In 2010, after leaving the management position of One Foundation, Zhou Weiyan wanted to “keep away from the public welfare circle”, but because of the child ’s birth obstacle, his mother accidentally rescued and recovered, and returned to public welfare.

From exploring the social enterprise "Zhao Zhifu" together with mothers, and launching the Eternal Future Parent School; to the establishment of the Ever Trust Foundation, the Eternal Future Children's Sports Center, and exploring the experience of community service for infants aged 0 to 3 The billion future community parent-child charity alliance organized by the National Community Children's Service Agency; and then upgraded to launch the China Child Friendly Community Promotion Program, which will provide all children and their families aged 0 to 18 with their professional capabilities Long-term goals for inclusive services.

Zhou Weiyan put down his obsession with social enterprises, but added a business model and government cooperation in public welfare organizations. During these seven years of continuous trial and error, from athletes to coaches to the Olympic Organizing Committee, he found out one that doesn't need to be constrained. Innovation path based on concepts.

Trial and error in public fundraising is dangerous 

"Public Welfare Times": Why did you choose to take root in the community to do children's projects and switch from a commercial organization to a public welfare organization? 

Zhou Weiyan: I don't know how many public welfare projects are clear in design. I think there should not be many. Like business, there is a process of trial and error. We, too, didn't have such a clear strategy and thinking at the beginning.

When I left the front line of the One Fund because of production, I wanted to stay away from the public welfare circle. The current public welfare environment in China is unhealthy, and it is too difficult to do good public welfare. Of course, because I have many other options.

Started the children's public welfare project, helping mothers for the first few years. My mother has been doing special children's public welfare projects. When my second child was born, there were some obstacles. My mother's work helped the child. In this process, I found that early intervention for children with special disabilities is particularly effective, and it is especially important for parents' education.

So in 2010 we made an online parent school (Zhaozhi Future), hoping to become a social enterprise. This attempt was unsuccessful. Parents are not without knowledge, but have seen too much. There are various kinds of information on the Internet. Experts' opinions differ from each other, which leads to parents being blind and the efficiency of online schools is not high. Regardless of the child's success or parent's education, the age of 0 to 3 is the most important. The family environment and community environment have a great impact on their personality and values. How can it affect parents, the family, and the community to help children live the best life? The important first three years, especially in the face of the majority of ordinary families, require the participation of social organizations and the support of the public service system.

In 2013, we initiated the registration of the Beijing Yongzhen Public Welfare Foundation, promoted the Yiming Community Children's Sports Center, which is rooted in the community, through social organizations, and subsequently registered the Beijing Yifu Future Social Worker Development Center, which is responsible for professional training and Venue copy.

I have been researching social enterprises since 2008. I have been working as a embroidery and Grameen Bank in One Foundation. I have always wanted to be a social enterprise, but the process of knowing the future has made me break through this persistence: Is it true that social enterprises are not The important thing is to get things done. It is the most important to solve social problems without being attached to social enterprises or to the public welfare itself. This is also a breakthrough for myself.

Although many friends who are familiar with the Ever True Foundation admire and admire our achievements over the years, we have not yet satisfied ourselves. We have been trial and error, and we have been exploring ways to maximize social value and to interact with the market mechanism. The most efficient path to effectively combine. Compared with public-funded foundations, non-public-funded foundations should have played innovative functions, assumed more risks, and had the courage to try and experiment ahead. In the same year, many innovative projects were also done in One Foundation, such as embroidery and stitching, and Grameen Bank, but the trial and error of public fundraising foundations is very dangerous. It must face both enterprises and individuals. Large donors must also face small donors. It is too difficult to get everyone's approval. As long as one person does not understand it, it may trigger a public relations crisis and the risk is too great.

Urban public services are equally scarce 

"Public Welfare Times": How does Yongzhen Charity Foundation's child-friendly community work? How do you think of the scale of public welfare projects? 

Zhou Weiyan: The social and market value of children's inclusive service projects in urban communities is very large. However, the public welfare organizations that do child inclusiveness are rare. In the case of community services for infants aged 0 to 3, compared with more than 20,000 early education institutions, there are probably few foundations focusing on this field in the country. Social organizations also have It is few in number and relatively inadequate in professional skills. Nonprofit organizations need help in order to make a difference in this particular area.

Because of the huge space, Emilion has installed 68 project sites in less than two years as of 2015, plus 45 partners for follow-up development, and a total of 113 communities. Later, we quickly discovered that if we were only a billion future alliance, it would be difficult to motivate the government to participate, and we must bring fair community inclusive services to 280 million children without government promotion, so we started the China Child Friendly Community Promotion Program.

