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A selection of books, websites and blogs related to "Social Venture Forum"

“How to change the world” - David Bornstein

“Banker to the poor” - by Muhammad Yunus,Alan Jolis

“The art of the start” – Guy Kawasaki

“The world is flat” - Thomas L. Friedman

  • kivapedia.org -a great initiative to share with the Kiva community
  • kiva.org
  • About Microfinance
  • Tracks progress towards decreasing global poverty by 2015, Millennium
  • NextBillion.net
  • Ted.com
  • Skoll.org
  • ChangeMakers
  • SocialEdge.org
  • Omidyar Network
  • One.org
  • Acumen
  • Ashoka
  • PhilanthropyForum.com
  • theoryofchange.org
  • Wbcsd.org

  • Bill Drayton is founder and chief executive officer of Ashoka, a unique network of more than 1,800 social entrepreneurs in 60 countries. Fast Company wrote about his work in "A Lever Long Enough to Change the World. [1]" For decades, he has preached on the coming -- and necessary -- convergence of the for-profit and not-for-profit sectors in addressing social change. Here, he discusses recent changes in the global capital markets that are accelerating that phenomenon.

    You've been talking for a long time about the meeting of the for-profit and non-profit worlds. Recently, it seems like there's been more and more evidence of that actually happening.

    The basic outline of what's happening today is absolutely what I predicted. The operating reality for organizations is moving very quickly, and financial and regulatory structures are moving to reflect that.

    But there are still many things that non-profits don't have the resources to do -- and that aren't lucrative enough for for-profits to take on. How do we bridge that divide?

    Competition is a very important force. The more a citizen sector becomes competitive the better -- and the existing situation, which depends mostly on funding from governments and foundations, is not going to cut it. Investing in a new opportunity generally requires being willing to lose money up front -- but for a citizen group, losing money for, say, four to six months is a very big deal. They have to get bridge financing -- but it would take two or three years to get that from government or foundations, and by then the opportunity would be gone. If I'm a non-profit, my for-profit competitor has this huge advantage: it's making money, a lot of it, and providing something for customers that I can't.

    Just take the problem of irrigation. We're putting together joint ventures between a commercial piping company in Mexico, on one hand, and citizen groups who have much lower cost structures and want to serve poor farmers. All of sudden, you can drive down by tenfold or more the size of land that can be served profitably. It's a very good investment -- but when you're talking about a million small farmers and $5000 a hectare to irrigate, it's still a gigantic sum of money. We're looking at many millions of loans that will need to be made every year.

    So, how do we solve that problem?

    We need to reverse three centuries of walling the for-profit and non-profit sectors off from one another. When you think for-profit and non-profit, you most often think of entities with either zero social return or zero return on capital and zero social return. Clearly, there's some opportunity in the spectrum between those extremes. What's missing is the for-profit finance industry coming in to that area. Look at the enormous diversity of the for-profit financial industry as opposed to monolithic nature of the non-profit world; it's quite astonishing. The transaction costs alone of getting funding from philanthropic foundations or government is 25% to 40%, compared with a few percentage points for for-profit finance. We've got this grass chain around people's legs. Everyone says, you've got to do a foundation and legal structure to finance social change. What nonsense!

    So, for-profit finance is going to solve the social sphere's funding problems?

    The finance industry is constantly developing new products and services, and it has a highly sophisticated ability to bring clients and funders together. People will be surprised by how quickly the finance industry moves to get into this market. There's not going to be any shortage of deal flow. There's much larger demand for a full array of social investments, where you put money in and get varying degrees of social return back.

    How is Ashoka approaching that opportunity?

    We want to find 40 to 60 social investment entrepreneurs a year, 160 over the next four years. One of the first is this guy in Columbia, Felipe Vergara, a Wharton grad who's looking at the education system. The governments in many developing countries builds universities and technical schools, but there's no pricing system, and it gives out places in those schools at way under cost. So there's an inadequate supply being given out cheap -- which leads to corruption and to poor people getting screwed.

    So Vergara is putting up for-profit "human capital funds." You invest in a pool of loans to, say, 5,000 students; you don't know the individual outcomes, but you know the general outcome. Students repay the loans based on a percentage of their incomes after school. Felipe has a model that will increase the supply of the debt the banks can sell.

