85737 info Dev ANNUAL REPORT infoDev Annual Report Copyright © 2014 International Bank for Reconstruction and Development / The World Bank Mailing Address: MSN I9-900 1818 H St. NW, Washington D.C., 20433 USA Telephone: (+1) 202- 458-4070 Website: www.infoDev.org Email: info@infodev.org Twitter: @infoDev Facebook: /infoDevWBG Some rights reserved. This work is a product of the staff of infoDev / World Bank. Note that the World Bank does not necessarily own each component of the content included in the work. The World Bank therefore does not warrant that the use of the content contained in the work will not infringe on the rights of third parties. The risk of claims resulting from such infringement rests solely with you. The findings, interpretations, and conclusions expressed in this work do not necessarily reflect the views of the donors of infoDev, The World Bank, its Board of Executive Directors, or the governments they represent. 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License: Creative Commons Attribution CC BY 3.0 Translations – If you create a translation of this work, please add the following disclaimer along with the attribution: This translation was not created by The World Bank and should not be considered an official World Bank translation. The World Bank shall not be liable for any content or error in this translation. All queries on rights and licenses should be addressed to infoDev, The World Bank, MSN: I9-900, 1818 H Street NW, Washington, DC 20433, USA ; email: info@infodev.org Photo Credits infoDev / World Bank (photos on pages iv, 6, 10, 12, 16, 17, 23, 29, 44, 49); IFC (page 24); Jonathan Kalan (pages 32, 39, 41); iHub (pages 8, 42); mLab ECA (page 17); Zena Fruits (page 34); Caribbean Growth Forum / Digital Jam 2.0 (page 47). Table of Contents Foreword by Gerardo Corrochano, Director of the Innovation, Technology and Entrepreneurship Practice Sector Director, Europe and Central Asia, Financial and Private Sector Development, World Bank Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Foreword by Valerie D’Costa, Program Manager, infoDev, World Bank Group . . . . . . . . . . . . . . . . . . . 2 infoDev’s Map of Innovation Centers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Global Forum on Innovation and Entrepreneurship. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Collaboration with World Bank Colleagues for Inclusive Growth. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Mobile Innovation Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Mobile Innovation Program Process. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Building Mobile Innovation Communities of Entrepreneurs, Investors, Partners, and Mentors. . . . . . . . . . . . . . . . . . . 16 An Inclusive Approach to Reach the Best of the Best. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Researching the App Economy of Emerging and Frontier Markets. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Meet the Entrepreneurs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 Looking to the Future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 Climate Technology Program. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Climate Innovation Centers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Regional Networks. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Expanding Knowledge. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Women Climate Innovators. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 Looking to the Future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 Meet the Innovators. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Innovative Incubation Models . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Agribusiness Innovation Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 Agribusiness Innovation Centers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 Agribusiness Incubation Training Program. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37 Expanding Knowledge. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 Women in Agribusiness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 Meet the Entrepreneurs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 Looking to the Future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 Access to Finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 Entrepreneurship Program for Innovation in the Caribbean. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44 Caribbean Mobile Innovation Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 Caribbean Climate Innovation Center. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 Tapping into the Potential of Women Entrepreneurs in the Caribbean. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 Meet the Entrepreneurs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 Appendices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 vi Foreword Foreword by Gerardo Corrochano Director of the Innovation, Technology and Entrepreneurship Practice Sector Director, Europe and Central Asia, Financial and Private Sector Development World Bank Group Unleashing the creative power of entrepreneurs and small and medium-sized enterprises (SMEs)—who can shake up the traditional economic landscape—is a proven way to create jobs, generate wealth, and transform countries’ economies. Many fast-growing low-income and middle-income countries are looking for instruments to create high-value, knowledge-based jobs. Under the influence of new technologies, these issues touch upon an inherently complex and ever changing environment. For the World Bank Group to remain innovative—both within the organization, as well as in our work with client countries—three factors are important. • Increase the “surface areas” for disruptive and incremental innovation within the World Bank Group. Public and private sector organizations need to work together to promote innovation and technology absorption. infoDev, with its strong grassroots tradi- tion, fosters the environments where innovation is already bubbling up and scales it. It does so by partnering with such companies as Nokia, Blackberry, Appfrica, and countless other private sector-oriented initiatives, leading to new insights and a real chance for large-scale market adoption. • Leverage external innovations to accelerate progress toward our goals. I commend infoDev’s “antenna” for external innovations, which could mean a leap forward for development institutions. As already discovered by infoDev in a recent publication, crowdfunding and new types of public-private partnerships will emerge as private sector actors become even more important to the development landscape. • Manage an innovation portfolio of disciplined experiments with faster cycle times. infoDev, a nimble and flexible global program, is figuring new client engagement models that get us closer to better solutions. It dares to innovate and experiment with new business models, such as mLabs, Climate Innovation Centers, and Agribusiness Innovation Centers—all set up over the last few years. It follows a proven recipe of stakeholder mappings and partnering along well-defined busi- ness plans before new activities are started, while having the agility to adapt under the influence of new technologies. infoDev supports those entrepreneurs who can positively disrupt an economy. Surrounded by the policy environment of the World Bank Group, I think it is a win-win situation for leveraging inside and outside innovation. 1 Foreword by Valerie D’Costa Program Manager, infoDev World Bank Group We proudly look back on a busy and productive two years in this report. In the period under review, infoDev’s projects and activities reached more than 100 countries via its convening power, its unique, “ground-up” approach to stimulating the growth of innovative enterprises, and its robust multi-stakeholder engagement strategy. Our disbursements increased over 50 percent between 2012–13 from the previous two years, totaling $15.5 million in 2013. For us, everything begins with the promising growth entrepreneur, the innovative idea, and the market in mind. Whether implementing a Climate Innovation Center (CIC) in the Caribbean, designing a business plan for an Agribusiness Innovation Center (AIC) in Tanzania, or strengthening the service offerings and deal flow for an mLab in Vietnam, infoDev seeks to find and support the growth entrepreneur and the innovative enterprise whose business can succeed in a local, regional, and global market. For infoDev, that’s growing innovation. In addition to designing and deploying more locally owned and operated innovation centers and labs around the world focused on mobile, climate, information and communication technologies (ICTs), and agribusiness, infoDev has innovated in testing out new models of startup or seed finance—a critical gap in developing countries today that often stymies growth entrepreneurs. We tried out new models to train and build communities of women entrepreneurs. We developed cutting-edge toolkits, good practice guides, and analytical pieces on a wide range of issues—from the use of mobile phones at the Base of the Pyramid to the development potential of online crowd funding platforms to the link between diaspora communities and angel investing. In May 2013, infoDev convened more than 800 innovation and entrepreneurship stakeholders at our biennial 5th Global Forum on Innovation and Technology Entrepreneurship in South Africa. Seeing policy makers, angel investors, development practitioners, entrepreneurs, technology giants, and innovation activists engage so robustly with one another brought home the multidimensional nature of our work. In the developing world, all these stakeholders must engage with one another to truly profit from the burgeoning global knowledge economy. 2 Foreword We at infoDev have continued to strongly support the World Bank Group’s goals in competitiveness, private sector development, inclusive growth, innovation, and technology. We did so by leveraging our ground-up working methodologies, our large grassroots innovation communities, and our own capacity to innovate by testing out interesting new solutions on the ground to see what works. Indeed, this notion of “innovation risk” drives us. We are always in experimentation mode. We pilot new initiatives, measure how well these ideas work on the ground, and disseminate what we have learned to the wider development community to take to scale. In this way, we function as a “lab” within the World Bank Group, supporting its drive to innovate new development solutions in a fast moving world. Being agile and nimble allows us to play this unique role, and the support of our donors and partners makes this possible. In 2013, an independent evaluation of infoDev documented many interesting findings about infoDev’s relevance, effectiveness, and efficiency. The report is available online to read on our website. It critically examined the strong growth that the program has experienced over the past four years. We were encouraged by its conclusions about how strongly our work resonates with our client countries. We are implementing the evaluation’s recommendations on deepening our core capacities in results and impact assessment, knowledge dissemination, and communications, revising our governance framework, and integrating ever more closely with World Bank goals. The future for infoDev will be busy and bright. We hope to widen our reach even further, into new markets and new issues. It will be important to stay on the cutting- edge in terms of examining future trends and trying out interesting new ideas. We will continue to emphasize the multi-stakeholder partnerships that have burnished our relevance in the eyes of the countries we serve and within the World Bank Group. I would like to thank our donors, stakeholders, clients, partners, and colleagues at the World Bank Group, whose support and inspiration guide us. I close with a note of heartfelt thanks to the talented and passionate infoDev team, whose efforts populate the pages to follow. I am confident they will continue to bring the energy, enthusiasm, and expertise infoDev needs to grow from strength to strength. 