Insights
Resource Alliance Keynote on Diversity, Equity and Inclusion
05 September 2024
Today, Carolin Gomulia hosted the Resource Alliance monthly keynote on Diversity, Equity, and Inclusion (DEI). She reiterated that this work requires deep transformational work, which examines the inequalities that led to the necessity of organisational change on DEI. Download the slides here.
If you want to talk more about DEI, get in touch with us www.theworkroom.biz
Photo by Ross Findon on Unsplash
Navigating NGO Strategy: 5 Common Challenges and How to Overcome Them
03 June 2024
NGOs are essential in driving social, political and economic changes, driven by clear direction and purposeful strategies. Yet, the road to crafting these strategies is often filled with obstacles. Through years of hands-on experience in developing NGO strategies, I have identified five recurring challenges that frequently hinder the strategy development process.
- Decision Paralysis: One of the most prevalent hurdles in NGO strategy development is the paralysis of decision-making. Within many organisations, the absence of clear decision pathways can lead to stagnation, with crucial choices left unresolved, hindering progress.
To overcome this obstacle, it is imperative to establish transparent decision-making frameworks and always agree upfront on the decision-making principles so that not personal agendas or consensus processes dilute the purpose of a strategy.
2. Inclusivity Overload: While inclusivity is a cornerstone of effective NGO strategy development, the misconception that every voice must shape the strategy can lead to chaos. Attempting to incorporate every opinion often results in a convoluted, unfocused plan lacking in coherence.
To navigate this challenge, it is crucial to prioritise diversity of perspectives while maintaining strategic focus. Engage stakeholders selectively, ensuring representation without sacrificing clarity of vision. By striking a balance between inclusivity and strategic alignment, the resulting plan can be both comprehensive and coherent.
3. Compliance Syndrome: In some NGOs, strategy development becomes a perfunctory exercise driven solely by the need to satisfy donor requirements. This compliance-driven approach can undermine the strategy’s authenticity and relevance, disconnecting it from the organisation’s core mission and values.
To combat compliance syndrome, it is essential to reframe the strategy development process as a journey of organisational commitment. Align the strategy with the organisation’s overarching goals and values, emphasising its intrinsic importance for driving meaningful impact and making a difference in the world.
4. Status Quo Comfort: Resistance to change is a major barrier to strategic evolution within many NGOs. Some may prefer the familiarity of the status quo over the uncertainty of embracing new strategies, leading to missed opportunities for growth.
To overcome this challenge, cultivate a culture of innovation and adaptability within the organisation. Clearly communicate the benefits of strategic evolution, emphasising the potential for growth and relevance in a rapidly changing landscape. By fostering a mindset of continuous improvement, organisations can navigate change with confidence and resilience.
5. Blind to Weaknesses: In some cases, the strategy development process becomes a self-congratulatory exercise, glossing over areas of weakness or challenge instead of addressing them head-on. This reluctance to confront shortcomings can undermine the effectiveness and relevance of the resulting strategy.
To address this challenge, cultivate a culture of honest self-assessment and reflection within the organisation. Encourage open dialogue and constructive feedback, acknowledging weaknesses as opportunities for growth and improvement. By embracing transparency and vulnerability, organizations can develop strategies that are not only aspirational but also grounded in reality.
We believe avoiding these five pitfalls will enable you to craft an impactful strategy. Need help with the process? Get in touch with us www.theworkroom.biz
Why Diversity, Equity, and Inclusivity (DEI) matters in organisational development
27 May 2024
Integrating Diversity, Equity, and Inclusivity (DEI)into an organisation’s strategic planning process is imperative for fostering a culture of equality and belonging. NGOs can create more equitable and inclusive environments that reflect the diverse communities they serve by embedding DEI principles into every aspect of strategy development.
Firstly, it’s essential to recognize that DEI is not an add-on or afterthought but rather as a foundational element of the strategy from the outset. This requires a proactive approach that prioritises diversity, equity, and inclusion at every stage of the process, from goal setting to implementation and evaluation. It also necessitates that you define clearly what DEI means within your organisational context.
