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Building a Better International NGO “ Greater than the Sum of the parts ”

Building a Better International NGO “ Greater than the Sum of the parts ”. Flow …. Development progress - Good news .. But!! .. All not rosy .. Challenges facing international NGOs Book is trying to say. Flow …. Good news. Local energy & vibrancy. Education getting better ….

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Building a Better International NGO “ Greater than the Sum of the parts ”

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  1. Building a Better International NGO “Greater than the Sum of the parts”

  2. Flow … • Development progress - Good news .. • But!! .. All not rosy .. • Challenges facing international NGOs • Book is trying to say ..

  3. Flow … • Good news ..

  4. Local energy & vibrancy

  5. Education getting better …

  6. Less a political/ idealogical/ religious football

  7. Some good news in development landscape • Growth & Opportunity - Africa • Less a political/religious football pitch • Governance & Democracy … gradually …

  8. Reduction on poverty levels

  9. Some good news in development landscape • Growth & Opportunity - Africa • Less a political/religious football pitch • Governance & Democracy … gradually … • Unexploited resources

  10. Some good news in development landscape • Growth & Opportunity - Africa • Less a political/religious football pitch • Governance & Democracy … gradually … • Unexploited resources • Private sector investment (FDI)

  11. Annual FDI Inflows in Uganda (million US $), 1990 - 2009 Source: UNCTAD, World Investment Reports

  12. Some good news in development landscape • Growth & Opportunity - Africa • Less a political/religious football pitch • Governance & Democracy … gradually … • Unexploited resources • Private sector • Internet / ICT

  13. Penetration of mobile cellular and internet Mobile cellular subscriptions by level of development, 1998 - 2009 Internet users by level of development, 1998 - 2009 Note: * Estimates. Source: ITU World Telecommunication/ ICT Indicators database Source: UN International Telecommunication Union (ITU); ‘Measuring the Information Society Report’ 2010, 23rd February 2010

  14. Fast growing cellphone footprint .. Source: Africa Infrastructure Country Diagnostic

  15. Very rapid growth of broadband ..

  16. Some good news in development landscape • Growth & Opportunity - Africa • Less a political/religious football pitch • Governance & Democracy … gradually … • Unexploited resources • Private sector • Internet / ICT • More thoughtful aid

  17. Flow … • Development progress - Good news .. • But!! .. All not rosy ..

  18. .. But all is not rosy .. • Very delicate balance (Snakes and Ladders)

  19. SNAKES & LADDERS

  20. Journey from stability to stability is long and risky

  21. .. But all is not rosy .. • Very delicate balance (Snakes and Ladders) • Journey from stability to stability is long and risky • Poverty landscape is more complex

  22. Profile of poverty ..

  23. .. But all is not rosy .. • Very delicate balance (Snakes and Ladders) • Journey from stability to stability is long and risky • Poverty landscape is more complex • Oil & Mineral resources has the opportunity to wreck the African continent

  24. Natural resources .. Scenarios …

  25. .. Blessing ….or Curse !!

  26. Flow … • Development progress - Good news .. • But!! .. All not rosy .. • Challenges facing international NGOs

  27. .. Question marks?  iNGO - Point of inflection? • Welcomed ? Cumulative resentment? • Contribution being challenged: Results agenda!

  28. Results Agenda …

  29. .. Question marks?  iNGO - Point of inflection? • Welcomed ? Cumulative resentment? • Contribution being challenged: Results agenda! • “Disruptive” technologies/changes (ICT4D) • Squeezed: Role as intermediary? • Closing gap (internet, global media, globalisation, trade & investment, +) • Squeezed: Very large contracts & local NGOs? • Innovation record ?

  30. Large scale innovation ?

  31. .. Question marks?  iNGO - Point of inflection? • Welcomed ? Cumulative resentment? • Contribution being challenged: Results agenda! • Squeezed: Role as intermediary? • Closing gap (internet, global media, globalisation, trade & investment, +) • “Disruptive” technologies/changes (ICT4D) • Squeezed: Very large contracts & local NGOs? • Innovation record ? • Adapting to new areas/ opportunities? • e.g. trade & enterprise - “green space”;ICT4D

  32. “Green space” ..

  33. Economic flywheel of developing economies ,, Infrastructure Institutional Capacity Building Enterprise Development and Expansion Agricultural Value Chain Education Aid FDI Trade Technology (ICT) Oil Revenues National Content Health Housing

  34. .. Question marks?  iNGO - Point of inflection? • Welcomed ? Cumulative resentment? • Contribution being challenged: Results agenda! • Squeezed: Role as intermediary? • Closing gap (internet, global media, globalisation, trade & investment, +) • “Disruptive” technologies/changes (ICT4D) • Squeezed: Very large contracts & local NGOs? • Innovation record ? • Adapting to new areas/ opportunities? • e.g. trade & enterprise - “green space”;ICT4D • Efforts by the iNGOS to strengthen – slow!!

  35. Flow … • Development progress - Good news .. • But!! .. All not rosy .. • Challenges facing international NGOs • Book is trying to say ..

