Seeding Labs & the USAID Global Development Lab:

Building Scientific Infrastructure to Support the World’s Problem-Solvers

FINAL REPORTJULY 2017

1  

FINALREPORTJuly2017

USAID Cooperative Agreement: AID-OAA-A-14-00007 Period of Performance: January 1, 2014 – June 30, 2017

USAID Agreement Officer’s Representative (AOR): Mr. Cameron D. Bess, Ph.D., Senior Research Adviser Center for Development Research U.S. Global Development Lab, USAID Seeding Labs Contact Information: Dr. Nina Dudnik, Chief Executive Officer 50 Milk St, Boston, MA 02109 nina@seedinglabs.org / 617-294-6531    

2  

TABLEOFCONTENTS

PROJECT SUMMARY ................................................................................................................ 3

FUTURE OUTLOOK .................................................................................................................. 7

SCIENTIFIC AND DEVELOPMENT IMPACT STORIES .................................................... 8

KEY ACCOMPLISHMENTS ................................................................................................... 16

IDENTIFYING EXCEPTIONAL LMIC PARTNERS ............................................................ 16 

PRIVATE SECTOR RESOURCE DEVELOPMENT ............................................................. 19 

MEASURING OUTCOMES AND IMPACT .......................................................................... 22 

COMPELLING AND EFFECTIVE COMMUNICATIONS ................................................... 25 

OPERATIONAL AGILITY: CREATING SCALE AND REDUCING RISK ........................ 30 

ROBUST LOGISTICS INFRASTRUCTURE ......................................................................... 33 

ORGANIZATION TUNED TO MISSION .............................................................................. 36 

CONCLUSION ........................................................................................................................... 38

 

InstrumentalAccessGranteesattheDepartmentofBiologicalSciences,Redeemer’sUniversity,Nigeria

3  

PROJECTSUMMARY

Through the generous support of USAID’s Global Development Alliance (GDA), Seeding Labs executed a 3-year plan to build a self-sustaining organization that has the capability to make a significant impact on removing barriers to scientific discovery in low- and middle-income countries (LMIC) for development outcomes.

To meet this goal, Seeding Labs built a supporting network of partners and developed an organizational structure that is more efficient and flexible and can effectively oversee operations at a significantly higher tempo. The 3-step execution plan can be summarized as:

Step One – 2014: Invest and design

Step Two – 2015: Build capability/commence implementation

Step Three – 2016/17: Execute/full implementation

As will be detailed in this report, the plan was executed largely as originally envisioned and achieved the GDA’s key strategic objectives. Figure 1 depicts the world-wide footprint of Seeding Labs’ effort in support of science in the developing world during the course of the GDA. Table 1 summarizes the key accomplishments of the GDA. Tables 2 and 3 detail the key research areas of our 2016 and 2017 partners that Seeding Labs helped support through our program.

Figure 1. Seeding Labs’ University Partners During Course of GDA

 

4  

Table 1. GDA Summary Fact Sheet

Metric Performance / Result

Shipments To University Partners 26 Shipments To Countries 22 Value of Equipment Shipped (fair market value) $4.32M Leverage of USAID Funds (FY16, fair market value) 2.82 Leverage of USAID Funds (FY16, replacement value) 8.00 Equipment Donations Growth (FMV, CY13 to CY16) ↑ 800% Equipment Donor Growth (CY13 to CY16) ↑ 360% Fundraising Growth (CY13 to CY17*) ↑ 610% Employee Growth 2 → 9 Website User Growth ↑ 230%

*To date.

InstrumentalAccessGranteesattheDepartmentofMedicalLaboratoryTechnology,GardenCityUniversityCollege,Ghana

Table 2. 2016 Seeding Labs Instrumental Access Partners’ Research Areas

Food

safe

ty

Pest

& d

iseas

e re

sista

nce,

crop

s or

food

anim

als

Air

qua

lity

Clea

n w

ater

Clim

ate c

hang

e

Ener

gy

Was

te m

anag

emen

t

Brai

n di

sord

ers

Canc

er

Car

diov

ascu

lar

dise

ase

Chro

nic l

ung

dise

ase

Dia

bete

s

Dia

gnos

tic to

ols o

r m

etho

ds

Dia

rrhe

al d

isea

ses

Dru

g di

scov

ery &

de

velo

pmen

t

HIV

/AID

S

Mal

aria

Neg

lect

ed tr

opic

al

dise

ases

Nut

ritio

n

Tub

ercu

losis

CameroonUniversité des Montagnes: Department of Agriculture & Veterinary Medicine

1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0

Dominican Republic

Universidad Iberoamericana School of Medicine: Department of Research

0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 1 0 1 0 1

Garden City University College: Department of Medical Lab Technology

0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 1 1 1 0 0

University of Ghana: Department of Biomedical Engineering

0 0 0 0 1 0 0 1 1 0 1 1 1 1 1 1 1 1 1 1

University of Health & Allied Sciences: Department of Biomedical Sciences

1 1 0 0 0 0 0 0 1 1 0 1 1 1 1 1 1 1 1 1

Jamaica University of Technology: School of Pharmacy 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0

Embu University College: Department of Biological Sciences

0 1 0 1 1 1 0 0 0 0 0 0 1 1 1 1 0 1 0 1

Machakos University College: Department of Physical & Biological Sciences

1 1 1 1 1 1 1 0 0 0 0 0 1 0 0 1 1 0 1 0

MalawiLilongwe University of Agriculture & Natural Resources: Department of Biotechnology

0 1 0 0 1 1 1 0 0 0 0 0 1 0 1 1 1 0 1 0

Redeemer’s University: Department of Chemical Sciences

0 0 0 1 0 1 0 1 1 1 0 0 0 0 0 0 0 0 1 0

University of Ibadan: Department of Radiation Oncology

0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 1 0

Universidad de Ingeniería y Tecnologia: Department of Biomedical Engineering

0 0 1 1 1 1 1 0 0 0 0 1 0 0 0 0 0 0 0 0

Universidad Peruana Cayetano Heredia: Center for Global Health

1 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 1 0 0

South AfricaUniversity of KwaZulu-Natal: Department of Pharmacy

0 0 0 0 0 0 0 1 0 0 0 0 1 0 1 1 0 0 0 1

TanzaniaOpen University of Tanzania: Department of Life Sciences

1 1 0 1 1 1 1 0 1 0 0 0 0 0 1 0 1 1 1 0

Zambia University of Zambia: Department of Pharmacy 0 0 0 0 0 0 0 0 1 1 0 1 0 1 1 1 1 0 1 1

Nigeria

Peru

HealthEnergy & the EnvironmentAgriculture

Ghana

Kenya

5

Table 3. 2017 Seeding Labs Instrumental Access Partners’ Research Areas

Food

safe

ty

Pest

& d

iseas

e re

sista

nce

Air

qua

lity

Clea

n w

ater

Clim

ate c

hang

e

Ener

gy

Was

te

man

agem

ent

Brai

n di

sord

ers

Canc

er

Card

iova

scul

ar

dise

ase

Chro

nic l

ung

dise

ase

Dia

bete

s

Dia

gnos

tics

Dia

rrhe

al

dise

ases

Dru

g di

scov

ery

& d

evel

opm

ent

HIV

/AID

S

Mal

aria

Neg

lect

ed

trop

ical

di

seas

es

Nut

ritio

n

Tube

rcul

osis

ArmeniaNational Academy of Sciences of the Republic of Armenia: Institute of Molecular Biology X X X X X X

