On the Ground

LONG FEI

Stories and research on grassroots social organizations around the world — real people, real impact.

  1. 2d ago

    Dollar For (Vancouver, Washington · Portland metro area, USA)

    Dollar For is a US nonprofit with eighteen employees as registered on last year's tax return. It does one thing: it helps patients who can't pay their hospital bills get the relief the law already gives them. The basis is 501r, a provision written into the US tax code in 2010: a nonprofit hospital that wants to keep its tax exemption must have a written financial assistance policy, and must let patients know about it. According to the organization's nationwide database of hospital policies, the 2025 average was full waiver for households below 204% of the federal poverty line, and a discount below 322%. Founder Jared Walker started out crowdfunding in Portland to pay medical bills for local families. After a lawyer asked him whether he had ever read 501r, he switched to getting the application process done for patients, and within a few months about $1 million of bills in the Portland area disappeared. In 2021 a 60-second explainer video he posted reached 35 million views, and today's model took shape from there: a database that compiles every US hospital's policy one by one, a six-question bilingual screener, a system that fills in the hospital's application form automatically, and a team that sends it, follows up and appeals. According to its FY2025 Form 990, the organization spent $1.64 million in the year and got $55 million in medical debt relieved for patients that same year, a book value at hospital list prices. The figure on its website as of 5 October is $175 million relieved cumulatively and 55,776 applications filed. In June 2026, Dollar For was named to the second cohort of the OpenAI Foundation's People-First AI Fund. In FY2025 its revenue was $1.46 million, its first deficit; nearly 97% of its revenue comes from donations and grants.

    Dollar For (Vancouver, Washington · Portland metro area, USA)
  2. Oct 29

    the Alliance of Community Foundations of Mexico · Monterrey, Mexico

    Comunalia was formally founded in August 2011. Based in Monterrey, a city in northern Mexico, it links seventeen independent community foundations spread across sixteen states. Community foundations in Mexico have come a long way: the type of fund known as "fondos" first appeared in 1985, and in 1996 Fundación Comunitaria Oaxaca became the first institution founded under the name of a community foundation. In a guide the alliance published in 2016, the funders it thanked were the Inter-American Foundation, the Mott Foundation and the ADO Foundation. The alliance does not run community projects itself; its work is to get its seventeen members to truly work together. First, shared indicators: as of December 2024, the members had granted over 1 billion pesos, 1,487 organizations had been strengthened and more than 880,000 people had benefited; 49% of the money went through 152 managed funds, 42% through 78 social investment funds and 9% through 69 member-run projects. Second, people: three communities of practice (13 foundations, 23 people, 27 meetings), 16 scholarships for 8 foundations, and 8 one-on-one technical consultancies for 5. Third, replicable templates: Signos Vitales, a community vital-signs diagnosis from Community Foundations of Canada (3 foundations published reports in 2024; 7 took part in the 2024–2025 fourth round), and Círculos de Dar, giving circles run with Philanthropy Together (four circles raised 172,450 pesos; with the alliance's 1:1 match the total reached 344,900 pesos, supporting 6 community projects). 92% of the members' funding comes from local donors. The alliance's own income in 2024 was 12 million pesos — 89% from institutional donations and 10% from membership dues. Its operating team has four people; a new executive director took office in 2024, in what the chair of the board called a transition phase to "reactivate our mission." At the regional level, the alliance takes part in CIAF, the Ibero-American learning community of community foundations, where support organizations from nine countries learn from one another.

    the Alliance of Community Foundations of Mexico · Monterrey, Mexico
  3. Oct 20

    Alliance for Public Health

    The Alliance for Public Health was founded on 1 December 2000, originally as an international technical assistance project supported by the United States Agency for International Development and the European Union. It started in Ukraine and now works across the whole of Eastern Europe and Central Asia. For twenty-five years it has stayed with a small set of issues: HIV, tuberculosis, hepatitis, and harm reduction for people who use drugs — not making abstinence a precondition, but bringing infections and deaths down first. By its own account, 250,000 people at highest risk of infection in Ukraine are reached with its prevention services every year, and together with partners it has averted 50,000 new infections. Before teaching others to use AI, it built a few things of its own: TWIIN, a "virtual social worker" launched in 2024 — online 24 hours a day, free and anonymous, answering questions on HIV, tuberculosis, addiction and mental health, with every digital figure drawn from real social workers and community representatives; its 25th-anniversary materials say it has attracted over 10,000 users. It uses machine learning to support social network testing: data from 2024, published in October 2025, show a positivity rate of 5.6% in the machine-selected group against 4.3% in the staff-selected group. And its telemedicine platform Help24 had provided 127,192 services by October 2025. The seven-session online course featured in this episode, "AI for NGOs," began on 19 June 2026. It is run by Social Equation Hub, a partner team within the Eastern Europe and Central Asia regional project led by APH, with APH as the supporting organization; funding comes from Help Space's blockchain-oriented community health initiative, supported by an international foundation, and from the regional project itself, funded by the Global Fund. The course's promise: each organization builds its own projects, knowledge bases and tools, and by the end it is "entirely theirs: their account, their setup, their rules." It uses the "4D" framework from an AI fluency course for nonprofits — Delegation, Description, Discernment, Diligence. Every exercise is done on the organization's own real documents, one session is devoted to data security and verifying outputs, and the "skills" it teaches are transferable and belong to the organization. Registered organizations can receive a two-month paid subscription, with a limited number of places.

