social Benefit Fellows, and Vrunda Rathod a Global Social Benefit Institute (GSBI) alumni with InPress Technologies, all provided unique perspectives on health entrepreneurship and how to get involved. Participants also learned how other GSBI alumni Shanti Uganda, Nurture Africa, and Koe Koe Tech are having positive impacts in different arenas of global health.

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Health entrepreneurship has the ability to transform the ways in which we approach solutions to poverty and the health care disparities evident in our world. It acts as a tool with which we can upset unjust social equilibriums both domestically and abroad to ensure a healthier and more productive global community. While traditional methods of delivering healthcare remain important, the use of social entrepreneurship and  human-centered design offer promising opportunities to make positive, lasting impacts on health, in which the focus of impact begins and ends with the beneficiary. Through this workshop, we’re proud to have brought greater awareness of the Miller Center and health entrepreneurship to pre-health undergraduate students.

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2017 Global Social Benefit Fellows
Athena Nguyen, Major: Public Health, Political Science
Grace Krueger, Major: Biology
Will Paton, Major: Bioengineering

Want to learn more about the fellowship? Click here.

About Miller Center for Social Entrepreneurship
Founded in 1997, Miller Center is one of three Centers of Distinction, at Santa Clara University. Miller Center unites the world’s most entrepreneurial ecosystem with the Jesuit tradition of serving the poor and protecting the planet. To date we have trained 730 social entrepreneurs who have positively impacted the lives of 257M people and engaged 97 student fellows in transformative action research projects.

Want to learn more about GSBI and our social entrepreneurs? Click here.

Eleven / Eleven: Watch 11 Social Enterprises from Cohort 11

Eleven / Eleven: Watch 11 Social Enterprises from Cohort 11

By Karen Runde, GSBI Program Manager

More than three-quarters of Ugandans depend on agriculture for their livelihood, but only 31% of the arable land in Uganda is in use. Smallholder farmers make up over 80% of the farming community in Uganda, but it’s nearly impossible for them to get loans: only 1% of commercial lending in Uganda goes to farmers. In addition to lacking credit, these farmers face a number of issues that threaten their survival. Agropreneur Initiative is “plugging the gaps” in the agricultural value chain by providing financing, high-quality inputs, training and guidance, financial literacy training, and marketing support. Agropreneur Initiative also helps farmers sell their produce for prices that are three times higher than before.

Over two billion people drink fecally-contaminated water in places like Lagos, Bangkok and Mexico City. Folia Water has developed a new kind of water filter that is made with silver nanoparticle paper that kills viruses and bacteria. The Folia Filter is ten times cheaper than bottled water, so the two billion people who make $2-$10 per day can afford them.

These are only two of eleven social enterprises that just graduated from the eleventh cohort of Miller Center for Social Entrepreneurship’s Global Social Benefit Institute (GSBI®) Online program. Each of the social enterprises described above represent one of Miller Center’s two strategic initiatives: Climate Resilience and Women Rising. You can see the Investor Profiles for all eleven social enterprises from the most recent GSBI Online cohort here.

Meet the Eleven

Below are the eleven presentations from the GSBI Online Cohort 11, which showcase each social entrepreneur’s passion and innovative work towards alleviating global poverty. These presentations highlight their mission, value proposition, and the business models that were elaborated upon throughout the six months of the program.



At Miller Center, we combine the Silicon Valley principles of innovation and entrepreneurship to connect the Santa Clara University campus with the rest of the world. Our goal is to help social entrepreneurs expand their reach by aiding them in becoming investment-ready for financial capital. The Global Social Benefit Institute (GSBI) has accelerated over 730 social entrepreneurs, who have raised over $525M, and positively impacted the lives of over 257M people. GSBI is a unique program because it helps social entrepreneurs focus, clarify, and scale their business through guided mentorship. Each social enterprise is paired with Silicon Valley executives who work one-on-one with them every week for the duration of the program.

GSBI Online is a program that specifically focuses on organizations that have some initial traction, proof of social impact, and are creating a business model to enable rapid growth. The virtual course is paired with GSBI mentorship to help organizations develop their impact and business models, growth plan, financial model, funding plan and marketing materials. Many organizations get value throughout the program by simply completing the learning modules. At the end of the six-month program, social entrepreneurs will be prepared to pitch to investors, and will be equipped with an investor profile, pitch deck, and many valuable connections.

Applications for our upcoming GSBI cohorts are open and all interested social enterprises are encouraged to apply!

For more information contact us at: gsbi@scu.edu

Social Enterprise and Global Technology Company Partner to Foster Digital Opportunity

Social Enterprise and Global Technology Company Partner to Foster Digital Opportunity

By Kevin Kraver, Director of Business Development

At Miller Center, we think a lot about how social entrepreneurship can help solve the problems of poverty at scale. Given our Silicon Valley surroundings, we also think about the role of technology, and how corporations can partner to create greater impact. It is exciting and powerful when we experience all of these ideals coming together to serve the poor. Library For All, a recent alumnus of the Global Social Benefit Institute (GSBI®), and corporate partner, Equinix, provide a great example.

Library For All (LFA) is a small nonprofit organization that envisions a world without barriers to knowledge. Its mission is to make knowledge accessible to all, equally. LFA is leveraging mobile technology to provide the world’s poorest people with books and tools to learn, dream, and aspire to lift themselves out of poverty. Their digital library platform is specifically designed to work on available devices and allows users to access culturally relevant books in their mother tongue and international languages, at a much lower cost than building physical libraries.

Equinix, Inc. is a Fortune 1000 global interconnection and data center company serving more than 8000 customers in 41 global markets. Recognizing the role of technology in advancing positive change worldwide, the Equinix Impact Program focuses on creating Digital Opportunity, enabling people in need around the world to participate in and benefit from the digital economy.

With this great alignment in goals, Equinix has been proud to support Library for All in different ways, including grant support, employee engagement, and connections to valuable partners. Most recently, Equinix partnered with Miller Center to sponsor Library for All’s participation in our Global Social Benefit Institute (GSBI®) Online accelerator program. Sujata Narayan, Equinix Director of Corporate Citizenship, commented that “underwriting the cost of the one of their leaders to participate in the GSBI is a targeted way to provide support beyond just writing a check.  It’s a way to say we really believe in you and what you’re doing, and we’re going to invest more deeply to ensure your success.”

GSBI programs are designed to help social entrepreneurs to achieve sustainability and scalability in their combined business and impact models and to best position them to attract capital investment to fuel their growth. This was a great fit for LFA who came into the GSBI program with some ideas and many questions around how to drive sustainable revenue to the organization. The GSBI program allowed the LFA team to take a step back from daily operations, and revisit their fundamental questions, challenges and goals. The lead participant in the program, Isabel Sheinman, Director of Business Development, expressed GSBI’s specific value to LFA: “The GSBI program provided us with both a strong framework in which to ask very hard, but very important questions about our organization, and also two expert mentors to help in the process… we are confident that we now have the right questions to ask, and more tools to help us answer these questions as we continue to grow and develop our organization.”

Now having successfully completed the GSBI program, LFA is looking ahead to toward strategic and scaling initiatives. In the coming months, LFA is launching a new version of its digital library app in Rwanda, which will give readers across the country access to high-quality Kinyarwanda, French, and English books. In Haiti, they are testing new models for content creation and distribution, including running local writer workshops for aspiring authors, illustrators and publishers to create original children’s books in Haitian Creole. Over the next six months, LFA is raising $250,000 to support these initiatives and to scale the reach of their digital library from 10,000 readers in Haiti, DRC, Rwanda, Cambodia, and Mongolia to 25,000 readers. At Miller Center we are confident they can reach these goals and beyond.

To find out more about Library for all or about how you can support them, visit http://www.libraryforall.org/about/

To find out more about the Equinix Impact Program and view Equinix’s latest Corporate Sustainability report, visit http://www.equinix.com/company/sustainability/impact/

To learn about ways your corporation can partner with Miller Center or with a social enterprise to create impact, contact me at kkraver@scu.edu

Reflection on the relationship between GSBF and working for GSBI enterprise Koe Koe Tech

Reflection on the relationship between GSBF and working for GSBI enterprise Koe Koe Tech

By: Misja Ilcisin, 2015 Global Social Benefit Fellow

Moving to Myanmar to work for Koe Koe Tech was not part of my post-college plan. As a 2015 Global Social Benefit Fellow (GSBF), I had the privilege of working for Operation ASHA – Cambodia, a social enterprise that works to eradicate tuberculosis worldwide. Having had an incredible experience with them, I planned to return to Cambodia to continue working with them in March 2017. However, shortly before I was expecting to leave, organizational changes made that an impossibility and I suddenly found myself without a job, any semblance of a plan, and a one-way ticket to SE Asia.