CameroonUniversité de Dschang: Department of Biochemistry X X X X X X X

ColombiaUniversidad Pontificia Bolivariana: Department of Nanotechnology Engineering X X X X

IndiaThe Maharaja Sayajirao University of Baroda: Department of Microbiology & Biotechnology Centre X X X X X X X

JamaicaUniversity of the West Indies: Natural Products Institute X X X X X X

Moi University: Department of Chemistry & Biochemistry X X X X X X X X X

Moi University: Department of Medical Biochemistry X X X X X X X X X

MexicoUniversidad Autónoma de Yucatán: Department of Chemical Engineering X X

Redeemer's University: Department of Biological Sciences X X X X X X X X

University of Lagos: Department of Cell Biology & Genetics X X X X X X X X X X X X

South AfricaUniversity of KwaZulu-Natal: Department of Chemical Engineering X X X X

TanzaniaDar es Salaam University College of Education: Department of Chemistry X X X X

UkraineVasyl Stefanyk Precarpathian National University: Department of Biochemistry & Biotechnology X X X X

VietnamNong Lam University: Department of Biotechnology X X X X X X X X X X X

ZimbabweUniversity of Zimbabwe: Department of Biochemistry X X X X X X X X X X

Agriculture Energy & the Environment Health

Kenya

Nigeria

6

7  

FUTUREOUTLOOK

The support from USAID’s Global Development Lab has enabled Seeding Labs to rigorously test and optimize the many interlocking procedures needed for Instrumental Access. As a result, the program is now highly standardized and streamlined as well as effective. Among the unique competencies developed are the process by which equipment grantees are screened and selected; the logistical procedures for equipment sourcing, screening, matching and shipping; and the ecosystem of partners across sectors that have committed to meeting the needs of scientists worldwide. The Global Development Alliance (GDA) also provided Seeding Labs with the capacity to collect data demonstrating both outcomes and impacts of the Instrumental Access program.

These achievements put Seeding Labs in a position to grow beyond the original scope of Instrumental Access. The first prong of our growth will be through strategic partnerships with the private sector. Building scientific capacity fits with the strategic business and social responsibility goals of many corporations. We are finding that the expertise Seeding Labs has developed through the period of this GDA fills a gap in the competencies of these corporations. Strategic partners provide funding, lab equipment and scientific expertise to match Seeding Labs’ expertise putting those resources to highest use. The partnership with Takeda’s Access to Medicines unit is a model that we will expand with other pharmaceutical companies, in part through an industry consortium with Takeda as our flagship member.

We also see a transformation of Instrumental Access from a program to a model. The lessons we have learned and the procedures we have developed have been honed through working with academic institutions, but should all be transferrable to other types of laboratory settings. We are in discussions with potential partners about using the Instrumental Access framework to support such entities as medical and veterinary diagnostic labs and government quality control labs. Expanding the application of the Instrumental Access model in this way will increase the sustainability of Seeding Labs, provide us with greater opportunities to share our insights, and meet the needs of a wider population of scientific and related professionals worldwide.

Finally, the data we have been able to collect through this GDA put Seeding Labs in position to be a thought leader on global scientific needs and scientific capacity building. We have already begun to publish our data and insights in general media, opinion pieces (see Table 5 in “Compelling and Effective Communications” section), and academic publications (manuscript1 on Seeding Labs impact submitted to International Journal of Technology and Globalisation). We are actively expanding the platforms through which we can communicate the needs and accomplishments of our equipment grantees as well as our perspectives and impact.

The foundation for these future opportunities is all an outgrowth of the GDA helping to establish Seeding Labs as a self-sustaining organization.

 

                                                            1 Viola Srivastava, C., M.P. Wu, and N.S. Dudnik (2017). The Instrumental Access Model for Strengthening Scientific Infrastructure in Low- and Middle-Income Countries: Evidence of Successful Implementation and Impact. Manuscript submitted for publication.

8  

SCIENTIFICANDDEVELOPMENTIMPACTSTORIES

Seeding Labs provides tools, training, and collaboration opportunities to scientists in the developing world. Our core program, Instrumental Access, is designed to be the first step in a continuum of services to help them advance scientific discoveries and innovations and accelerate solutions to development challenges. Instrumental Access removes a key barrier to scientific discovery and education in the developing world: lack of access to modern equipment. Seeding Labs builds capacity by making affordable, high-quality lab equipment available to researchers, primarily in academic settings. The tools we provide enable our partners to participate fully in the global scientific community and train the next generation of researchers, healthcare professionals, engineers, and teachers. Equipment is the foundation for other resources, allowing scientists to generate new knowledge relevant to local and global needs, leverage sustainable funding for their research, and participate as equal partners in international collaborations.

PharmacystudentsatKenyattaUniversity,Kenya

A robust scientific infrastructure is ultimately self-sustaining, with virtually limitless potential to impact health, economic development, environmental protection, food security, and many other areas. Outcomes and impacts from our work include: Generation of new knowledge and resulting social impact on health, environment, and livelihoods; Leveraged funding and other resources for research and education; Enhanced science teaching and learning with more opportunities for hands-on training; and Improved visibility and reputation of partner departments. Data collected during the period of the GDA shows that our Instrumental Access model works as anticipated; a well-designed, end-to-end model for equipping LMIC university departments does in fact lead to more research, better training, leveraged research resources, and progress towards improved development outcomes. Moreover, the speed with which these outcomes have been observed is significant. Within 2 years or less of receiving equipment, measurable progress was observed at all of the partner institutions studied. Such rapid progress underscores how substantial a barrier lack of access to

9  

modern lab equipment is for LMIC scientists. Investments in training, opportunities for networking and collaboration, and physical infrastructure are all important elements of research capacity building, but they are not sufficient to create thriving scientific centers in LMICs without equipment. Even grants designed to facilitate re-entry or support individual research projects are rarely sufficient on their own. A high level of institutional equipment infrastructure must be put in place for these other investments to pay dividends.

A few examples of the impact Seeding Labs has on scientific discovery and education in the developing world are provided below. More impact stories can be found at: https://seedinglabs.org/category/scientist-success-stories/

 

InstrumentalAccessGranteesattheNaturalProductsInstitute,UniversityoftheWestIndies,Jamaica

UNIVERSIDAD IBEROAMERICANA

Instrumental Access ImpactIN

ST

RU M E N T A L A C

CE

SS

S

EE D I N G L A

B

S

In February 2017, the Universidad Iberoamericana (UNIBE), an Instrumental Access 2016 awardee, celebrated the inauguration of their new Institute for Tropical Medicine and Global Health.Thanks to a shipment of Instrumental Access equipment from Seeding Labs donated by 24 US-based corporations, the Dominican Republic now has its first research institute dedicated to emerging, tropical, and infectious diseases.“Seeding Labs provided the seed that was necessary to create the Institute,” says Dr. Robert Paulino, the Institute’s director. “Equipment is enabling us to create an environment not only for physicians and health care providers, but also engineers and many other departments in the university that can collaborate with us. They can all take advantage of this equipment to do really good science.” As the only such research institute of its kind in the Dominican Republic, the Institute (continued...)