    Alliance for Public Health
  4. Oct 13

    May First Movement Technology (New York / Mexico City — movement technology cooperative)

    May First Movement Technology is a member-owned cooperative operating in New York and Mexico City. Members pay dues and get email, mailing lists, web hosting, document collaboration and video meetings; hosting isn't a product it sells but a benefit of membership. By its own account, more than 800 organizations entrust their digital infrastructure to it, and for over 20 years it has run that infrastructure without mining data or selling attention. Its roots go back to two alternative internet providers of the early 1990s, People Link in New York and LaNeta in Mexico City. In 2005, People Link merged with the May First tech group to become May First/People Link; in 2011 it took over LaNeta's hosting, and about 20% of its members have been in Mexico ever since; in 2015 an independent cooperative was set up in Mexico City to give Mexican members a local legal framework and ways to pay; and in June 2019 the members approved new bylaws — 16 to 20 board members elected by the members, five more by the staff, about five seats for Mexico in proportion to its membership, three-year terms. Its website says that from then on it became a "functional cooperative." The cost of building and running its own infrastructure is recorded on its legal history page: in 2008 it dealt with infringement complaints against two activist-art websites, and in one of them refused The New York Times' takedown demand; in 2009, after a complaint from the U.S. Chamber of Commerce, an upstream provider cut its entire internet connection for one and a half hours without notice; in 2012 the FBI, with a search warrant, removed another collective's server from its rack, after a subpoena to which it answered that "we had nothing to turn over"; in 2014 it refused to hand over identifying information about an Independent Media Center member and then received a gag order; in 2015 it suffered the most serious distributed denial-of-service attack in its history, lasting several weeks; in 2023 it refused to take down a database of Los Angeles police officers; and in 2025 a photo claim by Agence France-Presse was dropped after the Electronic Frontier Foundation stepped in. Its answer is the cooperative model, governance by members and free software throughout — because only open source lets people audit, modify and truly control the tools they use. Its impact, it says, is measured not in services maintained, but in whether people and organizations can keep doing their work through a crisis.

    May First Movement Technology (New York / Mexico City — movement technology cooperative)
  5. Oct 7

    Digital Empowerment Foundation (India — last-mile information services)

    The Digital Empowerment Foundation (DEF) was registered in Delhi, India, on December 16, 2002; its founder, Osama Manzar, has a background in physics. In his words, DEF was never a digital foundation, but a communication-based organization that uses digital as a tool and a medium. Its best-known approach is the SoochnaPreneur ("information entrepreneur") program, launched in 2016 with seed funding from a Qualcomm program to expand wireless access, and supported over the years by partners including the European Union, Nokia and Google. Rather than building computer rooms or centers in villages, DEF finds someone in the village who is willing to do the work, teaches them digital skills, gives them a printer and a tablet, and leaves the rest to them to run as a business; one SoochnaPreneur in Assam's tea gardens, for example, corrects errors on ID registrations, opens bank accounts, serves as the village's cash-withdrawal point and helps children submit scholarship applications. One shopkeeper in DEF's book did the math: making the trip to the district town to get one card — fares, photocopies and a lost day's wages — came to about 700 rupees; he offered to do it for 30. The time this business saves people is its income, so it can keep going without subsidies. By the organization's own 2026 website figures, the network has about 2,000 community information centers and 10,000 digital foot soldiers across 25 states and more than 250 districts, and has reached more than 35 million people over 23 years; the book DEF published in 2025 gives 2,200 SoochnaPreneurs in 26 states instead. The two sets of figures don't match, and both are self-reported. The approach has its limits. Among the Toda tribe in the Nilgiri hills, the mountains broke up the signal and the first center couldn't stay afloat — DEF itself wrote that the area had been left "digitally stranded." What worked in the end was two women splitting the job: one took on the work that has to be done in person, the other moved to a spot with signal to handle online applications. Smartpur, a project in the Nuh district of Haryana, shut down around 2024, but its spokes, designed from the start as self-sustaining micro-businesses, survived — negotiating bandwidth with operators and repairing broken lines on their own. At one shop there, opened in 2018, the owner, Mustakeem, added a second screen on the counter facing the customer, so people could watch how their own transaction was being handled; his WhatsApp group became the place where the village checks whether something is "a new subsidy or a new scam." A biometric scanner can find dormant accounts and screen out false claimants — and, in the wrong hands, be used to cheat people. In Chanderi, sari weavers learned the JacDraw loom software after a 2009–2012 project had ended, and by 2025 the number of handlooms had grown from fewer than 3,500 before the pandemic to 5,500. The book's yardstick: don't measure by project cycles and burn rates, but by what the community keeps choosing after the money recedes. In 2016, DEF submitted recommendations on public Wi-Fi to India's telecom regulator, TRAI, and says several of them were written into the national public Wi-Fi framework of 2020 — this is the organization's own account; government documents don't name it.

