In Place of War

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In Place of War: Creative Entrepreneurial Programme (CEP)

Manchester, United KingdomMakokoba, Zimbabwe
Year Founded:
Organization type: 
nonprofit/ngo/citizen sector
Project Stage:
$10,000 - $50,000
Project Summary
Elevator Pitch

Concise Summary: Help us pitch this solution! Provide an explanation within 3-4 short sentences.

IPOW has created a ground-breaking creative entrepreneurial programme (CEP) certified by UoM, that aims to empower the world’s most marginalised communities through free access to education, influenced and designed by 40 partner countries.

WHAT IF - Inspiration: Write one sentence that describes a way that your project dares to ask, "WHAT IF?"

What if we could empower the world’s most marginalised communities facing extreme disadvantage to monetise their unique creativity and make real social and economic change?
About Project

Problem: What problem is this project trying to address?

In Place of War exists to empower artists and creative communities in sites of war, revolution and conflict. Our research found that some of the most creative work can be found in the world’s most marginalised communities. However, whilst creativity often emerges as a response to social upheaval and conflict, access to resources to develop and sustain these endeavours maybe limited or non-existent.

Solution: What is the proposed solution? Please be specific!

The CEP is a 9-week alternative education course that promotes life skills, discipline and training, personal responsibility, exposure to the world of business and employment, responsibility and critical thinking. The CEP is a blended learning package of video (150 resources), audio, text (170 documents) and online resources, developed with 40 international partners. The training can be taught to local practitioners so that it can be delivered locally and in line with local context and cultural sensitivities.
Impact: How does it Work

Example: Walk us through a specific example(s) of how this solution makes a difference; include its primary activities.

Drawing on case studies from the IPOW’s network, including over 40 international partners, the programme aims to expose learners to innovative concepts and working models. Equally, through practical tasks, including the creation of a creative proposal, the course seeks to develop critical thinking, life and business skills. At the end of the course, industry experts will give feedback on creative proposals and learners will be allocated a mentor to support them in further developing their creative proposal. Furthermore, the most viable project will be awarded a small seed fund to support the development of the project.

Impact: What is the impact of the work to date? Also describe the projected future impact for the coming years.

• 40 countries involved in the programme development. • Over 25 countries, across five continents interested in delivering the programme through cultural spaces, academic institutions and NGOs. • British Council, philanthropists and industry interest in the programme and it’s future implementation. • Resources created: video (160 resources), audio, text (170 documents). • Over £200,000 of collected music, film and TV equipment. The programme has been piloted in three countries to date, we have trained 50 trainers, who will now deliver the programme to over 2,000 participants in the next year. We have received funding to deliver the programme across seven countries in the Middle East and North Africa, training 210 trainers and over 5,000 participants before the end of 2016. Our aim is to deliver the programme across 25 countries to 25,000 participants in year three.

Spread Strategies: Moving forward, what are the main strategies for scaling impact?

We see this as having potential impact to improve social situations for young people; opportunity; the local economy and to build sustainable communities. We intend to work with: - 25,000 young people by year three with the creative entrepreneurial programme. - 15,000 young people per year accessing our three cultural spaces. We track the young people through their journeys and record how the work impacts upon them and their opportunities. For us our social impact is as important to us as our commercial revenue generation.

Financial Sustainability Plan: What is this solution’s plan to ensure financial sustainability?

Once the programme is out of pilot stage we can begin to generate commercial revenue by: Capacity building: £12,000 per training centre (this is based on day rates for time of our trainers) Certification: £125 per participant (lower than other courses as it has social ambitions, we wanted it to be affordable for NGOs) Licensing: £20,000 per annum (this would be licensing the programme to a University or NGO for unlimited students)

Marketplace: Who else is addressing the problem outlined here? How does the proposed project differ from these approaches?

We recognise that there are several organisations delivering creative development programmes (Hyper Island is our main competitor), but their costs are extremely high, and require residencies for delivery of the programme for those participating. Our model offers a more flexible approach to learning and can be done remotely, which means it is more widely accessible for people, providing they have access to computers. Whilst we recognise this is a major issue in developing countries, those programmes will be funded by NGO’s who will provide the necessary infrastructure.


- Ruth Daniel, Co-Director of In Place of War - Professor James Thompson, Co-Director of In Place of War - Alison Surtees – Creative Producer, Consultant and entrepreneur - Teresa Bean is digital programme developer and researcher - Amy Wisenfeld is the administrator Board Prof Ken McPhail, Director of Manchester Business School Gill Hicks MBE, London Undergound Bombing Survivor and activist Martyn Ware, Musician Heaven 17 Vikas Shah, Entrepreneur Luke Bainbridge, The Guardian Julius Wiedemann, Taschen Publishing