I quickly reached out to my contacts at Miller Center and, incredibly, they connected me to GSBI alum, Koe Koe Tech – an IT social enterprise in Myanmar that was in need of an Operations Associate. Their mission of providing affordable, quality, sustainable technology for Myanmar’s health sector aligned well with my interests in health systems development and strengthening. So, in a leap of faith, I accepted the job offer and moved to Myanmar on a two-week notice. More than one person thought I was crazy, but one of the most significant skills I gained as a GSBF is the ability to adapt to whatever new challenges and opportunities a situation presents. In the fellowship, we were constantly thrown curveballs and had to develop real time solutions to continue to push our research forward. This is a skill that I took to heart and have applied to my own life countless times since the completion of the fellowship, most significantly when I embarked on this new chapter in my life.

As the Operations Associate at Koe Koe Tech, I wear many different hats. Koe Koe Tech has grown rapidly over the last year, so part of my job is to help improve processes, identify and reduce bottlenecks, increase the clarity of communication between teams, and help optimize how we spend our time. I help oversee product management for may, our women’s health application and HMIS, our hospital management and information system. This includes helping set and oversee development timelines, user testing, impact assessment, user interviews, content generation and curation, marketing, and working with our partners on expansion and distribution. Balancing and prioritizing these different tasks can be a challenge, but I am able to build off the core task management skills that I learned as a GSBF. During my time in Cambodia, my partner and I independently managed and executed four distinct projects, which often pulled us in different directions at the same time. We had to work our projects into the existing schedules of OpASHA’s employees and plan ahead to ensure that key tasks, like translations for surveys, were completed on time. My task management skills were greatly improved during the fellowship and that is a skill I have been able to carry forward into my work at Koe Koe Tech.

One of the things that I most appreciate about working at Koe Koe Tech is that of our 42 employees, 40 are Myanmar-nationals and only two, Mike Lwin the Managing Director and Co-Founder and myself, are foreigners. I have a strong belief that organizations working to aid in the development of a country should be primarily lead by citizens of that country. These individuals have a much better understanding of the local context and can help create change that is much more sustainable than that of an organization made up of mostly foreigners. To many people, adapting to this environment might be very challenging and uncomfortable. However, I have found settling into Koe Koe Tech’s work environment to be one of the easiest parts of my transition to living in Myanmar. I think there are two main reasons for this: 1) the nature of the wonderful people at Koe Koe Tech and 2) the humility that was taught to us as GSBFs.

First, everyone at Koe Koe Tech is extremely friendly and have gone out of their way to make sure that I feel welcome and included, which has helped more than I can explain. To my second point, a big part of our class time in the fellowship was devoted to recognizing the importance of cultural humility and understanding that when you cross cultural boundaries, those who have the most experience in the local context need to be recognized as the experts and should generally be deferred to when it comes to who you assume has more knowledge. Having had some experience in the development sector, I often see foreigners treat local staff as less important than themselves since they don’t have degrees from fancy universities or their English is less than perfect – despite the fact that these foreigners often speak little of the local language. This assumption – that because you are foreign, you must know better and be more important – is easy to gauge and immediately puts up a barrier between yourself and those whose expertise you most need. Maintaining humility during my time here has made it much easier to connect and build relationships with all of Koe Koe Tech’s team. The importance of humility in all its forms was heavily emphasized during our GSBF experience and it is a key lesson that I have used countless times since moving to Myanmar.

Miller Center for Social Entrepreneurship and the Global Social Benefit Fellowship have been a huge part of what have made me the person I am today. Through this program and under the mentorship of many incredible individuals at Miller Center I have gained countless skills, confidence, a deeper understanding of my vocation, and developed the ability to pursue, relentlessly, that which I am most passionate about. Hitting the ground running with my move to Myanmar and Koe Koe Tech are my first real step in working to achieve my goals of helping develop sustainable health care systems in low-income countries. I have been given an incredible opportunity at Koe Koe Tech and, as a result of Miller Center’s work with undergraduates, an opportunity that I am prepared for, with all its ups, down, challenges, and successes.

Want to learn more about our Global Social Benefit Fellows? Click here.

What does it mean to be a women?

What does it mean to be a women?

By: Nithya Vemireddy, 2017 Global Social Benefit Fellow

“Guess it’s just us two females hanging out in a crowd of just males once again.” This common phrase was jokingly uttered between Maya and I multiple times throughout our field research in India. Gender inequality is not a new concept to me; it is something I have become very conscious of every summer spent in India. Even though gender inequality exists in America, it is more apparent here in India. Everywhere men dominate public spaces while most women stay inside their houses. When we arrived to the rural areas to conduct our interviews with the end-beneficiaries, the men would crowd around us while the women would be outside their houses looking at us from afar.

A common sight for us on our first three field visits.

A common sight for us on our first three field visits.

To see the social impact of Awaaz.De’s technology, we visited a total of five organizations: Precision Agriculture for Development (PAD), Self-Employed Women Association (SEWA), Ambuja Cement Foundation (ACF), CRISIL, and Jan Jagaran Shakti Sangathan (JJSS). All of these organizations use Awaaz.De’s technology to further promote their mission. Our interactions with the endusers during our first three visits— respectively PAD, SEWA, ACF—were filled with males. During these fields visits, our only interactions with women would be at the homes/fields we visited, and even then, women would only interact with us when they would give us chai.

At first, it didn’t bother me as much because I was used to it, but I never thought I would be so excited to interact with women before. Sometimes, I would find myself drawn to the women crowded on the steps of a house and approach them with a simple head nod. They would immediately return the same greeting back to me, but I would have to leave soon after to conduct our interviews. However, for brief moments, when I would be able to have conversations with these women with my limited Hindi, I would feel immense happiness.

I almost cried tears of joy interviewing our first female

I almost cried tears of joy interviewing our first female

Our last two field visits were to CRISIL and JJSS where we interacted with mainly women, which may have been a factor to why these field visits were my favorite. For CRISIL, these women became financially empowered after going through a two-day financial literacy workshop and were receiving voice messages post-training to supplement what they learned. We met with many groups of women where they patiently answered all of our questions, expressed their gratitude for us visiting them, and repeatedly offered us food. One group even gave us gamuchas, traditional Assamese white rectangle pieces of cloth with red embroidery that is given to others as a sign of high respect.

Sweaty me wearing a gamucha with a cute baby

Sweaty me wearing a gamucha with a cute baby


As a trade union for unorganized sector workers, JJSS started after individuals conducted a survey in Bihar looking at the effectiveness of the National Rural Engagement Guarantee Act (NREGA), which they found was not effective at all. Originally established to help individuals gain work through the NREGA, JJSS expanded to talk about a variety of social issues including gender inequality.

When we embarked on our first day of our JJSS field visit, one of the founders, Kamayani, accompanied us to a village. On the bumpy car ride, she explained a major issue in this area is reluctance to inter-caste marriages. In this specific village, a young couple, an 18-year-old boy from the Dalit caste and a 17-year-old girl from the upper caste, ran away from home to be together, but they were found in Delhi; the girl was brought back to her house while the boy was put into jail where they both remain till this day. A month ago, she wrote a letter consenting to this relationship and explained that she left her home due to her abusive family. However, when she came back to her family’s home, she released an official statement where she stated that the boy kidnapped her and left her at a narcotics dealer’s place in Delhi before she was found. Because these two written statements from the girl didn’t match up, Kamayani explained that the family probably influenced the girl’s latest statement in order to preserve their reputation, as a girl running off with a member of a lower caste doesn’t look good on the family.

No matter what, nothing can be done to save the boy as he did break the law—the minimum age to marry is 18 in India. However, the boy’s father, grandfather, and maternal uncle have been in jail for 2.5 months now for no real charges, and JJSS believes the girl’s father bribed the local police to put them there. This situation is a clear unjust power difference, which is why JJSS is stepping in. Today, Kamayani will attend a meeting with all the other women in this village to write a petition to ask the police commissioner to take the girl’s statement again without the influence of her family. As well, JJSS is scared that the girl may be in an unsafe home situation, so they will also ask for the girl to be taken to a safe place without her family.

A typical day during our JJSS field visit

A typical day during our JJSS field visit


If I am being very honest, I gained so much respect for JJSS as Kamayani explained this situation to us. Social norms are hard to change in any society, especially gender roles. Something I’ve always had to grapple with whenever I was in India was the limitations of my freedom, especially my freedom of movement. For example, I could never walk outside in the villages without being accompanied by a male.

As a young child, I used to think that India needed to be more like America regarding this inequality, but as I grew up, I realized there was no such thing as gender equality in my homeland. Even then, who am I to say how Indian society should be like, especially as an outsider. What makes JJSS amazing in my opinion is how they tackle issues that the community members want to talk about, not what issues JJSS want to talk about. In order for me to understand what societal structures keep this inequality in place, I will have to talk to Indians who grew up in India. I may never have the solution or even know what the solution may be to this social injustice, but if I ever wanted to do something about it, now I know that I need to follow JJSS’ footsteps and live among the community in order to hear the voices of Indian society to understand what the true issue is.

Want to learn more about our Global Social Benefit Fellows? Click here.

