Jimena Betancourt Coordinator TIS Talks jbetancourt@telecentre.org @jimebeta

1. 2.

3.

Building Knowledge

Finding Solutions and Partners

Planning and Managing for Innovation, Technology and Sustainability

THREE PHASES:

Miguel Raimilla Executive Director Telecentre.org Foundation Miguel is a Social Entrepreneur with over 18 years of experience as a founding member of various multinational/multicultural initiatives linked with youth, social development, and social enterprises throughout Latin America, Asia, Europe and the United States.. Miguel is also the  co-founder of private companies dedicated to software development, and coaching of entrepreneurs. Facilitator of new funding partnerships with multilateral foundations, private investors and corporations; Developer of Telecentre models, training content, and methodologies; Leader in the ICT4D concept for under-served and rural communities worldwide.

Trends, Mechanism & Investors for Resource Mobilization

How to finance innovation and telecentres as social enterprises?,

…Where is the money?

Some ideas about the founding ecosystem:

•  Philanthropy •  Donations •  Recurrent •  Corporate

•  Social Investment •  Philanthropic $ •  Recurrent •  Corporate •  Public & Private •  Venture Capital •  Impact investing

•  Funds – Government •  Priority areas •  Recurrent v/s Stable •  Change of rules

•  Funds – Multi-Stakeholders •  Priority areas •  Competencies •  Public & Private •  Conflicts of independency •  Results and Accountability

Some ideas about the founding ecosystem:

NGOs •  Big sector and getting bigger •  Small NGOs face higher financial challenges that

bigger NGOs – Size and partners matters

Telecentres •  Most NGOs running telecentres did not started as

experts in ICT

Accelerators of innovation (Social – Commercial) •  Multiple sources of funding •  Hybrid models Private-NGOs / Private-Public, others

Philanthropy – Today 1 Donors NGOs Beneficiaries

High Uncertainty •  How $ is used? •  Poor available

information on NGO effectiveness

•  Small contributions

High Costs •  Of raising funds and

sustain operations •  Lack of experience

measure and report performance

•  Lack of visibility – Difficulties attracting new funds

Lack of voice •  No feed-back

mechanism about what’s working and what’s not.

•  Beneficiaries do not evaluate NGOs

Facts Donors NGOs

•  The vast majority of donations comes form individuals

•  Difficulties to capture donations persist

•  Big NGOs have an advantage

•  Privates and individual give US$ 306 billions a year. *2009

•  Vast majority of philanthropic donations goes to big NGOs, or high impact initiatives

•  Size and public recognition is key

Philanthropy – Today 2

Re-payer

Understanding Donors

Gives because a personal connection with the cause, theme or idea. Contributions are consistent and a long-term commitment

Casual Giver

Gives to well-known NGOs because it isn’t very complicated. Amount of its contributions could vary over time. Good campaign supporters.

Personal Ties

Gives when familiar with the people who run the NGO. Contributions vary. Require a good amount time to nurture an effective relationship.

23% of donors 17% of donations

18% of donors 18% of donations

13% of donors 25% of donations

Faith Based

Gives to NGOs that fit with personal religious beliefs. Very consistent contributions and long-term commitments, However, it tends to be modest amounts.

See the Difference

Gives ONLY to small NGOs trying to make a difference. Contributions vary in size and frequency. Bring other donors.

High Impact

Gives ONLY to NGOs generating the greatest social and economic good. Interested in new ideas, recognition and scale. Regional and Global. Bring other donors.

16% of donors 18% of donations

14% of donors 10% of donations

16% of donors 12% of donations

Understanding Donors

The New Donors

•  Real Good Funding •  Based on strategic

decisions •  Guided by research and

measurement of social impact.

•  Rigorous research performed

•  Insist on transparency and evaluations

•  High focus on social return

Traditional v/s Social Investor

•  Feel good funding. •  Based on

relationships, affinities and emotional responses to social challenges

•  No rigorous research performed

•  Limited focus on social returns

+ = + + + =

I’ll give you my $,

but first I’d like to

know…. And at the

end, I’d like to

see…

21%

32% 85%

Donors - New Interest and Requirements when searching NGOs

Care about performance Do any Research

Research performance

3% Give based on performance

Challenges for NGOs – Telecentres Networks

Donors

Social Investment

NGOs

Experts Innovation

Beneficiaries

Donations

Impact Investing

Data

Researches

Benefits Services

Voice Feed-back

Transparency & Accountability

ICT4D Innitiatives

The New ICT4D Ecosystem

Donors

Social Investment

Telecentres

Experts

Beneficiaries

Impact Investing Donations

Researches Data Evidences Impact Diversity

Benefits Services Voice Feedback

Transparency & Accountability

ICT4D Initiatives

Oportunities for Telecentres

Collaborative work and networking

Improve evidences of success and visibility

Inclusive models

Improve checkup channels

Diversity in Services

Focused in multi-stakeholders initiatives

New focus areas for Telecentres

Being part of scalable and global initiatives.

Focus on topic / area centric opportunities.. (women, youths, etc.)

Develop services with real demand. Become an expert in.

Gather and share effectively and transparently relevant data.

Funding Innovation

The problem is clearly presented and the solution is transparent

The solution involves the generation of new data and information

The solution involves a multisector approach and participatory design

Funding depends of :

There’s a sustainability component

Has a self- finance solution

Integrates other technological solutions

It is replicable and scalable

Telecentres as Social Enterprises

Living Labs & City Labs Leverage the community collective knowledge, to ensure self-management and development.

Trending models:

Youth & Innovation Centers Focused in alternative learning models with an advanced use of technology and a business vision.

Accelerators of Talents Hub of resources and expertise that enhance the growth of ideas, solutions and services of high socio-economic impact.

Work spaces Promote the exchange of individuals and groups to enhance personal and collective work

Information resource:

•  Markets for Good •  Liquid Net •  Living Labs – City Labs •  Social Capital Markets •  Stanford Social Innovation •  Global Entrepreneurs Week

Enterprise models at telecentre networks Politécnica de Madrid Ramón Fisac November 22 09:00am GMT 5:00pm Manila

https://www.surveymonkey.com/s/mobres

Thank you!