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JLI Leadership Day 2October 31

Financial Report

● 2018 audit

● 2019 YTD & Year end

● 2020 Budget

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Audit Joint Learning Initiative on Faith And Local CommunitiesStatement of Financial Position As of December 31, 2018

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2019 Financial Report Performance

RevenuesActual 2019 YTD ($)

Budgeted ($) % of Budget Projected

Foundation 10,000 0 10,000

Project Grants 167,061 169,575 99% 273,331

Member institutions 77,000 110,000 70% 120,000

Designated grants 50,000 50,000Other Revenue/fundraising 309 200,000 0

Income Total 304,369 479,575 63% 453,331

Expenses

Full-time Personnel 127,881 166,826 77% 169,326

President 55,915 70,000 80% 75,833

Freelance Research 67,918 84,788 80% 105,600

Project Consultants 51,404 85,500 60% 68,050

Travel 29,074 35,000 83% 77,377

General Operating 13,445 36,196 36% 35,261

Expense Total 345,637 478,310 72% 546,615

Budget Coverage (40,987) 1,266 (93,284)

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2020 Budget

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Revenues 2020 Budget ($)

Foundation 248,000

Project Grants 280,000Member institutions 140,000Affiliated members 30,000

Income Total 698,000

Expenses

Full-time Personnel 192,684

Executive Officer 82,500

Consulting Advisor 55,998

Freelance Research 108,100

Communications (Part time) 33,000

Project Consultants 78,400

Travel 80,000

General Operating 25,234

Rent 24,000

Expense Total 689,916

Budget Coverage 7,664

Resource Mobilization

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Source 2019 2020

Member contributions 120,000 140,000 Increase in dues

Affiliate members 30,000 60 x $500 or 100 x $300

Philanthropy 10,000 248,000 Porticus, CIFF, Luce, GHR

Grants 273,000 280,000 UNICEF, GRF,DCA, Climate Hub, UNHCR, member research grants

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Fundraising strategies

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• Case for JLI

• Hub specific funding

• Member Commissioned research

• Co-fundraising research/grants

• Knowledge partnerships

• Multi year general operating

• Affiliate members

Maintaining and expanding member support ---Case for co-ownership of JLI as the evidence utility:

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JLI:

• Lays the groundwork for scaled up faith engagement UNICEF/FPCC, UNHCR

• Sets own institution’s work in sectoral frame

• USAID FBP Compendium; LFA GRF Brief, COM 3 briefs

• Raises awareness and increases demand for excellent evidence

• Delivers best current synthesis on specific themes

• Builds working groups, coalitions, and convenings to translate evidence to action

• Manages networks of collaboration–opportunity for new cross sector partnerships

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Affiliate members –some initial thoughts

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ACCORDAfrican Christian Health AssociationAmerican Friends Service Bread for the World Buddhist Global Relief Buddhist Tzu ChiCatholic Hospital AssociationCRSCMMBCCIHCompassion InternationalCatholic Relief Services Church World Service DevexGlobal Interfaith WASH AllianceGreenfaithHIASHope International International Care Ministries Institute for Global EngagementJesuit Refugee Service

Living Water International LDS Charities Medical Teams international Mennonite Central CommitteeMicah ChallengeMuslim AidNEAR NetworkOrganization of African Instituted Churches Oxfam America Oxfam Colombia Presbyterian World Mission agency Nazarene Compassionate Samaritan’s Purse World Council of ChurchesSikh Dharma internationalSouth Sudan Council of Churches United Methoddist Global Health UN Foundation World Concern World ReliefWorld Renew

Joint Learning Initiative Organizational Chart

Board of Directors

Executive Committee

Jean Duff PresidentConsultant

Stacy NamSenior Program and Knowledge Manager

Program and Finance Assistant & freelance support

consultants

Han & Assoc Accountant

Consultants

Olivia WilkinsonDirector of Research

Part- time Research Associate

Freelance Research Consultants

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Joint Learning Initiative Organizational Chart – Budgeted

Board of Directors

Executive Committee

President

Program and Knowledge Manager

Full time

Accounting Firm Contract

Program and Finance Asst Part time

Communications

Part time

Director of Research

Full time

Research Associate

Part time

Freelance Research Consultants

Senior Advisor

Part time

Committees and Elections

● Election of Board members 2020-2021

● Election of Board Chair

● Election of one or two members of the Exec Comm

● Development Committee

● Nominations Committee

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Governance

● Board Terms of Reference

● Conflict of interest (print including date)

● D&O

● MOUs (KAICIID and UNFPA)

● Motion of appreciation to Jonathan Duffy, retired

Board Chair

2020 Meeting Dates

Board

● March 11 (9:00 -10:30 am ET)

● July 15 (9:00 -10:30 am ET)

● October 27-29, hosted by KAICIID in Vienna

Exec Committee

2019: December 11 (9:00-10:00 am ET)

2020: February 18 (9:00-10:00am ET)

March 17 (9:00 -10:30 am ET)

May 13 (9:00 -10:00 am ET)

July 16 (9:00 -10:30 am ET)

September 16 (9:00- 10:00 am ET)

October 27-29, hosted by KAICIID in Vienna

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Break

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DAY 2

STRATEGIC SHIFTS, PIVOTS AND ASPIRATIONS

JLI Board Meeting: October 29-31, 2019; Friedrichsdorf, Germany; slides by Lars Gustavsson 103

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QUOTE

“Our problem is that we don’t know what we don’t know, and even our guesses are informed by

unconscious and predictable biases.”

“It turns out that the world, for all its imperfections, is in a much better state than we might

think. That doesn’t mean there aren’t real concerns. But when we worry about everything all the

time instead of embracing a world-view based on facts, we can loose our ability to focus on the

things that threaten us most.”