Dr. Robert Paulino Director, Institute for Tropical

Medicine & Global Health, UNIBE

“Seeding Labs provided the seed that was necessary to

create the Institute.”

Santo Domingo, Dominican Republic

Dominican Republic Unveils New Institute for Tropical Medicine and Global Health

is the result of years of planning. Its origins can be traced to a decade ago, when UNIBE began integrating research into the fabric of the university. Five years ago, two of the youngest faculty members at UNIBE, Dr. Aída Mencia-Ripley, Dean of Research, and Dr. Paulino began to lay the groundwork for the Institute. Instrumental Access filled a crucial need by bringing affordable, high-quality equipment within reach. Just one year after joining the Instrumental Access program in 2016, the equipment from Seeding Labs helped them achieve their ambitious goal.Dr. Paulino is using the equipment to realize his vision of an Institute with local focus but global impact. “That which affects us affects our neighboring countries,” he said at the Institute’s opening. “[Global health] is a concept of international equality.”The Institute includes molecular biology and virology labs (pictured above), as well as labs dedicated to entomology and pathology, and will allow UNIBE to advance research on diseases like HIV, Chikungunya, and emerging viruses like Zika that are particularly important in the Dominican Republic.“One of the most important aspects of receiving this equipment is that it will provide local researchers with the laboratory infrastructure needed to study our country’s most pressing health problems,” says Dr. Mencia-Ripley.However, these issues are threats that don’t respect geographic boundaries. By bringing Dominican expertise and research to the global scientific community, the Institute’s research will bridge an important gap and have an impact on worldwide public health concerns.

Since standing water is prevalent across many tropical countries like the Dominican Republic, it is prime breeding ground for mosquitoes. Dr. Paulino is using Instrumental Access equipment to test water quality parameters like pH, dissolved oxygen, and even turbidity—elements that may facilitate the creation of breeding sites for mosquitoes. Resulting data can help identify ways to stop their breeding cycle and curtail the spread of mosquito-borne viruses like Zika.“This equipment allows us to conduct research independently of other institutions,” he says. “We couldn’t study issues of local concern because equipment wasn’t available. Now we can offer more advanced training programs and have an even bigger impact in our region.”In addition to utilizing the Instrumental Access equipment for research, UNIBE plans to develop a Master’s program in health sciences research and to create accredited training programs in diagnostic analysis for clinical technicians and other professionals.

Now we can offer more advanced training programs and have an even bigger impact in our region.

Dr. Robert Paulino

UNIVERSITY OF TECHNOLOGY, JAMAICA

Instrumental Access ImpactIN

ST

RU M E N T A L A C

CE

SS

S

EE D I N G L A

B

S

A garbage dump may seem like an unconventional setting for research, but for Dr. Aneisha Collins-Fairclough (pictured above) of the University of Technology, Jamaica (UTech), sees enormous scientific potential.Since receiving Instrumental Access equipment in January 2014, Dr. Collins-Fairclough has been harvesting the microbiological riches of the Riverton City Dump, Jamaica’s largest solid waste disposal site.She collected water samples with her students from the dump’s leachate ponds as well as the adjacent Duhaney River, which runs through residential communities before draining to—and potentially polluting—Kingston Harbor. By extracting DNA from the water samples and analyzing it using metagenomic analysis, Dr. Collins-Fairclough can identify all of the (continued...)

Dr. Aneisha Collins-Fairclough Lecturer

University of Technology, Jamaica

“We’ve been able to modify

the curriculum to include experiments

that we probably would not have

been able to include before.”

Kingston, Jamaica

Searching for Microbial Treasures & Threats at Jamaica’s Riverton City Dump

microorganisms in the samples, including those present in such small numbers that they would have gone undetected by conventional methods.Hiding within the samples will almost certainly be evidence of organisms that are new to science, having evolved to survive the dump’s extreme environment. Their unique metabolic capabilities may prove useful for bioremediation, drug development, or formulation of agricultural chemicals. Analysis may also reveal dangerous pathogens posing a public health threat. By understanding the extent to which the landfill is a source of these disease-causing organisms, Dr. Collins-Fairclough (above) hopes to minimize health risks to the neighboring community.The key enabling items for this work were consumables and a micro-centrifuge from Seeding Labs, which Dr. Collins-Fairclough and her students used to patiently process 300 L of water samples in 50 mL increments. While not necessarily the ideal tool for the job, Dr. Collins-Fairclough stated unequivocally that the work could not have been done without it, as it was the only centrifuge to which they had access.The initial phase of Dr. Collins-Fairclough’s project was supported by a small grant from UTech’s research

development fund, which she says could not have been obtained without the equipment from Seeding Labs. “Without a centrifuge, PCR machine, and disposables, I couldn’t even have asked for funding for my project,” she explains. “The grant amount is small, about $10,000 US, and there are no funds in there to acquire new equipment—even absolutely basic equipment.” This project has attracted an international collaborator; a researcher from the University of Waterloo in Canada is interested in developing a parallel effort in Ontario. She traveled to UTech to receive training on Dr. Collins-Fairclough’s methods.Equipment from Seeding Labs has also helped outfit the teaching labs at UTech, expanding hands-on training opportunities. Because of the equipment, says Dr. Collins-Fairclough, “we’ve been able to modify the curriculum to include experiments that we probably would not have been able to include before.”In 2016, Seeding Labs sent a second shipment to UTech, this time to the Department of Pharmacy. The new shipment included a larger centrifuge that will enable Dr. Collins-Fairclough and her students to expand their work.

STELLENBOSCH UNIVERSITY

Instrumental Access ImpactIN

ST

R

U M E N T A L A CC

ES

S

S

EE D I N G L A

B

S

Dr. Rehana Malgas-Enus (pictured above, at right, with a graduate student) is conducting complex chemistry research with potential to accelerate economic growth in key South African industries. As a newly appointed academic, Dr. Malgas-Enus had limited funds and no equipment with which to establish her own research lab. A Seeding Labs Instrumental Access shipment arrived at Stellenbosch’s Department of Chemistry and Polymer Science in January 2015. It was timed perfectly to help. A rotary evaporator from the shipment—one of the workhorses of any synthetic chemistry lab—drastically reduced Dr. Malgas-Enus’ startup costs and continues to see daily use in her lab. “As nanoscientists, if we understand how things work, we can make new things, which is what we care about as synthetic chemists,” she explains. “I feel like nanotechnology is the future.” (continued...)

Dr. André de Villiers Associate Professor

Stellenbosch University

“The equipment has made a valuable contribution to

research activities at the post-

graduate level in analytical,

inorganic, and organic chemistry

areas.”

