How can NGOs build and enhace a sterling reputation through Trust management? This was the topic addressed by me at the 1st edition of World Communication Forum “Communication On Top” Davos, 8-9th February 2010 (Switzerland)

1. © Rui Martins | Dianova1
Implement
new Metrics
that integrate
Social Goals
and Values
40th Annual Meeting WEF Davos 2010
“Improve the State of the World: Rethink, Redesign, Rebuild”
Need to
Rethink institutions
and Redesign them to
meet 21st century demands
& Position organizations
for higher
Performance

2. © Rui Martins | Dianova2
Building Trust in a turmoil crisis through
Change management communications: how to
create social value
Global Forum “Communication On Top” Davos, 8-9th February 2010

3. © Rui Martins | Dianova3
The growing attractiveness of the
Third Sector
Innovation Management → Innovation on Work Practices
Julian Birkinshaw, co-founder InnovationLab London Business School
$1.9 trillion in
operating
expenditures
(#5 if a country)
4,6% (48.4 M jobs)
of economically
active population
53% fees as source
of revenue
35% government
12% philanthropy

4. © Rui Martins | Dianova4
The Problem 2003: Who’s Dianova?
What does it stands for?
Exclusive focus on
drug treatment
76% decrease
of new clients
1998-2002
Unknow brand
Unattractive Partner

5. © Rui Martins | Dianova5
Developing Trusting Relationships
for Organisational effectiveness
Aligning stakeholder’s perceptions and expectations with Organisational goals
1
Source credibility
Ethos Integrity
Logos Expertise
Pathos Charisma
2
Brand Engagement
Transparency
Honesty
Interactivity
3
Reputation of
being Trustworthy
“Trust Deposit
Bank”
Competence, Open
Reliability

6. © Rui Martins | Dianova6
Goals: Incorporating new
management paradigms
Change Management, Governance, Ethics, Sustainability, Reputation...
Create a new
Trustworthy &
Inspiring brand
Value proposition
for Clients,
Board & Staff
and Society
Guaranteeing
Dianova’s
Sustainability and
Social Value

7. © Rui Martins | Dianova7
Desired Positive change
A roadmap towards Sustainability
What procedures
and capabilities
do we require?
What do
we have to change?
•How to manage
•change in harmony
•with our
•core values?

8. © Rui Martins | Dianova8
Strategy: Recreating and Leading
Dianova’s own future…
One Language, One Voice, One Brand
People +
Leadership +
Organisational
Culture
Embedding Strategy
& Communication
Change
Management
Communication levels
Awareness|Understanding
Commitment|Change
Offline and
Online Tools
Proactive & Positive flow
Information|Dialogue
Involvement|Recognition

9. © Rui Martins | Dianova9
Brand
Management
& Internal
Comm
Integrated Communication
Moto Learn | Grow | Achieve
Aligning Corporate Culture with its Best Principles
Corporate
Communication
Public
Affairs
Health
Communication
Media
Relations
Social
Marketing &
Events
Online Comm
& Social
Media

10. © Rui Martins | Dianova10
Government
• Legislators
• Regulators
• Politicians
• Local and Central
administration
• Project analysts
• International
bodies
Organisation
• Board
• Staff
• Volunteers
• Suppliers
• Partners
• Clients
• “Shareholders”
Community
• Leaders
• Analysts
• Investors and
Sponsors
• Public in general
• Academia
Market
• Prescribers
• Health, Education
and Social Professionals
• Potential clients
• Families
• Opinion makers
• Competition
Good corporate
Citizen?
Social
development?
Quality?
Effective?
Partnerships?
Innovative?
Good governance?
Social value?
Good place
to work?
Creative team?
Multi-stakeholders approach
Cooperation and cooptition culture
Based upon Model of Business Relationships, MacMillan et al (2000)
Trustworthy? Commitment?

11. © Rui Martins | Dianova11
Trust
Deposit Bank
Corporate
Governance Policy
Board Supervision
Evaluation of annual plan
Accountability
Quality
Management
System ISO 9001:2000
Therapeutic Community
Increase satisfaction 12,3%
Increase new admissions
30,2%
Corporate Social
Responsibility
Balanced Scorecard
2008-2012
Strategic planning
Monitoring
Evaluation
Internal Comm
& Talent Mng
56 Staff & Board
Talent retention 93,25%
Team building Workshps
Academia Jobshops

12. © Rui Martins | Dianova12
Trust
Deposit Bank
Sustainable Social
Integration
Professional Integration
Nursery Plant
+50 beneficiaries
13 staff
€300.000/year
New sources
Income
Social Stock Exchange
Lisbon
“3G Emotional Adventure
Campus”
200.000 social
shares
Innovation
Certification as Training
Organisation
New service Training
Centre
Transparency &
Accountability
Annual Report
External Publication
Monthly eNews
Website
Social media

13. © Rui Martins | Dianova13
Offline Tactics show case

14. © Rui Martins | Dianova14
Online & Social Media Tactics show case

15. © Rui Martins | Dianova15
Delivering the promise
Social ImPact 2007-2009
Treatment
Program
237
Social
Inclusion
288
Training
& Family
Programs
1.541
Prevention
& Education
2.671Community
Development
3.081
4.664
2009
2.041
2008
1.113
2007

16. © Rui Martins | Dianova16
Economic Performance 2008
GENERATED
REVENUE
65%
PUBLIC
FUNDING
25%
PHILANTHROPY
10%

17. © Rui Martins | Dianova17
Communication ImPact 2009
OUTPUT
Effectiveness
of message
dissemination
IMPACT
Communication effect on
Stakeholders
OUTCOMES
What changed
Positive media
Coverage
111 news
9.8million readers
€348.198 ROI
7.258 monthly views
Recognition of
capability to change
Innovation and
Professionalism
Master classes &
Seminars UNI
Demand
treatment
Increase 30.2%
Partnerships
6 high-level nat/intern
Conferences
4 high-level

18. © Rui Martins | Dianova18
Conclusions
Reputation =
Stakeholder relationships,
Experiences & future
behaviours
Monitoring
Evidence of the strength
of these relationships
Internal & external
reporting
Evaluation
Allows NGO to act now
to improve Governance,
Sustainability and
Reputation
Take
Risks
Accept
Mistakes
Stay
Learning
Encourage
Innovation
Embrace
Change
Enjoy

19. © Rui Martins | Dianova19
Inspiring the Change in a
Savvy & creative way! THANK YOU
© Rui Martins │Dianova