GSBI Alumni Meet-up in India

GSBI Alumni Meet-up in India

Event details

Where: Arbor Brewing Company, Bangalore, India

When: Sunday, July 23, 2017

Who: GSBI Alumni and other interested parties in the social enterprise space

On a Sunday afternoon in July, GSBI alumni gathered together at the Arbor Brewing Company in Bangalore. Karen Runde, GSBI Program Manager, and Andy Lieberman, Director of New Programs, hosted the first official GSBI Alumni meet-up in India. Since its inception in 2003, Miller Center has worked with over 70 social enterprise alumni and participants who are either based in, or operating in India. From Delhi to Mumbai to Kolkata, the alumni are spread out across the vast country. Karen also hosted informal meetups in Delhi and Mumbai before hosting the official meet up in Bangalore, where 27 people attended. In addition to alumni, members from the Global Alliance for Clean Cookstoves, Unitus Seed Fund, and Miller Center’s Energy Access Program were in attendance. The meet-up was informal but warm and was a chance for people to network, share, and engage with fellow alumni. This event was well received, and a handful of SEs flew to Bangalore for the weekend just to attend the event.

During the meetup, Andy Lieberman provided an overview of the work and opportunities available to the entrepreneurs by Miller Center. The most recent graduates of 2017 GSBI Online, Best of the Bump, and DevNRG, as well as current GSBI Online participant, VayuGrid and GSBI Accelerator participant, Hippocampus were introduced and welcomed to the alumni community.

It was wonderful to see so many familiar faces, as well as new ones. The overall sentiment from the attendees was that social enterprises appreciate having meet-ups like these and hope that there will be more of them to come in India. Starting this fall, Miller Center will begin hosting a series of regional alumni events like these designed to facilitate networking, knowledge sharing, and collaborative action.

Want to learn more about the GSBI Alumni?  Click here.

Joy in Togo

Joy in Togo

By: Keith Douglass Warner OFM, Director of Education and Action Research

This July, in partnership with a local Jesuit social ministry center in Togo, Miller Center co-sponsored the largest ever GSBI Boost workshop, providing training for 30 West African social entrepreneurs. This was the first Boost ever delivered in French, and the largest ever set of participants. It fulfilled a multi-year dream for a Jesuit friend of mine, Fr. Bossou Constant SJ, and was made possible with the inspiring leadership of a fantastic GSBI mentor, Jose Flahaux. Although I had a trivial role at the workshop, I was blessed to witness the joy of these two good colleagues in the field. Bossou is a native of Benin, with a Togolese mother. Benin and Togo are two of the smallest countries in West Africa, and few Americans can find them on the map. After trying to explain African geography, he resorts to explaining that he is from Nigeria. Numerous times I have heard Bossou say: “Driven by the idea to serve, I have always dreamed of positively impacting the world. And that is what got me into engineering, becoming a Jesuit, and lately, promoting social entrepreneurship.” He came to Santa Clara University to pursue a Masters in Computer Engineering, but quickly discovered Miller Center, and last year, became a Jesuit In Residence. He describes this experience as integrating all three of these dreams. He pulled on many Jesuit colleagues to help him organize a GSBI Boost in Liberia, and in Togo. In these two countries, plus Benin, Bossou and other Jesuits also organized social enterprise training sessions for local pastoral agents.

Fr. Bossou Constant SJ leads a GSBI Boost workshop presentation in Togo.

Fr. Bossou Constant SJ leads a GSBI Boost workshop presentation in Togo.

Almost all of the roughly 30 enterprises represented had a clear social mission, and my perception is a majority brought an earned income model, or the potential for that. About one-third were agriculture or food-system related, one-third focused on IT training or education, and the rest were miscellaneous.

The entrepreneurs were so focused and enthusiastic! I saw the demand for this type of program in Francophone West Africa. I got the sense that access to this kind of social entrepreneurship curriculum is scarce in this region, and that the GSBI Boost fed a genuine hunger. Jose made the module on financial models more accessible, which helped – this is usually the section of the GSBI Boost program that causes headaches for participants. I was impressed by how all the entrepreneurs hung in there, and worked on this. I think they realized this topic is critical to their success. There were very moving expressions of gratitude on Saturday night and Sunday — I suppose that is fairly common — but the overall experience was that of joy.

Another occasion of joy was Bossou’s smile. He smiles most of the time I am around him, but it was a particularly big and sustained smile over multiple days. Others commented to me daily on the size of his smile. I got the sense that this was a “coming out” party, of sorts, a significant milestone in his own personal journey. Bossou speaks four languages, and his English is fine, but I witnessed a different dimension of him in French. Miller Center staff had inklings of this, but he projected a big, dynamic public speaking persona in Togo. He had command of the room, whether with pastoral ministers or social entrepreneurs. It was a privilege to be there with him.

But it was Jose’s quality of presence that most captivated me. I don’t know him as well as Bossou, but in the various conversations we have had over the years, I am accustomed to his executive focus on strategic execution, as well as his articulation of faith with service as a mentor of entrepreneurs. He is a native of Belgium, but has lived and worked in the states for decades. He ran operations for a multinational corporation manufacturing memory technology, shuttling between the Bay Area and China countless times. For many years, he has served as GSBI mentor, with special expertise in operations.

Jose Flahaux teaches social entrepreneurs how to improve their business models and scale their impact.

Jose Flahaux teaches social entrepreneurs how to improve their business models and scale their impact.

But in Togo, many more dimensions of Jose came forth. He teaches at San Jose State — maybe teaching brings out the nurturing, generative sides of him. But there was a lightness, a humor, an extra dimension of personal warmth that was striking to me. He has such a wealth of experience and brought a gentle touch on the material that the entrepreneurs seemed to hang on his every word. He would alternately drill down hard on key concepts, or break up the room with a gentle, self-deprecating joke. I felt like I was watching a master craftsman at work. We need to find some more Francophone mentors, but Jose has set the bar very high.

Even with the large number of enterprises, the Boost worked rather well due to the number of quality mentors. They all seemed to enjoy the sense of community among the entrepreneurs. Two other Jesuits who had studied social entrepreneurship with me at Miller Center, Fr. Victor Setibo SJ and Ismael Matambura SJ, came up from the Democratic Republic of Congo, and they were able to mentor effectively. At times, they teamed up with Pamela Roussos, Chief Innovation Officer for Miller Center, but for a lot of modules, they were able to draw on a combination of their basic knowledge of the GSBI Boost curriculum with strong critical thinking and language skills. It was a joy for me to watch them as my “students” putting their skills to use in helping the social entrepreneurs reflect critically on their mission and vision, as well as the foundational principles leading their organizations.

Virtually every day in Francophone West Africa, people would describe to me how French Africa is different, and that these countries have an even greater need to develop entrepreneurial solutions to poverty than those in English-speaking countries. The need may be great, but my observation is the hunger is even greater. For all of us who participated, feeding hungry social entrepreneurs with practical ideas for scaling their enterprise brings joy indeed.

Want to learn more about our Jesuits in Residence program? Click here.

The Power of Purpose

The Power of Purpose


The Ripple Effect of Replication

The Ripple Effect of Replication

How do we define replication at Miller Center? An analogy for social enterprise replication is to imagine a rock thrown into a pond. Where the rock hits the water is the splash of a pioneering social enterprise technology or business model tackling a social problem. The growth of the original social enterprise or the adoption of the enterprise model are the ripples in the water. Replication, to us, supports the ripple-effect by making these innovations diffuse further and more quickly. This is where we see huge development opportunities for the social impact sector.

Creating Leaders in a Climate Crisis

Creating Leaders in a Climate Crisis

Isabel Miranda, Santa Clara University, Economics, 2017

I want to start off by sharing my story…

I was born in México, a developing country, but primarily grew up in the Bay Area. While traveling back and forth between México and the Bay Area, I quickly realized how privileged we are to not feel or see the “1st wave of climate change,” one that disproportionality affects the poor. I always wanted to build a career aimed at supporting developing countries, but it wasn’t until about a year ago that I had my “aha moment!” 

There is a myth that obtaining sustainable energy is very expensive relative to other forms of energy such as coal or natural gasses, and moreover, that it’s impossible for a country to develop sustainably. I had a firsthand experience of watching both of these myths being debunked. Last year, I had the opportunity to work with the Miller Center for Social Entrepreneurship as well as ILUMÉXICO, a social enterprise whose mission is to provide solar energy to off-grid rural communities. ILUMÉXICO has installed over 8,000 solar homes in communities where people make less than one dollar a day. These people have managed to purchase solar energy, which has expanded their opportunities while being significantly better for the environment and individual health. 

This experience ignited a passion for me to advocate for sustainable development for the sake of the less fortunate and our planet. This chapter of my life is also what led me to apply for and attend The Climate Reality Project’s Leadership Training in Denver from March 2nd-March 4th. 

As I walked into the Colorado Convention Center that Thursday morning, I was overwhelmed and excited by the diversity and the amount of people I saw that were as passionate and eager as me to learn and become leaders on climate change. 



As Former U.S. Vice President and Founder of the Climate Reality Project Al Gore stepped onto the podium, he presented three questions that shaped the rest of the conference:

  1. Do we really have to change?
  2. Can we change?
  3. Will we change? 

After having completed the training and getting certified as a Climate Reality Leader, I can confidently answer all three questions with a yes! 