Stellenbosch, South Africa

Innovating to Strengthen Key Industries in South Africa

Dr. Malgas-Enus works on the design and application of nanoparticles. One project includes using nanoparticles as targeted delivery systems for cancer drugs.Nanoparticles could potentially infiltrate tumor cells and precisely deliver anti-cancer drugs, alleviating some of the unpleasant side effects of traditional cancer drugs that are less precise.Another project focuses on using nanoparticles to create inexpensive, environmentally-friendly technologies that effectively recover precious metals from mining wastewater. Dr. Malgas-Enus grew up in one of Cape Town’s largest townships with no access to labs, a barrier that students still encounter today. She’s created a program that opens Stellenbosch on the weekends so hundreds of local high school students can gain valuable experience and work on practicals guided by graduate students who volunteer their time. “I try to show them what their life can be like,” she says. “I explain to them that I’m an academic, I do research, and I lecture. I talk a bit about my research, and then I show them where I come from and they’re like, ‘this can’t be.’”In addition to Dr. Malgas-Enus’ lab, equipment from Seeding Labs is supporting two research

labs and two teaching labs in the Department of Chemistry and Polymer Science. Seven courses enrolling 500 students each year are using it to provide hands-on education. Ten graduate theses have utilized the equipment, and $320,000 in new research funds have been obtained using instruments from Seeding Labs.In total, five faculty members are using the equipment to advance research in agriculture, nutrition, drug discovery, nanotechnology, and infectious disease, including:

» Dr. André deVilliers (pictured above, bottom right) and his students are developing powerful new methods to analyze complex tannins, a critical textural element in wine-making. They are also investigating natural herbicides derived from the !inara fruit, a desert plant endemic to southern Africa.

» Dr. Willem van Otterlo is working on synthesis of compounds based on natural products that could be used to treat cancer

» Drs. Margaret Blackie and Tanya le Roex are working on synthesis and analysis of antiprotozoals for use in treating malaria

16  

KEYACCOMPLISHMENTS

IDENTIFYINGEXCEPTIONALLMICPARTNERS

Central to Seeding Labs’ success is the ability to identify exceptional scientific and educational partners in the developing world. Over the course of the USAID GDA, we refined our process of partner selection to the point where our success has established us as a recognized leader in this area. Beginning in FY2015, Seeding Labs implemented a new process for selecting and vetting Instrumental Access partners. There were several factors that motivated the decision to redesign the existing partner selection process. These factors included: An analysis of program logic and existing data suggested that Seeding Labs could maximize its impact

by refining the existing eligibility guidelines and selection criteria to identify better qualified partners; The existing two-stage application process administered via email was perceived as unnecessarily

burdensome to our program staff, applicants, and external reviewers; We wanted to take full advantage of the application as an opportunity to collect data that could be

useful for other purposes, including demonstrating a need for the services Seeding Labs provides and providing a baseline for impact assessment.

The design process began with a new set of eligibility guidelines for partners and a new set of evaluation criteria based on the program logic model and operational needs. The most significant change to the eligibility guidelines was to limit eligibility to academic departments at LMIC institutions of higher education, a change intended to optimize and standardize the scale of our operations while also maximizing potential impact. This guideline was subsequently expanded to include university-affiliated research institutes in 2016 and publicly-funded research institutes in 2017. The following evaluation criteria form the core of the new partner selection strategy: Case for need of equipment at the applicant institution; Likelihood that requested equipment could be used productively; Potential impact of proposed equipment use; and Ability to partner effectively with Seeding Labs. The selection process consists of four stages (see Figure 2): a detailed written application, internal review by Seeding Labs staff, external review, and a final vetting process. This final vetting includes an interview with the primary applicant, department head, and university Vice Chancellor (VC) or equivalent. This re-designed process was used successfully in 2015 and 2016 to select partners for 2016 and 2017 shipments. A third cycle is currently in progress. Slight modifications have been made to the process in each subsequent year to incorporate feedback from the previous years’ experience.

17  

Figure 2. Partner Selection Process for Instrumental Access We frequently hear from our partners that our application and review process is rigorous compared with others they have experienced, which we take as a good sign that the process is working as intended. We won’t be able to objectively measure an increase in partner quality until we have outcome data from our most recent partners. Subjectively, however, the Seeding Labs staff is in full agreement that the 2016 and 2017 partner groups are collectively our strongest and most capable. On the whole, they have also been easier to work with, accounting in part for the significant reduction in drop-out rate (0% for the 2016 cohort, with one shipment is still pending, compared with 47% for the previous group). Another positive indicator is that average time to completion of a shipment has dropped significantly (see Table 4). Multiple factors have contributed to this positive development, including improvements in program processes and management, but increased cooperation and compliance from our partners has also played a role. These results are directly due to improved coordination and trust with the university at the leadership level and improved program clarity through materials such as the letter of agreement (LOA). Machakos University in Kenya is an example of how compliance has improved with our partners. Through excellent coordination with the VC and Finance Director directly overseeing the financing, customs requirements, and program preparations, Machakos University’s program fee was received in two days after invoicing.

18  

Table 4. Key Indicators of Vetting Process Improvement

Program Step Average Time to Completion (days)

2014-2015 Cohort 2016 Cohort Sign Letter of Agreement 358 29 Select Equipment 105 32 Payment Received 102 46 Shipped 44 39 Total (months) 25 5 Key Insights/Lessons Learned

Partner Selection is Key. Partner selection is the single most important determinant of our impact, and it also has a profound influence on our operations. Despite our investment in grant-management software to facilitate more efficient administration, the current process remains labor-intensive. However, we feel strongly that it’s time well-spent. Our rigorous vetting process, and the resulting network of vetted LMIC partners, is perceived by others as a strength of Seeding Labs. We will continue to explore additional opportunities to leverage this strength.

Involvement of University Leadership. Requiring involvement by the university VC at the application and vetting stage has proved to be invaluable. If the VC is committed, the institutional partnership seems to go more smoothly. We’ve been told that this is a high bar that deters some applicants (we hear the same thing about the length and depth of our application form), but we view this as a positive development. The institutions that are deterred are likely not the ones who would make the best partners.

InstrumentalAccessGranteesattheDepartmentofNanotechnologyEngineering,UniversidadPontificiaBolivariana,Colombia

 Growing the Network. We do our best to disseminate our request for applications as widely as possible through our own network and the networks of collaborating institutions. Unfortunately, we have no way of knowing whether there are potential partners who we are not reaching. We’ve also heard anecdotally that there can be a credibility problem; our model is different, it sounds too good to be true, and many LMIC universities have been burned by previous offerings. We are striving to address these problems through transparency and professionalism. We’ve also found that our past partners become our strongest advocates and recruiters.  

19  

PRIVATESECTORRESOURCEDEVELOPMENT

A key goal of the USAID GDA was to “Build a robust financial base for expanding and sustaining the organization.” This section describes the success Seeding Labs has achieved in building a robust financial base through a growing support network. Support Network

Seeding Labs has built a growing support network by leveraging the increased operational capacity enabled by USAID funding. Seeding Labs’ support network is a diverse set of for-profit and non-profit companies, individual donors, and academic/research organizations. Key initiatives contributing to building the network include:

Simplification of the equipment donation process Aggressive media and community outreach (see “Established Effective Communications” section) Increased donor recognition through an “Our Donors” page on the Seeding Labs website Improved feedback to donors on the impact of their donations Increased engagement with industry advocacy groups (e.g., Laboratory Products Association,

Biotechnology Industry Organization) Increased opportunities for donors to meet and interact with Instrumental Access participating

scientists Initiating an annual donor appreciation event

InstrumentalAccessGranteesattheDepartmentofBiochemistry,UniversityofZimbabwe,Zimbabwe

Equipment Donations

Equipment donations are foundational to Seeding Labs operations – and were a key target for expansion over the life of the GDA. During USAID GDA execution, company networking and infrastructure achieved the following:

Increased the total number of private sector organizations donating equipment by 310% Increased the amount of equipment donated by 800% (CY13 to CY16) Increased the total number of equipment donations by 360% (CY13 to CY16)

Figure 3 reflects this growing network of donors. This trend is continuing in 2017. The small drop in donors in 2014 was due to prioritizing building company infrastructure (vice operations) at the start of the USAID GDA.