At present, the government has invested a lot at the community level, and a large number of non-profit organizations have joined community services, but the project is uniform and lacks innovation, and it may not be able to meet actual needs. If these are linked together, a win-win situation of government, public welfare and business thinking, and the promotion of good experience on a large scale, may be able to affect the development of the industry. This is the development direction of China's child-friendly communities.

In the words of Mr. Liang Chunxiao, a senior consultant at the Alibaba Research Institute, we currently belong to the "fourth type of organization", which is a non-governmental, non-commercial, and not just pure public welfare model. It is a platform-based organization that integrates government, commerce, and public welfare in innovative ways. We hope that commercial organizations can do a little bit of public welfare, and nonprofit organizations can learn a little about business models, which can simultaneously realize social value and market value, but it is easier said than done and the process is much more difficult. The child-friendly community project has been doing top-level design, front-line experimentation, and coordination of all parties. The ideal goal has not yet been reached.

Regarding the issue of scale, our mission is to bring community inclusive services to every Chinese child and their family, so it must be scaled. But does every organization need to scale? Not necessarily. The key is to look at the needs and motivations of the organization's mission. There is no need to set concepts.

"Public Welfare Times": Will the child-friendly community project be extended to towns and villages? 

Zhou Weiyan: In theory, both rural and urban communities have to do it, but currently we do not have the ability and energy. Each customer group has different requirements for services and hematopoietic models. Playing in the market of first-tier cities is completely different from walking in towns. We hope to refine our experience to those who serve in rural areas. This is the fastest way. It is difficult to get the rural experience from the city, and it may be easier to get the rural experience from the city.

Many large-scale public welfare organizations have put projects in rural areas, and excellent international experience has been given priority to rural areas. Everyone seems to take for granted that there are enough resources in the city. In fact, urban communities are just as scarce in terms of public services, especially in the community public support system for children and families.

Social enterprises need fundamental breakthroughs 

"Public Welfare Times": Which of the more charitable companies and the nonprofit organizations that join the business model is more about the domestic environment? 

Zhou Weiyan: My requirement is that if you want to talk about social enterprises, you should make one yourself. If you haven't done it yourself, why should you tell others? Real knowledge comes from practice, and experience must be accumulated by yourself. So in these seven years, I have been silently exploring and practicing. What I really look forward to is a breakthrough and influential innovation model for the entire industry, a large-scale social enterprise. Now business models are emerging endlessly. With the rapid support of Internet technology, the sharing economy is advancing by leaps and bounds. In this era, I think there are always paths that can bring fundamental breakthroughs.

Speaking of experience, for our child-friendly community project, the more we do, the closer we feel to the business model. The business model is too powerful, so it particularly tests people's wisdom and intentions. The question of how to balance fast profits with ideal feelings is often tangled. The reality is that in the face of survival, feelings are too fragile. Therefore, I deeply admire the elders who are always pregnant with their hearts, and take the world as their own responsibility. In such an impetuous environment, it is not easy to do so.

"Public Welfare Times": What are the trial and error experiences of creating platform projects? 

Zhou Weiyan: One of my entrepreneurial experiences is to determine the position of the sponsor. You cannot do everything yourself. At the One Foundation, Jet Li was a spiritual leader. Entrepreneurs supported the strategic direction. I was only responsible for management, but at the Yongzhen Foundation, I had to be not only a team spirit leader, but also responsible for top-level design and daily management. This is a big challenge for me. There are many difficulties in the conversion of multiple roles. Many leaders of non-profit organizations may follow a similar path with me. If they have been sinking for too long in the front line, they will easily become obsessed with it. From time to time jump out to clear yourself and see the big picture.

 The second is that in the process of cooperating with the government, enterprises and non-profit organizations, it is found that it is impossible for everyone to be fully integrated. What we need to do is to find the most real needs and deepest motivations behind the appeals of all parties. . This is a big test for us, and it takes a lot of time to understand each partner. In business terms, it means understanding different customer groups.

For example, to make inclusive projects, we must cooperate with government departments and group organizations. In the past few years, we have dealt with a lot with civil affairs, health planning commissions, women's federations and other departments. After in-depth communication, we have also better understood the difficulties of policy implementation, and thus better understood how to play our value as a social platform agency.

· This article is reproduced from "Public Welfare Times Author: Wang Huixian"