trends, mechanism, and investors for resource mobilization
Post on 22-May-2015
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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!
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