3 infoDev’s Map of Innov 4 vation Centers CURRENT (2013) PROSPECTIVE CICs CICs mHubs mHubs mLabs AICs 5 6 Introduction INTRODUCTION Our business at infoDev is about identifying the high-growth entrepreneur. This is the one who can scale up, create jobs, and positively impact communities. With innovation and entrepreneurship as forces driving economies, it becomes crucial to find successful ways to spark, support, and enable entrepreneurship. We at infoDev are helping to harness nodes of innovative technology-based virtuosity that could stimulate large-scale social and economic growth. To do this, we are pulling from our vast knowledge and the creativity of our clients, partners, and others. We support growth-oriented entrepreneurs in the fields of mobile inno- vation, climate technology, and agribusiness, while emphasizing access to finance solutions and women’s entre- We at infoDev are helping to harness preneurship. Through these activities, we nodes of innovative technology-based can propel growth in local markets, while virtuosity that could stimulate large- facilitating innovative methods to sustain and enhance livelihoods. scale social and economic growth. One of our main advantages is our multi-stakeholder approach. On the ground we work with actors and institutions of interest that inform and strengthen our activities. Through research and consultations with these stakeholders, we build innovation centers and labs, which can contribute to individual ecosystems. This approach allows us to expand our service offerings—innovative financing mechanisms, cutting-edge knowledge production, trainings, mentorship programs, competitions, and other sorts of acceleration programs and activities. Within these activities, we promote an inclusive development model that bolsters women and youth. None of this would be possible without the grassroots infoDev network, which is We can propel growth in local central to each program’s work plan. This markets, while facilitating network provides us with the reach and innovative methods to sustain perspective necessary to enhance our work along every node of the value chain. and enhance livelihoods The World Bank offers a plethora of opportunities for infoDev to be involved in ending extreme poverty and promoting shared prosperity. We do so by focusing on high-growth entrepreneurs with business models based on disruptive innovation. The following chapters provide a roadmap of our work over the years 2012–13. The annex covers the financial overview from July 1, 2011 until June 30, 2013. 7 Highlights in Communications Part of growing entrepreneurship communities is in the demonstration effect—showing people that they can launch a great business and celebrating their success. That’s why we are as strategic in getting our message out as we are in our operations. Our beneficiaries, events, and knowledge products have drawn coverage from leading global, local, and specialized media outlets, including The Economist, The New York Times, Mashable, the BBC, The Next Web, The Washington Post, CNET, Al Jazeera, TechCrunch, To serve our audiences better, we Project Syndicate, The Atlantic, Voice of America, and Alhurra TV. invested in a complete overhaul of our When we need to bring together entire communities, our social online platform in 2013, leading to media campaigns multiply the reach of our more traditional approximately 50,000 monthly website hits. efforts. Our second Open Innovation Africa Summit in collaboration with Nokia, in May 2012, had a total measured Twitter reach of 673,000 people. Our m2Work Hackathon, a 48-hour coding marathon in five countries, mobilized 209 unique tweeters and had a total Facebook reach of 34,816, leading to over 40 mentions in regional press and blogs. The following of infoDev’s own Twitter channel has tripled in the period 2012–13. 8 Introduction Independent Evaluation A 2013 independent evaluation of the infoDev • Corporations welcome infoDev’s private-public program revealed insights into the program’s value partnerships and have expressed an appetite for add as an innovation lab and knowledge broker: partnering with infoDev. This is especially evident in the mobile sector. • Beneficiaries, such as incubators, accelerators, and growth-oriented entrepreneurs, view the • Events, such as the Global Forum, typified the program as extremely relevant. dialogue and relationships infoDev encourages by bringing together stakeholders who are • Client governments recognize infoDev’s important actors in the innovation ecosystem, relevance, view infoDev as a strategic partner, but who would otherwise not interact. and welcome the inclusive approach taken by infoDev in working with them. Cutting-Edge Knowledge Through a Crowdfunding study published in 2013, Crowdfunding’s Potential for the Developing World, we explored crowdfunding as a tool to surpass financing barriers in the developing world, and as a way to democratize traditional financing schemes through the Internet, mobile technology, and social networks. The study also weighs the risks of putting funding in the hands of communities. It includes an in-depth case study on crowdfunding’s prospective role in funding clean energy and climate technology ventures. In 2013, we also conducted a study called Diaspora Investing: The Business and Investment Interests of the Caribbean Diaspora, which was based on surveys and interviews with 636 Caribbean respondents living in Canada, United States, and the United Kingdom. For almost every resident in the Caribbean region, there is an individual living in the diaspora abroad. This near one-to-one ratio of nationals to diaspora members presents a tremendous opportunity to spur regional investment. The report aims to help all stakeholders by recommending measures to improve the transparency around investment opportunities and platforms for connecting potential investors with entrepreneurs in the Caribbean. In collaboration with the World Bank’s Information and Communication Technologies (ICT) Department, we researched the foundational aspects of mobile technology for the IC4D 2012 report, Maximizing Mobile. This report, which was released in July 2012, analyzed the growth and evolution of mobile applications, focusing on its use in the fields of infoDev plays a key role in producing a wide range agriculture, health, and financial of knowledge products that not only exhibits the services, as well as its impact on dynamic nature of our work, but also adds value employment and government. It was to the knowledge economy as a whole. widely publicized and covered by international media. 9 GLOBAL FORUM on Innovation and Entrepreneurship Twenty dynamic entrepreneurs from All main innovation stakeholders—policy Vietnam to Senegal were on stage in a makers, financiers, technology industry packed auditorium in May 2013, in East leaders, development institutions, London, South Africa to compete for five civil society, and academia—forged new prizes in a Dragons’ Den-style pitching partnerships. The Forum complemented competition. Everyone in attendance gatherings that are singularly focused. witnessed the intensity and strength With the theme “harnessing innovative of each entrepreneur’s pitch, and their entrepreneurship for social and economic propensity for success. It was one of the growth,” it focused on the needs of African most captivating moments of infoDev’s entrepreneurs and innovators. The 5th Global Forum on Innovation and three-day conference featured interactive Entrepreneurship, organized jointly with sessions on mobile innovation, agribusi- South Africa’s Department of Science & ness, clean technologies, and women’s Technology and the Eastern Cape Province, entrepreneurship. in which more than 800 participants from 61 countries assembled. Multistakeholder constructs: “Innovation involves everyone” Before we plan an intervention, infoDev has to know who the relevant actors are, what they are doing, how they add value, and where the gaps lie. How do we do this? 1. In the design phase of an mLab or a CIC, for instance, we always start with a multistakeholder analysis. This analysis indicates the needs and demands of particular markets and where our value added could lie. 2. A crucial part of our mandate is to partner with a range of people, organizations, and institutions dedicated to the same goal of supporting innovation and entrepreneurship. Through this diversity of stakeholders, we stay on the cutting edge of innovation and nurture a symbiotic learning relationship. Some partnership examples are DEMO Africa, The Caribbean Ideas Marketplace, and Lions @frica (a partnership with the U.S. State Department). During the Global Forum, AppCampus, Nokia, and infoDev formalized a part- nership to offer a Mobile Application Accelerator Program to empower mobile innovation hubs across Africa, Asia, and Latin America. 10 Introduction Collaboration with World Bank Colleagues for Inclusive Growth infoDev supports the World Bank’s efforts to between the World Bank’s South Africa office and end extreme poverty globally and promote the Department of Science and Technology in shared prosperity through a variety of thematic the field of inclusive innovation. dimensions—access to clean energy, climate change, • In Vietnam, the CIC is a component of the World competitiveness, ICT, gender, and more. This includes Bank Climate Chance Development Policy partnering on Country Partnership Strategies (CPSs) Operation (DPO). and including our innovative mLab, AIC and CIC models in World Bank projects. It complements our • The Ethiopia CIC is a part of World Bank competi- private sector development focus on growth-oriented tiveness and productivity strategy, a vital part of and innovative enterprises that create jobs. Ethiopia’s CPS. • In Armenia, the World Bank cofinanced the mLab • In Senegal, we implemented an IFC-financed ECA and the lab was included in the E-society and (FMTAAS) ICT incubator. Innovation for Competitiveness (EIC) strategy. • infoDev is referenced in the CPS of Tanzania with • infoDev supported the AIC in Nepal, which was regard to an agribusiness acceleration strategy, funded by an IDA credit. including joint IBRD, IFC, and infoDev implemen- tation. In addition, we designed our agribusiness • In Moldova, infoDev and the local country office program to specifically support from the “ground collaborated on access to finance issues. up,” an integral part of the World Bank’s Africa • The Morocco CIC will be a part of the World Agribusiness Strategy. Bank’s strategic objective to promote solar power • In Tunisia, the Financial and Private Sector in Morocco. department of the MENA region, IFC, and infoDev • In Lebanon, infoDev worked with the World Bank collaborated on a donor-funded micro, small, and on a lending project (Mobile Internet Ecosystem medium-size enterprise (MSME) Facility. Project) that was partially inspired by our work • The South Africa CPS highlighted infoDev as with mLabs. We provided advice during the strategic example of non-lending programs in project preparations and participated in reviews ICT and the Private Sector Development sectors. and decision meetings. Most recently we have been involved in the formalization of a memorandum of understanding 11 12 Mobile innovation Program Mobile Innovation Program The mobile technology sector is dynamic and constantly evolving, altering realities for people throughout the world. In many emerging markets, the mobile