Date post: | 06-May-2015 |
Category: |
Business |
Upload: | lionsleaders |
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Surviving Economic Downturn
Every situation is going to be unique
Radical: We need to change direction NOW
Liberal: A bit gradually please
Conservative:
No govt meddling, let
the markets decide
CrisisDanger + Opportunity
If the world was a village of 100 people
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
From those who have much, much more is expected
Where will the best minds apply themselves?
CSR budgets are an opportunity
Repair or Prepare
Rebound 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?
What are we talking of?
Surviving or Thriving
Downturn, recession or depression
The great paradoxAs economies
decline.............
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.
Sustained
Global
Inter connected
Foundation builds houses, Clubs build homes.
Donor Constituency
Donor Psychology
Give donors what they want
• To feel good
• To hear from people that matter
• Tangibility
• Flexibility
• Personalisation
Societal Expectations
Leadership
Process
Leadership
Outcome
Organisational
Impact
Capacity
Building
Stake holders' involvement andrepresentation
Business skills in NGOsNoble missions with professional
careExponential growth of limited
resources
People believe in the message
if they believe the messenger
Inter Generational Equity
Aid to Trade
Survival to development
Endowment 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 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?
•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?
•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?
•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?