This document discusses trends in funding innovation and telecentres as social enterprises. It covers three phases: building knowledge, finding solutions and partners, and planning for innovation, technology, and sustainability. It examines funding sources like philanthropy, social investment, and impact investing. It also discusses challenges for NGOs and opportunities for telecentres, including improving evidence of success, focusing on multi-stakeholder initiatives, and developing services with real demand. New models for telecentres as social enterprises are proposed, like living labs, youth innovation centers, and accelerators of talents.

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

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

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
• 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

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
• 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

9. 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

10. 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

11. 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

12. 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…

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

14. Challenges for NGOs – Telecentres Networks

15. 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

16. 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

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
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

19. 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

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!