Organisations must conduct a thorough assessment of their current DEI landscape, examining factors such as context, demographics, representation, and organisational culture. This baseline assessment is a guide for setting DEI goals and priorities within the strategy, and that provides valuable insights into areas of strength and areas for improvement.
Next, organisations must integrate DEI considerations into the strategic planning process itself. This means actively seeking input from diverse stakeholders, including employees, clients, and community members, to ensure that their voices are heard and valued. By incorporating diverse perspectives into decision-making processes, organisations can develop more comprehensive and responsive strategies that reflect the needs and priorities of all stakeholders.
Moreover, DEI should be woven into the fabric of the organisation’s mission, vision, and values, serving as guiding principles that inform strategic objectives and actions. This requires a commitment to equity and fairness in all aspects of organisational operations, from hiring and promotion practices to programme design and service delivery.
Additionally, organisations should prioritise ongoing education and training to build DEI competencies among staff and leadership. This includes providing resources and support for diversity awareness, cultural competency, and inclusive leadership development, ensuring that DEI is not just a buzzword but a lived reality within the organisation.
Lastly, organisations must establish mechanisms for accountability and evaluation to track progress towards DEI goals and outcomes. This includes regular monitoring and reporting on key DEI metrics, as well as soliciting feedback from stakeholders to inform continuous improvement efforts.
By embedding DEI into their strategy and organisational processes, NGOs can create more inclusive and equitable environments where all individuals feel valued, respected, and empowered to contribute their unique perspectives and talents towards shared goals of social change and impact.
Do you need help exploring what DEI means for your organisation? Get in touch with us www.theworkroom.biz
You can’t outsource your strategy
20 May 2024
This title might come as a surprise, given that The Workroom specialises in developing organisational strategies. However, I firmly believe that the core aspects of strategy — the decisions and prioritisation — cannot be outsourced.
Don’t get me wrong, I believe it is crucial to bring in external expertise to steer the strategy process for organisations. It ensures that there is dedicated time and resources available, all the various processes are coordinated, consultations are facilitated professionally and most importantly fresh insights and perspectives have room to emerge.
In our work, we observe that social impact organisations, such as NGOs, social enterprises, and community-based organisations, often struggle to determine how to make decisions about their strategy. While inclusivity and participation are essential for these organisations’ integrity, they can sometimes lead to decision-making paralysis. This often results in organisations asking consultants to ‘just write the strategy’ based on the collected data and their understanding of what it should include. I am arguing that you cannot outsource the decisions on the core content of your strategy.
We, therefore, emphasise in our work right at the beginning that the three aspects below are as vital as the development of the technical content of the strategy. They will avoid decision-making paralysis and ensure that the central aspects of the strategy are decided upon by the organisation and as a result owned by the organisation. A consultant can develop brilliant ideas and strategies, but the organisation itself needs to decide which of these ideas are the ones that will carry the organisation into the future.
- Outlining the Process
Do not take for granted that the strategy development process is understood by all. Clarify what the steps are, how detailed they should be, what type of consultations are needed, and who should be involved. The strategy development process is a project in itself, and all key stakeholders must be clear on the steps and timelines involved.
2. Expectation Management
Incorporating diverse opinions and viewpoints is crucial, but it must be understood that not all suggestions can be included in the final strategy. This should be communicated clearly at the start of the process. Explain how consultations will be conducted, their purpose, and how decisions will be made about what is included in the final strategy.
3. Decision-Making
The primary aim of a strategy is not to produce a document by consensus but rather to provide a clear roadmap for the future of the organisation. For social impact organisations, this means devising a strategy that effectively addresses the social problems it aims to impact. The strategy process combines data gathering and consultation to create a comprehensive understanding of the problems and the impact required to address those. Decisions in strategy development processes need to be based on what will be the most impactful, innovative and effective way to address the problem within the contextual framework. So in other words, it is vital to understand the principles that will guide the decision-making process. The leadership of the strategy process needs to be clear about this aspect and whoever makes decisions in the strategy process, needs to constantly check-in with those decision-making principles.