Contrary to what first comes to mind, climate change is much more than melting ice caps and rising sea levels. It is much more complex and affects virtually everyone and everything! Climate change means worsening air quality, which kills 6.5 million people every year due to air. It means declining growth rates by as much as 6 percent of GDP by 2050 as a result of water-related losses in agriculture, health, income, and property. It means disease outbreaks spreading such as malaria moving through the highlands of eastern Africa, to the rising incidence of Lyme disease in North America in which studies are increasingly naming the changing climate as a major factor. If we want any chance of living, and having a habitable planet for future generations, we must immediately change our ways!

As Winston Churchill once said: “A pessimist is someone who sees the difficulty in every opportunity, and an optimist is someone who sees an opportunity in every difficulty.” There will always be those that claim that making a change isn’t realistic, but to all those people I say, “we have the tools and solutions in front of us, and we can change!” Globally, wind could supply worldwide electricity consumption 40 times over current demand. In 2015 renewables accounted for around 90% of new electricity generation globally. By 2030, new renewable energy capacity added is projected to exceed new fossil fuel capacity by more than four times. 


Over the course of 3 days, I became part of a network of over 11,000 climate reality leaders committed to changing. While there are many deniers of climate change, data shows that we are transitioning to a sustainable future, because the economics of sustainable economics is more powerful than any one administration, because we have an immense opportunity with the tools to solve this problem, and because at the end of the day it is the morally right thing to do. 

Al Gore ended his presentation on climate change and the conference by sharing one of his favorite quotes by Wallace Stevens, “After the final no there comes a yes and that yes the future world depends.” He talked about so many movements that were faced with a final no and then change happened; women’s suffrage, civil rights, same-sex marriage. This is another one of those movements, and as we come together across the world to fight climate change, we will achieve change and save our planet for future generations and ourselves. 

From start to finish, I was at the edge of my seat, filled with emotions ranging from fear, concern, sadness, hope, excitement and confidence. My life has truly been changed in the past year, and my eyes have been opened by the exciting possibilities to make a positive impact and change in this world. I now move forward to the journey ahead.


Powering the Next Generation

Powering the Next Generation

By Keri Tesch, Santa Clara University, Accounting, 2017



“A few things I’m grateful for: my team, air conditioning, Uber, bug bites that don’t itch, and hotels that have hot water” – Erika Francks.

Miller Center for Social Entrepreneurship is committed to fighting global poverty to create a more just world. The center works towards this mission by supporting social enterprises around the world, through programs like the Global Social Benefit Fellowship. The Fellowship selects Santa Clara University students to work in a nine-month action research project for social enterprises in Miller Center’s network. In 2016 there were eighteen fellows working on eight projects around the world.

Three of the fellows, Erika Francks, Nate Bradford and Carson Whisler, worked with ONergy, a for-profit social enterprise that offers affordable solar solutions to those without access to clean energy in India. The rural communities served by ONergy do not have access to a power grid, which leads to numerous hardships in citizens’ lives. ONergy brings many solar solutions to these communities, such as solar panels for schools, solar water pumps, and solar microgrids. With these solutions, residents no longer need to worry about lacking light at night, or lacking water for crops.



In their project, the fellows conducted 47 semi-structured interviews on camera. They talked to ONergy customers, partners, and employees in cities and villages throughout the rural Indian regions of West Bengal and Odisha. Their interviews observed the impact of ONergy’s products on customers’ lives and the business model that allows ONergy to reach its last-mile customers. Erika, Nate and Carson worked with customers in their homelands for seven weeks and received eye-opening, first-hand experience in what it means to live without a reliable source of power. They saw that access to solar solutions offers families the ability to provide for their rural communities, have safer and more comfortable homes, and gain an education for new generations.



Solar Irrigation in Narandi

Farming is the only source of income for 20 families living in the village of Narandi, in West Bengal, India. Before solar powered irrigation, the families relied upon diesel pumps to water their crops. These pumps were not only unreliable, they were also costly for families who struggled to make ends meet and who were at the mercy of the weather, particularly rain, as farmers. ONergy helped the community install solar powered irrigation pumps as a better solution for the Narandi farmers.

After installation, the cost of irrigation was cut in half and it utilized a resource that was plentiful in the region: the sun. This energy source offered the one steady form of energy for the families in Narandi. Utilizing the sun as the energy source to water their crops made the process cheaper and more reliable.

Erika, Nate, and Carson interviewed several farmers that were able to use the solar irrigation system. The farmers showed a deep appreciation for the new technology and the extra money saved allowed them to expand their crop offerings, feed their families, and send their children to school. The payoff from a simple conversion of energy paid dividends to the families reached. The solar pumps give a steady source of power to pump water for crops, which in turn provides a steadier source of income for the farmers.



Solar Microgrids in Sergarh

A microgrid is a small network of those using power or electricity from a local source of power supply. The microgrid can function independently, or be connected to a larger power grid. The solar microgrids installed in Sergarh, Odisha, provide a local source of power from the sun for community residents. Prior to this installation, the 40 residents in the village would farm during the day and then at night come home to dark homes. Light was formerly very dim when provided by kerosene lamps. Dark smoke from the lamps lingered in the home, even long after the lamps would be put out for the night. The dim lighting also strained children’s eyes when trying to study. A lack of light posed danger to villagers as poisonous snakes and scorpions would come in during the night.

Like in Sergarh, the solar microgrids installed offer a way for communities to have access to electricity and power for the late hours in the evening.

Erika, Nate and Carson found that when given the opportunity, villagers were willing to pay more of their savings upfront for a reliable solar microgrid versus the former unreliable power grids. They found that villagers are instilled with a sense of pride in their access to light for cooking and studying at night. Positive change was exemplified through the village’s new study session, offered because of the light that is now available. Villagers can also stay safe from the dangerous animals that are now more visible at night. More light means a higher quality of life for rural populations in India.



Solar Rooftops for Schools


In developed nations it can be easy for students to take for granted air-conditioned classrooms, healthy school lunches, computers in the lab, and sports programs that are offered after school. For the 800 children attending Khardah Sibnath High School just north of Kolkata, this was not a reality, but with new solar panels, amenities like this are more achievable and the benefits are demonstrable. The solar panels have cut the school’s electricity bill in half and the extra money can be spent to provide fans and computers in the classroom, more protein can be added to student’s lunches, and they are able to start sports programs. The newfound financial resources from the solar installation have improved students’ lives and learning opportunities. Environmental conditions have improved due to ONergy’s solar solution and there is the possibility of future expansion of the system to further reduce electrical expenses, and to provide even more opportunities for students at Khardah Sibnath High School. 

The students and administration alike expressed their excitement of the new resources to the fellows. One of the students attending the high school was thrilled at the idea that students were “no longer living in the dark.”

Ashish Kumar Roy, the principal of the high school, also shared his excitement with the fellows. He spoke of the pride he felt for his school and the hope he has for India’s future because of renewable energy. He hopes to continue expanding his school’s solar system, exclaiming “we want more! We have 5 kW now generating. We want 25 or 30 kW.”

While the school started small, the money they are now saving can be put towards an expansion of the solar system for even greater benefits to come.



Final Fellowship Thoughts

The Fellowship offered by Miller Center gives undergraduate students the opportunity to learn within communities that are gaining access to new innovations like those offering clean solar energy in India. The Fellowship offers more than just a simple study abroad experience; it offers deep immersion and direct experience working with populations that are commonly underserved. The fellows’ work supports enterprises like ONergy, to help the companies assess their impact and effectively touch more lives.  

Weaving Rural Indian Women into the Global Market

Weaving Rural Indian Women into the Global Market

Claire Schwartz, Santa Clara University, Finance, 2017



In the Barmer and Bikaner regions of India, women are often denied independence and work, and the economic power this provides. In recognition of this, Rangsutra, a social enterprise in India, links rural artisans to global markets to provide them with equitable jobs while enabling economic stability and sustainable livelihoods.

During the eight weeks of July and August 2017, two undergraduate students from the other side of the world, Grace Matthews and Sandhya Bodapati at Santa Clara University, worked with this social enterprise to assess the company’s impact on women. This partnership was formed through the Global Social Benefit Fellowship, a program of Santa Clara’s Miller Center for Social Entrepreneurship. Sixteen other fellows like Grace and Sandhya, who are juniors at Santa Clara University, work with social enterprises across the globe to support their social impact. The two fellows working with Rangsutra conducted a baseline assessment of job opportunities and metrics in the Indian regions served to develop how the company’s goal to uplift lives is achieved. Miller Center provides this fellowship as a comprehensive program of mentored, field-based study and action research for its selected students to support the Global Social Benefit Institute worldwide network of social entrepreneurs. After carefully learning about social entrepreneurship and sustainable business models for companies like Rangsutra, Grace and Sandhya developed a socioeconomic impact assessment tool to measure the enterprise’s impact on artisan employees. During this assessment, the fellows completed 131 interviews with participating artisans, of whom 100% were women. The women ranged in age from 16 to 55, averaging at 31 years old. In the survey, the two fellows experienced the challenge of measuring women’s socioeconomic empowerment compared to men within a household.