20  

Figure 3. Growth in Equipment Donors Over Time (CY, GDA Years in Orange)

Figure 4 below depicts fair market value (FMV) of equipment donations over time. (FMV is a rough (and conservative) valuation proxy for donated equipment quantity and quality). As can been seen, significant gains have been achieved during the course of the GDA. The success in growing equipment donations has continued on pace so far in 2017.

Figure 4. Growth in Equipment Donated Over Time (CY, FMV, GDA Years in Orange)

A more accurate depiction of value being delivered to our overseas partners may be “replacement cost.” Replacement cost is difficult to determine but gives a better snapshot of what our LMIC partners would have to pay to get the same equipment. In one test case, a shipment valued at $119.1K (FMV) to Ghana was assessed to have a replacement cost of $412.9K – over three times greater.

0

10

20

30

40

50

60

2011 2012 2013 2014 2015 2016

$0.0

$0.5

$1.0

$1.5

$2.0

2011 2012 2013 2014 2015 2016

Millions

21  

Fundraising

Since the beginning of the USAID GDA in 2014, Seeding Labs has made a concerted effort to build a fundraising capability that ensures that the organization may flourish in the future. As can be seen in Figure 5, this effort has been successful. Key fundraising measures taken include:

Establishing a Resource Development Directorate led by the CEO to focus fundraising efforts. Redefining the roles of several key staff members to include explicit fundraising responsibilities Create a Development Associate position to support the fundraising effort. Successfully market innovative partnerships both within and beyond our flagship Instrumental Access

model.

Figure 5. Growth in Fundraising Over Time (CY, $US)

Recently established partnerships demonstrate the improved capability of our organization to obtain funding:

Strategic Partnership with Takeda. Seeding Labs has entered into a strategic partnership with the global pharmaceutical company Takeda to further our flagship Instrumental Access program. Takeda's financial support (~$400K) and equipment donations will be enhanced by exchange programs connecting Takeda employees and Instrumental Access scientists to share skills and expertise. Takeda and Seeding Labs view this as a potential model for building a consortium of like-minded companies to further science and markets in the developing world (see also in the “Outlook” section).

Millipore Sigma Telescience Initiative. Seeding Labs has partnered with Millipore Sigma, a major laboratory equipment maker, to develop a co-branded platform on our website that will provide videos and other materials on how to use, maintain, and calibrate laboratory equipment. Millipore Sigma has contributed $120K to build the platform and employee volunteers who have filmed videos sharing their technical expertise.

Schlumberger Foundation Support to Instrumental Access. Schlumberger Foundation grants scholarships to women from developing countries to pursue PhD or Post-Doctorate degrees in STEM disciplines in top universities worldwide. To further their program, Schlumberger has partnered with Seeding Labs to fund two Instrumental Access shipments to universities led by their program’s Fellows/alumnae. The Schlumberger Foundations has committed $150K to the first year of this initiative.

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

2014 2015 2016 2017*

*previously committed contributions

22  

MEASURINGOUTCOMESANDIMPACT

Beginning in the summer of 2014, Seeding Labs designed and implemented a comprehensive plan to measure outcomes that has been integrated into every stage of the Instrumental Access process. This evaluation plan is based on a theory of action logic model that has gone through several iterations over the past 3 years. The current version is depicted in Figure 6 below.

Figure 6. Theory of Action Logic Model for Instrumental Access.

The most important output of Instrumental Access is delivery of scientific equipment and supplies to our LMIC partners. Partners use the equipment to produce the four key outcomes: research projects (OC1), leveraged resources (OC2), graduate student research (OC3), and enhanced STEM teaching (OC4). These outcomes contribute in a variety of ways to impact, particularly in the areas of new knowledge (I1), workforce development (I2), stronger institutions (I3), and, ultimately, development (I4).

Our evaluation strategy is based on four primary objectives:

Assess institutional attributes and capabilities to set baseline for outcome assessment Monitor equipment installation and use Document program outcomes and impacts Assess partner satisfaction and identify opportunities for improvement As illustrated in Figure 7, we have developed 12 distinct data collection instruments, deployed at all stages of the Instrumental Access process, in order to meet these objectives. These include:

23  

● A thoroughly revised application (A1) and vetting process (A2) which have been designed with data collection goals in mind

● A partner profile survey (B1) that is administered just after each year’s partners are announced and allows us to obtain deeper background information on selected partners as well as photographs

● The equipment needs assessment (B2) and equipment selection/use planning processes (B3), which were piloted as written surveys but have evolved over time into dialogues with our staff regarding equipment needs and priorities

● The unpacking report (C1) and equipment status reports (C2) to monitor and track progress with respect to equipment installation

● The two week and six month check-ins (C3), during which we contact partners via phone to discuss preliminary progress, any difficulties they have encountered, and to maintain relationships and lay the groundwork for the critical annual reporting request

● The detailed annual report (D1) and follow-up interview (D2), which form the core of our outcome and impact data collection efforts. The annual report includes sections on department status and resources; equipment status; equipment use and related outcomes (especially research projects, graduate theses, incorporation of equipment into coursework, and leveraged resources); barriers to use and remaining unmet need; and overall satisfaction with Seeding Labs. The follow-up interviews focus on answering any questions about the annual report as well as collecting additional information about the reported outcomes and impacts.

● An annual survey (E1) to be administered in later years to give us updated information about outcomes and impacts without imposing an unmanageable reporting burden on our partners

● A modular, flexible guide for site visits by Seeding Labs to partner institutions, as well as other opportunistic contact with partners (D3/E2)

Figure 7. Evaluation Data Collection Strategy for Instrumental Access

24  

Each of these instruments was developed, piloted, and implemented during the period of USAID support. The annual reporting in particular was piloted in early 2015 with the seven Instrumental Access shipments that had been in place for a year or more at that time; five additional requests have subsequently been made as anniversary dates arrived for a total of 12 requests. To date, we have eight completed reports with another one pending. We expect compliance to improve due to our re-designed application and vetting process that emphasizes our reporting requirements. A key accomplishment is the recent submission of a manuscript for publication (to International Journal of Technology and Globalisation) describing the results of our preliminary evaluation efforts and evidence of impact.2 The long time lag between the arrival of a shipment and when we would expect to see impact limits our sample to the first few Instrumental Access shipments (2013-2015 shipments). However, we have strong evidence that the program has already resulted in all of the anticipated outcomes and that progress has been made towards development outcomes as well. USAID support was essential in enabling Seeding Labs to build the necessary infrastructure to measure this impact.

InstrumentalAccessGranteesattheDepartmentofBiologicalSciences,EmbuUniversityCollege,Kenya

Key Insights/Lessons Learned

Our biggest challenge with respect to impact measurement has been timely responses from our partners to reporting requests. Unlike a traditional grant program where funds can be released in smaller increments contingent upon continued cooperation, we have very little leverage to encourage reporting compliance once equipment has arrived. Three strategies have emerged as best practices to address this challenge.