sector is expanding access to markets and services that would otherwise be unreachable through poor or nonexistent infrastructure. The “unbanked” can gain access to mobile banking applications; those who live far from health clinics and schools can receive medical advice and train- ing remotely; and small business owners are better able to manage their inventories and customer relationships . Mobile app enterprises—such as Kopo Kopo, which is designed to improve access to financial products in resource-poor countries, or We aim to find, nurture, and AftaRobot, which provides lower-income South help accelerate exceptional African commuters with a link to ‘taxis’ or mini- mobile applications enterprises buses—exhibit the reach mobile can have on the with high-growth potential. vitality of communities. With dropping device and subscription costs and low technological barriers to entry, the mobile industry offers vast opportunities for entrepreneurs and app developers at the grassroots level to impact their societies, while contributing to the larger economy. The Mobile Innovation Program (MIP) results from our recognition of this inclusive growth potential. It has played a key role in the mobile innovation ecosystems around the world, by convening local and global innovation networks of mobile developers and entrepreneurs and enabling entrepreneurship on the ground through venture incubation and acceleration. We aim to find, nurture, and help accelerate exceptional mobile applications enterprises with high-growth potential. People throughout the world generate creative The program strives to foster ideas, but in many cases, entrepreneurs in women entrepreneurs, developing countries can lack professional networks, favorable policy environments, youth, and innovators at the information access, business skills, and access to Base of the Pyramid (living finance. The MIP seeks to tackle these barriers and on less than $2.50 a day). provide opportunities for entrepreneurs to access the support, networks and financing necessary for success. The program strives to foster women entrepreneurs, youth, and innovators at the Base of the Pyramid (living on less than $2.50 a day). 13 MOBILE INNOVATION PROCESS The path from mind to market can be di cult to navigate. infoDev's programs and service o erings, often directly implemented through our mLabs and mHubs, work with entrepreneurs throughout the process to bring their ideas to market. IDEATION MODELING & PROTOTYPING The formulation and Ideas come to fruition strengthening process and prototypes are made. of an idea. m2WORK mHUBS THEMATIC mHUBS A global open innovation Azerbaijan, Georgia, Kenya, HACKATHONS Azerbaijan, Georgia, Kenya, competition in collaboration Moldova, Nepal, Tanzania, Moldova, Nepal, Tanzania, An event in which computer programmers with Nokia, where people Uganda, and Vietnam. Uganda, and Vietnam. and others involved in software (either individual entrepreneurs development, including subject matter or SMEs) exchanged ideas on experts, business analysts, graphic designers, BONGOHIVE microwork to shape the interface designers and project managers, Zambia future of the eld. collaborate intensively to create prototypes or improve software products related to speci c themes. CTIC Senegal OPEN mLAB INNOVATION AFRICA EAST AFRICA IDEAS CHALLENGE A global, open innovation mLAB competition where anyone with an idea could STARTUP WEEKEND EAST ASIA participate (entrepreneurs, students, SMEs, experienced professionals, researchers, local A 54-hour event where developers, and regional actors, and NGOs); they shared designers, marketers, product managers, mLAB ECA ideas and gave and received feedback. The and startup enthusiasts come together to challenge was jointly organized with Nokia. share ideas, form teams, build products, mLAB and launch startups. SOUTHERN AFRICA MOBILE INNOVATION MOBILE INNOVATION ROADSHOW ROADSHOW Inspired economic growth through Inspired economic growth through the mobile and agribusiness sectors the mobile and agribusiness sectors in the region, by igniting discussions in the region, by igniting discussions around these untapped economic around these untapped economic opportunities for Southern Africans. opportunities for Southern Africans. 14 Mobile innovation Program MARKET SUSTAINABILITY ENTRY & GROWTH Companies seek guidance, Companies are entering mentorship, access to nance, and new markets and the facilities necessary to launch categories, and are products and establish seeking growth themselves in the market. INCUBATION funding. ACCELERATION Companies receive guidance, Companies are generating mentorship, access to nance, and revenues, but need the facilities necessary to become assistance with growth a sustainable startup. and access to seed capital. PIVOT EAST mHUBS East Africa's premier mobile startups pitching competition and conference Azerbaijan, Georgia, Kenya, held annually since 2011. Moldova, Nepal, Tanzania, Uganda, and Vietnam. BONGOHIVE VENTUREOUT CHALLENGE Zambia A global challenge that supported PitchIT CARIBBEAN top mobile app entrepreneurs in CTIC strengthening their expansion strategies A virtual pitch competition for web or Senegal to foreign markets. mobile businesses that have an already existing business idea and basic prototype. mLAB EAST AFRICA mLAB EAST ASIA mAGRI CHALLENGE mLAB ECA MOBILE STARTUP CAMP A prototype contest to identify the best mobile agriculture apps, provide them mLAB A week-long acceleration residency with training to help grow their businesses for the top 20 African and Caribbean and links with potential investors. SOUTHERN AFRICA startups with business training, skills development, and one-on-one mentorship. VIRTUAL INCUBATION Kenya, Rwanda, Tanzania, DEMO AFRICA Uganda and Vietnam A agship initiative of LIONS@frica that aims to connect African startups to the global ecosystem by providing a platform for African startups to present their businesses and compete for funding. 15 Building mobile innovation communities of entrepreneurs, investors, partners, and mentors At the local level, mHubs in Azerbaijan, Georgia, most successful examples is Pivot East, an Kenya, Moldova, Nepal, Tanzania, Uganda, and annual mobile startup pitching contest and Vietnam have served as convening points for conference held by mLab East Africa to merge entrepreneurs, software developers, mobile the region’s mobile ecosystem and magnify the network operators, device manufacturers, actors’ work within it. Since 2011, mobile app universities, and other training centers. developers have convened Organizations well known in their communities to meet and compete At the regional level, host mHubs to strengthen social ties and for the top prize of “best mLabs not only provide promote the spirit of collaborative innovation, mobile app.” Based on whether by organizing Mobile Monday chapters needs in the ecosystem, incubation and mentorship (in Kampala, Dar-es-Salaam, Baku, Csisinau, or the mLab formulated a for their members, but also Ho Chi Minh City), hosting competitions (such new approach that reduces accelerate opportunities for as PIVOT Nepal in Kathmandu), or providing the focus on prize money entrepreneurs from across software and entrepreneurship training to by emphasizing pitch their regions. women from informal settlements of Waruku, coaching, partnership Dandorra, and Kibera in Kenya. building, and networking with investors. This innovative solution yielded At the regional level, mLabs not only provide a high number of market-ready businesses, as incubation and mentorship for their members, the network of mHubs and mLabs has realized but also accelerate opportunities for entre- that providing continuous support structures is preneurs from across their regions. One of the imperative for sustainability. Akirachix: Women Innovators at the Grassroots Level Akirachix, the host of Mobile Garage and infoDev’s mHub in Kenya, is a tech community that focuses on building capacity and training for women in ICT. The initiative grew out of a desire to take women and girls with interest but no prior experience in ICT out of the poorest settlements around Nairobi and build their capacity and skills in the tech field to find jobs. The Akirachix volunteers are community leaders who support women tech entrepreneurs through trainings, events, and activities, such as high school outreach. Through such communities as Akirachix and our broader network of Women Innovators Network in Africa (WINA), we encourage the leading presence of women in the mobile ecosystem. The results from Akirachix are astounding: almost 400 participants received short trainings at three-day bootcamps across Kenya. Thirty-six girls graduated from the in-depth, one-year training program, which led to 23 of them successfully applying for jobs. Moreover, Akirachix now has more than 200 community members and estimates to have reached close to 1,400 women developers and entrepreneurs. 16 Mobile innovation Program mHubs and mLabs infoDev’s mHubs and mLabs are the backbone of the Mobile Innovation Program. Championed by leaders in local startup communities, they represent the crucial grassroots nodes that carry out the mission of the program. They are designed in tandem with local partners so that they can adjust their business models to local market conditions. Overall, they implement incubation, acceleration and ecosystem building activities to support growth-oriented applications startups. Our network includes the following: • mLab Southern Africa (South Africa) • mLab East Asia (Vietnam) • mLab East Africa (Kenya) • mHub Kenya, Tanzania, Uganda, Moldova, • mLab ECA (Armenia) Azerbaijan, Nepal, Vietnam, and Georgia The mobile economy is almost entirely youth driven Young people between the ages of 17 to 35 are at the crux of the mobile revolution, helping to create high-value jobs, but not necessarily a high number of jobs. The market has low barriers to entry, and often times the entrepreneurs’ high-risk/low-cost outlook inspires others to jump in. Finding new and fresh ways to support these dynamic entrepreneurs is a challenge, but is ultimately rewarding, as we need more of them to keep the market afloat. To double our efforts, we have put an impetus on bolstering women, who are “change-makers” in the truest sense of the word. 17 RESULTS of the MOBILE INNOVATION PROGRAM’S APPROXIMATELY 400 EVENTS WERE ORGANIZED mLABS and mHUBS (SUCH AS STARTUP EVENTS AND APP CONTESTS) AND 2,500 INDIVIDUALS TRAINED ON MOBILE TECHNOLOGY AND ENTREPRENEURSHIP TOPICS. STARTUPS NUMBER OF 32,000 STARTUPS CREATED NUMBER OF TEAMS 100 THAT RECEIVED 300 MENTORING NUMBER OF DEVELOPERS AND AND COACHING ENTREPRENEURS REACHED INVESTMENTS & JOB CREATION NUMBER OF DIRECT JOBS CREATED BY THE STARTUPS $5.2 MILLION 57% 280 FINANCING RAISED BY THE STARTUPS PERCENTAGE OF NEW JOBS AT STARTUPS FOR WOMEN APPS NUMBER OF APP DOWNLOADS 500 2.6 MILLION OUT OF WHICH MORE THAN NUMBER OF APPS THAT WERE BROUGHT TO MARKET 200 MADE REVENUE 5,700 NUMBER OF ORGANIZATIONAL APP CUSTOMERS 18 An inclusive approach to reach the best of the best At the global level, results of the network and the role mobile technologies could have been impressive. In-depth case play in increasing efficiencies. A team studies of mLabs and mHubs—based of five judges selected four commercial on close to 150 interviews and 13 focus apps whose developers who were all groups with 240 stakeholders held invited to a five-day Mobile Startup between April and July 2013—showed Camp in November 2013. the following cumulative achievements: The camp aimed to accelerate the growth • Startups coming out of mLabs and of the top 18 early-stage mobile entre- mHubs have raised about preneurs, representing eight countries: $5.2 million. Barbados, Ghana, Jamaica, Kenya, Nigeria, • The startups together have gener- Senegal, South