 The baseline metrics of the fellows’ work revealed a trend suggesting a need for more work orders in the Barmer region. In their report, the girls found that:

· 39% of the artisans were content with the amount they were working

· 61% of the women artisans asked for more work

· Nearly 100% of the participants worked for the local craft market at some point in time, giving participants a comparative insight to the benefits of working for Rangsutra

· 41% of women artisans saved their money on their own, in contrast to 24% of women who contributed to pooled household saving

· 9% of money earned by women artisans went to education for themselves or their families

Overall, the data collected represents the need for change and an increase of job opportunities in the Barmer Region. After analyzing the survey results, the fellows discovered that most women couldn’t work a full year because of the agricultural responsibilities they hold and that they want to work more than an hour more per day like they currently do. The ambition and eagerness of the women was obvious in nearly every interview in Bikaner, and the women were proud and grateful to work for Rangsutra.


 Pappu Kanwar embodies ambition. When interviewed, Pappu explicitly stated her desire for more work and suggested that she was currently unable to work for more hours because of how far away the Rangsutra work centers are from her home. However, Pappu isn’t settling with her current situation. She shared with Grace and Sandhya that she is taking the lead on opening a new center in her own village. This inspiring change maker said that she would also be the craft manager in the new center beginning next month, so earnings from this role will certainly raise her income and offer life improvements. Pappu’s example is one of many inspiring stories that illustrates how Rangsutra enables women to make changes at both personal and community levels. The employed women impact not only themselves but also their families, and in many cases, the rest of their communities too.




Grace and Sandhya noted that younger women train in Rangsutra’s apprentice program while they go to school. The program allows women between the ages of 16 and 18 to work a limited number of hours throughout the week to learn skills from their mothers and other women in their community. One woman interviewed by the fellows reported that two of her daughters work as apprentices in the program, which supplements their family’s income and helps the girls gain valuable skills and practice. Through interviews with women like this artisan, Grace and Sandhya found that Rangsutra increases employed artisans’ sense of independence and future prospects as they gain their own income and apprentice younger generations.




 After their in-field research, the two fellows expressed hope to see an increase in the socioeconomic impact metrics that imply growth and that enable sustainable livelihoods for women in the Barmer and Bikaner regions of India. Grace and Sandhya recommend that Rangsutra set timeline goals for improvements to keep track of its progress. These goals are tangible products that can be shared with future investors to further help with making them possible.

The data recorded and carefully analyzed by the two students is encouraging overall. Their work with Rangsutra revealed the drastic impact that Rangsutra’s programs have upon the lives of the women in rural India. Their lives are reportedly being changed for the better, as they each expressed gratitude towards their increased independence and sense of meaning within their families and community.

Providing Power While Working with Women

Providing Power While Working with Women

Cody Hall, Santa Clara University, Accounting, 2017



“Though we only shared a few words, I saw so much of what I aspire to be in her. Her kindness and thoughtfulness did not require the same native tongue…”

Santa Clara University student Clarissa Nguyen reflects on an impactful interaction she had while working with Empower Generation in Nepal this past summer. Even though there was a langue barrier, Clarissa found a way to identify and connect with this local Nepalese woman.



Empower Generation is a US-based social business, offering reliable and sustainable clean energy by providing solar-powered lights and lamps at an affordable price. Empower Generation also hires and educates local Nepalese women, called “Solar CEOs” to help sell Empower Generation products; they, in turn, learn valuable business skills.


Through Empower Generation and their products:

·      Over 244,400 individuals in Nepal now have access to solar lights

·      More than $2.38 million USD has been saved by customers

·      Students can spend 2.5 more hours a day studying


The Global Social Benefit Fellowship is offered through Miller Center for Social Entrepreneurship at Santa Clara University, and is open to all juniors at the school. Students are paired with social entrepreneurs throughout the world to help conduct action field research. After multiple months of academic research, students spend the summer completing fully funded field research. Clarissa and her research partner, Ash Hammad, conducted 36 in-person interviews and surveys of Solar CEOs and Sales Agents working with Empower Generation to understand the impact Empower Generation has on their lives.


Imagine living a in a dark world. Literally. In Nepal this is a reality for over 30% of the population who lives without electricity. Even the customers with electricity experience blackouts lasting up to 18 hours a day due to the limited electrical generation and weak grid.





In Nepal, women are mostly financially dependent on men. Women generally receive less education than their male counterparts and frequently earn little or no wages for their work. Most recently, Nepal ranked 108th out of 156 in the United Nation’s Gender Development Index. This index measures the difference between men’s and women’s achievements in three different aspects: health, education, and earned income. Many families in Nepal face financial hardship and can only afford education for one of their children. Boys receive more education than girls, in part because of the widespread belief that men are better suited for nonfarm work, and thus are in greater need of a formal education. This educational disparity reinforces the injustice suffered by women in Nepal.

Women are paid considerably less on average than men in Nepal – even though women make up 90% of the agricultural workforce. In 2006 50% of 223 women interviewed in Nepal reported earning no income in the past 12 months. Women have also reported working an average of three to four more hours a day than men.


The Empower Generation average Solar CEO income, at $1,535, starkly contrasts the struggling national GDP of $694. The income earned by Sale CEOs is more than double the national average wage in Nepal. Through Empower Generation women are breaking free of the employment limitations set upon them.

One Solar CEO, Sita, made over $11,200 USD in a single year. Sita was able to sell over 30,000 units, mostly to two large organizations, to help reach this astonishing number. With a substantial income like this, women like Sita are able to fully support their families and offer uplifting new opportunities for them. Through increased income women can afford to better educate their children, purchase new clothes and better food, and start saving money to apply for credit.


During July and August of 2016, Ash and Clarissa worked with Empower Generation to conduct field research in Nepal. With the help of a translator and questionnaire, they conducted interviews with Sale CEOs and Sales Agents. The interviews often took place in personal homes of the women, allowing Ash and Clarissa to immerse themselves in the daily lives of each family. They also shadowed some of the Solar CEOs to local markets and other areas where they conduct business to fully understand how Empower Generation is changing lives.

Ash and Clarissa spent countless hours working with local women to respond to the 40-page questionnaire they created. Questions in the interview included:

·      How economically independent are you?

·      Did you have any prior work experience before becoming an entrepreneur?

·      Is your opinion more respected in the community now that you are an entrepreneur?

Questions like these allowed Ash and Clarissa to measure the positive impact Empower Generation is having on numerous different aspects of these women’s lives.




When asked what she does with her money earned from Empower Generation, Solar CEO Kala said, “I use that income to send my kids to school. I want them to travel the world. I don’t want them to be looked down upon like me.” Kala wanted to ensure her three daughters were getting a proper education, an unattainable reality if not for Empower Generation.

Through the employment opportunity offered by Empower Generation, no longer are women like Kala viewed as inferior to men, but rather their actions and ideas are being supported in ways they have not been in the past. Women are now also able to support their families and provide their children opportunities that would have been unimaginable just a few years ago.  As Empower Generation continues to grow in Nepal, it appears the status and respect for women will grow as well.


The Fellows experienced moments of joy and uncertainty. Both Ash and Clarissa expressed how being in Nepal allowed them to reflect on their privilege and realize the diverse opportunities they have in the U.S. Ash stated, “I learned an immense amount about my privileged status as an American male on a global scale.” Participating in the Global Social Benefit Fellowship can be an eye opening experience and cast light on issues from around the world. It can also help add perspective and reflect on the Jesuit philosophies taught at Santa Clara University, where the vision is to “educate citizens and leaders of competence conscience, and compassion and cultivate knowledge and faith to build a more humane, just, and sustainable world.”

Both Ash and Clarissa feel they have been transformed by participating in the Fellowship experience. Witnessing firsthand the change social entrepreneurship is having on the world inspires them. Ash states, “the joy, satisfaction, and fulfillment that I receive from data collection in the field is incomparable to other work I’ve done.” And Clarissa believes, “ I am not the same person I was before the fellowship… I will always love with my full heart and strive to be a good person, because like social entrepreneurship, change starts from the bottom up.”

Providing a Brighter Future for Rural Uganda

Providing a Brighter Future for Rural Uganda

Melita Patricia, Santa Clara University, Marketing, 2017

“If you pick fruit from a tree while menstruating, the tree will go barren.”

This notion is among many myths that primary school girls are taught in Uganda. Even as the girls advance to secondary school, they are shy to address beliefs that result in unsafe methods and that fail to protect them.

Challenges in Rural Uganda

The challenges faced by Ugandan society as a whole are extreme for young girls. The rural poverty level is higher than in urban Uganda, and school-related expenses are barriers for many girls seeking to attend school. Even when girls can afford to stay in school and buy sanitary pads, many mature without understanding appropriate menstruation management.

Undergraduate Students with a Mission

With a passion for social justice, Christina Egwim and Déjà Thomas worked together with Bana -- a social enterprise that provides a hygienic way for girls to manage menstruation -- to evaluate Bana’s work from an outside perspective. They spent 8 weeks living, traveling, working and conducting research in rural Uganda.

Christina and Déjà’s work with Bana was coordinated through Miller Center’s Global Social Benefit FellowshipMiller Center for Social Entrepreneurship is committed to improving lives globally. It is situated on Santa Clara University’s campus and works towards the Jesuit mission to foster wholesome and uplifting education. The Fellowship exemplifies this commitment, as it provides a comprehensive program of mentored, field-based study and action research for driven students like Christina and Déjà.