First - clear and frequent communication regarding reporting obligations, which starts with the application process and continues throughout the program.

Second - expanding our programmatic offerings through partnerships, publicity, networking, and other opportunities to make continued engagement with Seeding Labs more enticing, and

Third - and most important - building stronger and more diverse relationships with our partners as individuals. 

                                                            2 Viola Srivastava, C., M.P. Wu, and N.S. Dudnik (2017). The Instrumental Access Model for Strengthening Scientific Infrastructure in Low- and Middle-Income Countries: Evidence of Successful Implementation and Impact. Manuscript submitted for publication.

25  

COMPELLINGANDEFFECTIVECOMMUNICATIONS

Over the course of the GDA, we completely overhauled our communications to improve resource development, grow our network, expand the breadth and depth of our partner pool, and raise the visibility of the company. Significant resources were invested in this successful effort including establishment of a Director of Communications position, engagement of outside contractors, and direct CEO involvement.

In 2015, we conducted market research and surveys with key audiences (LMIC scientists, corporate decision-makers, volunteers, donors) to develop a roadmap for rebranding Seeding Labs in a way that more accurately represents our mission, impact, and the value that we bring to our partners. Insights gained were applied in several key focus areas described below.

Web Presence

In January 2016, we concluded a rebranding project which culminated in the the launch of a new Seeding Labs website (see Figure 8 or go to: (https://www.seedinglabs.org)) and brand identity, including a new organizational logo and a logo to promote our flagship program, Instrumental Access (see Figure 9). Based on interviews and exercises conducted in FY2015, we redesigned the Seeding Labs website with distinct sections tailored to the needs of our core audiences. The new website features sections dedicated to our mission, our programs and impact, ways to get involved, and for the first time, recognition of our donors - both financial and in-kind.

Figure 8. New Home Page for Seeding Labs (https://www.seedinglabs.org)

Our two most prevalent audience segments are researchers interested in applying for Instrumental Access equipment and donors who provide equipment or funding to support Seeding Labs. For researchers interested in applying to Instrumental Access, the page offers an overview of the program, eligibility requirements, program fees, and examples of the types of equipment typically available (see http://www.seedinglabs.org/get-involved/apply-for-instrumental-access/).

26  

We have been focused on highlighting our growing international network of talented scientists and have utilized profile pages to drive social media traffic. This effort can be seen in our awardee pages where we profile the diversity of their expertise, depth of their research interests, and their geographic distribution (see https://seedinglabs.org/programs-and-impact/instrumental-access/instrumental-access-2017).

Figure 9. Redesigned logos for Seeding Labs and Instrumental Access

Since the new website launched, a review of web analytics reveal a marked increase in traffic to the site, indicating that our efforts to better meet the needs of our website visitors is succeeding (see Figure 10 below).

Figure 10. Seeding Labs Web Traffic Data Over Time

27  

Social Media Presence

Over the course of the USAID GDA, social media has taken on an increasingly significant role in our external communications effort. We maintain a Twitter, LinkedIn, and Facebook presence and have found these to be effective channels through which to communicate with our audiences. Social media was especially useful for our Instrumental Access program in both soliciting applicants for the request for applications (RFA) and for publicizing the awardees. It has also provided a venue for us to promote our blog content, media mentions, and awards, as well as promote our Instrumental Access awardees.

While LinkedIn and Facebook analytics functions don’t allow longitudinal analysis of content, we have observed a steady rise in the number of people interacting with us. That trend is more apparent on Facebook, where we have doubled the number of fans since 2015 to more than 1,600. Twitter’s historical analytics data depicts the same increase in visibility illustrating our continued growth and reach over the duration of the GDA (see Figure 11 below).

Figure 11. Twitter Impressions Over Time

Traditional Media

During our GDA with USAID, Seeding Labs was featured in 118 media articles. The objective of our media relations efforts was three-fold:

Raise international visibility of the organization among key stakeholders, including potential funders, donors, government agencies, NGOs, and grantees,

Showcase the outstanding scientific talent at our partner universities and institutions, illustrating Seeding Labs’ power to find the most talented scientists in developing countries worldwide, and

Establish Seeding Labs and our CEO Nina Dudnik as subject matter experts on the importance of science to international development and the impact it has on the global scientific community.

0

20,000

40,000

60,000

80,000

100,000

120,000

2014 Q4 2015 Q1 2015 Q2 2015 Q3 2015 Q4 2016 Q1 2016 Q2 2016 Q3 2016 Q4 2017 Q1 2017 Q2

28  

We succeeded in obtaining earned media coverage in the US and abroad that met each of these three objectives. Table 5 highlights a few examples of media stories from FY15-17; a full list of media coverage is available on the website at https://seedinglabs.org/about/recent-news/.

Table 5. Representative Sample of Seeding Labs Media Stories Date Article Outlet Summary

11/16/14 Addressing Africa’s Scientific Debt Wall Street Journal Op-ed by CEO on importance of scientific infrastructure given the Ebola outbreak

6/18/15 The Worldview 100: Most Influential People in Biotechnology

Scientific American Worldview issue

Seeding Labs founder/CEO Nina Dudnik chosen as one of world’s most influential people in biotechnology

11/12/15 Nonprofit Organizations: Scientists on a Mission

Nature CEO profiled as part of a story about scientists who follow their passion to the nonprofit sector

10/20/16 If You Want to Cure All Diseases, Include All of the World’s Scientists

Scientific American Essay by CEO reacting to Chan/ Zuckerberg Initiative & need to invest in scientists in developing countries

4/22/17 Why Scientists Should All Be Diplomats TIME Op/ed by CEO 6/12/17 Stop Bemoaning Africa’s Lack of

Scientists – Start Funding Them

World Economic Forum Blog

Op/ed by CEO on the importance of investing in African science and scientific infrastructure

Speaking Engagements

Speaking engagements for Seeding Labs staff during the USAID GDA focused on raising awareness of our work among scientists, the global development community, and building public-private partnerships with corporations in the life sciences. These events helped Seeding Labs staff raise awareness of Instrumental Access, highlight both the need for equipment and the level of scientific talent in the developing world, and solicit donations of equipment.

Over the course of the GDA, Seeding Labs staff had 105 opportunities to speak or attend an event, in seven countries. Highlights include speaking at the World Economic Forum on Africa (South Africa), Schlumberger Faculty for the Future Forum (South Africa), STEM Africa Conference (University of Michigan), and the United Nations Multi-Stakeholder Forum on Science, Technology, and Innovation for the Sustainable Development Goals (SDG) (New York City).

Awards

Seeding Labs and its employees were recognized with ten awards during our USAID GDA period. These awards were valuable for the networking and introductions they facilitated, as well as the marketing opportunities and visibility. Table 6 below highlights some of the awards; a full summary is available at https://seedinglabs.org/about/our-awards/.