Africa, and Tanzania. ated over US$1.1 Million in revenue The five days were filled with coaching and created about 280 direct jobs, of and interactive learning sessions so that which 160 were for women. participants could refine their product strategies, business models, and marketing • Some 100 startups were created and pitches, while sharpening negotiating close to 400 startup teams received skills and networking with investors and mentoring and coaching. Five hundred peers. The camp concluded with a Demo apps were brought to market, out Day, giving the participants an opportunity of which more than 200 generated to pitch before a panel of industry experts revenue. and angel investors. • More than 5,700 organizational app customers and 2.6 million app down- Another example is the VentureOut loads were reported. Challenge, which took place from August to November 2013. In partnership with • Approximately 400 events were CRDF Global, an international organization organized (such as startup events that promotes global technical collaboration, and app contests) and 2,500 and Techcrunch, a collaborative news individuals trained on mobile website focused on technology and technology and entrepreneurship startups, we sought to identify expansion- topics. ready mobile entrepreneurs and propel • An estimated 32,000 developers and them into international markets through entrepreneurs were reached in total. hands-on training, virtual learning opportunities, mentorship, seed financing, Building on this success, we have begun and international exposure. Three teams testing acceleration programs, with out of 100 applicants were eventually promising results. awarded the VentureOut prize for having the most innovative and internationally In the summer of 2013, mAgriChallenge oriented mobile apps. was launched to identify Africa-based business-ready and scalable mobile These initiatives exhibit infoDev’s advantage applications in the field of agriculture. in connecting mobile entrepreneurs and It emphasized the importance of the innovators with mentors and investors to agricultural sector for local economies help them reach their goals. 19 Researching the app economy of emerging and frontier markets The success of our work depends on the Building on that progressive knowledge, we have dedicated research and analysis we perform been exploring mobile phones impacts on those leading up to global initiatives, the launch of a who are at the Base of the Pyramid (BOP). We new mLab or mHub, and the critical evaluation published two case studies in South Africa and we do afterwards. In addition, MIP publishes Kenya, which The research on topics related to mobile innovation, Economist covered MIP publishes research on specifically to share our knowledge with mobile in December 2012, entrepreneurs, the technology industry, policy providing insights topics related to mobile makers, and investors. on the effect mobile innovation, specifically to phones have on share our knowledge with Most recently, five scoping assessments were economic and social mobile entrepreneurs, the completed in Nigeria, Senegal, Mozambique, empowerment. In Ghana, and Zambia. By holistically looking at technology industry, policy follow-up, we are the mobile ecosystem in each assessment and makers, and investors. compiling a database conducting field interviews, we gained insight of mobile applications into the particular struggles entrepreneurs face that BOP markets have successfully adopted. on the ground and into the mobile industry’s propensity for growth. m2Work Challenge In partnership with Nokia, infoDev launched the m2Work Challenge in early 2012, which yielded almost 1,000 ideas on how to create digital tasks that could be performed entirely on mobile phones. Following the challenge, several winners were in talks with national governments, angel investors, and other developers on how to capitalize on and eventually distribute their apps. To take m2Work a step further, on September 15–16, 2012, the m2Work Hackathon took place, gathering 301 coders in five sites around the world (including four mLabs and an mHub) to develop app prototypes that address major developmental challenges such as health, education, climate change, and job creation. In only two days, 61 prototypes, including 10 based on idea submissions to the m2Work Challenge, were generated. To round up the experience of these two massive events, we published the report, Guiding Ideas from Mind to Market in November 2013, showcasing the results of the challenge and hackathon, and analyzing the approaches. 20 Mobile innovation Program Meet the Entrepreneurs Kate Kiguru, Ukall Ltd. In Kenya, hiring private security is common, but it is a difficult and costly process to verify staff attendance. Seeing an opportunity for impact, Kate Kiguru, a mobile app developer and businesswoman, created an innovative solution to keep Kenyan spaces safe. The mobile app, Akida, which means “supervisor” in Swahili, uses GPS and biometrics to check security guard’s attendance cheaply and reliably to prevent problems like “ghost workers.” Kate is also dedicated to empowering Kenyan girls in the technology field, which she does by working with Akirachix, helping tear down barriers for rising girl coders. In addition, she was invited to participate in our Mobile Startup Camp. Farmerline Ltd. Farmerline is a mobile enterprise that offers improved information access and communication pathways for smallholder farmers and agricultural stakeholders in Ghana. One of its founders is Alloysius Attah, a young entrepreneur who “is passionate about scaling technology to smallholder farmers across Africa”. Using voice and short message service (SMS) to collect data, Farmerline provides a platform to share new farming techniques and weather forecasts in local languages, along with linking smallholder farmers to other actors along the agricultural value chain. In addition, its survey tool allows agricultural workers and nongovernmental organizations (NGOs) to conduct immediate surveys with thousands of farmers at a fraction of the cost of traditional techniques. Farmerline’s stated mission is to “increase agricultural information flow, uptake, and accountability in the services delivered to farmers and empower agricultural workers and actors along the value chain to collect and share information to drive food.” It does this by piloting projects focused on a diversity of agricultural industries, in partnership with various development agencies and NGOs. 21 Meet the Entrepreneurs Stella Kariuki, Zege Technologies Stella Kariuki was inspired to solve the complicated process Kenyan buyers face when paying for products online and offline, even with the prevalence of mobile money transfers. “Enterprises would take up to three days for mobile payments by their customers to be reflected in their systems,” Stella noted. This led her to found Zege Technologies in 2010 to offer small and medium enterprises (SMEs) pay-bill numbers and mobile money point of sales solutions that would help make transactions paperless. Zege Technologies focuses on building financial solutions software for mobile, web, and point of sale integration. However, its core product is MPAYER, which is a cloud-based payment service that helps local businesses, organizations and shoppers accept and manage real-time cash or mobile money payments, while collecting customer feedback. Thus far Zege Technologies has worked with 100 companies and served about 3,000 clients at the Base of the Pyramid. Stella has plans to expand the Kenyan customer base, promote regional expansion, and positively impact businesses in Kenya and within the region. “I am driven by the fact I want to be the catalyst of change that I want to see. I am a strong believer of ‘if it’s got to be, it’s up to me.’ So I do this not for myself, but because I really love my country and my continent. As Zege Tech, we build solutions that could be global but also solve African challenges practically. This to me is what makes me do what I do.” —Stella Kariuki, founder of Zege Technologies and one of the five winners of the 2013 Global Forum “Dragons’ Den” Looking to the Future As the ecosystem is rapidly evolving, infoDev’s Mobile • The extension of activities into the Caribbean, Innovation Program will continue to hone its service which will include Digital Jam 3.0 in Jamaica offering to provide even more value to entrepreneurs. • A business analytics kit for mHubs/mLabs This will include promoting in-depth venture acceleration activities, facilitating links between • An extensive outcome assessment report investors and entrepreneurs, creating practical covering the results of the mLabs in South Africa, toolkits for mHubs and mLabs, and publishing Kenya, and Armenia, by an economic research digestible research that entrepreneurs can use. firm • Increasing our partnerships with private While continuing our support to the existing network companies and key institutional players of mLabs and mHubs, we are also seeking to expand further into West Africa, Asia, the Caribbean, and • A regionally focused acceleration program Eastern Europe and Central Asia. Future activities hosted by mLabs, mHubs, and partner include the following: organizations • The creation of a toolkit or a business model to guide the establishment of enablers that wish to follow the mLab/mHub model 22 Mobile innovation Program 23 24 Climate Technology Program Climate Technology Program infoDev’s Climate Technology Program (CTP) turns climate challenges into opportunities to achieve both economic and environmental goals. While climate change poses a major threat to economic development and poverty alleviation, the new technologies, financing sources, and business models developed to address it, represent The CTP uses innovative, private a historic opportunity for economic growth and job sector development approaches creation. Relevant sectors include renewable energy, water supply, and sustainable agriculture. The CTP to help countries more proactively uses innovative, private sector development approaches and profitably develop their own to help countries more proactively and profitably solutions to climate challenges. develop their own solutions to climate challenges. In this way, developing countries capture greater value in the innovation value chain, leading to economic gain and new jobs, as well as improved climate resiliency and reduced emissions. Climate-related sectors are growing rapidly and present great opportunities for developing country growth. The greening of economies is increasingly gaining ground as a new and sustainable growth engine. • Developing nations can gain 15 to 60 million net jobs over the next two decades through greener practices in agriculture, forestry, fish- ing, energy, manufacturing, recycling, building, and transportation (UN/ILO 2012). • Innovation in water and irrigation tech- At the global level, we are nologies will help prevent 75 to 200 providing evidence-based million people in Africa from increased analysis, cutting-edge research, water stress from climate change (UNEP 2011). market development, business linkages, and global financing. • Sustainable agricultural technologies deployed in Central and South Asia will drive increased crop yields, which are projected to fall by up to 30 percent because of climate change (IPCC 2012). The CTP is pioneering innovative, on-the-ground models to catalyze indigenous, innovative climate solutions. There is no established set of tools to achieve the dual “green growth” objectives of economic growth and environmental sustainability. At the global level, we are providing evidence- based analysis, cutting-edge research, market development, business linkages, and global financing. 