Working with Bana

Christina and Déjà observed how Bana staff interacts with local communities and how Bana conducts its menstruation education workshops and business skills training.

The observations were conducted at:

●      2 primary schools and 5 secondary schools (150 school girls)

●      5 community meeting places

●      1 health clinic

●      1 Bana collection center

The girls witnessed how Bana strives to cultivate powerful social change in the community through sensitizing, educating and operating.


Christina and Déjà learned how important the power of word-of-mouth is to spread awareness of Bana’s mission. To address the importance of menstrual hygiene, Bana begins by approaching community leaders and village health teams, then relies on word-of-mouth.

Their observation introduced Christina and Déjà to Sylvia, who has served as the village health team for seven years. Her passion for women’s health has allowed her to gain a reputation around the village of Bukibura as a resource for women and girls. One day Shakirah approached Sylvia and described how uncomfortable she felt with folding pieces of cloth into the cotton lining of her underwear to mimic a pad every time she menstruates. Not only did she have to change the cloth every thirty minutes, but she also had to walk carefully to avoid making the cloth move around too much. With a huge smile on her face, Sylvia described to the fellows how blessed she feels to work with Bana and help girls like Shakirah experience better options when handling menstruation.


The two fellows found out that girls in Uganda suffer in school when menstruating, as they are constantly worried about leaking through clothes and facing disgust against their natural menstruation process. The disruption in performance can lead to dropping out of school for many, which results in a decrease in education for girls.

To address this issue, Bana provides better education about menstruation and offers business skills training for the community. Proper education of young girls and older women allows Bana to uplift marginalized women in communities that are unaware of proper menstrual management. Bana’s workshops train locals in business skills so that schoolgirls and young women can start their own small businesses and afford Bana pads. The workshops teach the 4P’s of business (Place, Product, Promotion and Price), how to assess direct and indirect cost, and the practice of record keeping. Girls slowly become more comfortable with the topic of menstruation through the workshops, which the fellows saw as the avoidance of eye contact and hushed giggles turned into strong, loud voices and steady eye contact by the end.




Bana manufactures 4,600 packets of ten pads every week, with one rural woman producing 92 packets per shift, five days a week. Once the pads are made, Bana depends on rural women, known as “Champions,” to sell the products.

Champions travel through rural Uganda, carrying a backpack full of Banapads and wearing a shirt that signifies their association with Bana. Christina and Déjà noticed that Bana’s business model allows the women to keep 16% of sales revenues, which provides an opportunity for Champions to earn approximately 1 million Ugandan shillings ($300 USD) in extra income every year.

Sarah, a Champion for 5 years, conveys that Bana has positively impacted her life. Bana helped Sarah quickly recognize her misled ideas about menstruation and has since educated her daughter properly. The extra income earned and business skills learned have allowed her to open her own store in Bukibira Village, where she offers products and services that range from clothes to boda-boda (motorcycle) repairs. There is a notable increase in people walking and talking in the area because of her store, which enables Sarah to interact with her community.

Apart from their observations, Christina and Déjà conducted 28 group and individual interviews with Champions, users, parents of users, teachers and health clinic workers. They also took 87 pages of ethnographic field notes during their work in the field.



Student Researchers Driving Impact

In order to effectively evaluate Bana’s work, the two fellows created an evaluation plan to track the various health impacts that Bana has on the community. The girls created a Monitoring and Evaluation Plan made up of two components:


1.     Health Data Reporting System: helps Bana understand the relationship between regional sales data and incidents of acute infections and conditions related to menstruation. This report lets Bana compare health impacts before and after its partnership with local health clinics, and conclude the effectiveness of product use and educational programs.

2.     Interview Guide: provides further detail to the health report data and collects feedback on Bana’s products and services to help improve impact. Informal interviews will give a voice and story to Bana’s customers and community. The 28 group and individual interviews Déjà and Christina conducted offered insights to improve Bana’s products and services, showcasing how interviews will allow Bana to gather feedback on its products and training.

Christina and Déjà also developed a Theory of Change Profile for Bana, which documents in detail how Bana achieves its social impact. This detailed report explains how Bana spreads awareness, educates communities, and operates as a business. The report narrates the diverse impacts Bana has on local communities, while also explaining Bana’s impact model and theory of change to external stakeholders and potential investors. 

 What’s Next

Miller Center’s Fellowship allowed Déjà and Christina to learn valuable lessons from working directly with a social enterprise in the field, rather than merely reading or studying about social enterprises from afar. Together with Bana, the students were able to impact lives on a deep level and help the company continue to instill lasting impact. Everyone directly connected to Bana was inspired to bring positive impact in their communities, not just for menstruation, but for other issues regarding health and education.

Bana is not only providing sanitary pads to schoolgirls but also building a brighter future for whole communities in rural Uganda. Currently, Bana has impacted over 50,000 rural girls and women, yet it hopes to continue expanding and generating positive change for as many lives as possible!



Shining Bright in Rural Mexico

Shining Bright in Rural Mexico

By Katie Waddell, Santa Clara University, Marketing, 2017



“I’ll never forget the look of this little boy as soon as we turned on the light bulb in his home. He lit up along with the light and couldn’t stop smiling and pointing at the light bulb saying: “luz, luz!””

Isabel Miranda reflects on her experience in rural Chilan-Balan, a small village in Mexico previously without light. Isabel worked with Iluméxico, a social enterprise that offers affordable solar home systems to alleviate energy poverty in Mexico. During her time in areas like Chilan-Balan Isabel helped the organization install twenty home systems in two days. Children and adults alike watched in awe at the magic


Isabel’s work with the social enterprise was coordinated through the Global Social Benefit Fellowship (GSBFⓇ) program at Miller Center for Social Entrepreneurship. The fellowship is a nine-month action research program that selects undergraduate students at Santa Clara University to curate projects for social enterprises. Isabel was among a cohort of eighteen fellows in the program and worked alongside one research partner, Madeline Nguyen, for Iluméxico specifically. In their project the two students measured the impact that Iluméxico’s solar home systems have on end beneficiaries, particularly compared to the experience government program recipients have with the traditional government aid model. The girls also introduced a solar cooler prototype generated by Santa Clara University engineers and researched the impact it could generate in rural communities.

To implement this research project the girls spent two months travelling through rural areas of Mexico, conducting a total of 50 semi-structured interviews: 32 regarding the satisfaction of participants’ solar home systems and 17 regarding the solar cooler prototype. Apart from time spent in Mexico the students dedicated countless hours and energy to the project both before the travels and after, as they planned their work and then analyzed the results. This analysis and dedication allowed the girls to develop professional reports that will instill lasting impact for the company and the rural Mexican citizens it serves.



Isabel and Madeline’s work resulted in three thoroughly researched, impact-driven reports for Iluméxico:

●      Comparative Study

●      Referral Program Proposal

●      Solar Cooler Report

To fully adhere to the needs of the organization Isabel and Madeline offered each report in both English and Spanish. They doubled their hard work to cater specifically to the organization and its cultural context, showcasing their commitment to the mission and furthering their impact.


In the comparative study, Isabel unpacks field data comparing Iluméxico’s social entrepreneurial approach versus the donation-based government program. She discovered that the enterprise’s business model generated greater impact for end beneficiaries than the government system. Her research in the field led Isabel to uncover the specific key elements in Iluméxico’s business model that generate greater customer satisfaction:

●      Stronger after-sales services

●      Deep customer relations

●      Incentives for customers to “move up the energy ladder” and to collaborate with the organization to extend service to more community members

Upon analyzing these findings, Isabel recognized how Iluméxico and the government can generate deeper impact for Mexican citizens by coming together. This partnership could deliver greater impact and be cost-effective for reducing energy poverty across the country. The partnership would leverage both organizations’ strengths as they could reach more customers and then instill deeper, more sustainable impact.


Isabel’s research allowed her to recognize that a referral program would help Iluméxico increase its client base. The proposal outlines potential benefits a referral program can offer, backing her analysis with evidence from similar social enterprise case studies. She then recommends that Iluméxico conduct further research to gage the best strategy for developing an effective program. Research should be broken into two steps:

1.    Conduct a competitor analysis

2.    Execute a randomized control study

After gathering the necessary research and analyzing results, Iluméxico could then design a program that will be most effective to the specific people it serves. Isabel offers two examples of potential program structures:

1.    A discount program, in which both the recommender and new customer would receive discounts for participating in referral.

2.    A gift with purchase, such as a solar flashlight, gifted to both the recommender and the new customer. This would also increase exposure to more of Iluméxico’s products.

According to Isabel’s analysis, a referral program can also help the company incorporate government recipients into its client base - offering a way to achieve the recommendation she made in the comparative study report.