Table 6. Representative Sample of Seeding Labs Awards Date Event Award

December 2014 JFK Library New Frontier Awards, Boston, MA CEO given New Frontier award February 2015 FastCompany magazine’s World’s Top 10 Most

Innovative Companies of 2015 — Not-For-Profit Seeding Labs recognized

September 2016 New England Biolabs Passion in Science Awards: 2016 Humanitarian Duty Award

CEO recognized

March 2017 Lipman Prize 2017 Seeding Labs recognized as finalist

29  

Key Insights/Lessons Learned

Cultivating External Relations. By carefully cultivating our external relations during the course of the USAID GDA, we have strengthened our reputation as an effective partner for equipment donors and equipment recipients alike. Demonstrating the impact of our work through our marketing efforts, media relations, and web and social media presence reinforces relationships with our current partners and helps us attract new partners.

Scaling the Communications Effort. During the course of the USAID GDA, Seeding Labs has successfully scaled-up as an organization. This scaling has allowed us to broaden our communications efforts. For example, when communicating the impact of equipment donations with our corporate partners, we have found that the follow-up stories of how the equipment has impacted teaching and research have proven valuable to our partners. The ability to connect their donation to a specific university or scientist thousands of miles away strengthens their relationship with Seeding Labs. The strength of these ties has been fruitful in other efforts, including increased willingness for our traditionally media-shy corporate partners to be interviewed about their work with Seeding Labs. By demonstrating successful public-private partnerships with corporate partners, we reinforce and validate our reputation as an effective NGO partner. You can read more about these efforts in the “Private Sector Resource Development” section.

InstrumentalAccessGranteesattheSchoolofPharmacy,UniversityofTechnology,Jamaica

Partner Focus. Among our equipment recipients, we have found that highlighting their research and teaching achievements and enumerating the reasons why they were selected to be part of our Instrumental Access program has produced stronger relationships. Our Instrumental Access partners have contributed hundreds of photographs that have greatly enhanced our visual storytelling and made our print materials more engaging. Maintaining these long-distance relationships is crucial to our reporting and evaluation processes, which is the source of not only the impact data you read about in other sections, but the stories we tell. We have not exhausted the stories we can tell that bring our mission to life. We will continue to work with our partners to discover these stories and present them to our audiences to maximize the impact.

30  

OPERATIONALAGILITY:CREATINGSCALEANDREDUCINGRISK

The process of providing equipment to our university partners is complex, involving buy-in from all levels at an institution (from faculty member to procurement office to the head of administration). Broadly, the main steps in the program are signing a letter of agreement (LOA) with the university administration, setting the program schedule, selecting equipment, determining the import process, invoicing and receiving payment, shipping, and program impact evaluation.

Through an iterative process of implementation and analysis, we have transformed the program to one that is scalable and minimizes risk. An overview comparing our program steps at the start of the USAID GDA (2013) and currently is depicted in Figure 12. The results (FY13 compared to the last 12 months) speak for themselves:

Time required to complete equipment selection to equipment receipt was reduced by 65% (21.7 to 7.5 months)

Shipments per year increased 250% (4 to 14 shipments/year) Partner drop-out rate reduced 86% (9/19 in 2013 cohort to 1/16 in 2017 cohort)

Figure 13 depicts the significant improvement in the time it took for university partners to approve the LOA, complete the equipment selection process, pay the program fee, and prepare the shipment for shipping. This across-the-board improvement made our operations more efficient, improved our capacity, and increased partner satisfaction. See the Key Insights/Lessons Learned below for how much of this was accomplished.

Figure 12. Comparison of Program Process (2013 versus 2017)

31  

Figure 13. Completion Times for Key Program Steps

Key Insights/Lessons Learned

While we have improved the quality and reduced the time taken for each step of Instrumental Access, we highlight below the improvements that have had the greatest impact.

Increasing Throughput with Technology. When we first started Instrumental Access, the Equipment Selection step was offline and thus limited by technology to one participant at a time. A delay for a single university could impact the entire cohort. With this GDA, we contracted with our inventory management software developers to create an online “shopping” portal, similar to Amazon’s. This portal allows up to ten universities to select equipment concurrently, increasing our limit of projects/year to 260 from ~12 (see Figure 13 above). It also improves the efficiency of the individual university’s selection process by providing improved inventory visibility and functionality.

Increasing Throughput with Intelligent Design. A major limitation of the program was the numerous and sequential steps. We made several improvements to decouple these steps – ultimately reducing the time that any one participant spends waiting for equipment and reducing the labor of our staff. These improvements include moving to a flat-rate program fee instead of a per-item fee thereby removing a step and decoupling invoicing from equipment selection, creating a supply-and-demand based system for fairly allocating equipment, streamlining invoicing and equipment selection, and accelerating inbound processing of equipment. These changes have reduced each project’s time to completion by 65% to 7 months inclusive of the average 3 months shipping time via ocean freight.

Reducing Risk Through Improved Communications. At the start of the GDA, we faced an issue of LMIC universities dropping out due to hurdles in funding and administrative support. We took several measures to integrate the different administrative offices including university leadership and finance offices into the program as early as during the application process. The LOA is a helpful tool for university administrations to understand and to commit to the program; we now require signing of this document at the beginning of the program. As a result, we had zero projects drop out in 2016 and have only had one

0

50

100

150

200

250

300

2013 2014/15 2016 2017

Ave

. Day

s to

com

plet

ion

LOAEquipment SelectionPayment PeriodShipment Prep

32  

drop out in 2017 (shortly after initial award). Since universities are better-equipped to determine program fit at the beginning of the program, we are better able to mitigate risks due to the loss of program participants.

InstrumentalAccessGranteesattheDepartmentofBiotechnology,NongLamUniversity,Vietnam

Data-Based Decision-Making. Our iterative process of implementation and evaluation allows us to make continual improvements in the program, often piloting new approaches with a subset of partners. Using previous experience and valuing data-based changes are critical attitudes that have facilitated the exponential changes in a short 3 years.

InstrumentalAccessGranteesattheDepartmentofCellBiologyandGenetics,UniversityofLagos,Nigeria

33  

ROBUSTLOGISTICSINFRASTRUCTURE

At the start of the USAID GDA, much of the logistical infrastructure was centered on small shipments and a reliance on volunteers. One of the key goals of the GDA was to significantly increase the operational capability of the company, creating a logistical infrastructure that could support a dramatically increased tempo. Early in the GDA, Seeding Labs engaged a supply chain consulting firm to assist in designing an infrastructure aligned with USAID goals. Based on this work, a Warehousing Services Agreement was finalized in mid-2015 with a leading third party logistics (3PL) provider, Barrett Distribution Centers, to outsource the following key functions: Inbound transportation Receiving Inspection and testing Inventorying Warehousing and storage Picking and packing Container loading and shipping

By mid-2016, the 3PL functions were largely integrated into operations and operating smoothly – significantly increasing our operational capacity. This included an increased ability to receive donations and execute outbound shipments, and improved inventory management and visibility. Average time for processing inbound donations dropped from 89 days to seven. Average time to process an outbound shipment dropped from ~60 days to 12. Additionally, leveraging Barrett’s transportation network reduced inbound transportation costs 30-56% for donation collections in New England. Many of the operational improvements described in this report are underpinned by the successful overhaul of our supply chain operations in 2015-2016. Figure 14 below depicts the 3PL costs versus outbound shipments and inbound donations received.