25 CLIMATE INNOVATION CENTERS Eco Fuels Kenya (EFK) found that by using the nuts Individual business plans for the CICs were created and seeds of the Croton megalocarpus, a naturally as a blueprint to detail the operational and financial abundant plant in East Africa, it could produce plans for each center tailored to the local needs of organic fertilizers, biofuel, and plant-based health every country. products. The Kenya Climate Innovation Center (KCIC) awarded EFK a grant equaling $18,396 to assist in Plans for a new innovative financing mechanism replicating EFK’s product throughout Kenya. The KCIC are in an advanced design stage. Once established, also offers technical and networking support to help firms can receive financing through proof-of-concept EFK develop its business. Harnessing the prevalence of mobile phones in Kenya, the KCIC funding will be used to implement an SMS-based communication system that will allow EFK to increase the accountability, predictability, and reach of their current Seed Collectors Network from an estimate of 300–400 community members to 2,000. This is just one example of an enterprise benefitting from our Climate Innovation Center (CIC) model, which aims to build local capacity and address Morocco CIC The CIC will boost barriers to innovation by offering a the capabilities of local entrepreneurs, enabling tailored suite of financing and services job creation in the local climate technology to support domestic ventures. supply chain. Morocco is pursuing renewable energy to increase energy security and develop its We are establishing CICs in eight domestic renewable energy industry. countries: the Caribbean, Ethiopia, Ghana, India, Kenya, Morocco, South Africa and Vietnam. The Kenya CIC has been fully operational since September 2012. The CICs in the Caribbean and Ethiopia will officially Caribbean CIC This regional CIC, with two facilities in the region, as well launch in the first quarter of 2014, as satellite hubs in several other Caribbean while the others are in an advanced countries, will focus on resource use efficiency, stage in the project pipeline. All water management, sustainable agribusiness, CICs are designed specifically for the and solar energy. It launched its proof-of- GHANA CIC The upcoming CIC will markets they serve with input of local support technologies related to energy efficiency, concept contest in December 2013. stakeholders. domestic waste management, solar energy, water management, and climate-smart agriculture. 26 Climate Technology Program grants (up to $50,000) and seed investments ($50,000 other services that build professional expertise. To to $1 million), as well as investment facilitation at improve the competitiveness of local firms, the CICs more advanced stages. provide technology information, market intelligence, and access to business and technical facilities. The CICs also offer business advisory and training through mentorship, networking, seminars, and Ethiopia CIC The program will include a diaspora angel network, association support, and female-led innovation to empower India CIC The CIC will address Ethiopia to cope with the demands of its domestic barriers to innovation, such as capacity growing population amidst climate change. constraints, fragmentation of institutions, and The grant agreement between infoDev / World lack of early-stage financing. Bank and the Addis Ababa University (the host organization) was signed early December 2013. A local proof-of-concept contest led to 30 innovative prospective CIC “clients.” Vietnam CIC The country’s rapid economic growth and urbanization has put pressure on Vietnam’s energy and resource needs. infoDev evaluated more than 50 locally relevant technologies and prioritized them by market Kenya CIC The first in the CTP demand and resource availability. The VCIC will global network, it has attracted attention from focus on supporting innovation in two of these international organizations, regional bodies, sectors, namely energy efficiency and sustainable governments, investors, and the private sector. agriculture. It focuses on Kenya’s high-priority sectors: off-grid renewable energy, water management and purification, biofuels, and climate-smart agriculture. South Africa CIC As green growth is central to the country’s economic policy, the CIC will promote inclusion of disadvantaged populations as climate technology consumers, producers, and entrepreneurs. 27 Regional Networks One of the CTP pillars is the establishment with the African Center for Technology of regional innovation networks to enable Studies (ACTS) and South-South Global knowledge sharing and mentorship Assets and Technology Exchange (SS- GATE) across borders. The East Africa Climate and with other key Innovation Network (EACIN) was launched East African regional The East Africa Climate Innovation in April 2013 and two others are planned in partners: University of Network (EACIN) is helping East North Africa and the Caribbean. Dar-es- Salaam, National Africans in Ethiopia, Kenya, Agricultural Research Managed through individual CICs, each Rwanda, Tanzania, and Uganda to Organization, Addis regional network is designed to grow Ababa University, connect and take a more proactive regional climate technology markets by Practical Action and profitable role in the ongoing facilitating access to partners, building Consulting, and clean technology revolution. relationships with country institutions, and Egerton University. promoting knowledge transfer and trade across regions. The South-South collaboration that is facilitated through such networks as EACIN, EACIN is helping East Africans in Ethiopia, other upcoming CTP regional networks, and Kenya, Rwanda, Tanzania, and Uganda networking events fosters a platform from to connect and take a more proactive which innovate ideas derive, partnerships and profitable role in the ongoing clean are created, and financing and business technology revolution. It was established as opportunities are discovered. the first regional climate innovation network supported by the World Bank in partnership Kenya CIC Since its launch in September 2012, the Kenya CIC (KCIC) continues to be a cutting-edge facility with a growing network and cluster of climate innovators and entrepreneurs. The KCIC focuses on the country’s high priority sectors: renewable energy, water management, and agribusiness. The KCIC is also a key part of the government of Kenya’s Climate Change Action Plan (CCAP). The KCIC has already supported more than 70 clients and has provided more than $250,000 in proof-of-concept grants (status November 2013), while offering direct services and broader training sessions on accessing carbon finance and intellectual property rights, each done in partnership with the World Intellectual Property Organization (WIPO). The KCIC will continue to grow and The Kenya CIC (KCIC) continues to be pioneer a seed capital investment facility. Other CICs will learn from a cutting-edge facility with a growing the KCIC experience and adapt the model to their own local circumstances. network and cluster of climate innovators and entrepreneurs. 28 Climate Technology Program Expanding Knowledge Capturing lessons from on-the-ground from which to work at sites and activities is imperative for expand- the cutting-edge of ing knowledge and narrowing our focus the climate technology within the climate change sector. In May sector. A ground-swell of 2013, we published the report, Inclusive support from local public Green Growth: Findings from Community and private partners arose Outreach through the Climate Innovation after a feasibility study Center in South Africa, which revealed grass- was developed for a CIC roots insight from international experiences in Ghana and local inputs and community workshops on “green growth” were sought through in South African various workshops in As stated by the Ghanaian Ministry of townships. Through September 2013. As stated Environment, Science, Technology and this research, we by the Ghanaian Ministry Innovation: “The CIC will serve as a cradle explored trends in of Environment, Science, to reduce the long-term cost of climate the “green growth” Technology and Innovation: “The CIC will serve as a cradle to reduce the change on the environment and support sector, taking a new approach to long-term cost of climate change on the business competitiveness in Ghana.” this idea by using environment and support business competi- inclusivity as a term tiveness in Ghana.” to unveil the unequal dimension of green growth. As a result, the study formulated four Equally, the proof-of-concept contest of strategies for the South Africa CIC to implement. the nascent Ethiopia CIC led to a wealth of information about the status of local clean The culmination of the above, plus eight energy, water management, and climate- CIC business plans, is a stronger foundation smart agricultural entrepreneurs. 29 Women Climate Innovators In many developing countries, climate change before implementing programs. This led us to is more likely to affect women adversely, mainly hold a focus group with 16 women business because of their traditional roles in society that limit leaders from all around Ethiopia who provided us access to resources, restrict rights, and quell voice with responses on how the CIC should operate in decision-making circumstances. Thus, taking a its women-led gender-based approach is key to bolstering women’s innovation Every CIC emphasizes programs entrepreneurship, especially in the climate sector, strategy to better that specifically reach out to where there are significant barriers to acceptance. support them. women entrepreneurs. We absorbed The CTP promotes an inclusive innovation in this advice and climate technologies agenda, which focuses on applied a number of these approaches to the meeting the needs of the poor and marginalized. Ethiopia CIC’s women-focused empowerment Every CIC emphasizes programs that specifically programming. This programming takes into reach out to women entrepreneurs. account that in Ethiopia, 65 percent of employed women are working in the agriculture sector. Our efforts are evidenced by the KCIC, where Equally, the business plan of infoDev’s Agribusiness 12 of the clients are women-owned businesses. Innovation Center in Ethiopia emphasizes how However, we decided in future iterations of our CIC sustainable and innovative enterprises in this sector model that we would tackle the issue of gender could especially propel the position of women as representation within the climate sector entrepreneurs and employees. Looking to the Future We will roll out our Global Program, a five-year 3. Evidence-based Analysis: Climate TRACK strategic plan laying out the methodology for The CTP’s Climate TRACK business line will expanding activities on a global scale. This will package lessons from individual CICs and involve five pillars of activities: provide analytical products and policy tool- 1. CIC Design and Implementation: kits. CIC Launch 4. Connecting Markets: Market CONNECT The CICs in the Caribbean and Ethiopia will Working in close collaboration with country officially launch in the first quarter of 2014, CICs, MarketCONNECT assists individual CICs others are in an advanced project planning in accessing the latest software and web- stage. The CIC will also oversee the resource enabled services to build their interconnectiv- mobilization strategy and implementation ity both between CICs and individual compa- of each center, including coordination with nies. World Bank Group Country Partnership 5. Measurement Tools: Impact Xchange Strategies and other development partner activities. The CTP will provide each CIC with a web- based Impact Monitoring System (IMS) to 2. Global Financing: IGNITE Fund track results and impacts in real time. An The CTP will mobilize and syndicate global expanded version of IMS will be provided to funding for high-impact technologies in the local governments where CICs are located to form of strategic innovation prizes, crowdfund allow them to better track domestic innova- investing platforms, and seed investments. tion progress. 