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NetHope The Tuck School of Business at Dartmouth Hanover, NH October 31, 2007 Ed Granger-Happ

NetHope The Tuck School of Business at Dartmouth Hanover, NH October 31, 2007 Ed Granger-Happ. NetHope Vision Connected Together, Changing the World.

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NetHope The Tuck School of Business at Dartmouth Hanover, NH October 31, 2007 Ed Granger-Happ

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  1. NetHope The Tuck School of Business at Dartmouth Hanover, NH October 31, 2007 Ed Granger-Happ

  2. NetHope VisionConnected Together, Changing the World To be a catalyst for collaboration in the International NGO community and enable best use of technology for connectivity in the developing parts of the world

  3. NetHope Values – Guiding Principles • Technology (ICT) Matters • NGO Effectiveness depends on technology and capacity building • Benefiting all benefits one • Benefiting one also Benefits All • Learn through collaboration • Learn by doing • Build for the Field • IT solutions are deployed solutions • Bias for action • The need for speed, especially for emergencies

  4. What are the key questions? • What is fundamental in disaster relief? • What is fundamental in long-term development? • Is technology a benefit to communities in crisis? • For SCM, do we bet on on-line or off-line applications? • Can SCM be a competitive advantage for nonprofits? • What is commodity and what is value-added for a non-profit?

  5. Banda Aceh – Ground Zero 5

  6. Changing Priorities By Program Type Ranking factors 1-4, 1=highest For emergency response, time and volume are king; for development, cost and quality reign

  7. Stages of a Disaster Stage 1: Within hours of disaster striking • First relief workers arrive on the ground. • Survey and assess damage, transmit pictures, security information, relief material and personnel requirements to Head Offices. • Agencies decide how deeply involved they will be with relief efforts. • Example: CRS in sectarian fighting in eastern Congo • This is the Highly Individual, Highly Mobile ICT stage

  8. IRAQ 8

  9. Stages of a Disaster (cont.) Stage 2: Within two weeks of disaster striking • Teams begin to arrive on the scene as risk of disease and malnutrition escalates. • Requirements are continuous monitoring of disaster, assessment of victim needs, management of relief material deployment between and across aid agencies, personnel security, application and reporting of donated funds, uploading of case studies, pictures and relief reports. • Example: Relief International in Bam, Iran earthquake • Small Group, Highly Mobile/Temporary ICT stage

  10. An NGO Supply Chain Country – Sub-Office Plan Procure Ship Warehouse Ship Ben. Track • For development, procurement is competitive; for emergency response, procurement is pre-determined • Beneficiary tracking is key in the NGO supply chain; commercial SCM applications lack this

  11. Stages of a Disaster(cont.) • Stage 3 – From one-six months following a disaster striking to multi-year. • Agencies provide resources for building reconstruction, counseling, family reunification, food distribution, water purification, etc. • Agencies become part of the community over a long period of time. • Example: Actionaid in tsunami relief in southern India • Large Group - Permanent ICT stage

  12. NetHope Program Prioritization Matrix Impact Emer. Response Coordination High NRK III Knowledge Sharing – TAG/Summits Shared Procurement. Shared Applications Shared Help Desk ICT Skill Building Shared Email Shared BCP/DRP Medium Innovation Fund Pilots Test Lab Low Ease of implementation Difficult Easier

  13. NetHope Value Proposition –Top 5 for Members Why NGOs want to be members: • Increase Staff – NetHope’s virtual team and PM’s extend NGO IT departments • Share Knowledge/Gain consulting – advice through members and partners estimated at $75K per year (500% ROI) • Realize economies of scale – grants, purchasing • Greater impact thru leverage of ICT, building local networking expertise, eliminating duplication of effort and resources • Present unified face to donors and funding organizations

  14. NetHope Value Proposition –Top 5 for Corporate Partners Why corporations work with NetHope? • Broader impact: reaching greater number of beneficiaries thru single point of focus • Better philanthropy leverage: Lower cost of admin thru single point of focus • Work through NGO CIOs: leveraging the IT heads of largest international nonprofits who have the on-the-ground reach and experience • Lower risk thru collaborations; better deployment of grants; members help each other implement and execute • Support the model of NGO collaboration, leverage technology for capacity building 

  15. What are the key questions? • What is fundamental in disaster relief? • What is fundamental in long-term development? • Is technology a benefit to communities in crisis? • For SCM, do we bet on on-line or off-line applications? • Can SCM be a competitive advantage for nonprofits? • What is commodity and what is value-added for a non-profit?

