Social Enterprise Analysis - Oct. 16, 2016-

Organization Overview

TECHO, the Latin America social enterprise focused on community-led housing

solutions. TECHO, also known as “Un Techo Para Mi País” (UTMP) (Spanish for “A Roof For

My Country”), was founded in Chile in 1997 by Jesuit priest Felipe Berríos, along with a

group of university students. The nonprofit organization mobilizes youth volunteers to

fight extreme poverty in Latin America, by constructing transitional housing and

implementing social inclusion programs.

Non-profit TECHO funds itself through a combination of philanthropic and international

development assistance, as well as individual giving, primarily because the organization

model, mission and objectives all aim at the permanence and sustainability of the

communities with which the organizations works.

The organization´s explicit goal is to work with communities over the long term.

Communities living in informality are mobilized, engaged and allowed to lead their own

regeneration process. TECHO brings a model of patient engagement, volunteers with

passion and stakeholders who can contribute technical skills, like legal land formalization

and urban design and architecture, to the table. Building housing is only one of many

outcomes from the whole process.

TECHO is also working to inform its own work and that housing policymakers with data on

informal communities. Private developers would do well to consider collaborating with

TECHO or supporting its efforts with grants and volunteers. Especially for developers that

have foundations, TECHO´s work to build social capital, agency and project ownership is

the same that newly built social and affordable housing communities need to ensure they

thrive.

Additionally the organization has a long history of responding to disaster situations, such

as earthquakes in Peru (2007), Haiti (2010) and Chile (2010).

Currently TECHO is working with more than 720,000 volunteers, it has constructed houses

for over 102,400 families in 19 countries in Latin America and the Caribbean and have 2

offices located in Miami, FL, USA and London, England that work as funds hubs.

TECHO Methodology

TECHO is most known for its largest scale construction projects, building

transitional homes called “mediaguas” for people living in slums in Latin America. The

homes are made of wood and built by volunteers who work alongside the beneficiary

families. Transitional homes allow Latin America´s poorest populations to have a private,

safe and decent shelter; these basic results have long-term impacts which are being

evaluated in the impact study “Build a Brighter Future: A Housing Upgrading,” led by

academics from the World Bank and the University of California, Berkley.

In its second phase, TECHO coordinates social inclusion programs such as education,

healthcare, economic development, micro-finance, and vocational training. These

programs are organized around weekly community meetings led by residents of the area.

The third phase involves helping residents develop their own sustainable communities,

including construction of permanent housing.

Funding comes from grants, corporate support and individual donations.

Reflective Report Class Oct. 17, 2016- Mariandrea Hernandez- M044610031

During the class of Oct. 17, 2016, we were able to discuss in our groups the three main

important points to develop a social enterprise. In order to create and develop a social

enterprise, the organization should be:

1. Based on our previous experiences:

Our social enterprise idea should be based on our previous experiences, so we will be able

to have previous knowledge of the problem, the market and we will know with which

resources we count on.

2. Social Value

Our social enterprise must have a social value for us and for the community we are

working. The social enterprise must create an impact of what we do, it must make a

difference to vulnerable people we are helping.

3. Financially Strong

Our social enterprise should be profitable. Social enterprises must not prioritise

social aims over viability. Social businesses exist to make money and do good, however it

is only through emphasizing the business side of social enterprise that the social mission

can be achieved.

In addition of the principal points for a social enterprise, we had to discuss and visualized

our target audience. What they are thinking and feeling?, What they see?, What they are

hearing? What they do and say?

As a group we were able to identify our strongest points, that were that we count with the

previous knowledge and some networks were we can know our target audience (in order

to make our research). We are sure we are creating social value. Nevertheless, we haven´t

figure it out how we will be capable of generating revenues and having a financially strong

enterprise.