The Community Agency is a social business idea aiming at training and improving employability of unprivileged young professionals; incubate social businesses from local entrepreneurs; train and incubate projects from existing third sector players to increase impact on the ground; and 'bottom of the pyramid' consultancy, to reduce the divide and increase understanding between the so called 'top' and 'bottom'.

1. The Community Agency
Training/ Incubator / Consultancy
By and for unprivileged urban communities
Bringing all players together for greater social impact
1The Community Agency

2. Application made by:
The Community Agency 2
Oi!
I’m Alexandra, French/Romanian living in Brazil.
I have 10+ years experience in sustainability strategy and communications and
running development programs.
I’m working with academia, large corporates, social businesses and the third
sector.
I’ve studied and worked in four continents; speak four languages fluently and
two others that need a refresh.
LinkedIn
Humana is a network of 50+ Brazilian and international sustainability experts
working in partnership to make positive change happen.
Our collective expertise includes: urban planning and development, cross-
sector partnerships, diagnosis and process planning, sustainability and
development strategy, community participation and inclusion, public policy,
social innovation, professional training, consultancy, facilitation and change
management.
Our collective backgrounds range from academia, large multinationals, SMEs,
government and start ups.
Our site

3. The problems we are solving
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Lack of access to professional training for entrepreneurs and young professionals of unprivileged backgrounds
(in favelas)
Current situation: scattered initiatives unevenly implemented; and financially inaccessible to this public; lack of access to
information to sponsored opportunities, limited access to professional education; lack of focus and investment opportunities for
professional training and entrepreneurship in unprivileged communities.
Root causes: lack of public investment and political will; endemic security, health and poverty issues; lack of access to credit and
investment; lack of infrastructure in communities and social/familial insecurity leading to difficulties to access then maintain a full-
time job; lack of public incentives for entrepreneurs in Brazil.
Our objective: higher value and more stable longer term employability; local social entrepreneurship; local employment and shared
value within the community.
Lack of professionalism and efficiency of the third sector & social businesses
Current situation: existing training programs though mostly expensive, inaccessible, time consuming and providing only basic
training instead of high quality technical training for third sector professionals.
Root causes: scattered initiatives, lack of sharing information and best practice; volunteers and employees of the third sector often
less qualified and trained as in the private sector; lack of accountability; lack of time and resources to dedicate to training and
efficiency.
Our objective: more efficient, better run, higher impact actions on the ground.
Lack of knowledge, understanding and talent on the ground of corporations investing in CSR and targeting 'bottom of the
pyramid' (BOP) markets
Current situation: lack of strategic focus, high positive value and relevant implementation of CSR programs, lack of monitoring on
the ground, top/down approach.
Root causes: cultural and physical divide, fear, clichés and misunderstandings between those corporates and the unprivileged
populations they are investing in and trying to reach.
Our objective: more efficient, better run, higher impact CSR investments on the ground; understanding and access to the 'bottom of
the pyramid' (BOP) market.
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4. The Community Agency
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The Community Agency is a carefully crafted ecosystem delivering both social impact and
revenue.
Through partnerships,
We deliver professional training, social business incubation and consultancy
For
Unprivileged professionals and entrepreneurs, third sector professionals, corporates and
local authorities.
As the Agency, our job is to bring all players together, so that:
Today’s unprivileged get access to the professional training they are asking for and that the
market wants,
Enable one of the key elements needed to empower people getting themselves out of
endemic economic vulnerability,
Support the third sector in improving its own efficiency and professionalism,
Corporates and local authorities co-created the the products and services aimed for the
‘bottom of the pyramid’ people themselves want, need, design and benefit from.

5. Executive summary
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6. The Community Agency
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Community
AgencyHumana
(60+
consultants)
Training
providers
Local NGOs
Social
incubators
Government
al agencies
Consultancies
Professional
training
Social business
incubator
Consultancy &
Research
Key partners
Brought together
&
Articulated
by Humana
Acting as a
joined
task force
Third sector
Unprivileged
entrepreneur
s
Local
authorities
Corporates
Delivering
services for
greater social
impact for...

