This document discusses strategies for non-profit organizations to survive economic downturns in 3 or fewer sentences. It suggests focusing on need-based, community-engaged programs while aggressively managing costs. Organizations should identify critical programs and contingency plans, strengthen key relationships, and involve boards to focus on serving people during difficult times.

1. Surviving Economic Downturn

2. Liberal: A bit
gradually
please
Radical: We need
to change
direction NOW
Conservative:
No govt meddling,
let the
markets decide
Every situation is going to be unique

3. Danger +
C risis Opportunity

4. If th e w o rld w as a
villag 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 world's wealth
55 would have no education

5. From those who have much,
much more is expected
CSR budgets are an opportunity
Where will the best minds apply
themselves?

6. Repair or Prepare
Rebound or react

7. Perspectives
• Are you asking for
donations or investments?
• Are your projects
community cost centers or
service centers?
• Are you an example for the
community?

8. W h at are w e
talking o f?
Surviving or Thriving
Downturn, recession or depression

9. The great
paradox
A s e c o n o m ie s
d e c lin e . . . . . . . . . . . . .
Expectations from
NGOs rise

10. 2011 SURVEY
85% 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.

12. Inter
connected
Global
Sustained

16. Foundation builds houses,
Clubs build homes.

18. Donor Constituency

19. Donor Psychology
Give donors what they want
• To feel good
• To hear from people that
matter
• Tangibility
• Flexibility
• Personalisation

20. Organisation
al
Impact
Leadershi Leadershi
Societal
p p
Expectations
Process Outcome
Capacit
y
Buildin
g

21. Stake holders' involvement
and
representation

22. Business skills in NGOs
Noble missions with professional care
Exponential growth of limited
resources

23. People believe in the message
if they believe the messenger

25. Inter Generational
Equity

26. Aid to Trade
Survival to development
Endowment to enrichment

27. Build sustainable
models

28. •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 cut
our budget by 10 percent, by 20 percent, by 30 percent?
•Have we identified the triggers that will set our contingency
plans in motion?
•Are we branding ourselves?

29. •Do we know which of our programs and activities are
mission-critical, and what each costs?
•Are our discretionary dollars allocated to these
programs and activities?
•Should we be cutting programs?
•Who are the people most critical to our success, now
and in the future?

30. •What are our most important relationships and are we
attending 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”? How
much is at risk?
•Are there steps we can take to simplify our operations?

31. •Do we have low- or no-cost ways to strengthen our
organization?
•Is this an opportunity to bring critically needed skills
onto our leadership team?
•Are we involving our board members and using their
talents and connections appropriately?
•Are we helping our folks stay focused on the people
and causes we serve or getting bogged down in our
own woes?