30 Climate Technology Program Meet the Innovators Mineral and Allied Limited, Kenya Peter Chege initially worked as an analytical chemist at a pharmaceutical company in Kenya, but in 2002 he decided to venture out on his own and produce animal feed. Frustrated by the low quality of raw grain he was receiving from his suppliers, Peter began to utilize hydroponic technology as a more efficient and reliable way of growing the cereals used in his animal feed. Hydroponics grows crops without soil, by using the mineral nutrient solutions in water. Although hydroponics relies primarily on water, a scarce resource in the region, studies have indicated that the system is at least 10 times more efficient in water usage in comparison to field farming. Only starting to install hydroponics systems in 2012, Peter has already built more than 60 sheds in Kenya and a few in Uganda, with plans to expand into Rwanda. With the assistance of the KCIC he has grown and diversified his business offerings while expanding access to his hydroponic systems for interested farmers. “Since the Kenya CIC became involved, the business is doing well. Things have heated up. We are recruiting people and selling five hydroponic systems every week.” —Peter Chege, CEO of Mineral and Allied Ltd SMS Ceramic Water Filters, Ethiopia The United Nations has projected that by 2030 nearly half of the world’s population will face the problem of water scarcity as the demand for potable clean water increases sharply. This is a real issue for countries, such as Ethiopia, with volatile precipitation patterns, rapid population growth, and urbanization. Communal water sources are cheaper than the piped water systems, but also often contain contaminated water, which leads to waterborne diarrheal diseases. SMS Ceramic Filters, one of the 30 short-listed applicants in the proof-of-concept contest of the soon-to-be opened Ethiopia CIC, tackles this challenge by producing ceramic water filters. These low-cost innovations have proven to be effective in improving the water quality in developing countries. SMS Ceramic Filters has developed a silver-coated water filter, which it claims reduces 99 percent of the bacterial contamination. The company currently provides its products to residents in rural areas around Mojo, at about 60 kilometers outside of Addis Ababa. With the help of the Ethiopia CIC, the firm hopes to scale up its operations. The product has potential for wide-scale use because of its simplicity in use and low cost. 31 32 INNOVATIVE INCUBATION MODELS INNOVATIVE INCUBATION MODELS In the years 2012–13, infoDev pioneered several innovative incubation models that expand the traditional clientele of incubators and its modus operandi of on-the-spot services. More specifically, infoDev pursued activi- ties and analytical products addressing the following: I. Incubation geared toward women The Mekong Women’s Entrepreneurship Challenge: This event raised the question, can a peer-to-peer learning approach be used to enable growth of women-owned businesses? A study of women-owned businesses in the Mekong revealed that women do not start fewer businesses than men, but the problem is that they do not grow them. infoDev tested a new approach to accelerate the growth of existing small enterprises in Laos, Vietnam, and Cambodia. II. Virtual incubation Business incubation professionals have been reluctant to move to models that do not include a co-location element. However, the cost of the location is often the largest figure on an incubator’s balance sheet. Following the publication of a global study on virtual incubation, infoDev tested a virtual business incubation model in Vietnam. III. Various sustainable business models for incubation using royalties infoDev designed a success-sharing model whereby entrepreneurs pay a percentage of the increase in turnover back to the incubator, in return for the services rendered. We tested this model in Tanzania and Senegal Incubation. IV. Sparking international market access Can business incubation be leveraged to expand international market access? This is a key area we have explored, as small domestic market sizes often constrain the growth of innovative businesses. infoDev has tested three approaches to internationalization at the early stage of enterprise development. Business Incubation Training infoDev invests in the people who lead incubation centers. With a state-of-the-art training program, cofinanced by the IFC, we work to increase the capacity of business incubator managers—and their stakeholders—through one-on-one technical assistance, peer-to- peer networks, networking, and knowledge-sharing platforms. Currently, infoDev has more than 60 certified trainers around the world. 33 34 Agribusiness Innovation Program Agribusiness Innovation Program For thousands of years, agriculture has sustained and enhanced livelihoods throughout the world. Today, the field is the backbone for a diverse set of industries, and the opportunities to leverage agro- processing to create local jobs and economic returns are rising. Accord- ing to the World Bank’s Growing Africa: Unlocking the Potential of Agribusiness report, Africa’s farmers infoDev’s Agribusiness Innovation and agribusinesses have the potential to generate Program seeks to leverage the a trillion-dollar food market by 2030, indicating a combined power of rising market necessary focus on agribusiness and agriculture in opportunities in agro-processing Sub-Saharan Africa. and the comparative advantage We help catalyze industry competitiveness by many developing countries have in employing innovative solutions to nurture growth- agricultural commodities to achieve oriented agro-based enterprises that could become indigenous inclusive growth. tomorrow’s market leaders. We also contribute to sustainable job and income growth in urban and rural areas. The AIP approach is an outcome of the Finland-supported Creating Sustainable Businesses in the Knowledge Economy program and has been endorsed by a range of development actors. In early 2013, highlights of the program were featured in the Financial Times. The economic and social benefits of a competitive agro-processing industry are substantial. According to the World Bank, for every one job created at the agro-processing level, an additional 2.8 jobs are created in the wider economy. This results from a multiplier effect along the agro-processing supply chain, which sparks demand within related industries. A shared demand for packaging, transport, agricultural commodities, and inputs (such as fertilizer or seeds) causes a “ripple effect” in the economy that reaches farmers at the smallholder level, rural and urban communities, the unskilled, and the highly educated. The economic and social benefits Significant gaps must be filled for the of a competitive agro-processing industry as a whole to thrive, despite the industry are substantial. opportunities offered by advancing com- petitiveness in the agro-processing sector. Enabling infrastructure, policies, and regulations are critical. Beyond this, entrepreneurs need access to knowledge, capital, and markets to start and grow their companies. We have crystalized our approach to agribusiness acceleration by leveraging our experience over the past decade and by consulting with more than 700 diverse stakeholders from the governmental level to entrepreneurs on the ground. 35 infoDev’s AIP is based on THREE PILLARS: 1. AICs are innovative public-private partnership models that connect pioneering agro-processing entrepreneurs to the knowledge, capital, and markets they need to grow. 2. Evaluation, Applied Research, and Knowledge Creation will create an evidence base and knowledge tools for alternative approaches to catalyzing the growth of agro-processors. 3. Capacity Building and Replication will a) build local capacity to deliver market-oriented financial and technical assistance services, and b) transfer the knowledge gained through the AIP to a range of development actors that can adapt and replicate the approaches generated. Agribusiness Innovation Centers In 2012, following consultations with hundreds value addition in the horticulture sector, the of local stakeholders, infoDev completed Tanzanian model stresses oilseeds, while the in-depth assessments Ethiopian model is not value chain specific. Consultations with more of the opportunities Similarly, the emphasis of the service offerings than 700 local stakeholders and challenges faced proposed vary in accordance with the needs by agro-processing expressed by entrepreneurs and the gaps in led to a crystallized entrepreneurs service supply. agribusiness approach. in Ethiopia, Mozambique, Nepal, The combined impact of the AICs in Ethiopia, Senegal, and Tanzania. It led to high-quality Mozambique, Senegal, and Tanzania is estimated business plans for Agribusiness Innovation over a six-year period to create 14,300 jobs, Centers (AICs) in these five countries, which are including 10,000 for women now ready for implementation on the ground. and $105 million increased The combined impact of the income. In Nepal the AIC is AICs is estimated to create We designed an AIC business model that provides expected to support 100 pioneering agro-processing entrepreneurs with entrepreneurs, creating 14,300 jobs, including access to holistic financial and nonfinancial 3,024 jobs. Moreover, it is 10,000 for women. service offerings. The AICs seek to accelerate estimated that 2,000 small the growth of pioneering agro-processing holder farmers will benefit. enterprises by facilitating access to finance, markets, and networks of industry players, Sustainability is expected over time through governments, and academia, as well as providing a a range of revenue options, relying primarily suite of services ranging from market intelligence, on a royalty model whereby entrepreneurs pay quality management training, technology services, a percentage of the turnover growth within a set and business coaching. time-frame. Each AIC has received endorsement from high levels of government that intend to While the high-level approach is similar in each include the AIC in their development strategies. of the models, the specifics are adapted to the local context. For example, the business plan of the AIC in Senegal focuses on advancing 36 Agribusiness Innovation Program We will begin implementation of the AICs Denmark’s development cooperation in Nepal and Tanzania in 2014. The Nepal agency, DANIDA, is committed to support- AIC was incorporated into a World Bank ing the AIC, and it is projected to begin IDA Credit, and proposed operations will operations toward the end of 2014. begin in the first half of 2014. In Tanzania, Agribusiness Incubation Training Program The Agribusiness Incubation Training Program The training helps decision-makers was piloted at infoDev’s 2011 Global understand the opportunities, challenges, Forum in Helsinki. Over the past two years, and needs of agribusiness entrepreneurs, we held nine training sessions, reaching so that they can design and implement more than 150 people from countries such cost-effective services offering to meet as Botswana, Burundi, Ghana, Kenya, Mali, those needs. The training also builds trust Mozambique, Nigeria, Senegal, South and common Africa, Tanzania, Uganda, and Zambia, understanding as well as Bangladesh, Bulgaria, Ecuador, among public and India, Indonesia, Kazakhstan, Kyrgyzstan, private stakehold- Macedonia, Mexico, Nepal, Pakistan, ers along the Panama, Tajikistan, and Thailand. agricultural value chain. The course offers an effective “how to” guide for people looking to use business incubation to grow innovative agribusiness enterprises in developing countries. Cheikh Tidiane Ndiaye of Senegal said, “The training session enabled us not only to acquire the required knowledge and competencies but to also strengthen the network of partners who will support the implementation of the Agribusiness Innovation Center in Senegal.” Hawa Ba of Senegal stated, “The training session has provided me with the required knowledge to successfully support entrepreneurs.” Esther Mally of Tanzania said, “Thank you for this training. It was indeed very powerful, and I gained a lot of new knowledge.” 