For Santa Clara University, this product comes full circle. The prototype Isabel and Madeline presented was designed by undergraduate engineering students, and the analysis of how it can change lives was engineered by the two undergraduate fellows. The report developed by Isabel and Madeline outlines this analysis and recommends that Iluméxico add solar coolers to its product line. The interviews indicated an existing viable market for solar coolers, as 100% of respondents expressed interest in the product, and 91% responded that they would buy the product. The difference in commitment rests in dedicating valuable income, so the solar cooler would need to be price sensitive. Isabel and Madeline kick-started a deeper look into the need for food preservation in rural Mexico. They observed how making a food cooler affordable and energy-efficient can meet this need and improve health. They developed next steps for Iluméxico based off these findings:

1.    Look for possible manufacturers and calculate best-case margin cost for the solar cooler in order to give an accurate price.

2.    Conduct a user experience pilot study in which customers use the solar cooler for a few months and report back the positive and negative aspects of the product.




Programs like GSBF further Miller Center’s mission to touch lives and work towards poverty eradication. It furthers Santa Clara’s Jesuit mission to educate the whole person and serve communities in our world. Isabel and Madeline directly impacted lives when installing solar home systems in Mexico. Their reports will help Iluméxico impact more lives as they find tangible ways to eradicate energy poverty. Both Isabel and Madeline express unwavering passion to improve the lives of those most in need. They have gained the experience and further knowledge of how to tackle today’s most challenging social injustices. Miller Center is investing in generations that will drive our future towards social good.





“My passion for social justice and ambitions to be a life-long agent for change remain, but now they blaze brighter than ever.”


“This fellowship challenged me on both a personal and academic level no other class or experience has during my undergraduate career. I know the social entrepreneurship industry is more challenging and there is never an answer laid out for you, but I am determined to help find or build solutions for these global problems.”

Watch 12 Entrepreneurs Uplift and Inspire

Watch 12 Entrepreneurs Uplift and Inspire

In Pakistan, 80% of the population lives in rural areas and does not have access to health care. In India, pregnancy is commonly life-threatening instead of life-giving. In Mexico, low-income children are at risk of delayed development due to poor childcare services.

The list goes on across the globe, but there is hope. Social Enterprises like United Care Foundation, Best of the Bump, and Hipocampus Centros de Aprendizaje are delivering innovative and sustainable means to an end for these pressing challenges. There are companies and entrepreneurs that recognize the underserved and fight the good fight to support them.

Hope Grows for the Twelve

This year on February 10, twelve social enterprises such as these graduated from GSBI Online 2016-2017 Cohort 9. These social enterprises focus on a range of problems including access to low-cost medical diagnosis camps, women’s reproductive health, clean energy access, and education. Over the past six months the social enterprises, along with their expert mentors, have worked to validate their business models and growth strategies to solidify their business and expand impact.

In addition to graduating from the program, these social enterprises have reached important milestones, including:

●      Establishing growth partners,

●      Expanding their enterprise, and

●      Receiving important seed funding.

Meet the Twelve

Below are the twelve presentations from the GSBI Online Cohort 9, which showcase each social entrepreneur’s passion and innovative work towards alleviating global poverty. These presentations highlight their mission, value proposition, and the business models that were elaborated upon throughout the six months of the program.

Presentations and Profiles

In addition to these presentations, interested impact investors and foundations can also view Cohort 9’s investor profiles on the Miller Center website. Each profile highlights the enterprise's work, its impact, growth plans and financing needs. We are also excited to announce that recent GSBI Online alum, Hipocampus Centros de Aprendizaje, has been selected to participate in the 2017 GSBI Accelerator.

To check out the current Online cohorts, please visit here.

Applications for our upcoming GSBI cohorts are open and all interested social enterprises are encouraged to apply!

For more information contact us at: gsbi@scu.edu

Social Entrepreneurship in Central America

Social Entrepreneurship in Central America

Originally posted on Medium

Central America doesn’t rank as the most active geographic region for social entrepreneurship and impact investing. Yet, as the social enterprise movement becomes more mainstream, it is reaching all parts of the globe. With Central American civil wars from the 1980s having been replaced with entrenched gang violence, it is a region worth understanding and supporting.

In this conversation, Andy Lieberman, Director of New Programs at Miller Center for Social Entrepreneurship, shares his insights about social entrepreneurship in Central America.

How does Central America compare with other regions of the world where Miller Center for Social Entrepreneurship works?

AL: For various reasons, Central America has lagged behind other developing regions of the world in both social enterprises and impact investing, but it’s an up-and-coming locale. We’re talking about seven countries with a combined population of 42 million people. Expanding to include the Caribbean, the population doubles to 84 million. India, Nigeria, and Mexico are examples of countries that each have populations far larger than all of Central America and the Caribbean, so it is not surprising that those more populated countries are further along in social entrepreneurship. Being a laggard presents some exciting opportunities for Central America to leapfrog ahead.

What are those opportunities and how could Central America leapfrog other countries?

AL: The disadvantage of more well-developed infrastructures is that they can have a kind of gravity, an inertia that makes big leaps forward more difficult. To take an often-cited example from the technology world, countries that lacked robust wired telecommunications infrastructures when cell phones became popular were able to jump directly into widespread cell phone adoption. They were able to leapfrog the more-developed United States and much of Europe in cell phone use because they didn’t have to face the “conversion baggage” of an entrenched wired telecommunications infrastructure.

Examples of this kind of leap-frogging in social enterprise include leveraging tablets, mobile data, and cloud-based services to provide better services at lower costs without the large upfront investment that used to be necessary for a technology-based enterprise.

In a similar fashion, Central America’s less-developed social entrepreneurship infrastructure leaves more room for the region to embrace approaches already proven elsewhere in the world. These proven models can be adapt to the local context, which is much faster than developing a new model from scratch.

You’re just back from the Central American edition of the Latin American Impact Investing Conference (FLII). What were your biggest takeaways from FLII?

AL: The potential and the momentum for social entrepreneurship and impact investing in Central America were undeniable. There was a consensus that the time is right for Central America to move from a reliance on development through NGOs and international donors to a new model based on social enterprises and impact investments. It was also the first conference I’ve been to where I felt old! It seemed like everyone was under 30. Not only were the energy and optimism of the young FLII attendees contagious, but also I was blown away by how smart and well prepared they were. It’s a cliché to say that young people are tech-savvy, but it is worth pointing out how seamlessly these new social entrepreneurs are integrating technology into their business models.

Tell us about some of the social enterprises that Miller Center has worked with in Central America.

AL: As the ecosystem has evolved, so have the companies we’ve worked with. In the early days of the Global Social Benefit Institute (GSBI), we had the privilege of working with groups such as Byoearth, which helps women’s groups to start vermiculture (composting with earthworms) businesses. We are now seeing new social enterprises such as Solubrite bringing proven energy access technologies and business models such as pay-as-you-go solar home systems to Central America, including Nicaragua and Panama. It was also nice to see Audra Renyi of World Wide Hearing at the conference — her company distributes low-cost hearing aids, and Guatemala is one of her focus countries.

Is impact capital available to these enterprises?

AL: Impact capital is always available to good social entrepreneurs who present a truly justifiable ask. However, with a few notable exceptions such as Pomona Impact, the region lacks a strong network of impact investors. As a result, Central American social enterprises need to source most of their capital from outside the region. I was pleased to see organizations including Acumen Fund and the Inter-American Development Bank at the conference engaging with the entrepreneurs.

You lived in Guatemala for a number of years. What’s changed since you were there?

AL: When I was teaching in rural Guatemala in the ’90s, the civil war was winding down, but it was still very much a factor that impeded any kind of progress. Once the peace agreements were signed in 1996, a whole wave of international aid began that lasted about a decade. That aid created many short-term gains, such as enabling many people to get a better education, building a strong NGO sector, and creating some rural prosperity through infrastructure and income-generating projects.

However, in the early 2000’s, the world’s attention turned to other hot spots such as Iraq, Afghanistan, and Darfur. Consequently, global aid organizations shifted their priorities, attention, and money to those parts of the world. When this happened, they left a gap in resources and options in Guatemala and throughout Central America. Even so, some projects were able to build in mechanisms to persist. For example, the educational technology project I ran under USAID funding in the early 2000s was able to continue its impact by converting itself into a social enterprise. It is still running with an all-Guatemalan team, but it doesn’t have the national platform it had under the USAID banner.

Who else is Miller Center partnering with in Central America?

AL: Our go-to partner for the region is Alterna Impact, a social enterprise support organization that organized the FLII conference. They are only six years old, but they have already built a huge following and are leaders in the region. Of course, we also work with the local Jesuit universities. I’ve had the chance to work with faculty and program leads in Guatemala, El Salvador, and Nicaragua, and they are getting into the social enterprise space and see it as a synergistic way to combine their social missions with their efforts in entrepreneurship. We also have interesting NGO partners such as ASDENIC in Nicaragua. This summer, through our Global Social Benefit Fellowship (GSBF) program, Santa Clara University students worked with ASDENIC on market analysis for social enterprises in the area of improving access to safe drinking water.

Where do you think social entrepreneurship in Central America will stand in 10 years?

AL: Progress is seldom as fast as we would like, but I expect to see a mature sector, where young people are aspiring to careers in social entrepreneurship straight out of school; where mid-career professionals are launching or mentoring social enterprises as a way to give back; where impact capital is better understood and more available; and where the ecosystem of NGOs and government agencies see social enterprises as strategic partners to help scale and sustain their programs.

