2. Key trends in development ….
(1) Donor Fatigue Donor expectations rising when NPO performance is falling
Donor Expectations
Falling NGO Rising donor
Initially naïve,
capacity expectations
trusting NPO’s will deliver;
impose few reporting and
proof requirements.
Sullivan Code made CSI
cosmetic; no investment in
“back-office” design, funding
Increasing donor field-office delivery instead.
frustration and
NPO Performance
NGO anxiety at
Initially well-run,
cross-over
in regulated environment,
then heavily funded from
abroad with weak auditing,
with little investment in
institutional capacity,
loss of talent and diversion
Rising social Falling NGO of money since 1994
needs performance
70’s 80’s 90’s 00’s
2
3. Key trends in development ….
(2) Downspend Donors hold back when NGO’s can’t deliver
Richer NGO’s
Richer NGO’s
Have the resources to
market
market themselves and
themselves well
maintain relationships with
donors.
Income Donors struggle to
see visibility and NPO Performance
impact for their Initially well-run,
funds in regulated environment,
then heavily funded from
abroad with weak auditing,
with little investment in
institutional capacity,
loss of talent and diversion
Poorer NGO’s market of money since 1994
themselves poorly
Number 3
4. Key trends in development ….
(3) Flight to Quality Donors prefer NGO’s who promise visibility and show impact
Richer NGO’s
Richer NGO’s
Have the resources to
market
market themselves and
themselves well
maintain relationships with
donors.
Income Donors shift to
richer NGO’s NPO Performance
Initially well-run,
in regulated environment,
then heavily funded from
abroad with weak auditing,
with little investment in
institutional capacity,
loss of talent and diversion
Poorer NGO’s market of money since 1994
themselves poorly
Number 4
