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Margie Keeton - Making CSI Matter 2012 - Sustainable NGOs
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Margie Keeton - Making CSI Matter 2012 - Sustainable NGOs

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Margie Keeton discusses why and how NGOs and CSI practitioners have to act smarter in the current funding climate at Making CSI Matter 2012.

Margie Keeton discusses why and how NGOs and CSI practitioners have to act smarter in the current funding climate at Making CSI Matter 2012.

Published in: Business, Technology

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  • 1. Creating Sustainable NGOs and CSI projects in the current climate Trialogue Making CSI Matter Conference Margie Keeton May 20121
  • 2. What is happening globally? Current crisis or Paradigm shift2
  • 3. Systemic challenge • Development or delivery? • Is the task too big, too challenging and too urgent for small, autonomous players • Radically changing expectations • Uncertainty / change reflected in evolving terminology and roles3
  • 4. Development Dictionary4
  • 5. Changing ways of working • Top down agendas • Wider impact • Measured outcomes • Defined interest areas • Governed by contract • Looking for new energy • NGOs as service providers5
  • 6. What is the priority? • Plugging some of the gaps? • Replication? • Working to scale? • Systemic impact? • Buying or building social capital? • Ownership or partnership? • Quick wins or lasting change?6
  • 7. What kind of impact are we looking for?7
  • 8. Bringing in market energies • There are models that work • Quality schooling for the poor • Bottom of the pyramid • High volumes, miniscule costs • Targeted to emerging consumer power and choice • As long as you can get people to pay and keep paying8
  • 9. Innovation - can it achieve scale?9
  • 10. The future of CSI “ Because inclusive business pioneers face extreme challenges, truly realizing the impact in impact investing will require more, not less, philanthropy, and will need that philanthropic support to be delivered in new ways.” From Blueprint to Scale (Monitor Group), April 201210
  • 11. CSI and NGOs … • Sometimes an awkward embrace • Working closely in the same space, but not necessarily with the same agenda • Money always complicates relationships • Need each other to be on the top of their game to succeed ourselves • Need to understand each other and respect our independence11
  • 12. NGOs in transition need ... • A clear vision for future operations and value add • A robust plan for the transition • Funding for the transition • Willingness to leave all “baggage” behind • Self belief, leadership and courage • Alliances with other NGOs • Improved communication12
  • 13. CSI in transition needs ... • Strategies to deal with different corporate imperatives • Ability to up its game internally • Improved communication • An approach that protects development equity and • Builds future development dividends • Brokerage skills13
  • 14. Sustainability risks in the sector • Homogenisation of approach • Excessive bureaucratisation • Big business / Big NGO alliance • Marginalisation of small players • Innovation, learning, diversity • Putting organisational needs first • Transactional costs of interventions • Not learning from our mistakes14
  • 15. Sustainability – protecting the blindside15
  • 16. Shared sustainability challenges • Strategy – being realistic and honest • Focus - 80/20 • Discipline – sticking within limits • Doing more / less with less • Remembering it isn’t your money • Managing expectations16
  • 17. Governance and leadership17
  • 18. Restocking South Africa’s social capital • Glue that holds society together • Catalyst for individual and collective agency • Common values • Trust and reciprocity • Second only to poverty in its impact on education and children’s welfare (Putnam) • Who has it and how to help them grow it18
  • 19. SA realities and how to change them19
  • 20. Long journeys and small steps20
  • 21. Strengthening the sector together21
  • 22. A new sustainability tool?22
  • 23. Development Brand imperatives • More trusted than corporate brands • Potential value for social impact and organisational cohesion • Intangible asset and value set • Efficiency, authority, credibility • “allows us to focus, to speak out, to be brave” • Good team builder • Demands strong organisational cohesion • Drives new ethics and structural integrity23
  • 24. Collective impact – what will it take?24
  • 25. What we have forgotten “The task of an NGO is not to compensate for government failure or market deficiencies by their own action; it is also not primarily to manage development projects. Rather an NGO’s role is about innovation and subsequent mainstreaming and multiplication.” Peter Uvin25
  • 26. Working more effectively together • Finding common ground for a continuum of effort • Recognising the limits to what each can deliver alone • Backbone – organisationally and politically • Sharing metrics and assessment tools • Mandates and accountabilities for formal partnerships • Recognising when it isn’t working26
  • 27. CSI and philanthropy – a new global spirit?27