This document discusses the strategic triangle of an organization - legitimacy/support, operational capacity, and value. It provides details on the organization's donor support, volunteer numbers, expenses, growth rates, number of families served internationally, and corporate donors. It identifies issues with inconsistent capacity among affiliates, potential inefficiency in allocation of funds between programs and fundraising compared to peers, and an internal contradiction regarding the organization's identity that may be causing an identity crisis.

2. Strategic Triangle
Financial
Performance
Social Value
Organizational
Survival

3. Strategic Triangle
Legitimacy/
Support
Value
Operational
Capacity

4. Legitimacy & Support
Society: Public endorsements
Jimmy Carter, Bon Jovi & many others
Media Spots and Coverage
Donor Support: $262 million in 2010
Volunteers: 200,000 in 2010 in the U.S. alone

5. Operational Capacity
Expenses: $292 million in 2010
81% toward program costs
11.7% for “Public Awareness and Education”
14.7% toward fundraising costs
Growth:
11.7% Program Expenses Growth
6.8% Primary Revenue Growth

6. Value
Beneficiaries: 74,960 families served worldwide
47.5% repairs, 23.1% rehabilitations, 29.4% new homes
Just 22,024 new homes worldwide
Demand for affordable housing in U.S. alone: 3.1 million
Corporate/Private Donors:
24 $1 million plus donors in 2009
17 $1 million plus repeat donors in 2010, 20 of 24 overall

7. Capacity Problem

8. WHY? - The Affiliates
Inconsistencies in affiliate capacity
Some build 100s of homes
Some struggle to build one
Some go out of business
We don’t know why
Lack of Data

9. WHY? - Allocation
81% toward program costs
69.5% not counting Public Awareness
Low compared to peer group benchmark
14.7 toward fundraising
Inefficient compared to peer group

10. WHY? - Identity
Stringent Family selection process
To ensure they can make their monthly payments
Hand up! Not hand out.
Not working to give homes to “poorest of the poor”
Internal contradiction Identity Crisis