7. Our principles
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Our business model:
The problems we are solving are our business opportunities;
Everyone pays, everyone benefits, everyone takes responsibility;
Our products and services feed each other, but can also be delivered in isolation
Financial viability and social impact go hand in hand.
How we work:
We don’t impose ready-made solutions;
We ask each of our key stakeholder what is most relevant and useful to them;
Beneficiaries and clients co-create our product and services together with us
How we behave:
We are humble, we know nobody can do it alone
We don’t re-invent the wheel but built on best practice and best performing players
We work as a network, everyone focusing on what they do best,
She share the load, success and learnings.

8. Where the idea comes from
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Working day to day tackling social challenges, notably in favelas, we identified that there
was no lack of initiatives nor funding.
There was a lack of a coordinated, synergized and efficient approach to tackling the
interlinked issues in this complex environment.
That's the premise of the Community Agency: partnership, focus and efficiency.
We know we won't solve everything.
What we can do, however, is focus on what we’re good at: bringing people together, and
creating an ecosystem for social good.
Through our partnership model, we will achieve: higher value employability, more
efficiency in the third sector, and breaking the divide between corporates and the 'Bottom
of the Pyramid'.
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9. A bit of context (in numbers)
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− 250,000 residents in Rocinha (Rio’s biggest
favela)
− 6,000+ businesses in Rocinha; 5,000 of which
don’t have a business email; 70% of them provide
services (20% of which are domestic services);
− 50% of those businesses have only one person;
− 30% of the suppliers of those businesses are
within the community, 15% from neighbouring
communities;
− 15% of businesses have less than 2 years of
existence; 15% 3-5 years and 20% have 6-10
years of existence;
− 92% of businesses in favelas are not officially
registered; In Rocinha, only 500 businesses out of
6,000 are registered;
Out of these, less than 10% want to officialize
their business;
− 25% of entrepreneurs in favelas are less than 30
years old;
50% of business owners in favelas say they
started because they lost their jobs and they
started their business in a completely different
sector;
− 20% of them still have another job on the side;
− 80%+ of people in those businesses didn't
received any professional training;
− R$2,400 average family income;
− 54% female, 46% male residents average; 56%
male/ 44% female favela entrepreneurs split
− 50%+ only have basic school education;
− 200,000 residents in Complexo de Alemao;
− 800 beauty salons in Complexo de Alemao;
− 20% of the population in Brazil is considered
self employed; 12%-20% is unemployed;
− 73% of micro-entrepreneurs fail within the
first year;
− 3/4th of entrepreneurs in favelas don't use
online management and efficiency tools;
− 3m to 10m NGOs and NFPs in the world;
− Spending less than 1% spent on training;
− $15b spent by Fortune 500 companies on CSR;
− On average, broken down as: 70% donations
in kind, 15% employee volunteering, and 15%
cash donations;
− The investment of local authorities for social
projects is sadly opaque.

