Lcdf vn presentation


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  • Lcdf vn presentation

    1. 1. SPARK DEVELOPING CAPACITIES FOR SOCIAL INNOVATION A Partnership Initiative in the Local Capacity Development Facility (LCDF) Family LCDF principles: joint investment, local ownership, country specific
    2. 2. Contents <ul><li>Market challenges in Vietnam </li></ul><ul><li>SPARK commitment </li></ul><ul><li>Two main strategies </li></ul><ul><li>Adding value to ongoing initiatives </li></ul><ul><li>SPARK organization </li></ul><ul><li>Current state </li></ul>
    3. 3. Market challenges in Vietnam Growing number of non-state providers of Capacity Development Support Social Entrepreneurs, local organisations with capacity needs Existing funding streams (government, donor, NGO, private sector) Low quality services, limited outreach Poor demand articulation, low ability to pay Pre-determined Capacity Development Support Response to government and donor agenda’s Low investment & low enabling environment, funding for pre-packages services Compete against subsidizes public providers Imperfect, non transparent Capacity Development market
    4. 4. SPARK commitment <ul><li>Improve the market for CDS at local level </li></ul><ul><li>demand articulation : creating opportunity for local organisations, to express demand for poverty related Capacity Development Services </li></ul><ul><li>improved capacity development services : Enhancing the outreach and quality of capacity development services </li></ul><ul><li>redirect finance flows : to the sub-national level as well as tapping into local resources </li></ul><ul><li>2 . Promote social innovations </li></ul>
    5. 5. 2 main strategies… Dynamic and Transparent Market for Capacity Development Services Strategy 1: Up-scaling social innovation Strategy 2: Market facilitation for local level CDS Creating opportunity to demand for CDS Enhancing outreach and quality of CDS outreach Finance flow to local and tap local resources Match making events Market surveys Seed funding CDS learning & quality standards Solution scanning & selection SPARK Ambassa-dors Web-based platform
    6. 6. Strategy 1: Upscaling social innovation connecting with impact investors Step 3 Investors’ scan Step 4 Implement Step 2 Assessment Define key underlying capacity for Success = demand articulation, costs, Potential impact Short listed solutions posted in the websites for investors scan- Decision by Govn Board Step 1 Screening local solutions by Spark Ambassadors, other channels <ul><li>Brokering </li></ul><ul><li>Linking to other players </li></ul><ul><li>Develop key capacity </li></ul><ul><li>Seed funding </li></ul><ul><li>CDS/TA </li></ul>Step 5 Monitoring Lessons learned for further scaling up with service providers, owners, promoters SPARK looks for “talents” that create social change at local level.
    7. 7. Strategy 2: Market Facilitation- CDS investment Match making events Develop cross cutting competencies for service providers SPARK Ambassa-dors broker new relationships and promote social entrepreneurs, service providers, users Web-based platform reference center for social innovation, CD tools & methods Market surveys monitor growth, outreach & quality of CDS CDS learning & quality standards professional learning between service providers quality standards among local service providers
    8. 8. Adding Value to Ongoing Initiatives Value added Market information Cooperation Competition Build on & leverage Partnership Influence Funding stream <ul><li>Funds & Development programs </li></ul><ul><ul><li>P135 National poverty programme </li></ul></ul><ul><ul><li>P30A 61 poorest districts </li></ul></ul><ul><ul><li>Making Markets Work Better for the Poor (M4P) </li></ul></ul><ul><ul><li>Social Entrepreneur Support Programme </li></ul></ul><ul><ul><li>The Vietnam Innovation Day </li></ul></ul><ul><ul><li>WB’s Civil Society Fund </li></ul></ul><ul><ul><li>Small grant Global Environment Fund </li></ul></ul><ul><ul><li>Ford Foundation – VCCI Challenge Fund </li></ul></ul><ul><li>Learning & Influencing </li></ul><ul><ul><li>People's Participation Working Group </li></ul></ul><ul><ul><li>Partnership Group for Aid Effectiveness (PGAE) </li></ul></ul><ul><ul><li>International Support Group – Ministry of Agriculture & Rural Development (ISG-MARD) </li></ul></ul><ul><ul><li>Comprehensive Capacity Building Programme (CCBP) to Strengthen ODA management in Vietnam </li></ul></ul><ul><ul><li>Hanoi Core Statement on Aid Effectiveness (HCS) </li></ul></ul><ul><ul><li>Vietnam Development Reports </li></ul></ul>