The awareness of ensuring these three points when developing a strategy can save a lot of time and unhappiness in the process.
If you need help with strategy development, get in touch with The Workroom here.
Five steps for crafting an effective Organisational Strategy
15 May 2024
For the past year, I have encountered a number of organisations, particularly in the social sector, that found the process of developing an organisational strategy challengin
g. While there are no shortcuts to the process; here is a simple five-step guide to strategic planning and to crafting a strategic blueprint that will not only clarify your vision but also position your social impact organisation for sustainable success.
The strategy development process requires a clear understanding of roles and responsibilities, timelines, how decisions will be made, and who will be responsible for making them.
Step 1: Review & Assessment The process begins with a thorough analysis of your organisation’s current context, which includes a situational and environmental scan, horizon scanning for future influencers, competitor/ stakeholder analysis and a comprehensive review of historical data and learnings (such as SWOT analysis and Monitoring and Evaluation data).
At this stage, it is also crucial to determine what the framework for your strategy will be—determining what will be included and what will be excluded.
Step 2: Consultations Unlike the private sector, social impact organisations often adopt a more inclusive approach and value the perspectives of their diverse stakeholders. Thus, consultations are typically central to the strategy development process, employing various methods like interviews, focus groups, workshops, and surveys. Managing these consultations effectively prevents them from being merely superficial gestures. Clear communication about the purpose of these inputs and how they will be utilised is essential to managing expectations and ensuring practical outcomes.
Step 3: Analysis & Ideation The next step involves constructing the strategy framework and the strategic chart by analysing all information gathered in the previous steps. This includes grouping and prioritising data to lay a solid foundation for the strategy. Equally important is the ideation process. All the information collected will produce ideas for a vision, purpose and mission. Having sessions that will allow for creativity and the emergence of new ideas will enable the creation of an innovative and impact-driven strategy.
Step 4: Prioritising and Decision-Making This critical stage occurs ideally face-to-face or alternatively through a dedicated online workshop. The focus here is on deciding what has emerged in step 3 and prioritising the organisation’s medium- to long-term objectives. The process also needs space to clearly define what will and will not be pursued. This stage should result in the formulation of a distinct vision, mission, and strategic objectives.
Step 5: Crafting the Strategy With all key elements in place, a strategy can be assembled. Consider also conducting a risk assessment, defining the necessary financial and human resources, and establishing mechanisms for monitoring and evaluating success. This stage also involves feedback sessions and validating data before finalising the strategy document.
Note on Strategy Length An effective organisational strategy does not need to be lengthy. A concise, well-articulated strategy document of no more than 10 pages, supplemented by a visually engaging slide deck, can effectively convey the organisation’s goals and plans. This approach not only ensures clarity and accessibility but also enhances the likelihood of meaningful engagement and implementation across the organisation.
After the strategy is developed, the real work begins: communicating the strategy, gaining comprehensive buy-in, operationalising the strategy, and maintaining ongoing monitoring.
Need help developing your strategy? Contact The Workroom.
#Strategy #NGO #SocialImpactorganisations #StrategicPlanning
Donor Engagement Strategies for Institutional Fundraising
12 March 2024
If you missed the Pappilon Conference, you can download Carolin Gomulia’s session here. Tailored for people needing to establish and maintain relation
ships with institutional donors, the presentation explains the significance of establishing robust connections with institutional donors and explores the various effective methods to cultivate and enhance such relationships. It also offers practical strategies on how to effectively demonstrate the value of projects to institutional donors.
Download the presentation here.
Back to Basics: How to craft successful fundraising proposal
07 February 2024
Proposal writing is a key part of institutional fundraising and a basic skill to master to raise funding successfully. Even in the age of AI, we need to u
nderstand what sets good proposals apart. At one of the Women in Philanthropy seminars, Carolin presented on the basics of successful proposals.
Click here to download the presentation: Proposal writing WIPSA 02204
Strategy and Resource Mobilisation Strategy
27 July 2023
Revolutionise asked me to present at their skillshare session in Cape Town on Strategy and Resource Mobilisation Strategy. The presentation defines strategy, the various components of an organisational strategy and key processes relevant to strategy development. The last part deals with Resource Mobilisation Strategy and how it links to the overarching organisational strategy.