    I am convinced the time is right for projects like this. We're building an organism, and the whole is very clear once you understand the pieces. The problem is, most people don't see the pieces, let alone the whole. It's all part of the world becoming a radically different place.

    Source: Q&A: Bill Drayton - Ashoka - Social Capitalism: http://www.fastcompany.com/social/2008/articles/bill-drayton.html

    Also: listen the podcast - http://www.massivechange.com/media/BillDrayton.mp3

    For inquiries regarding Bill Drayton's avaliability, please contact: DraytonScheduling@ashoka.org

    Source: http://ashoka.org/about/leadership

    John Doerr is a partner at Kleiner Perkins Caufield & Byers. Together with KPCB's partners, John has backed many of America's best entrepreneurial leaders, including:
    • Larry Page, Sergey Brin, Eric Schmidt: Google [GOOG]
    • Jeff Bezos: Amazon [AMZN]
    • Scott Cook, Bill Campbell: Intuit [INTU]
    • Andy Bechtolsheim, Scott McNealy, Bill Joy, Vinod Khosla: Sun [SUNW]
    • And the founders of Compaq, Cypress, Macromedia and Symantec

    These ventures have created more than 150,000 new jobs.

    In 1974 John joined a small chipmaker, Intel, just as they invented the legendary 8080 microprocessor. (He feels he was very lucky, in the right place at the right time). He worked in engineering, marketing and became a top-ranked sales executive.

    John joined KPCB in 1980 and soon started Silicon Compilers, a VLSI CAD software company, and @Home, the first broadband cable Internet service.

    Eric Schmidt calls John "one of Google's best board members." And Jeff Bezos says, "Doerr (and Kleiner) is the center of gravity in the Internet." John has also been part of several big failures, most famously GO Corporation, chronicled by Jerry Kaplan in the book "Startup".

    John is passionate about:

    • Green technology innovation and policy entrepreneurs to help fight global warming
    • Internet/web ventures with strong network effects
    • Building a new open nationwide wireless network
    • Breakthroughs to prevent pandemic avian flu and global infectious disease
    • Your vision for TNBT (The Next Big Thing)

    He also cares a lot about public education, global poverty/health, medical research and women as leaders. John is backing exceptional social and policy entrepreneurs including:

    Recent talks include:
    TED 2007 - "Not Enough"
    Rice University 2007 Commencement Address
    KPCB Greentech Innovation Network 2007– "Conversation with Al Gore and John Doerr"

    John is a techie and inventor, holding patents for computer memory devices. He earned a BS and MS in Electrical Engineering from Rice University and an MBA from Harvard.

    Learn more about John…

    E-mail: johnd@kpcb.com

    Premal Shah believes your last name doesn't need to be Gates or Rockefeller in order to make a real dent in global poverty. After leaving his job as a Principal Product Manager at PayPal, it has taken Premal less then a year to make good on Kiva's pledge that all it takes to become a micro lender is a credit card and access to a computer. Raising money "Howard Dean Style" from over 13,000 online lenders, Kiva has provided more than a million dollars in low-cost working capital to small-scale entrepreneurs in less developed countries from Bulgaria to Uganda. The site boasts high repayments rates and soon hopes to offer lenders interest. We talk to Premal about how working in Silicon Valley has shaped his approach to combating poverty, how he believes the market "bakes in psychic and emotional returns," and how the power of online communities can strengthen the world of micro credit.

    Episode producer: Koshlan Mayer-Blackwell

    1:35 The pitch: why micro-lend?

    • "[Imagine] a woman in Kenya who has a small piece of land. If she had eighty dollars for an irrigation pump she could actually get more productivity out of the land and increase her income from maybe $120 to $1200 a year."
    • "She can't go to a bank…she is asking for such a small amount of money that it is not really profitable for a bank to serve her. "
    • "And [micro lending] is not a donation or a handout, because the repayment rates are 95 percent plus."

    3:15 When PayPal was no big deal
    • "I left management consulting in New York and came out to a small company called PayPal in Silicon Valley"
    • "At the time it was very small and people, by and large, still thought it was a joke of a company ("what do you mean I am going to email money to friends?")"

    4:10 When "the ship" gets too big, just get back to entrepreneurship.
    • "What would the intersection of the things I know and love look like? PayPal, eBay, micro finance. What would it look like if they were all blended together? And that's where Kiva.org came into play."

