Liberal: A bit gradually please Radical: We need to change direction NOW Conservative: No govt meddling, let the markets decideEvery situation is going to be unique
Danger +C risis Opportunity
If th e w o rld w as avillag e o f 1 00 p e o p le 64 would exist at income levels below USD 2 per day 46 would have no access to safe drinking water 7 would control of 78% the worlds wealth 55 would have no education
From those who have much, much more is expected CSR budgets are an opportunity Where will the best minds apply themselves?
Repair or PrepareRebound or react
Perspectives• Are you asking for donations or investments?• Are your projects community cost centers or service centers?• Are you an example for the community?
W h at are w e talking o f?Surviving or ThrivingDownturn, recession or depression
The great paradox A s e c o n o m ie sd e c lin e . . . . . . . . . . . . . Expectations from NGOs rise
2011 SURVEY85% of organizations expect an increase in service demand; just 46% expect to be able to fully meet this demand.60% of organizations have three months or less of cash on hand; 10% have none.Only 9% expect 2011 to be financially easier for the people they serve.
Inter connectedGlobal Sustained
Foundation builds houses, Clubs build homes.
Donor PsychologyGive donors what they want• To feel good• To hear from people that matter• Tangibility• Flexibility• Personalisation
Organisation al Impact Leadershi Leadershi Societal p pExpectations Process Outcome Capacit y Buildin g
Stake holders involvement and representation
Business skills in NGOsNoble missions with professional care Exponential growth of limited resources
People believe in the message if they believe the messenger
Inter Generational Equity
Aid to TradeSurvival to developmentEndowment to enrichment
Build sustainable models
•Are our programs need based and community engaging?•Are we managing costs as aggressively as possible?•Do we know what, specifically, we would do if we had to cutour budget by 10 percent, by 20 percent, by 30 percent?•Have we identified the triggers that will set our contingencyplans in motion?•Are we branding ourselves?
•Do we know which of our programs and activities aremission-critical, and what each costs?•Are our discretionary dollars allocated to theseprograms and activities?•Should we be cutting programs?•Who are the people most critical to our success, nowand in the future?
•What are our most important relationships and are weattending to them?•Should we be thinking about a merger?•Are we actively in touch with our key funders?•How much of our revenue is “in the bank”? Howmuch is at risk?•Are there steps we can take to simplify our operations?
•Do we have low- or no-cost ways to strengthen ourorganization?•Is this an opportunity to bring critically needed skillsonto our leadership team?•Are we involving our board members and using theirtalents and connections appropriately?•Are we helping our folks stay focused on the peopleand causes we serve or getting bogged down in ourown woes?