10. Risks & Mitigation
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Entering those territories (favelas), win our licence to operate, gain and maintain trust, ensure
community participation, buy-in and inclusion, avoid security risks.
How we are minimizing and mitigating that risk:
Working in full collaboration with established trusted existing projects on the ground, using their local
relationships and reputational capital to enter the territory and protect our licence to operate in this
very challenging and complex environment.
Key team members of this project are personally involved with established NGOs working in favelas,
have personal contacts there and benefit from an impeccable reputation on the ground.
Monitor community feedback and maintain participation.
Lack of interest from participants, mostly our primary ‘bottom of the pyramid’ beneficiaries.
How we are minimizing and mitigating that risk:
Working in full collaboration with established trusted existing projects on the ground, using their local
relationships and knowledge to map and assess necessities, fears, limitations.
There is no point us trying to force content nobody wants and needs, at times that don’t work for
people.
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11. We are ready to go!
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12. How it works in practice
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The Community Agency
Top level offer Professional training Social business incubator Consultancy Research
Products and
services
delivered
Presencial courses
Online courses
Curricula
Incubation programs
Short to longer term coaching of
projects
Consultancy
BOP market research
Management of CSR
portfolios
Research
Learning and best practice
Mapping and diagnosis
Clients and
beneficiaries
Local residents
Third sector
Corporates
Local authorities
Local social business projects
Local third sector projects
Corporates
Local authorities
Third sector
Corporates
Local authorities
Governmental agencies
Service
providers
Training partners
Governmental agencies
The Community Agency
Social incubator partners
Social investors
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Local residents trained
Local projects
Governmental agencies
Consultancies
Market research agencies
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Revenue for the
agency
Courses delivered
Speaker and facilitator
fees
Fundraising
Membership/ Admin fees
Courses delivered
Speaker and facilitator fees
Fundraising
Membership/ Admin fees
SROI
Relationship and project
management fees
Consultancy fees
Business development
commission
Membership/ Admin fees
Selling publications and
research

13. Our existing networks
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In Brazil:
− Accenture
− Ernst and Young
− Coca Cola Institute
− Impact Hub Sao Paulo
− Aspen network
− Petrobras
− Rio+B
− Sistema B
− Rio Resiliente
− Brasil Tomorrow
− Projeto Brasil 27
− Agencia de redes
− Yunus Negocios Sociais
− Sitawi
− Sebrae
− GOMA
− Templo
− Sikana
− Viva Rio
− Universidade da Correria
− Favela Verde
− Perestroika
− Schumacher College
− Gaia
− Escola Design Thinking
− FGV
− Laje
− Amani Institute
International networks:
− University of Stellenbosh
− MSLS Sweden
− Impact Hub network
− Ticket for Change
− Europe Tomorrow
− PwC
− Radley Yeldar
− Aspen network
− Natural Capital Coalition
− IUCN
− Yunus Negocios Sociais
− USC business school
− IE Madrid business school
− HEC business school
− Massive Small
− Sikana
− Schumacher College
− Emzingo
− Amani Institute

14. Social impact, market &
KPIs
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15. KPIs and indicators
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Social impact & Financial sustainability
Top level offer Professional training Social business incubator Consultancy & Research
Overall objective Higher value and more stable longer
term employability
More efficient, better run, higher impact
social projects on the ground.
More efficient, better run, higher impact
CSR investments on the ground;
understanding and access to the 'bottom
of the pyramid' (BOP) market.
KPIs Higher value employment
(monitored over time);
Higher efficiency of social projects
run (qualitative feedback run over
time);
Revenue and re-investment
Number of projects incubated;
Number of projects financed;
Success of projects incubated in operation
(monitored over time)
Revenue and re-investment
Number of clients;
Average spent per consultancy client;
Shift in perception qualitative surveys
(monitored over time);
Revenue and re-investment
Indicators Number of attendees; Feedback of
attendees; Feedback of partners;
number of incidents and courses
undelivered due to security issues;
revenue, re-investment and
fundraising; people reached through
communications.
Number of attendees; Feedback of attendees;
Number of projects incubated; Feedback of
partner incubators; Number of projects
financed; number of projects in operation
(monitored over time); success of projects
incubated in operation (% growth);
Local employment and supply chain of
projects incubated;revenue, re-investment
and fundraising; people reached through
communications.
Number of clients; revenue from
consultancy and research; number of
projects financed through the CSR
portfolio management offer; feedback
from clients; qualitative perception
surveys; revenue, re-investment and
fundraising; people reached through
communications.

