Trends, Mechanism, and Investors for Resource Mobilization

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telecentre.org Executive Director presents strategies for financing innovation in telecentres and telecentres networks.

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Trends, Mechanism, and Investors for Resource Mobilization

  1. 1. JimenaBetancourtCoordinator TIS Talksjbetancourt@telecentre.org@jimebeta
  2. 2. 1.2.3.Building KnowledgeFinding Solutions andPartnersPlanning and Managingfor Innovation,Technology andSustainabilityTHREE PHASES:
  3. 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. 4. Trends, Mechanism & Investors forResource MobilizationHow to finance innovation andtelecentres as social enterprises?,…Where is the money?
  5. 5. 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
  6. 6. Some ideas about the founding ecosystem:NGOs•  Big sector and getting bigger•  Small NGOs face higher financial challenges thatbigger NGOs – Size and partners mattersTelecentres•  Most NGOs running telecentres did not started asexperts in ICTAccelerators of innovation (Social – Commercial)•  Multiple sources of funding•  Hybrid models Private-NGOs / Private-Public, others
  7. 7. Philanthropy – Today 1Donors NGOs BeneficiariesHigh Uncertainty•  How $ is used?•  Poor availableinformation on NGOeffectiveness•  Small contributionsHigh Costs•  Of raising funds andsustain operations•  Lack of experiencemeasure and reportperformance•  Lack of visibility –Difficulties attractingnew fundsLack of voice•  No feed-backmechanism aboutwhat’s working andwhat’s not.•  Beneficiaries do notevaluate NGOs
  8. 8. FactsDonors NGOs•  The vast majority ofdonations comes formindividuals•  Difficulties to capturedonations persist•  Big NGOs have anadvantage•  Privates and individualgive US$ 306 billions ayear. *2009•  Vast majority ofphilanthropic donationsgoes to big NGOs, or highimpact initiatives•  Size and publicrecognition is keyPhilanthropy – Today 2
  9. 9. Re-payerUnderstanding DonorsGives because a personalconnection with the cause,theme or idea.Contributions areconsistent and a long-termcommitmentCasual GiverGives to well-known NGOsbecause it isn’t verycomplicated.Amount of its contributionscould vary over time.Good campaign supporters.Personal TiesGives when familiar with thepeople who run the NGO.Contributions vary.Require a good amounttime to nurture an effectiverelationship.23% of donors17% of donations18% of donors18% of donations13% of donors25% of donations
  10. 10. Faith BasedGives to NGOs that fit withpersonal religious beliefs.Very consistentcontributions and long-term commitments,However, it tends to bemodest amounts.See the DifferenceGives ONLY to smallNGOs trying to make adifference.Contributions vary in sizeand frequency.Bring other donors.High ImpactGives ONLY to NGOsgenerating the greatestsocial and economic good.Interested in new ideas,recognition and scale.Regional and Global.Bring other donors.16% of donors18% of donations14% of donors10% of donations16% of donors12% of donationsUnderstanding Donors
  11. 11. The New Donors•  Real Good Funding•  Based on strategicdecisions•  Guided by research andmeasurement of socialimpact.•  Rigorous researchperformed•  Insist on transparency andevaluations•  High focus on social returnTraditional v/s Social Investor•  Feel good funding.•  Based onrelationships, affinitiesand emotionalresponses to socialchallenges•  No rigorous researchperformed•  Limited focus on socialreturns+ = + + + =I’ll give you my $,but first I’d like toknow…. And at theend, I’d like tosee…
  12. 12. 21%32%85%Donors - New Interest and Requirementswhen searching NGOsCare about performance Do any ResearchResearch performance3%Give based on performance
  13. 13. Challenges for NGOs – Telecentres Networks
  14. 14. DonorsSocialInvestmentNGOsExpertsInnovationBeneficiariesDonationsImpactInvestingDataResearchesBenefitsServicesVoiceFeed-backTransparency & AccountabilityICT4DInnitiativesThe New ICT4D Ecosystem
  15. 15. DonorsSocialInvestmentTelecentresExpertsBeneficiariesImpact InvestingDonationsResearchesDataEvidencesImpactDiversityBenefitsServicesVoiceFeedbackTransparency & AccountabilityICT4DInitiativesOportunities for TelecentresCollaborative work and networkingImprove evidences of success and visibilityInclusive modelsImprove checkup channelsDiversity in ServicesFocused in multi-stakeholders initiatives
  16. 16. New focus areas for TelecentresBeing part of scalable andglobal initiatives.Focus on topic / area centricopportunities..(women, youths, etc.)Develop services with realdemand.Become an expert in.Gather and share effectivelyand transparently relevantdata.
  17. 17. Funding InnovationThe problem is clearlypresented and thesolution is transparentThe solution involves thegeneration of new dataand informationThe solution involves amultisector approach andparticipatory designFunding depends of :There’s a sustainabilitycomponentHas a self- financesolutionIntegrates othertechnological solutionsIt is replicable andscalable
  18. 18. Telecentres as Social EnterprisesLiving Labs & City LabsLeverage the communitycollective knowledge, toensure self-managementand development.Trending models:Youth & Innovation CentersFocused in alternativelearning models with anadvanced use of technologyand a business vision.Accelerators of TalentsHub of resources andexpertise that enhance thegrowth of ideas, solutionsand services of high socio-economic impact.Work spacesPromote the exchange ofindividuals and groups toenhance personal andcollective work
  19. 19. Information resource:•  Markets for Good•  Liquid Net•  Living Labs – City Labs•  Social Capital Markets•  Stanford Social Innovation•  Global Entrepreneurs Week
  20. 20. Enterprise models attelecentre networksPolitécnica de MadridRamón FisacNovember 2209:00am GMT5:00pm Manila
  21. 21. https://www.surveymonkey.com/s/mobresThank you!

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