37 Expanding Knowledge The infoDev network has an organic and better understanding of how business constantly growing community of more incubation can foster the creation and than 60 agribusiness-focused incubators scale-potential of agribusiness SMEs in from 40 plus countries, benefitting more developing nations. than 4,000 enterprises. The stakeholders in our network asked this question: “Can infoDev help us advance innovation and entrepreneurship in agribusiness? This sector is critical to our economies.” In 2012, with support from the Ministry for Foreign Affairs of Finland, infoDev conducted a global review of experiences by using a business incubation approach to promote innovation and entrepreneurship in agribusiness. As a result, we cultivated the intellectual foundation of the AIP. The assessment report, Growing Food, Products and Business: Applying Business Incubation to Agribusiness SMEs, provided a comprehensive analysis of positive and negative agribusiness incubation practices, which further contributed to a 38 Agribusiness Innovation Program WOMEN IN AGRIBUSINESS With women performing about 60 to 80 lack access to market information, percent of agro-processing activities, the technologies, and productive inputs. In acceleration of the agribusiness industry Senegal, about 80 percent of women can vastly impact women’s social and are employed in agro-processing and economic empowerment. A central horticulture, demonstrating a significant pillar of the AIP is assessing the needs of gender dimension in the country’s women entrepreneurs and finding means agribusiness industry. to support them. From facilitating access to finance, For instance, it is estimated that more markets, and networks, we aim to work than 60 percent of directly with women entrepreneurs, A central pillar of the AIP is micro and small-size providing them with the skills necessary for success. Trainings are a primary assessing the needs of women businesses in Ethiopia are food processing means by which we do this work. As entrepreneurs and finding enterprises run by women Angela Manjichi of Mozambique said, means to support them. entrepreneurs. However, “The training was excellent not only by women have traditionally its content but also the learning and been excluded from formal processes exchange experience with other people and structures, such as banking, and in the business incubation industry.” 39 Meet the Entrepreneurs Randa Filfili, Zena Exotic Fruits Randa Filfili, who owns and manages Zena Exotic Fruits, is the first Senegalese jam producer to export “niche” products, such as cashew apple butter and baobab jam, to markets in the United States, Europe, and Japan. Initially producing a range of quality fruit spreads for the local market, Randa became aware of an opportunity to expand Zena’s offering when she learned that local rural farmers produced cashews for export, but did nothing with the fruit these trees produced. The company seized the opportunity and worked with a team of food technologists, marketers, and chefs to develop a value-added product with a commodity that was viewed as having no commercial value. With a new model and a unique product, Zena is now able to export its all-natural cashew apple butter to satisfied consumers around the world. Beyond expanding the business to produce more high-quality products, Zena is invested in impacting its community positively. “We strongly support job creation and women empowerment. Women represent 95 percent of our growing staff. In addition, our company creates jobs for the disadvantaged by employing hearing-impaired mute people.” —Randa Filfili, Zena Exotic Fruits Pedro Tomo, Agro Servicos Pedro Tomo, the founder and CEO of Agro Servicos, believes in a market-driven approach and the value of being socially conscious in his business. He fulfills this mission by producing world-class fruit-based products that also create jobs for Mozambican farmers. According to Pedro, “By creating value around indigenous fruits that used to be neglected, we provide a sustainable source of income for over 60 farmers.” Despite Mozambique’s abundance of natural resources, few processed fruit-based products are sold in the country’s retail network that are “made in Mozambique.” Not to mention, there are even fewer 100-percent natural fruit-based products. Agro Servicos brand, Gutsamba, attempts to address this gap by improving both the quantity and quality of locally sourced fruit-based products available in the Mozambican market. At the end of 2013, Pedro’s firm received a prize for the “most innovative company” in Mozambique, beating 200 other contestants. 40 Agribusiness Innovation Program Looking to the Future In the coming years, infoDev’s to finance and linkages to the local, agribusiness innovation program will put regional, and global markets. As such, several priorities in motion: Pick n’ Pay (the second largest super- market chain in Southern Africa), the • Plan the implementation of all five African Enterprise Challenge Fund, AICs, starting in Tanzania and Nepal, Root Capital, SNV, UNIBRAIN, and and in a second phase in Ethiopia, Wageningen University have already Mozambique and Senegal. agreed to partner with infoDev. • Deploy the evaluation, knowledge, • Build the awareness and capacity and capacity building components of of value chain and ecosystem the AIP and develop the appropriate stakeholders in the implementation governance framework and enter- countries to increase coordination prise selection processes. and cooperation. • Establish effective partnerships with • Enter partnerships with like-minded financiers and industry players at the organizations to expand the monitoring local and international level. These and evaluating methodology and relationships will not only provide learning framework. expert perspective, but also access 41 42 Access To Finance Access to Finance It takes more than an idea to create and sell an exclusive product or start a profitable business. Access to finance is often a major threshold for entrepreneurs to scale up their activities. However, in many developing contexts access to these resources are limited, or sometimes nonexistent. Thus, it takes an innovative approach to support innovators and entrepreneurs in these regions. infoDev’s Access to Finance work stream (A2F) prides itself on being at the cutting edge of this knowledge and expertise. By producing targeted research that pinpoints the challenges entrepreneurs in the developing world face, A2F has explored nontraditional financial actors who might be the key to revolutionizing innovative financing models. Angel investment is another rigorous topic of study By producing targeted research we’ve undertaken during the past couple of years, as that pinpoints the challenges these investors provide more than funding—they can entrepreneurs in the developing offer the mentorship and support necessary to help world face, A2F has explored entrepreneurs realize their goals. To have a more nontraditional financial actors who holistic understanding of the work and impact of angel investment, we interviewed angels from all might be the key to revolutionizing over the world and compiled those results into innovative financing models. an Angel Network Guidebook. This upcoming guide will not only advance knowledge about these angels, but also provide a roadmap for interested parties to take part in this high-risk and even higher yield field. Early stage investment is also a critical aspect of infoDev’s Climate Technology Program. Each CIC will manage a seed capital facility to invest in early stage climate tech ventures that do not have access to banks or other traditional sources of financing. The Kenya CIC is pioneering these mechanisms In the Caribbean, we will through its upcoming seed facility that will experiment with a regional leverage $5 million of infoDev’s financing web-based startup financing with up to $15 million from private marketplace. investors. In the Caribbean, we will experiment with a regional web-based startup financing marketplace, which will ultimately serve as an online venue for startup entrepreneurs and angel investors to meet. 43 44 Entrepreneurship Program for Innovation in the Caribbean Entrepreneurship Program for Innovation in the Caribbean The Caribbean is overflowing with innovative talent, yet many entrepreneurs face challenges in developing and scaling up successful businesses. infoDev’s Entrepreneurship Program for Innovation in the Caribbean (EPIC), a seven-year program funded by the government of Canada, aims to help develop a robust and vibrant innovation and entrepreneurship ecosystem that will promote inclusive development throughout the region. EPIC is a microcosm of all our work streams with strong components in the mobile innovation, climate technology, access to finance, women’s entrepre- neurship, and business incubation fields. We provide access to finance, skills, and capacity building, by using and building entrepreneur networks and innovative engagement platforms. Furthermore, EPIC will seek to engage the Caribbean diaspora as angel investors. EPIC’s outreach EPIC’s activities have engaged around 2,000 individuals—from entrepreneurs, to business leaders, and experts—across 14 Caribbean Community and Common Market (CARICOM) countries. Both entrepreneurs, startups and policy makers have participated in our themed high-level forums and programs. Since the launch of the program a few years ago, we have partnered with numerous organizations, including the Inter-American Development Bank, University of West Indies, Blackberry, Digicel, Lime, and Microsoft. 45 Caribbean Mobile Innovation Project In the Caribbean region, many of the coaching, mentorship, and international gears necessary to construct and support recognition to all participants. a burgeoning regional mobile ecosystem are in motion. However, there are gaps that At the end of 2013, the World Bank prohibit innovators from developing their Latin American and Caribbean region ideas and turning them into profitable and infoDev launched Digital Jam 3.0 enterprises—such as geographic and “Caribbean Edition,” together with economic fragmentation in the region to a a coalition fostered by the Jamaican lack of mentorship and seed financing. government, to link Caribbean youth to global digital opportunities. A series of To fill these gaps and promote the activities targeting youth will culminate in a development of the ecosystem, EPIC Get up, STARTUP conference in March 2014. has facilitated the Caribbean Mobile Innovation Project. This project includes Following an extensive consultation a series of regional and local activities round with local stakeholders, we have to both discover innovative talent planned a regionally focused network and support promising startups. From of six mHubs. The central hub will cater November 2012 to March 2013, we ran to the unique needs of innovators, by a Facebook-based pitching competition, running trainings, mentorship programs, PitchIT Caribbean. The competition and startup competitions, thereby helping provided opportunities to enhance the link entrepreneurs to the services that will region’s web and mobile entrepreneurs’ take their ideas to market. pitching skills, as well as deliver expert Caribbean Climate Innovation Center Climate change in the Caribbean poses a We are able to carve a distinct role for our- particular threat, as it damages physical selves in the climate mitigation challenge structures and the stability of several by partnering with local stakeholders to social and economic industries. However, implement the Center—the Caribbean the region is positioned to make tre- Industrial Research Institute (CARIRI) mendous strides in this area, because its in Trinidad and the Scientific Research abundance of clean energy resources and Council (SRC) in Jamaica. With a local high electricity prices offer opportunities perspective at the core of the CCIC’s for alternative options. business plan, we aim to successfully provide country-specific approaches to infoDev took the initial steps toward encourage economic development and finding a solution to this pressing job creation in the region. We launched developmental challenge by establishing initial activities and grant competitions a Caribbean CIC (CCIC). at the end of 2013 and the center will formally open in the first quarter of 2014. 