    9. 9. SPARK organisation: A Social Investment Fund SPARK (LCDF Vietnam) Board Advisory Board Secretariat / Implementing Unit LCDF International Management Fund raising / Communication Research & Assessment Matchmaking / Brokering Market monitoring SPARK Ambassadors
    10. 10. Financing Plan <ul><li>SNV is already committed </li></ul><ul><li>Co-investors to be sought: </li></ul><ul><ul><li>Traditional development partners (donors, NGOs) </li></ul></ul><ul><ul><li>Private sector players </li></ul></ul>Source Year 1 Year 2 Year 3 Year 4 Year 5 Total SNV 350,000 400,000 400,000 - - 1,150,000 Co-core investors 150,000 300,000 450,000 740,000 750,000 2,390,000 Solution investors 67,550 80,000 150,000 200,000 200,000 697,551 Revenue - 14,052 38,713 35,713 31,225 119,703 Total 567.550 794.052 1.038.713 975.713 981.225 4.357.253
    11. 11. Current Spark <ul><li>Plan 2010: 5 local solutions are under way. Outreach 10,000 HHs, additional funding 100,000 USD mobilised </li></ul><ul><li>Institutional set up </li></ul><ul><li>Partnership agreement signed with founding members </li></ul><ul><li>Started as project with its own structure: Jan 10 </li></ul><ul><li>Governance board, PD, POs in place by end Apr </li></ul><ul><li>Identify political supporters for registration & new partners: on going </li></ul>
    12. 12. We need you <ul><li>Service Provider </li></ul><ul><li>Mentor </li></ul><ul><li>SPARK Ambassador </li></ul><ul><li>Core Co-Investor </li></ul><ul><li>Solution Investor </li></ul>
    13. 13. Current Spark <ul><li>Spark’s activities 2010 </li></ul><ul><li>“ Spark” a brand for LCDF VN developed </li></ul><ul><li>ONA training organised in Mar </li></ul><ul><li>Baseline study completed by May </li></ul><ul><li>First round of scan and select 5 local solutions by May </li></ul><ul><li>Match making even and formal launch: in June </li></ul><ul><li>Leadership training for CDS providers </li></ul><ul><li>Develop web-based application and link with relevant websites: by May </li></ul><ul><li>Communication: through website, TV, newspapers and networks </li></ul>
    14. 14. CLC: an example of social innovation <ul><li>CLC is a model of poor farmers groups for livelihood improvement (owner: SRD) </li></ul><ul><li>CDS: production trainings, facilitation of access to micro finance, production models or management of the club </li></ul><ul><li>Impact: increased income for significant number of poor families </li></ul><ul><li>Outcomes: more production models and strengthened social capital at the community level. 30 CLCs operate in Phu Tho and Bac Can provinces </li></ul><ul><li>Cost per CLC: xxxxx </li></ul><ul><li>Up-scaling possibilities: </li></ul><ul><li>Reach more members in the existing localities or address issues beyond livelihood : requires resources for advocacy and communication. CDS includes training, coaching, peer-learning from existing members/leader of the CLC </li></ul><ul><li>Scale up to surrounding areas, building on the momentum, institutional memory and current support: requires resources for advocacy and partnership building. CDS to enable new comers to learn from those who have experiences and for the experienced to share lessons with other. </li></ul><ul><li>Replicate to other provinces with similar context and pre-conditions: requires careful understanding of the context and actors in the new localities, finding the right ‘hooks’ to premise the solution on. CDS as in the original model. </li></ul>
    15. 15. Example of a “talent” <ul><li>A Hanoi-based hybrid model of business and development work. CraftLink supports self-organized groups of ethnic farmers and trains them to become artisans capable to producing handicrafts. The products can be sold through Craftlink shops or fair trade network or to other clients, thus reducing their dependency on CraftLink. </li></ul><ul><li>Every year CraftLink forms, trains and facilitates 2 new groups to enter the business, and revamp 2 established groups with weakening performance </li></ul><ul><li>Dual objectives of revival of cultural heritage and income generation </li></ul><ul><li>Currently about 60 groups operating, involving a total of about 6000 producers. </li></ul><ul><li>Key capacity for success: business management, marketing </li></ul>
    16. 16. Thank you for your attention!