    8:44 Entrepreneur lesson
    • "I think one big lesson in entrepreneurship is that you just have to get started. Get a product out there and see how the world reacts."
    • "The biggest danger is spending a lot of time doing a lot of analysis and PowerPoint: lining up all the duck before you even get started."

    10:00 Repayment: No Problem
    • "The women actually monitor each other and the repayments, and if one of the women defaults on the loan, they will all be penalized by not being able to receive more loans in the future."
    • "And this reputational collateral and peer monitoring helps keep the repayment rate at 95 percent plus, which is better than credit card portfolios in the U.S. "

    10:55 "Howard Dean Style"
    • "The average loan size is $73, so it is very Howard Dean style. What I think is interesting is that no one user contributes more than 1 or 2 percent of our total loans raised."
    • "We believe in grassroots capitalism. How do we get the masses to participate in poverty alleviation, based on mutual dignity with the business that they have sponsored?"
    • "…our goal is to sign up as many users as possible, getting them to donate 25 dollars at a time and learn that the working poor are actually good credit risks."

    12:40 A Favorite Loan
    • "Essentially we aggregate funds from across the internet…we pass 100 percent of the loaned funds to intermediary microfinance institutions that are out in the field (say in Kenya, Uganda, Honduras, Senegal)"
    • "What is exciting about Kiva is that it makes the lives of entrepreneurs transparent."
    • "A guy in Bulgaria who started a bike shop. He got a $500 loan to start, and to promote his bike shop he started these bike racing competitions."

    15:30 Zero percent Interest Rate: that does not sound like a good business to be in?
    • "So we are a non-profit and today we are offering zero percent, but what we would like to do is to let interest rates float on the website."
    • "I think it would be exciting to let people earn a rate of return where they were financially indifferent between Kiva where they are changing somebody's life, and their bank account (on a risk adjusted basis). I think that is possible."

    18:40 User-Generated Metrics
    • "We think for the first time in history, we will actually be able, through the wisdom of the crowds, to rate each microfinance institutions and the transparency on the site."
    • "We will actually be able to bake into the financial price the social value creation."
    • "Through letting the community rate the Internet community rate each loan, just the way you can rate a video on
    • YouTube or a photo on Flickr, we think we can create a quantitative metric on social value."
    • "The lender can weigh the metric on social value as well as the financial return as well as the repayment likelihood and those three variable will help us to create a market where capital can get to the best lending institutions…"

    19:35 Transparency is Key
    • "If you can be transparent about how the money is being used, be it through MySpace-type profiles, it can motivate a lot of people to participate."
    • "People want to change the world they just want to know that it is done effectively."

    20:20 Can a picture tell a thousand lies?
    • Greg: "In the book Blink, Malcolm Gladwell cited a story about why there were no women on the New York Philharmonic. People had all these theories that women didn't have the same hearing or weren’t wired just right. Then, unrelated they put screens between the performer and the people listening to the recitals, and all of a sudden, women started to get onto the Philharmonic …do you worry that photos will get to people's prejudices and not lead to as an efficient of a lending market if you focused the information on more hard numbers?"
    • "And if they weigh not only financial return and social impact, but also emotional and psychic return, that should be baked into the price."
    • "A Kenyan is ten times more likely to be funded then a Bulgarian. A Kenyan is 4.6 times more likely than a Cambodian."
    • "I think that is just fine. The goal is to make it as transparent as possible and see where the capital shakes out."

    30:10 Corruption
    • "Kiva understands that [corruption] is a fact of life, and our goal is to create as transparent of a platform as possible."
    • "Creating an online platform where people an actually blog about [failures] to achieve a level of trust... that's critical."
    • "Loans are an information exchange, as opposed to donations, meaning when you loan your money and you get your money back, you know that something has happened. You know that there is some progress being made that has allowed for that entrepreneur to repay."
    • "The accountability on each dollar that is donated versus the accountability on each dollar lent. There are just two different stories there."

    Download the MP3

    Source: http://www.venturevoice.com/

    Remarks by Bill Gates

    President Bok, former President Rudenstine, incoming President Faust, members of the Harvard Corporation and the Board of Overseers, members of the faculty, parents, and especially, the graduates:

    I’ve been waiting more than 30 years to say this: “Dad, I always told you I’d come back and get my degree.”

    I want to thank Harvard for this timely honor. I’ll be changing my job next year… and it will be nice to finally have a college degree on my resume.