16. Planning
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17. How we’d start and then grow
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Improve, expand and grow
First: Piloting in Rocinha, one of Brazil’s biggest favelas
(e.g. urban slum, or township), and learn from one of the
world’s most challenging and complex environments.
We didn’t choose this territory randomly.
Key members of this team know this territory well, and
have extended networks and knowledge of Rocinha.
Second: Taking the revised and improved model from the
pilot in Rocinha to another favela of Rio (Complexo de
Alemao) where we also have strong networks and local
knowledge. At the same time as strengthening our services
in Rocinha, where the pilot is taking place.
Third: Adapting, expanding and replicating the model
around Brazil.
Forth: Adapting and testing the model in South Africa
(initially in a township in Cape Town), because of the
systemic similarities between Cape Town and Rio de
Janeiro; and more broadly between Brazil and South Africa.
Key members of this team as well as close partners have
extended networks, operations and knowledge of South
Africa.
Fifth: Build an international network of Community
Agencies working and learning together globally, at the
same time as securing their individual financial
sustainability, managing local impact and servicing their
local markets.
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The pilot: learning best from
the worst

18. Top level planning
Phase 1: Participatory diagnosis and mapping in
Rocinha for the pilot (months 0 to 2)
Mapping of local necessities for key target
markets
Recording of initial suggestions and feedbacks
Mapping of existing players, projects and
initiatives
Systems mapping of territories, understanding
wider implications, dynamics and players
Communications and fundraising strategy
Phase 2: Prioritize and engage (months 2 to 3)
Prioritization of key necessities
Selection of best performing players and most
relevant existing initiatives
Negotiate and sign off partnerships for the pilot
projects
Communications and fundraising big push
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Phase 3: Launch, test and learn (months 3 to 6)
Launch the pilot in Rocinha (Rio de Janeiro)
Implement first series of training, social
incubation and consultancy
Feedback, review, improve
Predicted loss (depending on fundraising)
Communications and fundraising big push
continues
Phase 4: Review and improve (months 6 to 12)
Consolidate and expand reviewed offer
Second and third series of training, social
incubation and consultancy
First success stories
Break even/ revenue by the end of year 1 (mostly
due to consultancy and fundraising)
Phase 5: Second pilot (months 9 to 18)
Review, improve and refine offer
Pilot in a second favela of Rio de Janeiro

19. Top level planning continues
Phase 5: Taking stock (month 18)
Comprehensive quantitative and qualitative
review of both pilots in Rio de Janeiro
Review, improve and refine offer
Define next steps
Phase 6: Taking stock (month 18 to end of year
2)
Review, improve and refine offer
Pilot in other cities in Brazil
Consolidate partnerships
Fundraising and re-investment
Phase 7: Expand (years 3 to 5)
Comprehensive quantitative and qualitative
review of all projects in Brazil
Pilot in South Africa with local partners
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20. Financial estimates
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21. Market & target market
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Social impact & Financial sustainability
Key beneficiaries &
clients
Unprivileged populations Third sector & Social businesses Corporates, local authorities and large
third sector organization
Market size Millions $100m+ $450m+
Targets 8,000 per year by year 5 in Rio $100,000 by year 5
20 third sector players in year 1 and extend
to 100+ from year 2 online
$4m over 5 years
R$50,000/100,000 in fundraising from
local authorities in year 1

22. Year 1 estimates (Brazilian reais)
Year 1: Pilot in Rocinha
Phase 1: Participatory
diagnosis and mapping
(months 0 to 2)
Phase 2: Prioritize and engage
(months 2 to 3)
Phase 3: Launch, test and
learn (months 3 to 6)
Phase 4: Review and
Improve
(months 6 to 12)
Sub Totals
Core team − Labour cost: 5k
− Contracting costs: 5k
− Labour cost: 5k − Labour cost: 5k − Labour cost: 10k − Labour cost: R$25,000
− Contracting costs:
R$5,000
Communications− Labour cost: 2k
− Contracting costs: 5k
− Labour cost: 2k − Labour cost: 1k − Labour cost: 2k − Labour cost: R$7,000
− Contracting costs:
R$5,000
Fundraising − Labour cost: 2k
− Direct revenue: zero
− Labour cost: 2k
− Estimated funds raised: 30k
− Labour cost: 1k
− Estimated funds raised:
30k
− Labour cost: 2k
− Estimated funds raised:
50k
− Labour cost: R$7,000
− Estimated funds raised:
R$110,000
Training Not started yet Not started yet − Profit: RS9,450 − Profit: R$18,900 − Profit: R$28,350
Incubation Not started yet Not started yet − Profit: R$2,800 − Profit: R$8,000 − Profit: R$10,800
Consultancy &
Research
Not started yet Not started yet − Profit: R$58,000 − Profit: R$58,000
TOTALS -R$19,000 +R$21,000 +R$5,250 +R$120,900 +R$128,150
Without fundraising +R$18,150