Figure 14. Distribution Model Cost Profile versus Outbound Shipments and Donations Received

0

10

20

30

40

50

60

70

80

$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

FY2011 FY2012 FY2013 FY2014 FY2015 FY2016

Shipments

3PL Costs

Donations ReceivedOutbound Shipment /D

onatons Received

34  

An important proxy measurement of the supply chain infrastructure and the growth and impact of the overall organization is the growth in the Fair Market Value (FMV) of equipment inventory. The breadth and depth of our equipment inventory has increased year on year, growing from $376K in 2011 to a high of $2.45M at the end of 2016. Optimizing the logistics and operational activities has ensured that we have more of the right kind of inventory to supply to our LMIC university partners. Figure 15 depicts the escalated growth of our equipment inventory over time.

Figure 15. Growth in Equipment Inventory Over Time (FMV) (Orange = GDA Years)

Key Insights/Lessons Learned

Quality Control (QC). A QC process was developed to address: increased equipment quantity, increased equipment variety, and inventory oversight issues. The following QC measures were taken to help ensure the equipment we ship to our partners can be effectively employed:

Standardized testing protocols for each equipment category and a method to check whether items are out-of-date

Increased QC training for 3PL staff on the use and documentation of protocols Piloting of a program with a local equipment reseller and refurbisher to test equipment that is beyond

our capability in the warehouse environment. Using lessons learned from the pilot program to identify a long-term partner to test sophisticated

equipment. Inventory Management. As Seeding Labs has grown, the need to manage inventory costs became more important. In particular, our storage costs at the 3PL were escalating. In response, we recently piloted an “Aged Inventory” program in an effort to reduce the amount of slow moving items from our existing inventory. Items that had not been selected by the equivalent of one entire cohort (16 universities) were either sold off to equipment resellers or sent to a recycler. A limited quantity of equipment was bought by

 $‐

 $500,000

 $1,000,000

 $1,500,000

 $2,000,000

 $2,500,000

 $3,000,000

FY2011 FY2012 FY2013 FY2014 FY2015 FY2016

35  

resellers, providing some revenue and the recycling initiative was cost neutral. We view the pilot program a success and have implemented it into our normal cost-control measures.

InstrumentalAccessGranteesattheInstituteofMolecularBiology,NationalAcademyofSciencesoftheRepublicofArmenia,Armenia

Partnerships. Over the life of the USAID GDA, we have expanded our partnership network to keep pace with the increased operational complexity and tempo. This has proven to be a critical contributor to our success. Additional capacity growth has positively impacted Seeding Labs operations and logistics over the lifetime of the GDA. Key partnerships include:

A larger network of freight forwarders (increased from 1 to 4) to increase shipping/sailing flexibility and cost competition.

The law firm Sidley Austin to help with export compliance including accurate classification of our inventory.

Unity Labs Services (ULS), the service division of Thermo Scientific, in a pilot program to enlist their equipment expertise and assist Seeding Labs through on-site triaging and inspections during lab cleanouts. If fully implemented, the partnership will improve the quality of the equipment taken into our inventory. The partnership would also expose Seeding Labs to a broader audience at ULS and potentially their business partners.

InstrumentalAccessGranteesattheDepartmentofChemicalEngineering,UniversidadAutónomadeYucatán,Mexico

36  

ORGANIZATIONTUNEDTOMISSION

Over the course of the GDA, Seeding Labs grew the company from two employees to the current nine (two are part-time employees). As the company grew and matured, the organizational structure evolved away from what was originally envisioned in the 2014 Implementation Plan. Key differences include a significantly leaner and smaller staff, logistics largely out-sourced, and no supply hub expansion into the West Coast. For the current company operating profile, the organization is efficient, focused, and effective in fundraising and strategic thought. Figure 16 depicts the organizational structure as the GDA comes to an end.

Figure 16. Seeding Labs Organization

Key Organizational Insights/Lessons Learned

Outsourcing Warehousing Operations. Early in the GDA, Seeding Labs hired a logistics consulting firm to assist in developing logistics infrastructure options that could support the increased operational capacity and tempo envisioned by USAID goals. Based on the consultant’s recommendations, in 2015 a third party logistics provider was hired to meet company requirements. Now fully in place, this new infrastructure has greatly increased capacity and agility, reduced manpower requirements, improved data visibility, and enabled a range of technological opportunities that have improved our offerings to our customers such as the online shopping portal.

Requirement for Fundraising Focus. As the Seeding Labs’ operational tempo accelerated and the end of the USAID GDA was on the horizon, it became clear that a more focused fundraising effort would be needed. Mid-way through the GDA, Seeding Labs established a Resource Development Directorate led by the CEO to coordinate all fundraising and equipment donation efforts. The Director of Communications, Director of Corporate Relations, and the Metrics and Evaluation Manager were also placed in the directorate to achieve a focused effort. To build additional capacity, a Development Associate position was established and filled with a new hire. The new Resource Development Directorate has quickly made an immediate and positive impact on fundraising (see results in “Private Sector Resource Development” section).

Mission-Focused Board of Directors. In support of the fundraising effort described above, starting in 2016 the Board of Directors has redirected their efforts to align more closely with the new Resource

37  

Development Directorate. The Board is now more fully involved in directly contributing to the fundraising effort. In addition, fundraising is central to the types of individuals being considered for future Board membership and the goal of expanding the size of the Board.

InstrumentalAccessGranteesattheDepartmentofBiochemistryandBiotechnology,VasylStefanykPrecarpathianNationalUniversity,Ukraine

Value of Part-Time Employees. By offering a positive and flexible work environment, Seeding Labs has been able to attract talented and accomplished team members who might not otherwise be available to a small non-profit with a limited operating budget. Exceptional part-time employees with extensive work experience have proven fully capable of filling key team positions that would otherwise be viewed as requiring full-time.

Leveraging Interns. Over the course of the GDA, interns proved to be an effective and economical way to meet company’s demands for support in areas that did not require full-time employees. Interns were particularly suited to researching monetary values and operating manuals for donated equipment and supplies, document and compile quality control metrics, and help ensure 3PL compliance with Seeding Labs standards. In turn, interns were exposed to supply chain logistics, asset valuation, and inventory management at a non-profit organization. Of particular note, the Massachusetts Life Sciences Center Internship Challenge Program provided funding for several of our interns per year.

InstrumentalAccessGranteesattheDepartmentofChemicalEngineering,UniversityofKwaZulu‐Natal,SouthAfrica

38  

CONCLUSION

The objective of the USAID GDA was to build Seeding Labs into a self-sustaining organization that is capable of making a significant impact on the state of science and research in the developing world. To accomplish this objective, seven goals were defined. They were:

1. Improve efficiency and scalability of supply chain

2. Build strong and expanding network of corporate partners

3. ID and cultivate network of LMIC partner universities

4. Build robust infrastructure to expand equipment delivery

5. Build robust financial base

6. Improve branding

7. Build robust system to measure, analyze and improve efficiency/impact

As detailed in this report, Seeding Labs met each of the seven goals, and in the process, accomplished the overarching objective of building a self-sustaining organization that has begun to directly advance the state of science and research in the developing world. The USAID GDA was transformational to the organization and our ability to meet our goals and objectives.

Seeding Labs thanks USAID and their Global Development Laboratory for their support of the last 3 years.

InstrumentalAccessGranteesattheCentrodeSaludGlobal,UniversidadPeruanaCayetanoHeredia,Peru