    I applaud the graduates today for taking a much more direct route to your degrees. For my part, I’m just happy that the Crimson has called me “Harvard’s most successful dropout.” I guess that makes me valedictorian of my own special class… I did the best of everyone who failed.

    But I also want to be recognized as the guy who got Steve Ballmer to drop out of business school. I’m a bad influence. That’s why I was invited to speak at your graduation. If I had spoken at your orientation, fewer of you might be here today.

    Harvard was just a phenomenal experience for me. Academic life was fascinating. I used to sit in on lots of classes I hadn’t even signed up for. And dorm life was terrific. I lived up at Radcliffe, in Currier House. There were always lots of people in my dorm room late at night discussing things, because everyone knew I didn’t worry about getting up in the morning. That’s how I came to be the leader of the anti-social group. We clung to each other as a way of validating our rejection of all those social people.

    Radcliffe was a great place to live. There were more women up there, and most of the guys were science-math types. That combination offered me the best odds, if you know what I mean. This is where I learned the sad lesson that improving your odds doesn’t guarantee success.

    One of my biggest memories of Harvard came in January 1975, when I made a call from Currier House to a company in Albuquerque that had begun making the world’s first personal computers. I offered to sell them software.

    I worried that they would realize I was just a student in a dorm and hang up on me. Instead they said: “We’re not quite ready, come see us in a month,” which was a good thing, because we hadn’t written the software yet. From that moment, I worked day and night on this little extra credit project that marked the end of my college education and the beginning of a remarkable journey with Microsoft.

    What I remember above all about Harvard was being in the midst of so much energy and intelligence. It could be exhilarating, intimidating, sometimes even discouraging, but always challenging. It was an amazing privilege—and though I left early, I was transformed by my years at Harvard, the friendships I made, and the ideas I worked on.

    But taking a serious look back… I do have one big regret.

    I left Harvard with no real awareness of the awful inequities in the world—the appalling disparities of health, and wealth, and opportunity that condemn millions of people to lives of despair.

    I learned a lot here at Harvard about new ideas in economics and politics. I got great exposure to the advances being made in the sciences.

    But humanity’s greatest advances are not in its discoveries—but in how those discoveries are applied to reduce inequity. Whether through democracy, strong public education, quality health care, or broad economic opportunity—reducing inequity is the highest human achievement.

    I left campus knowing little about the millions of young people cheated out of educational opportunities here in this country. And I knew nothing about the millions of people living in unspeakable poverty and disease in developing countries.

    It took me decades to find out.

    You graduates came to Harvard at a different time. You know more about the world’s inequities than the classes that came before. In your years here, I hope you’ve had a chance to think about how—in this age of accelerating technology—we can finally take on these inequities, and we can solve them.

    Imagine, just for the sake of discussion, that you had a few hours a week and a few dollars a month to donate to a cause—and you wanted to spend that time and money where it would have the greatest impact in saving and improving lives. Where would you spend it?

    For Melinda and for me, the challenge is the same: how can we do the most good for the greatest number with the resources we have.

    During our discussions on this question, Melinda and I read an article about the millions of children who were dying every year in poor countries from diseases that we had long ago made harmless in this country. Measles, malaria, pneumonia, hepatitis B, yellow fever. One disease I had never even heard of, rotavirus, was killing half a million kids each year—none of them in the United States.

    We were shocked. We had just assumed that if millions of children were dying and they could be saved, the world would make it a priority to discover and deliver the medicines to save them. But it did not. For under a dollar, there were interventions that could save lives that just weren’t being delivered.

    If you believe that every life has equal value, it’s revolting to learn that some lives are seen as worth saving and others are not. We said to ourselves: “This can’t be true. But if it is true, it deserves to be the priority of our giving.”

    So we began our work in the same way anyone here would begin it. We asked: “How could the world let these children die?”

    The answer is simple, and harsh. The market did not reward saving the lives of these children, and governments did not subsidize it. So the children died because their mothers and their fathers had no power in the market and no voice in the system.

    But you and I have both.

    We can make market forces work better for the poor if we can develop a more creative capitalism—if we can stretch the reach of market forces so that more people can make a profit, or at least make a living, serving people who are suffering from the worst inequities. We also can press governments around the world to spend taxpayer money in ways that better reflect the values of the people who pay the taxes.

    If we can find approaches that meet the needs of the poor in ways that generate profits for business and votes for politicians, we will have found a sustainable way to reduce inequity in the world.