    Digital Empowerment Foundation (India — last-mile information services)
  6. Sep 30

    Practical Action (UK — community-based flood early warning in Nepal)

    Practical Action was founded in Britain in 1966 by the economist E. F. Schumacher, author of *Small Is Beautiful*; originally called ITDG, it took its current name in 2005. Its Nepal office has worked on flood early warning since 2002, when it put up a watchtower and installed a siren in the village of Bhandara, in Chitwan — Nepal's first community-based flood early warning system. At the time, government agencies were finding it harder and harder to work in rural areas, so the organization set itself a bottom line: the system had to be managed by the community itself, with no dependence on outside support. The organization paid for the tower and the siren; choosing the site, buying the land, mobilizing villagers, and forming the management committee were all done by the village. Its core method is not equipment but a "demand model of information": rather than judging danger on the community's behalf, it puts the water-level reading from the upstream gauging station directly into the community's hands, and each village sets its own trigger line against its own memory of past floods. For dissemination, instead of making one siren carry farther, it multiplied the warning points — forty-three handheld sirens, distributed and managed by the communities themselves. A 2009 estimate put the annual running cost per river-basin system at under 20,000 rupees, about 250 US dollars. On June 28, 2008, the West Rapti River reached the 4.5-meter trigger line; starting at 7:30 a.m., the gauge reader phoned the village management committee, the district police office, the radio station, and the Chief District Officer in turn, and after that it was people downstream who called him to ask about the level — the first time the whole chain held in a real flood. By September of that year, the organization had largely stepped out of the warning chain. From 2010 the approach was extended to four rivers — the West Rapti, Babai, Mohana, and Karnali — with the Karnali basin covering 74 villages and giving people downstream three to five hours; more than a dozen rivers across the country have since adopted it. Every step of this system was forced on it by reality. A siren rated to carry one and a half kilometers carried far less under monsoon rain on tin roofs, and its battery needed constant recharging; the long power cuts of 2006 and 2007 knocked out the high-powered torches and electric sirens at the same time, forcing a return to hand-cranked sirens and handheld megaphones; in September 2007, forty meters of road were washed away, the fiber-optic cable snapped, the whole telephone network went dead, and one upstream village could not warn three villages downstream. Today the system runs on automatic gauging stations and bulk text messages, and in 2023 Nepal became one of the first thirty countries in the United Nations' Early Warnings for All initiative — but the ice-and-rock flood of August 26, 2026 exposed a new break. The automatic station on the border read 1.62 meters and was then destroyed; the flood forecasting office learned of the flood from a phone call from the District Administration Office. The first alerts went out at 9:15, and the roughly 680,000 text messages sent within one minute did save many lives — yet the first threshold-crossing alert anywhere on the river came a hundred kilometers downstream, nearly three hours after the flood entered the country, and the last station downstream stayed green throughout. The Nepali Times post-mortem identifies two gaps: the stations only ask "how high is the water," never "how fast is it rising"; and there is no nationally unified protocol tying the red, yellow, and green warning levels to the duties of each level of government — and in the thirteen months after a flood in the same gorge killed eighteen people on July 8, 2025, not a single new protocol was put in place.