  36. Key messages from the book • Step change not optional: > overdue!! • Organisational model/capacity; focus & positioning + • Either Greater than the sum of parts or ???

  37. Why? Typical drivers Strategy Donors • New Strategy: Translating strategy into decisions and focus: Growth • Donor expectations ( e.g. major grants) • Funding return on Investment/growth • Programme Quality/Impact • Alignment on“Theory of Change”& programmatic approach & M&E • Programme learning & knowledge management • Innovation and scaling • Ability to act across borders/regionally/globally • Footprint rationalisation • High performance/inspiring environment for talent • Clarity/Duplication/Efficiency: Roles & Responsibility • Decision making: Optimisation of resources/expertise/investment • Agility/Flexibility: Use of resources/expertise/investment • Regional Structure/Regional Offices/ • North-South Power – Rebalancing • Joined up Planning, performance management and accountability • Harmonising/strengthening enabling processes / systems/ functions • Long term Legitimacy & Relevance • Reputation/Global Coherence/Risk Programme Quality/ Consistency / Learning Organisational performance Green Peace LTO SOS Villages

  38. Key messages from the book • Step change not optional: > overdue!! • Organisational model/capacity; focus & positioning + • Either Greater than the sum of parts or ??? • Interlinked set of changes

  39. Exhibit 6.7 – Interrelated dimensions of progress Governance Boards, & Decision Making Donor pressures, preferences Org Model/ Structure Leadership style, behaviour, capacity Global processes and systems Integrated planning & accountability “Theory of Change”

  40. Key messages from the book • Step change not optional: > overdue!! • Organisational model/capacity; focus & positioning + • Either Greater than the sum of parts or ??? • Interlinked set of changes • Credible at global and local levels • Theory of Change – centre stage • New opportunities: ICT4D: Green space + • Efficient & Effective, YES … but seek BREAKTHROUGHS!!

  41. Greater than the “Sum of the parts”? • Getting in Shape? … How to make a large international NGO be more than the sum of the parts? • Good at what? .. The Core Competences of an international NGO: What are they? What do they need to be? • Evolving structuresof international NGOs … is there a right answer? • Reinventing the international NGO through new technology possibilities (ICT4D) • Strategic planning for large international development and relief agencies: Reflections and Perspectives • Integrated planning, performance and accountability for large international NGOs (Draft) • What does all this mean?

  42. Building a Better International NGO“Greater than the Sum of the parts”Chapter 1: Getting in Shape

  43. The problem … frequent criticisms • Decision making is too slow and consensual • Inefficiency or duplication across different parts of the organisation • Disjointed ways of working, disjointed processes, disjointed decisions, disjointed initiatives • Over protective of local node of organisation, unable to see the bigger picture of the whole .. • Headquarters make decisions without understanding the realities of work in the field .. • Leadership behaviors are not always a shining example: criticisms re humility, respect, management discipline • Not making as much impact as we could or should …

  44. Exhibit 1.7 – Generic decision making framework Centre of gravity of decision making The organisation levels involved HEADQUARTERS REGION BUSINESS UNIT PRODUCT/ LINE OF BUS. HQ/Secretariat Lead Entity/s Prog. Country Predominantly funding entity Global strategic planning Country strategic planning Partnerships & Alliances Brand development & management New Opportunities & Business Dev Skills & Competence Development Organisat Struct. Values, Culture HR & Individual Performance Mgmt Finance & Procurement IT systems Internal & External relations / Comms Risk Management / Assurance Knowledge Management Bus Planning & Performance Mgmt Marketing / Fundraising Research Program - Development Program – Campaigning/Advocacy Program – Humanitarian Monitoring and Evaluation CRAFT STRATEGY BUILD THE BUSINESS SUPPORT OPS RUN OPS

  45. Exhibit 1.8 – Profile for a generic NGO Centre of gravity of decision making The organisation levels involved BUSINESS UNIT HEADQUARTERS REGION PRODUCT/ LINE OF BUS. HQ/Secretariat Lead Entity/s Prog. Country Predominantly funding entity Global strategic planning Country strategic planning Partnerships & Alliances Brand development & management New Opportunities & Business Dev Skills & Competence Development Organisat Struct. Values, Culture HR & Individual Performance Mgmt Finance & Procurement IT systems Internal & External relations / Comms Risk Management / Assurance Knowledge Management Bus Planning & Performance Mgmt Marketing / Fundraising Research Program - Development Program – Campaigning/Advocacy Program – Humanitarian Monitoring and Evaluation CRAFT STRATEGY BUILD THE BUSINESS SUPPORT OPS f) RUN OPS e) Weak Product / LOB dimension b) Vertical fracture d) Regions “caught in middle”

  46. Decision making …. • Where to invest non-restricted income? • Which kinds of opportunities to pursue/ invest? Go/No Go? • What geographical footprint to invest in ? • What donor relationships to invest in ? • How to maximise the contribution of scarce talent/expertise across the organisation? • Who to promote? Select for key roles? • How and where to grow talent and expertise for the future? • What new talent to bring on board and nurture? • Where to force consistency? .. Or leave to local discretion? + + +

  47. Self evaluation template ..

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