46 Entrepreneurship Program for Innovation in the Caribbean Tapping into the potential of women entrepreneurs in the Caribbean To find the best way to harness the cre- women entrepreneurs, which were ative women-led ventures that abound advertised through WINC. One was in in the Caribbean, infoDev worked with Barbados (September 16 to 18) and the female entrepreneurs on the ground other in Jamaica (September 23 to 25), in to pinpoint the specific cultural and which 66 people participated. economic barriers they face. A 2013 Innovative Women Entrepreneur- The first step in this process was the ship in the Caribbean competition development of the Women Innovators awarded four winners from Trinidad, Network Caribbean (WINC), which Jamaica, and Belize, selected from 77 connects growth-oriented women entries region-wide. These four women entrepreneurs to scale their businesses won the opportunity to travel to East through mentoring, training, and peer- London, South Africa, to participate in to-peer learning. This network, led by infoDev’s 5th Global Forum. Currently, women in the region, has engaged we are developing knowledge on the hundreds of women online and provided addressable market—who is the female a platform from which they can receive Caribbean growth entrepreneur and what access to mentorship and participate in are her specific needs? This information focus groups and workshops. will be published in a study in the first quarter of 2014. In September 2013, infoDev held two energetic training programs for Caribbean 47 Meet the Entrepreneurs Racquel Goddard Moses, iDaedle Consulting Limited Racquel Goddard Moses is the founder and Managing Director of iDaedle Consulting Limited. She was one of the dynamic women entrepreneurs that participated in the 5th Global Forum’s Women Entrepreneurs Roundtable. Her company provides sales, marketing, and strategy consulting solutions to corporate clients in the Caribbean. Raquel’s main goal is to unveil and promote the technological prowess of the region and the talent and plethora of ideas that continue to develop throughout the islands. In doing so, she hopes to create the first Fortune 500 Company born out of the region. “I’ve had excellent mentors, people that inspire me in the way that they do business, their adherence to quality, how knowledgeable they are about their industries and how selflessly they deliver advice to those in need.” —Racquel Goddard Moses, iDaedle Consulting Limited M.A.D.E. – My App for Disasters and Emergencies by Ade Inniss-King and Madonna Corrian Ade Innis-King of Trinidad and Tobago was inspired to create a crisis-based mobile app, M.A.D.E.: My App for Disasters and Emergencies following a flash flood that damaged his family home in Diego Martin. Ade and his partner, Elisia Madonna Corrian, piloted a mobile app that provides location-specific information about natural disasters. The system is designed for users to receive updates about potentially extreme weather events, giving them the opportunity to make advanced arrangements. The key feature of the app is that it facilitates a line of communication and connects affected people with emergency coordinators and rescuers. M.A.D.E. was selected as the winner for the Caribbean in the VentureOut Challenge and received a cash prize and mentorship to strengthen its business strategy. 48 Entrepreneurship Program for Innovation in the Caribbean 49 50 APPENDICES Appendix 1: Total Contributions to infoDev by DonorS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52 Appendix 2: Total Cash Contributions and Disbursements by Fiscal Year. . . . . . . . . . . . . . . . . . . . . . . . 53 Appendix 3: Overview of infoDev Trust Fund Account Balances . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 Appendix 4: infoDev FY12 & FY13 Disbursement by theme and region. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55 Appendix 5: Overview of Knowledge Products and publications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56 Acknowledgments: Donors and Partners. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57 51 Appendix 1: Total Contributions to infoDev by DonorS Over the reporting years infoDev’s donor base has grown, with valued contributions coming from Australia, Canada, Denmark, Finland, Germany, Norway, South Africa, Sweden and the United Kingdom. Cash Contributions by Donor in FY12 1% 1% Australia 9% Canada Denmark 37% 22% DGF* Finland 6% Germany United Kingdom 22% 2% World Bank Cash Contributions by Donor in FY13 1% 1% Australia * Development Grant Facility Canada (World Bank) 5% 13% ^ Contributions through the 1% 10% Denmark United Kingdom # Includes King Abdulaziz City DGF* for Science and Technology’s 15% ICT Incubator Program Finland (KACST BADIR; Saudi Arabia) and SPARK (The Netherlands) Norway^ 31% 14% South Africa 7% Sweden United Kingdom 2% World Bank Others# 52 AppendiCEs Appendix 2: Total Cash Contributions and Disbursements by Fiscal Year Since FY11, cash contributions from donors have risen close to 10 percent. Disbursements have increased by more than 50 percent between FY12-FY13 from the previous two years, totaling $15.5 million in FY 2013. Donor Contributions by FISCAL Year (in $millionS) 35 30 25 20 15 10 5 0 FY11 FY12 FY13 FY14* * FY14 reflects signed agreements and pending signing. infoDev Disbursements by Fiscal Year (in $millionS) 18 16 14 12 10 8 6 4 2 0 FY11 FY12 FY13 FY14 * Projected * FY14 reflects signed agreements and pending signing. 53 Appendix 3: Overview of infoDev Trust Fund Account Balances infoDev’s Account Balances as of June 30, 2012 (in $Thousands) FY11 Contribution Fees and FY12 Ending Account Beginning Disbursement Received Income Balance Balance Multi-Donor for InfoDev 2,090 267 (5) 1,270 1,082 Creating Sustainable Business 8,553 4,636 (44) 4,563 8,582 in the Knowledge Economy Entrepreneurship Program for 8,211 1,999 6 602 9,614 Innovation in the Caribbean Climate Technology Program ­— 12,669 (213) 589 11,867 IFC FMTAAS* 562 — 274 288^ Korea Trust Fund for ICT for 10,405 59 1,602 8,862 Development EFO** 113 97 16^ World Bank 275 275 — Development Grant Facility 1,300 1,300 Total Trust Fund and 29,934 21,147 (196) 10,572 40,312 World Bank I. infoDev’s Account Balances as of June 30, 2013 (in $Thousands) FY12 Contribution Fees and FY13 Ending Account Beginning Disbursement Received Income Balance Balance Multi-Donor for InfoDev 1,082 2,059 (97) 1,600 1,445 Creating Sustainable Business 8,582 376 24 5,822 3,160 in the Knowledge Economy Entrepreneurship Program for Innovation in the 9,614 3,001 (14) 1,544 11,057 Caribbean Climate Technology Program 11,867 13,119 (145) 2,515 22,327 Korea Trust Fund for ICT for 8,862 ­— 36 3,815 5,083 Development EFO** 387 138 249 World Bank 80 80 Total Trust Fund and 40,008 19,023 (197) 15,514 43,321 World Bank * Financing Mechanism for Technical Assistance and Advisory Services. Externally financed output : for FY12 to support Climate Tech. Program; for FY13 to support the 5th Global Forum on Innovation **  and Entrepreneurship and training programs. ^ Balance of FY12 not carried over to FY13. 54 AppendiCEs  nfoDev FY12 & FY13 DisbursementS Appendix 4: i by theme And Region In the past years, infoDev disbursed funds dedicated to capacity building, trainings and global networking events (including our 5th Global Forum on Innovation and Entrepreneurship), research and the creation of handbooks in ICT and Agribusiness, and operationally to our Mobile Innovation, Climate Technology and Access to Finance program activities. infoDev FY12 & FY13 DisbursementS by theme* Access to nance 4% Climate technology and innovation Capacity building 19% and global networking events** Mobile 43% innovation 18% Research and Handbooks in ICT and Agribusiness 16% infoDev FY12 & FY13 Disbursements by region LAC and Caribbean 2% Cross-regional Africa activities 38% 23% ECA 16% Asia 21% * Reflects activities directly executed by infoDev. ** Includes infoDev’s 5th Global Forum on Innovation and Entrepreneurship, held in May 2013. 55 Appendix 5: Overview of Knowledge Products and publications 2012 • Agricultural Innovation Systems Sourcebook, 2012 • Climate Innovation Center (CIC) Business Plans, 2012-13 • Business Incubation in ECA Impact Study, 2012 ·· Kenya Climate Innovation Center Business Plan • Wasting No Opportunity: The Case for Managing ·· Ethiopia Climate Innovation Center Business Plan Brazil’s Electronic Waste, 2012 ·· India Climate Innovation Center Business Plan • Growing Food, Products and Businesses: Applying ·· Vietnam Climate Innovation Center Business Plan Business Incubation to Agribusiness SMEs, 2012 ·· Gauteng Climate Innovation Center Business Plan • IC4D 2012: Maximizing Mobile, 2012 ·· Caribbean Climate Innovation Center Business Plan 2013 • Broadband Regulation Training Curriculum, 2013 • Financing the Next Wave of African Innovation: • Women’s Acceleration Lessons Learned, 2013 Addressing Critical Funding Gaps for East African Technology Entrepreneurs (Conference Copy) • Co-Incubation Pilots Lessons Learned, 2013 • Post-Conflict Studies, 2013 • Inclusive Green Growth, 2013 ·· The Role of Information and Communication • Guiding Ideas from Mind to Market, 2013 Technologies in Post-Conflict Reconstruction • Agribusiness Innovation Centers (AIC) Business Plans, ·· The Role of ICT in Post-Conflict Timor-Leste 2013: ·· Towards Transformation-ICT in Post Conflict Rwanda ·· The Agribusiness Innovation Initiative in Ethiopia ·· Tunisia: from Revolutions to Institutions ·· The Agribusiness Innovation Center of Tanzania ·· From Transition to Transformation: The Role of the ·· The Agribusiness Innovation Center of Senegal ICT Sector in Afghanistan ·· The Satellite Agribusiness Innovation Center in Saint ·· Cables, Commissions, and Cybercafes: ICTs in Post Louis, Senegal Conflict Liberia ·· Promoting Agribusiness Innovation in Nepal • Diaspora Investing: The Business and Investment • Mobile Usage at the Base of the Pyramid Reports, Interests of the Caribbean Diaspora, 2013 2013: • Crowdfunding’s Potential for the Developing World, ·· Mobile Usage at the Base of the Pyramid in Kenya 2013 ·· Mobile Usage at the Base of the Pyramid in South • Training Module on Agribusiness Incubation, 2013 Africa ·· Mobile Usage at the Base of the Pyramid: Research Findings from Kenya and South Africa 56 AppendiCEs Acknowledgments: Donors and Partners infoDev thanks the following donors and partners for their support: 57 info Dev The World Bank Group MSN I9-900 1818 H St. NW Washington D.C., 20433 USA Tel: 1 202 458 4070 / 458 8831 Email: info@infodev.org www.infodev.org