23. Years 1 to 3 estimates (Brazilian reais &
USD)
Year 1: Start in Rio Year 2: Expand in Rio Year 3 to 5: Launch in South Africa &
Consolidate Brazil
Core team − Labour cost: R$25,000
− Contracting costs: R$5,000
− Labour cost:R$70,000
− Contracting costs: R$15,000
− Labour cost: R$100,000
− Contracting costs: R$50,000
Communications − Labour cost: R$7,000
− Contracting costs: R$5,000
− Labour cost: R$7,000
− Contracting costs: R$5,000
− Labour cost: R$15,000
− Contracting costs: R$15,000
Fundraising − Labour cost: R$7,000
− Estimated funds raised: R$110,000
− Labour cost: R$10,000
− Estimated funds raised: R$70,000
− Funds re-invested after tax: R$75,000
(using the estimated fundraising scenario;
that is taxed in Brazil)
− Labour cost: R$20,000
− Estimated funds raised: R$100,000
− Funds re-invested after tax: R$120,000
(using the estimated fundraising
scenario; that is taxed in Brazil)
Training − Profit: R$28,350 − Profit: R$56,000 − Profit: R$120,000
Incubation − Profit: R$10,800 − Profit: R$25,000 − Profit: R$40,000
Consultancy & Research − Profit: R$58,000 − Profit: R$120,000 − Profit: R$200,000
TOTALS (R$) +R$128,150 +R$239,000 +R$398,000
Without fundraising +R$18,150 +R$169,000 +R$298,000
TOTALS (USD) +40,000 USD +73,800 USD +123,000 USD
Without fundraising +5,600 USD +52,000 USD +92,000 USD

