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TCS english miguel_nov 14
TCS english miguel_nov 14
TCS english miguel_nov 14
TCS english miguel_nov 14
TCS english miguel_nov 14
TCS english miguel_nov 14
TCS english miguel_nov 14
TCS english miguel_nov 14
TCS english miguel_nov 14
TCS english miguel_nov 14
TCS english miguel_nov 14
TCS english miguel_nov 14
TCS english miguel_nov 14
TCS english miguel_nov 14
TCS english miguel_nov 14
TCS english miguel_nov 14
TCS english miguel_nov 14
TCS english miguel_nov 14
TCS english miguel_nov 14
TCS english miguel_nov 14
TCS english miguel_nov 14
TCS english miguel_nov 14
TCS english miguel_nov 14
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TCS english miguel_nov 14

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November 15th Webinar: Trends, Mechanisms and Investors for Resource Mobilization

November 15th Webinar: Trends, Mechanisms and Investors for Resource Mobilization

Published in: Investor Relations
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  • 1. JimenaBetancourtCoordinator TIS Talksjbetancourt@telecentre.org@jimebeta
  • 2. THREE PHASES: 1. Building Knowledge 2. Finding Solutions and Partners 3. Planning and Managing for Innovation, Technology and Sustainability
  • 3. Miguel RaimillaExecutive DirectorTelecentre.org FoundationMiguel is a Social Entrepreneur with over 18 years of experienceas a founding member of various multinational/multiculturalinitiatives linked with youth, social development, and socialenterprises throughout Latin America, Asia, Europe and theUnited States.. Miguel is also the  co-founder of privatecompanies dedicated to software development, and coachingof entrepreneurs. Facilitator of new funding partnerships withmultilateral foundations, private investors and corporations;Developer of Telecentre models, training content, andmethodologies; Leader in the ICT4D concept for under-servedand rural communities worldwide.
  • 4. Trends, Mechanism & Investors for Resource Mobilization How to finance innovation and telecentres as social enterprises?, …Where is the money?
  • 5. Some ideas about the founding ecosystem: •  Philanthropy •  Funds – Government •  Donations •  Priority areas •  Recurrent •  Recurrent v/s Stable •  Corporate •  Change of rules •  Social Investment •  Funds – Multi-Stakeholders •  Philanthropic $ •  Priority areas •  Recurrent •  Competencies •  Corporate •  Public & Private •  Public & Private •  Conflicts of independency •  Venture Capital •  Results and Accountability •  Impact investing
  • 6. 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
  • 7. Philanthropy – Today 1 Donors NGOs BeneficiariesHigh Uncertainty High Costs Lack of voice•  How $ is used? •  Of raising funds and •  No feed-back•  Poor available sustain operations mechanism about information on NGO •  Lack of experience what’s working and effectiveness measure and report what’s not.•  Small contributions performance •  Beneficiaries do not •  Lack of visibility – evaluate NGOs Difficulties attracting new funds
  • 8. Philanthropy – Today 2 Facts Donors NGOs•  The vast majority of •  Vast majority of donations comes form philanthropic donations individuals goes to big NGOs, or high•  Difficulties to capture impact initiatives donations persist •  Size and public•  Big NGOs have an recognition is key advantage•  Privates and individual give US$ 306 billions a year. *2009
  • 9. Understanding Donors Re-payer Casual Giver Personal Ties 23% of donors 18% of donors 13% of donors 17% of donations 18% of donations 25% of donationsGives because a personal Gives to well-known NGOs Gives when familiar with theconnection with the cause, because it isn’t very people who run the NGO.theme or idea. complicated. Contributions vary.Contributions are Amount of its contributions Require a good amountconsistent and a long-term could vary over time. time to nurture an effectivecommitment Good campaign supporters. relationship.
  • 10. Understanding Donors Faith Based See the Difference High Impact 16% of donors 14% of donors 16% of donors 18% of donations 10% of donations 12% of donationsGives to NGOs that fit with Gives ONLY to small Gives ONLY to NGOspersonal religious beliefs. NGOs trying to make a generating the greatestVery consistent difference. social and economic good.contributions and long- Contributions vary in size Interested in new ideas,term commitments, and frequency. recognition and scale.However, it tends to be Bring other donors. Regional and Global.modest amounts. Bring other donors.
  • 11. The New Donors Traditional v/s Social Investor+ = + + + = •  Real Good Funding•  Feel good funding. •  Based on strategic•  Based on y $, decisions I’ll give you m to ke •  Guided by research and relationships, affinities but first I’d li t the measurement of social and emotional know…. And a to responses to social end, I’d like impact. challenges see… •  Rigorous research•  No rigorous research performed performed •  Insist on transparency and•  Limited focus on social evaluations returns •  High focus on social return
  • 12. Donors - New Interest and Requirements when searching NGOsCare about performance Do any Research 85% 32%Research performance Give based on performance 21% 3%
  • 13. Challenges for NGOs – Telecentres Networks
  • 14. The New ICT4D Ecosystem Beneficiaries Benefits Voice Services Feed-back Donors NGOs Impact Data Investing ICT4D Innitiatives Social ExpertsInvestment Donations Researches Innovation Transparency & Accountability
  • 15. Oportunities for Telecentres Beneficiaries Benefits Inclusive models Services Donors Voice Diversity in Services Telecentres Feedback Improve checkup channels Researches Impact Investing ICT4D Data Donations Initiatives Evidences Impact Social Diversity ExpertsInvestment Collaborative work and networking Improve evidences of success and visibility Focused in multi-stakeholders initiatives Transparency & Accountability
  • 16. 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.
  • 17. Funding InnovationFunding depends of : The problem is clearly Has a self- finance presented and the solution solution is transparent The solution involves the generation of new data Integrates other and information technological solutions The solution involves a multisector approach and It is replicable and participatory design scalable There’s a sustainability component
  • 18. Telecentres as Social Enterprises Trending models:Living Labs & City Labs Youth & Innovation CentersLeverage the community Focused in alternativecollective knowledge, to learning models with anensure self-management advanced use of technologyand development. and a business vision. Accelerators of Talents Work spaces Hub of resources and Promote the exchange of expertise that enhance the individuals and groups to growth of ideas, solutions enhance personal and and services of high socio- collective work economic impact.
  • 19. Information resource:•  Markets for Good•  Liquid Net•  Living Labs – City Labs•  Social Capital Markets•  Stanford Social Innovation•  Global Entrepreneurs Week
  • 20. Enterprise models attelecentre networksPolitécnica de MadridRamón FisacNovember 2209:00am GMT5:00pm Manila
  • 21. https://www.surveymonkey.com/s/mobres Thank you!

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