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

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

3. THREE PHASES:
1. Building Knowledge
2. Finding Solutions and
Partners
3. Planning and Managing
for Innovation,
Technology and
Sustainability

4. 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.

5. Trends, Mechanism & Investors for
Resource Mobilization
How to finance innovation and
telecentres as social enterprises?,
…Where is the money?

6. 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

7. 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

8. Philanthropy – Today 1
Donors NGOs Beneficiaries
High 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

9. 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

10. 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 donations
Gives because a personal Gives to well-known NGOs Gives when familiar with the
connection 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 amount
consistent and a long-term could vary over time. time to nurture an effective
commitment Good campaign supporters. relationship.

11. 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 donations
Gives to NGOs that fit with Gives ONLY to small Gives ONLY to NGOs
personal religious beliefs. NGOs trying to make a generating the greatest
Very 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.

12. 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

13. Donors - New Interest and Requirements
when searching NGOs
Care about performance Do any Research
85% 32%
Research performance Give based on performance
21% 3%

14. Challenges for NGOs – Telecentres Networks

15. The New ICT4D Ecosystem
Beneficiaries
Benefits Voice
Services Feed-back
Donors NGOs
Impact Data
Investing
ICT4D
Innitiatives
Social Experts
Investment Donations
Researches Innovation
Transparency & Accountability

16. 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
Experts
Investment
Collaborative work and networking
Improve evidences of success and visibility
Focused in multi-stakeholders initiatives
Transparency & Accountability

17. 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.

18. Funding Innovation
Funding 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

19. Telecentres as Social Enterprises
Trending models:
Living Labs & City Labs Youth & Innovation Centers
Leverage the community Focused in alternative
collective knowledge, to learning models with an
ensure self-management advanced use of technology
and 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.

20. Information resource:
• Markets for Good
• Liquid Net
• Living Labs – City Labs
• Social Capital Markets
• Stanford Social Innovation
• Global Entrepreneurs Week

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

23. https://www.surveymonkey.com/s/mobres
Thank you!