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“We’re building societies through community organizations, and diverse groups of people in the communities are coming together to overcome differences. We bring people out to talk about child protection rights, gender equality, and health issues like clean water. The program inherently has a convening power.”

Johann Olav Koss, Founder and CEO of Right To Play

About Johann Olav Koss

In late 1993, just a few months before the opening ceremonies of the 1994 Lillehammer Winter Olympics, a young speed skater by the name of Johann Olav Koss led a humanitarian trip to the small African country of Eritrea. Working as an ambassador of the organization Olympic Aid (later to become Right To Play), the Norwegian athlete found himself face-to-face with the realities of life in a country emerging from decades of war.

Seven years later, Koss, a four-time Olympic gold medalist and social entrepreneur, founded Right To Play. Through sports and games, the nonprofit helps children build essential life skills and better futures, while driving social change in their communities with lasting impact. Right To Play works in the most disadvantaged areas of the world, engaging with girls, persons with disabilities, children affected by HIV/AIDS, street children, former child combatants, and refugees. Right To Play’s mission is to improve the lives of children in the most disadvantages areas of the world by using the power of sport and play for development, health, and peace.

After his initial trip to Eritrea, Norwegian speed-skating legend Johann Olav Koss made world headlines when he won three Gold Medals at the 1994 Lillehammer Olympic Games, breaking a total of 10 world records over the course of his career. Koss has gone to win numerous accolades, including honorary doctorates from the University of Calgary and Brock University, and was named “One of 100 Future Leaders of Tomorrow” by TIME Magazine, and a Young Global Leader by the World Economic Forum in 2006. Johann completed his undergraduate medical training at the University of Queensland, and completed his Executive MBA at the Joseph L. Rotman School of Management, University of Toronto.

Current Operations of Right To Play

Working in both the humanitarian and development context, Right To Play is a global organization, training local community leaders as coaches to deliver its programs in more than 20 countries affected by war, poverty, and disease. Right To Play reaches 1 million children and youth through weekly activities, and has trained nearly 12,000 volunteer coaches and 5,000 Junior Leaders to help run its weekly programs.

Approach and Distinguishing Features

Right To Play’s global impact benefits one million children weekly, with play and sports programs that improve life skills, health knowledge, behavior, and classroom engagement, to name a few.  Nearly 50 percent of the children and half of the volunteer coaches, teachers, and leaders are female. Right To Play involves entire communities by working with local agencies, parents, teachers, and community volunteers to implement their programs. By training community leaders as coaches that deliver its programs through its coach-teacher model, local volunteers build leadership skills and meaningful connections between youth and adults.

Right To Play also involves more than 300 Athlete Ambassadors, who are professional and Olympic athletes from more than 40 countries, and who serve as role models to the children, as well as fundraise and promote awareness.

Koss has leveraged his experience and organizational capacity by working with the United Nations to include sports in the Millennium Development Goals, and by helping national governments include sports in their social development policies.

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2013 Kravis Prize


Kravis Prize internship fair offers a chance for impact next summer

What are you doing next summer? Since 2006, the Henry R. Kravis Prize in Leadership has been building a special community among its recipients, whose premier organizations are dedicated to improving the lives of millions of people around the globe. That community also extends to Claremont McKenna College’s students, who will have a chance to learn about working with past Prize recipients in the summer of 2015 during the Kravis Prize Internship Fair, which will be held this Thursday afternoon, December 4, 3 p.m. – 4:30 p.m., in the Freeberg Lounge. Find out about Kravis Prize internships offered both domestically  by BRAC USA and Helen Keller International (both in New York City) and internationally by Right To Play, Escuela Nueva, FAWE, Pratham, and INJAZ Al-Arab (Canada, Colombia, Tanzania, India, and Jordan, respectively). The internship program, which is the result of a partnership between the Kravis Prize and the Kravis Leadership Institute at CMC, has enabled CMCers like Carolyn Islam ’16 (pictured above during her internship last summer with BRAC in Dhaka) to receive firsthand experience in problem-solving and applied entrepreneurship as it’s practiced by leaders in the non-profit sector. Students attending Thursday’s internship fair will receive additional internship details, information about the application process, and also have a chance to listen to the stories of classmates who have already participated in this singular internship program. What does Pratham do?  What is the Bangladesh Rural Advancement Committee (BRAC) all about? What organization interests you?  Learn more about these past recipients and others by visiting the home page of the Henry R. Kravis Prize in Leadership at Claremont McKenna College. Are you...

‘He is a pilot, she is cooking’: FAWE combats schoolbook gender bias

Educational materials in Kenyan classrooms still portray old stereotypes of “boys as heroes and girls as weak,” says the executive director of the Forum for African Women Educationalists (FAWE). “The current methods of teaching carry a lot of gender bias to the boy,” FAWE Executive Director Hendrina Doroba told the Kenyan newspaper The Star in a recent interview. Doroba outlined the efforts of FAWE, which is the 2008 recipient of the Henry R. Kravis Prize in Nonprofit Leadership, to empower school-age girls across the African continent.  That includes depictions of women in picture- and textbooks, which FAWE has been able to address thanks to several successful partnerships. “We engaged with the Kenya Institute of Curriculum Development … vigorously and they looked at removing some of the pictures and set up a committee to ensure books are gender responsive,” Doroba explained. The organization has also teamed up with teachers to “improve their gender pedagogical skills” as well as their awareness and compassion for the circumstances of young female students. Founded in 1992, FAWE’s mission has been to educate and empower an estimated 24 million school-age women in sub-Saharan Africa.  Over the past 22 years, FAWE has expanded its operations into 32 African countries.  Despite the organization’s progress, however, Doroba acknowledged that there is still much work to do, many obstacles to confront that are not always obvious.  Schoolbook gender bias, for example, can be very subtle even though it leads to more disruptive situations, including school-related gender violence, she said. Doroba’s interview with The Star also reports on the organization’s other efforts to improve educational opportunities.  Such improvements are not...

BRAC’s Abed: Bringing Bangladeshi Lessons to Yale

Once a program has been successfully implemented, the work isn’t over: It’s only just begun.  That was the message brought this fall by Sir Fazle Abed to New Haven, Connecticut, where he addressed a group of students in the Yale School of Management. One of the more crucial aspects of any NGO project is its sustainability factor, said Abed, who became the second recipient of the Henry R. Kravis Prize in Nonprofit Leadership in 2007 (the first was Landesa’s Roy Prosterman in 2006). If sustainability isn’t tested and confirmed, longterm success on a much larger scale will be harder to achieve. “We make the programs effective first, then we want to make them efficient by routinizing tasks that are  essential and discarding those which are not essential,” he told students during a lecture as part of Yale School of Management’s Leaders Forum Series. “Then, we can scale up.” Abed founded the Bangladesh Rural Advancement Committee in 1972 to address poverty in remote parts of Bangladesh.  That mission has grown to touch lives in so many other areas as well — Sri Lanka, Afghanistan, Uganda, Tanzania, Southern Sudan — largely because BRAC has been careful to do exactly what Abed described for his Yale audience. Thanks to a research division, BRAC has been able to test and assess every micro-finance, educational reform, and women’s empowerment program for strengths and weaknesses before scaling up these efforts. Such testing can be costly, however, which is why BRAC has also developed social enterprises (micro lending, printing presses, craft shops, schools) to generate funding that enables BRAC to support new projects. In fact, charitable...