Click here to download the presentation:
The allocation of Overhead cost
20 July 2023
I recently facilitated an exchange seminar for VENRO on the allocation of #overheadcosts between INGO and local partners. It was fascinating to hear about the perspectives of local partners and how some don’t receive any overhead costs. If they do, many feel they have little agency to negotiate the rate or percentage. There was also an acknowledgement on the part of some LNGOs that they need to do more to understand the details of what constitutes overhead costs in their organisations.
Listening to the INGO perspective offered interesting insights into how they struggle to develop a fair and inclusive overhead policy and how the pressures from their funders often limit their ability to find more equitable models of overhead sharing. Critical questions were raised about how to fill the funding gaps of overhead costs. For one of the sessions, Tim Boyes-Watson joined, presenting on the Fair Recovery of Support or Overhead Costs.
Resource and research conducted by Humentum were spot on and helped contextualise the topic.
Takeaways from the seminar:
· There is a need to lobby and build coalitions to mobilise for systemic changes on overhead costs.
· ‘We are not alone’ – many organisations are in the same boat regarding overheads.
· There is a need to share templates and guidelines on how to calculate overhead costs and how to include overhead costs in restricted budgets and overhead policy templates.
· Power relations and cultural differences play an essential role in the overhead discussion. NGO partners in some contexts might not be comfortable asking or negotiating concerning overheads.
· There is a lack of strategies and policies regarding overhead allocations.
· Platforms and sessions to discuss the ‘nuts and bolds’ of overhead costs are needed.
Thank you, Karoline Kraehling and VENRO for the opportunity to facilitate such an important discussion.
#overhead #ingo #decolonisation #NGO #LNGO
Photo – Unsplash
Paying the Price of Transformation
11 May 2023
Mary Ann Clements and Tim Boyes-Watson wrote this amazing article containing honest and insightful reflections. I think the write-up is very valuable as it describes the real struggles organisations go through. Transformation is not easy (and is not necessarily meant to be). Reading about how ‘shifting the power’ happens in reality is very helpful.
“We recognise, therefore, that INGOs need to do more than transform the way they are led and structured. They also need to transform their funding practices if they are to genuinely share power and work in solidarity.”
“There are some difficult financial withdrawal symptoms from leaving the traditional and highly addictive project-based funding system. How do you sustain the programme staff that you need to design and implement the new participatory grant-making mechanisms, if you don’t keep applying for the next project in every country? And how do programme teams find the time to reimagine and design the future in partnership with indigenous disability rights organisations – if they are stuck on the treadmill of project-funding delivery and reporting timetables?”
InterAction 2023 CEO Insights on NGO Futures: Adapting in a Changing World
23 May 2023
The 2023 InterAction CEO Insights on NGO Futures: Adapting in a changing world report is out. –
It is the sixth time InterAction has asked its members’ CEOs to respond to the NGO Futures Survey. The analysis of the responses of 100 CEOs from different types and shapes of NGOs is containe
d in the report.
Three key points that summarise the main findings of the report:
1. OPERATING AND FUNDING ENVIRONMENTS ARE CHANGING – And in turn, CEOs are spearheading substantial transformations within their organizations.
2. EVEN ORGANIZATIONS WITH STABLE BUSINESS MODELS ARE UNDERGOING SIGNIFICANT CHANGES TO THOSE MODELS -Half of the surveyed respondents are diversifying their revenue streams, and their organizations are undergoing substantial program changes by adapting existing programs and expanding into new areas of programming.
3. THERE IS A STRONG COMMITMENT TO LOCALLY LED DEVELOPMENT – When it comes to what that looks like, there are differing opinions. But CEOs are rethinking systems and roles and what it means for their own organizations to localize and make changes.
I am glad to read and see that change and transformation are happening. Organisations are critically engaging their purpose and impact and answering the key questions: why should they continue existing? Those are good questions any organisation should ask itself once in a while.