Introducing the 2017 GSBI Accelerator Cohort

Introducing the 2017 GSBI Accelerator Cohort



“When I heard, “And the winner is Wendo Dorcas” that evening I took the trophy to my room, sat on my hotel bed and cried until my ribs hurt. I cried for the woman who did not have confidence in herself, who considered herself inferior, who was fearlessly afraid, who was so proud of herself for doing something she had never done before. She had pitched and won. Yes! The villager as I commonly, proudly, refer to [as] myself, had won $10,000 plus a trophy.”

Dorcas’s story is one among many from uplifted women in Resonate’s programs. Its program encourages women to write and share their stories with others. Women are being encouraged to reach for - and achieve - greatness, to love themselves, and know that they can pursue leadership with confidence.


Resonate is not alone in its vision to change lives for the better. It is one of sixteen social enterprises involved in this year’s Global Social Benefit (GSBI®) Accelerator program at Miller Center for Social Entrepreneurship.

Miller Center addresses the problems of poverty by focusing on women’s economic empowerment – “women rising” – and climate resilience through our Global Social Benefit Institute (GSBI®) programs. We believe that by investing in these two target markets, the pains of poverty can be sustainably addressed. The GSBI Accelerator supports trailblazing social enterprises through business training and in-depth mentorship. We are excited to embark on the 2017 program with our newest cohort! Each enterprise expresses innovation at its core as they cater to different needs around the globe.




Although the cohort impacts lives all across the globe, there is a concentration of enterprises in Africa this year. Over half the organizations work in these African countries:

●      Kenya
●      Uganda
●      Niger
●      Burkina Faso
●      Nigeria
●      Ghana
●      Rwanda
●      United Republic of Tanzania
●      Zambia

Plus, the social enterprises work in sectors that range from education to energy to agriculture, and more.

In the education sector Building Tomorrow, Inc. and Food for Education provide schoolchildren with the facilities they need to stay in school. Building Tomorrow, Inc. works to improve education in hard-to-reach rural areas of Uganda by constructing new schools and supporting various improvements in the quality of education offered. Food for Education works in neighboring country Kenya and provides vulnerable children with nutritious, heavily subsidized lunches in public schools to improve attendance, performance, and nutrition. The lunch subsidies are covered by the profits from Food for Education’s food delivery business.

In the energy sector are enterprises like Simusolar and VITALITE Zambia Limited. These organizations work in Tanzania and Zambia, respectively, each offering energy-efficient products at an affordable price to underserved households. Both offer mobile financing with payable increments over time. Energy-efficient products include solar home systems and clean cookstoves, among others, which enables communities to be more resilient to the effects of climate change.

In the agriculture sector:

●      Excel Bit Com Limited - helps smallholder farmers in Ghana cultivate rice, soy, and maize by providing them with fertilizer, tractors and other products. The organization then trades the produce with buyers and processors to help the farmers reach this end of the supply chain.

●      KadAfrica - equips Ugandan girls who aren’t in school with knowledge, skills, and assets to begin their own cooperative passion fruit farms, enabling them to become financially literate leaders capable of generating income through agriculture.

●      MoringaConnect - changes the story for 120 million small farming families who use the nutritional, medicinal and economically valuable crop “moringa.” MoringaConnect changes the leaves into super-food tea and snack products, sold under Minga Foods. They also use the Moringa seeds for beauty products under True Moringa.

AFRICAQUA and Tugende are the remaining two African enterprises. Working primarily in Kenya, AFRICAQUA is an organization that sits at the intersection of women rising and climate resilience: It offers affordable access to safe drinking water for rural and urban communities plus it trains girls in enterprise development. Tugende is an asset finance company in Uganda that helps people take control of their economic futures by owning the productive assets they use to make a living. For example, Tugende has been offering lease-to-own financing of motorcycles (locally referred to as “boda bodas”) to over 4,500 motorcycle taxi drivers. Through the financial support, taxi drivers are able to own their bikes and make greater profits.




Two of the social enterprises outside of Africa work in education initiatives and don similar names at opposite ends of the world. Hippocampus Learning Centres (HLC) works in India, and its business concept is being replicated to Mexico as Hipocampus Centros de Aprendizaje. The enterprises offer educational programs to serve those most in need of them in the regions that they serve.

●      India: HLC works to provide affordable, joyful education in small towns and villages. The enterprise hires teachers that deliver consistent high quality education in a sustainable and scalable manner. Through programs such as its Full School Programme, the EnglishSTAR Programme, Training Academy and its Pre-School Programme, HLC offers rural districts of India the power of choice.

●      Mexico: Hipocampus Centros de Aprendizaje offers affordable care and early childhood education to Mexican families with children between one and six years old. It is able to do so by leveraging modern teaching techniques, technology, women and community empowerment, and corporate alliances.

Education is a powerful tool for everyone, whether in Mexico, India or elsewhere. This example of business replication speaks loudly for the good that can be accomplished through social entrepreneurship.




Also in Mexico is Someone Somewhere, an enterprise that works to empower artisans. Someone Somewhere sells clothing that connects global adventurers with rural artisans through its products that combine traditional handcrafts with functional and fun designs. Someone Somewhere recognizes the struggle that Mexican artisans face in trying to keep up with today’s demands. Its connection to a new consumer base opens life-changing opportunities.

Another enterprise working in artisanal empowerment is Yellow Leaf Hammocks. Yellow Leaf Hammocks is an outdoor lifestyle brand, dedicated to “blissful relaxation” and sustainable job creation. Through global sales of “ridiculously comfy” hand woven hammocks, it helps artisan mothers in rural Thailand create a brighter future for their families and communities. From receiving less than a dollar a day working as field laborers in slash and burn agriculture, hammock weavers are able to earn a solid middle-class income and escape the cycle of extreme poverty and debt slavery.


Imagine the world without light - no doubt it would be a very dark place. Our world heavily relies upon energy and electricity to be productive, safe, and connected. Social enterprises involved in energy recognize the unmet need of those without electricity, and offer affordable, alternative clean energy products payable over time. Nizam Bijli works in Pakistan to offer affordable, pay-as-you-go (PAYGo) solar energy. The solar energy it provides is coupled with mobile payments, monitoring, and data-driven credit scoring. Through this approach, Nizam Bijli is able to provide electricity to off-grid homes in Pakistan, effectively allowing kids to study, families to supplement their income, and off-grid access to modern society. Health is also improved as homes switch from using kerosene to solar.




One of humanity’s most urgent development problems stems from women’s lack of access to effective and affordable Menstrual Hygiene Management (MHM) solutions. Be Girl offers MHM products globally to address this persistent barrier. Its “period panties” deliver affordable high-performance products designed for womankind. The for-profit social enterprise is dedicated to enabling women and girls to radically improve their quality of life. Its approach is to eliminate stigma as a barrier to opportunity, so that women are empowered as agents of change for themselves, their families, and the world.


At Miller Center, we are proud to accompany all of the organizations in this year’s GSBI Accelerator program. Their missions provide those most in need with safe drinking water, improved livelihoods and better access to education, support in agriculture, and so much more. Each one understands, inside and out, a specific need that exists in a specific region, and then works tirelessly to provide a solution. It is through the dedication and innovation of the entrepreneurs that lives can be changed for the better.


Offering affordable means to safe drinking water for rural and urban African Communities

Be Girl, Inc.
Offering women Menstrual Hygiene Management solutions that effectively enable girls the autonomy to improve their lives

Building Tomorrow, Inc.
Providing children access to education in hard-to-reach rural areas of Uganda through the construction of new schools

Excel Bit Com Limited
Helping smallholder farmers in Ghana cultivate rice, soy, and maize by providing them with fertilizer, tractors and other products

Food for Education
Providing vulnerable children in Kenya with nutritious, heavily subsidized lunches in public schools to improve attendance, performance and nutrition status.

Hipocampus Centros de Aprendizaje
Offering affordable, quality care and early childhood education for children 1 to 6 years old to Mexican families

Hippocampus Learning Centres
Providing affordable, joyful education in small towns and villages in India with teachers that deliver consistent high quality educational outcomes

Equipping girls who out of school in Uganda with knowledge, skills and assets to begin their own cooperative passion fruit farms

Changing the story for 120 million small farming families who use the nutritional, medicinal and economically valuable crop Moringa

Nizam Bijli
Providing the under-served and the off-grid with affordable, Pay-As-You-Go solar energy coupled with mobile payment, monitoring, and data driven credit scoring.

Using storytelling to empower women and girls in East Africa to build self-confidence and unlock leadership.

Offering energy-efficient products with mobile technology and PAYGo payments

Someone Somewhere
Connecting global adventurers with rural artisans from Mexico

Providing financial services to help people take control of their economic futures by owning the productive assets they use to make a living

VITALITE Zambia Limited
Offering energy-efficient products with mobile technology and PAYGo payments

Yellow Leaf Hammocks
Helping artisan mothers in rural Thailand create a brighter future for their families and communities through the sales of hand woven hammock