24. Rates cards & financial
estimates
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25. Training
Discounted individual courses for unprivileged entrepreneurs
− Individual participants pay a reasonable amount for courses &
training (e.g. R$20 per session) to ensure attendance and
responsibilization, as well as an obligation for quality on the
Agency’s behalf;
− We would allow for exceptions (e.g. unemployed to contribute at a
symbolic rate, e.g. R$5 per session);
− 1x course per week, 10 participants, R$20 contribution per person
per course, 12 sessions; +R$2,400 revenue per series
− 2 courses per quarter, in 1 territories; 24 sessions for 10
participants paying R$20 per session = +R$4,800 revenue
− 24 sessions costing R$750 per session: -R$18,000
− Loss: -R$13,200
Compensated by courses for better-off entrepreneurs and individuals
investing in their personal learnings and careers:
− Individual participants pay a market price that also compensates for
the loss occurred in training unprivileged individuals below cost:
R$140 per course (R$80 breaking even + R$60 loss from discounted
rates);
− 1x course per week, 10 participants, R$140per person per course,
12 sessions; +R$16,800 revenue per series
− 2 courses per quarter, in 1 territories; 24 sessions for 10
participants paying R$140 per session = +R$33,600 revenue
− 24 sessions costing R$750 per session: -R$18,000
− Profit: +R$15,600
Third sector, discounts & compensations:
− Small NGOs pay a reasonable R$40 per session;
− Large NGOs pay a compensating R$120 per session (R$80 to break
even + R$40 to compensate discounts for smaller NGOs);
− 1x course every 2 week, 10 participants at R$40 per person per
course, 6 sessions per course (+R$2,400 revenue) + simultaneous
course at R$120 (+R$7,200 revenue);
− 2 courses at 2 rates in 1 territories, 12 sessions: +R$9,600 revenue
− 12 sessions costing R$750 per session: -R$9,000
− Profit: +R$600
Local authorities & Governmental agencies:
− 1x course every 2 week, 10 participants at R$120 per person per
course; 6 sessions; +R$7,200 revenue per series
− 2 series over 1 territory per quarter, 12 sessions: +R$14,400
revenue
− 12 sessions costing R$750 per session: -R$9,000
− Profit: +R$5,400
− Corporate:
− 1x course every 2 week, 10 participants at R$250 per person per
course; 6 sessions; +R$15,,000 revenue per series
− 6 sessions costing R$750 per session: -R$4,500
− Profit: +R$10,500
Average cost per session of 10 participants:
Materials: R$150; Facilitators: R$500; use of the building,
communications & expenses: R$100;
Total cost of R$750 per session
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26. Incubator
Phase 3 ‘Launch’ quarterly estimate (in Brazilian Reais) in
two territories
Discount rates:
− 3x intense full days over the first month,
followed by 1x half day session every two weeks over
the next 2 months; 10 participants, R$40 contribution
per person per session, 7 sessions: +R$2,800 revenue
− 7 sessions costing R$750 per session: -R$5,250
− Loss: -R$2,450
Full rates:
− 3x intense full days over the first month,
followed by 1x half day session every two weeks over
the next 2 months; 10 participants, R$150 contribution
per person per session, 7 sessions: +R$10,500 revenue
− 7 sessions costing R$750 per session: -R$5,250
− Benefit: +R$5, 250
Average cost per session of 10 participants:
Materials: R$150; Facilitators: R$500; use of the building,
communications & expenses: R$100;
Total cost of R$750 per session
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27. Consultancy
Phase 3 ‘Launch’ quarterly estimate (in Brazilian Reais)
Consultancy day rates:
− Large NGO: R$800 consultant day rate
− Local authorities and governmental agencies: R$950 day
rate
− Large SME: R$1,250 day rate
− Multinational corporation: R$2,200 day rate + 10%
donation: R$2,420 day rate
− Consultants paid on a R$500 day rate in year 1, R$750
per day from year 2
Services & estimates over 9 months in year 1
‘Bottom of the pyramid’ (BOP) market research:
− 1x project: +R$38,000 revenue; R$8,000 labour cost:
+R$30,000 revenue
BOP product & Service testing:
− 2x projects: +R$27,000 revenue; R$15,000 labour cost:
+R$12,000 revenue
Consultancy for corporates, local authorities & NGOs:
− 2x projects: +R$27,000 revenue; R$15,000 labour cost:
+R$12,000 revenue
Management of corporate CSR portfolio and investment,
communications & reporting:
− 1x project: +R$72,600 revenue; R$15,000 labour cost:
+R$57,600 revenue
Inspiration immersion experiences:
− 2x projects: +R$10,000 revenue; R$6,000 labour cost:
+R$4,000 revenue
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28. Why choosing this project
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29. Why we need you
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What I have is an idea, a network, and people already engaged around the project.
I am now looking forward to being challenged, pushed and supported to make the Community Agency
ever more relevant and impactful.
Hopefully, the concept will evolve over time, adapt, learn from its mistakes, and hopefully improve.
Ultimately, this project is about employability, longer term higher value employment, more efficient social
initiatives, and breaking down the divide between the so-called 'top' and 'bottom'.
That's what's really at stake.
There is no ego in my approach.
So please challenge me to find the best solution to tackle those challenges together.
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30. Thank You!
Alexandra Sturdza
alexandrastur@yahoo.fr
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