  16. Resources Forces for Good: The Six Practices of High-Impact Nonprofits by Leslie Crutchfield and Heather McLeod Grant (Hardcover - Oct 19, 2007) http://www.amazon.com/Forces-Good-Practices-High-Impact-Nonprofits/dp/0787986127 Design for the Other 90% by Cynthia E. Smith (PaperbackMay 4, 2007) http://www.amazon.com/Design-Other-90%25-Cynthia-Smith/dp/0910503974 Disaster Relief - A compendium of learnings from engagements in Afghanistan, Iraq, Liberia, Iran, Sudan, Guatemala, Indonesia, Sri Lanka, Pakistan, Lebanon, by Dipak Basu, (PDF, August 23, 2006), http://www.nethope.org/doc/Disaster_Relief.pdf

  17. Appendices

  18. A vision of creating new conversations • Imagine… • Children presenting projects they are doing in a new education program in Latin America being watched by supporters and benefactors real-time on the web. • Field offices among a group of NGO’s in Afghanistan and Pakistan collaborating on a new proposal for a new relief program via a video conference • These are the new conversations of the virtual village

  19. Interesting relationship between connectivity & poverty U.S. Census Bureau and Telegeography Global Bandwidth report

  20. Leveraging IT Strategically New Program Venues e.g., US Literacy Program; Bolivia Education Program 1. Child-facing Work Flow Application Program Delivery Program Mgmt, Supply Chain, M&E., etc. 2. Field-facing Increasing Strategic Leverage Work Flow Applications Revenue/Donation Delivery Grant Mgmt, Web Donations, Donor Mgmt 3. Donor-facing 4. Supporting Infrastructure: “Keeping the Lights On” Desktop PC’s, Email, Internet, Servers

  21. On Leaders and Followers • First-movers – the pioneers, trail-blazers, fast & agile leaders; but with higher costs and higher risks—requires serious focus • Second-movers – the fast followers; capitalize on the mistakes/learning of pioneers; follow the successes, but need to overcome the leaders • Frugal-movers – the pragmatic followers; more cautiously follows industry leaders, picking what works well, waiting for lower costs of entry; may constantly be in catch-up mode • Late-movers – the laggards, miss most opportunities, resist change; sometimes luck-out

  22. Phases of response – Tsunami Relief • Phase one: 3-4 weeks • Period of rapid deployment of relief workers and aid • Highly mobile, highly individual • Phase two: 5 month period • Working from base of operations and regional base camps • Still highly mobile, working in groups • Phase three: 4-5 years • established field office based operations. • More stationary, working in groups

  23. Who Are Our Customers? HQ Depts Organization Donors, Grantors Program Designer Field Worker Corporations Field Child IT Dept.

  24. Intense Situation: Needs First: food, water, shelter Next: telecommunications (Voice / Data) 25

  25. Food for thought… • 90% of what we do is in the field, yet the Field Worker has a tenth of HQ technology. Why? • The law of proximity: whoever is closer wins the attention Without portfolio management, IT cannot serve the field to the level that is needed

  26. It’s all about Scale “The new philanthropy is all about leveraging financial resources by investing in the entrepreneurial agents of change—those that have figured out how to scale their impact exponentially. It’s the end of charity as we know it.”

  27. Technology as a Disruptive Innovation http://www.globalgiving.com/howitworks.html

  28. Compelling Hypotheses There are four hypotheses driving the NetHope Experiment: • It is less expensive to share a network than it is do it separately • A shared network is less costly, more robust, with greater reach than current solutions • Corporate sponsors will support a project that benefits many NGO’s rather than one NGO • Compelling applications will drive the network benefit

  29. Remember: We are the string NetHope – Connected Together, Changing the World

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