    This task is open-ended. It can never be finished. But a conscious effort to answer this challenge will change the world.

    I am optimistic that we can do this, but I talk to skeptics who claim there is no hope. They say: “Inequity has been with us since the beginning, and will be with us till the end—because people just… don’t… care.”

    I completely disagree.

    I believe we have more caring than we know what to do with.

    All of us here in this Yard, at one time or another, have seen human tragedies that broke our hearts, and yet we did nothing—not because we didn’t care, but because we didn’t know what to do. If we had known how to help, we would have acted.

    The barrier to change is not too little caring; it is too much complexity.

    To turn caring into action, we need to see a problem, see a solution, and see the impact. But complexity blocks all three steps.

    Even with the advent of the Internet and 24-hour news, it is still a complex enterprise to get people to truly see the problems. When an airplane crashes, officials immediately call a press conference. They promise to investigate, determine the cause, and prevent similar crashes in the future.

    But if the officials were brutally honest, they would say: “Of all the people in the world who died today from preventable causes, one half of one percent of them were on this plane. We’re determined to do everything possible to solve the problem that took the lives of the one half of one percent.”

    The bigger problem is not the plane crash, but the millions of preventable deaths.

    We don’t read much about these deaths. The media covers what’s new—and millions of people dying is nothing new. So it stays in the background, where it’s easier to ignore. But even when we do see it or read about it, it’s difficult to keep our eyes on the problem. It’s hard to look at suffering if the situation is so complex that we don’t know how to help. And so we look away.

    If we can really see a problem, which is the first step, we come to the second step: cutting through the complexity to find a solution.

    Finding solutions is essential if we want to make the most of our caring. If we have clear and proven answers anytime an organization or individual asks “How can I help?,” then we can get action—and we can make sure that none of the caring in the world is wasted. But complexity makes it hard to mark a path of action for everyone who cares—and that makes it hard for their caring to matter.

    Cutting through complexity to find a solution runs through four predictable stages: determine a goal, find the highest-leverage approach, discover the ideal technology for that approach, and in the meantime, make the smartest application of the technology that you already have—whether it’s something sophisticated, like a drug, or something simpler, like a bednet.

    The AIDS epidemic offers an example. The broad goal, of course, is to end the disease. The highest-leverage approach is prevention. The ideal technology would be a vaccine that gives lifetime immunity with a single dose. So governments, drug companies, and foundations fund vaccine research. But their work is likely to take more than a decade, so in the meantime, we have to work with what we have in hand—and the best prevention approach we have now is getting people to avoid risky behavior.

    Pursuing that goal starts the four-step cycle again. This is the pattern. The crucial thing is to never stop thinking and working—and never do what we did with malaria and tuberculosis in the 20th century—which is to surrender to complexity and quit.

    The final step—after seeing the problem and finding an approach—is to measure the impact of your work and share your successes and failures so that others learn from your efforts.

    You have to have the statistics, of course. You have to be able to show that a program is vaccinating millions more children. You have to be able to show a decline in the number of children dying from these diseases. This is essential not just to improve the program, but also to help draw more investment from business and government.

    But if you want to inspire people to participate, you have to show more than numbers; you have to convey the human impact of the work—so people can feel what saving a life means to the families affected.

    I remember going to Davos some years back and sitting on a global health panel that was discussing ways to save millions of lives. Millions! Think of the thrill of saving just one person’s life—then multiply that by millions. Yet this was the most boring panel I’ve ever been on—ever. So boring even I couldn’t bear it.

    What made that experience especially striking was that I had just come from an event where we were introducing version 13 of some piece of software, and we had people jumping and shouting with excitement. I love getting people excited about software—but why can’t we generate even more excitement for saving lives?

    You can’t get people excited unless you can help them see and feel the impact. And how you do that—is a complex question.

    Still, I’m optimistic. Yes, inequity has been with us forever, but the new tools we have to cut through complexity have not been with us forever. They are new—they can help us make the most of our caring—and that’s why the future can be different from the past.

    The defining and ongoing innovations of this age—biotechnology, the computer, the Internet—give us a chance we’ve never had before to end extreme poverty and end death from preventable disease.