    Practical Action (UK — community-based flood early warning in Nepal)
  7. Sep 23

    Village to Village Network (Boston, USA — a national network)

    In 1999, eleven older neighbors on Beacon Hill in Boston met and decided "we're not going anywhere." Over the following year, they turned that sentence into a nonprofit — Beacon Hill Village, founded in 2001, welcoming its first members in 2002. Members pay an annual fee in exchange for "one phone call handles everything": rides, home repairs, appointment companions, tech help, all arranged by the organization; services beyond the membership fee are provided by vetted vendors at a discount. A 2017 Massachusetts resource guide recorded the prices of the time — $675 a year for an individual, $975 for a household — with a separate income-based tier of $100 a year. In January 2010, Beacon Hill Village partnered with community-finance organization NCB Capital Impact, backed by a $250,000 grant from the MetLife Foundation, to scale the model into a national network — the Village to Village Network (VtVN). VtVN owns and certifies none of its Villages; it does just four things: a startup guide, one-on-one mentoring, an annual national gathering, and policy/funding advocacy. In 2025, VtVN partnered with Rutgers University on a national census: 245 Villages responded across 37 states (including DC), an 88 percent response rate, and more than 50,000 older adults participating, with transportation, errands, and tech help as the top three services. This network also has its vulnerabilities. AARP's 2022 report found a strikingly homogeneous membership — about 95.7 percent white, roughly seven in ten women, 74 percent with household incomes above $50,000, and only about 11 percent non-white members; focus-group research points to insufficient cultural understanding, community tension, and anti-immigrant sentiment as key barriers. Financially, a Village earns an average of $115,000 a year, 44 percent from membership fees and 22 percent from individual donations, with government grants or contracts making up only 5 percent — these non-medical services can't be written into a government contract or reimbursed by insurance, and in a 2013 survey, 60.3 percent of Villages listed fundraising as a major challenge for the next five years. On staffing, every service-providing Village runs on volunteers; 27 percent of Villages have no paid staff at all, and roughly 40 percent of members also volunteer — the people serving and the people being served are often the same generation, which is exactly what worries the American Society on Aging's 2025 article: a Village's capacity basically stops at rides, errands, and companionship, with no capacity yet to take on the "oldest old" who need professional health and social services. On the technology side, VtVN's own website and its first Village each run on different generic membership-management software (ClubExpress and Helpful Village, respectively), with every Village its own independent instance and its data staying local — the price of that autonomy, per a 2024 RAND study, is that "the ability to collect and report data is severely limited."

    Village to Village Network (Boston, USA — a national network)
  8. Sep 15

    CoopCycle (Paris, France)

    In 2017, a group of young French people opposed to the "Uberization" of food delivery met each other during a street movement and decided, instead of accommodating the platforms, to build their own delivery software — the starting point of CoopCycle, a federation of bike-delivery cooperatives. All of the federation's code is open, but the right to use it commercially is reserved for cooperatives that meet "social and solidarity economy" (SSE) standards and operate on an employee model rather than as gig contractors, governed by a one-cooperative-one-vote rule. A new cooperative doesn't have to build anything from scratch: paying 49 euros a month in membership fees in year one, then 2 percent of platform revenue afterward, is enough to start using the federation's shared, maintained software. By August 2025, the federation had grown to 57 cooperatives and collectives, spanning from Europe to the Americas. In 2018, a group of Barcelona riders whose accounts had been deactivated by delivery platforms used this model to found Mensakas — Catalonia's first rider-owned, employee-based delivery cooperative, where riders work ten to twenty-five hours a week at Spain's minimum wage. In August 2023, CoopCycle's general assembly in Grenoble, France disclosed that roughly 23 percent of hours worked inside the cooperatives go unpaid, and that riders' "ideal but realistic" wage is 1.5 to 2 times what they currently earn; to keep order volume up, Mensakas also joined a second-tier cooperative, Som Ecologística, subcontracting for large logistics companies — what researchers call a "grey zone." Taking this software beyond Europe has proven harder than expected. Argentina's Central Salta cooperative tried the software from 2022 to 2024 without ever truly putting it to use, citing the difficulty of building trust around a "foreign" project; Chile's Por La Chita cooperative spent months getting the platform installed, then dissolved before ever actually using it. A programmer interviewed in Chile said the license only permits clean-energy vehicles — a real constraint in a country where delivery is dominated by motorcycles (this reflects the interviewee's own understanding of the license, not the license's actual text, which Desktop Lili re-verified against the original on 2026-09-11). By contrast, two small cooperatives in Santiago, Chile used the software temporarily — for about six months — purely to coordinate delivery routes, giving rise to a new "route coordinator" role; their goal was never to compete with Uber or Rappi for orders, but to do neighborhood-level "last mile" work that doesn't need a digital platform at all. Mexico City's volunteer food-delivery network became an official CoopCycle pilot, Rodando Juntas ("riding together"), in 2021, and by 2025 was building a regional union to pursue financing and labor rights. CoopCycle's founders have progressively handed control to a board democratically elected by its members, and its guiding principle remains growing "wide, not tall" — not one platform swallowing every city, but every city having its own rider-owned cooperative.

    CoopCycle (Paris, France)

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Stories and research on grassroots social organizations around the world — real people, real impact.