    Sixty years ago, George Marshall came to this commencement and announced a plan to assist the nations of post-war Europe. He said: “I think one difficulty is that the problem is one of such enormous complexity that the very mass of facts presented to the public by press and radio make it exceedingly difficult for the man in the street to reach a clear appraisement of the situation. It is virtually impossible at this distance to grasp at all the real significance of the situation.”

    Thirty years after Marshall made his address, as my class graduated without me, technology was emerging that would make the world smaller, more open, more visible, less distant.

    The emergence of low-cost personal computers gave rise to a powerful network that has transformed opportunities for learning and communicating.

    The magical thing about this network is not just that it collapses distance and makes everyone your neighbor. It also dramatically increases the number of brilliant minds we can have working together on the same problem—and that scales up the rate of innovation to a staggering degree.

    At the same time, for every person in the world who has access to this technology, five people don’t. That means many creative minds are left out of this discussion—smart people with practical intelligence and relevant experience who don’t have the technology to hone their talents or contribute their ideas to the world.

    We need as many people as possible to have access to this technology, because these advances are triggering a revolution in what human beings can do for one another. They are making it possible not just for national governments, but for universities, corporations, smaller organizations, and even individuals to see problems, see approaches, and measure the impact of their efforts to address the hunger, poverty, and desperation George Marshall spoke of 60 years ago.

    Members of the Harvard Family: Here in the Yard is one of the great collections of intellectual talent in the world.

    What for?

    There is no question that the faculty, the alumni, the students, and the benefactors of Harvard have used their power to improve the lives of people here and around the world. But can we do more? Can Harvard dedicate its intellect to improving the lives of people who will never even hear its name?

    Let me make a request of the deans and the professors—the intellectual leaders here at Harvard: As you hire new faculty, award tenure, review curriculum, and determine degree requirements, please ask yourselves:

    Should our best minds be dedicated to solving our biggest problems?

    Should Harvard encourage its faculty to take on the world’s worst inequities? Should Harvard students learn about the depth of global poverty… the prevalence of world hunger… the scarcity of clean water …the girls kept out of school… the children who die from diseases we can cure?

    Should the world’s most privileged people learn about the lives of the world’s least privileged?

    These are not rhetorical questions—you will answer with your policies.

    My mother, who was filled with pride the day I was admitted here—never stopped pressing me to do more for others. A few days before my wedding, she hosted a bridal event, at which she read aloud a letter about marriage that she had written to Melinda. My mother was very ill with cancer at the time, but she saw one more opportunity to deliver her message, and at the close of the letter she said: “From those to whom much is given, much is expected.”

    When you consider what those of us here in this Yard have been given—in talent, privilege, and opportunity—there is almost no limit to what the world has a right to expect from us.

    In line with the promise of this age, I want to exhort each of the graduates here to take on an issue—a complex problem, a deep inequity, and become a specialist on it. If you make it the focus of your career, that would be phenomenal. But you don’t have to do that to make an impact. For a few hours every week, you can use the growing power of the Internet to get informed, find others with the same interests, see the barriers, and find ways to cut through them.

    Don’t let complexity stop you. Be activists. Take on the big inequities. It will be one of the great experiences of your lives.

    You graduates are coming of age in an amazing time. As you leave Harvard, you have technology that members of my class never had. You have awareness of global inequity, which we did not have. And with that awareness, you likely also have an informed conscience that will torment you if you abandon these people whose lives you could change with very little effort.

    You have more than we had; you must start sooner, and carry on longer.

    Knowing what you know, how could you not?

    And I hope you will come back here to Harvard 30 years from now and reflect on what you have done with your talent and your energy. I hope you will judge yourselves not on your professional accomplishments alone, but also on how well you have addressed the world’s deepest inequities… on how well you treated people a world away who have nothing in common with you but their humanity.

    Good luck.

    Source: http://www.gatesfoundation.org/

    Among his projects:



    At Oxford's Said Business School, which hosts the Skoll World Forum every year to promote entrepreneurial solutions to social problems; $7.5 million from the foundation



    Which develops nonprofit drugs; BENETECH, which develops socially beneficial technology; and 29 other social entrepreneurial outfits; $25 million from the foundation



    Which backs documentaries; $2.5 million from the foundation ($1.7 million for the 2005 PBS series "The New Heroes")



    "SYRIANA," "GOOD NIGHT, AND GOOD LUCK" AND OTHER FILMS, which drove public debate; and the new web platform to act: www.participate.net


    Source: http://www.latimes.com/...rue