(Hans Rosling: Factfulness 2018)

JLI Board Meeting: October 29-31, 2019; Friedrichsdorf, Germany; slides by Lars Gustavsson 104

DAY 2: GOAL AND DESIRED OUTCOMES

Goal:

Reflecting on past performance, future

trends, and critical questions, the board

and its member organisations are better

equipped to provide tangible content into

areas where JLI needs to consider making

some strategic shifts, pivots and new

business decisions.

JLI Board Meeting: October 29-31, 2019; Friedrichsdorf, Germany; slides by Lars Gustavsson 105

Desired outcomes:

The board has articulated a set of high-level

strategic shifts and pivots plus suggested business

choices and implications for each. JLI is

strengthened and is better poised to incorporate

these inputs into its next 5-year roadmap and

business plan.

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DAY 1: SUMMARY REVIEW & KEY TAKE-AWAYS

JLI Board Meeting: October 29-31, 2019; Friedrichsdorf, Germany; slides by Lars Gustavsson 106

STRATEGY TRIANGLE AS A CONCEPT

(ALIGNMENT TOOL)

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JLI Differentiators & Considerations

JLI RoadMap: (agile, flexible & light)Pivot 1 Pivot 2, Pivot 2, Pivot 4

JLI Business Canvas and Plan ( operating essentials)

Vision, Mission, Values

Goals

Source of comparative advantage

Strategic focus areas

Operational imperatives

Key initiatives Financial, HR, Products, Services

An integrated blueprint from vision to strategic actions, including:

JLI

Bo

ard

Inp

uts

O

ct 2

01

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JLI Board Meeting: October 29-31, 2019; Friedrichsdorf, Germany; slides by Lars Gustavsson

HUMAN RESOURCES

KEY STAKEHOLDERS

FINANCIAL RESOURCES

VALUE PROPOSITION

FAITH

Jan - Oct 2019

Jan 2020

June 2020

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BREAKOUT GROUP DISCUSSIONS

In your groups:

1) Review the pivots on the provided

handout and determine which is

the most critical now

2) Identify the other key pivots that

will be critical in the future

keeping in mind the key challenges

JLI is facing

3) Brainstorm what the most critical

pivots will look like and require in

practice

During these discussions, consider the

context of your discussions yesterday 108

Process:

▪ Please join your group at one of the

tables in the plenary room (as displayed

on the next slide)

▪ Identify a facilitator, recorder and

reporter

▪ Use your handout as guide

Timing:

▪ 40 minutes discussion, spending most

of your time on developing answers

to your priotitised questions

▪ 20 minute report back

▪ 30 minute open discussion

OVERVIEW OF EXAMPLE PRIORITY PIVOTS

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▪ Shift: From overdependence on North to South?

▪ Shift: From overdependence on Volunteerism to structured HR arrangements?

▪ Shift: From limited use of Network to mobilizing the whole of Network?

▪ Shift: From FBO ministries to Public supported Ministries?

▪ Shift: From FBO data to Academia supported data?

▪ Shift: From traditional Advocacy to 1% Advocacy

▪ Shift: From financial survival to financial thriving?

▪ Shift: From charitable and philanthropic models to hybrid and market models?

▪ Shift: From a "pull" (invitation/nice to belong) organization to a "push" (business/need to belong) organization?

▪ Shift: From Value Delivery to clearly defined niche-driven Value Propositions?

▪ Shift: From short-term incremental value to filling long-term gap value?

▪ Shift: From evidence and data inputs to insights and critical analysis outputs?

▪ Shift: From FBO-supported initiatives to state-supported faith initiatives?

▪ Shift: From FBO-supported objectives to Corporate and Private Sector faith objectives?

▪ Shift: From Informing to Transforming?

HUMAN RESOURCES

▪ Structure and governance

▪ Staffing and skills

KEY STAKEHOLDERS

▪ Stakeholders and supporters

▪ Key resources and relationships

▪ Client segments and key partners

FINANCIAL RESOURCES

▪ Support and resourcing▪ Revenue streams

VALUE PROPOSITION

▪ Value proposition and key activities

▪ Clients, customers and beneficiaries

FAITH

▪ Faith enterprise▪ Faith, religion and

society

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GROUP WORK – DAY 2 FOCUSSTRATEGIC SHIFTS, PIVOTS AND IMPLICATIONS?

• Structure and governance

• Staffing and skills• Secretariat & leadership

mechanisms

• Stakeholders and supporters

• Key resources and key relationships

• Client segments and key partners

• Style and shared values110

• Support and resourcing

• Cost structures & revenue streams

• Standards and systems

• Services and products

• Value proposition and key activities

• Clients, customers and beneficiaries

• Faith, religion and society

• Beyond just Christian

• Faith enterprise

Group 1

Group 2

Group 3

Group 4

Group 5

GROUP REPORT-BACKSTRATEGIC SHIFTS, PIVOTS AND IMPLICATIONS?

• 20 MINUTES TOTAL

• GROUP REPORTER PREPARED TO REPORT

• ANNOUNCE YOUR GROUP NUMBER AND DISCUSSION AREAS

• 3 TO 5 MINUTES PER GROUP

• KINDLY SHARE YOUR 3 TO 5 CONCISE IDEAS AS PER ASSIGNMENT

• KINDLY ASSURE YOUR GROUP’S SUMMARIES ARE WRITTEN DOWN FOR JEAN AND TEAM

JLI Board Meeting: October 29-31, 2019; Friedrichsdorf, Germany; slides by Lars Gustavsson 111

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OPEN DISCUSSION STRATEGIC SHIFTS, PIVOTS AND IMPLICATIONS?

• 30 minutes

• Strategy requires your positive energy and lots of creativity

• This is not a problem-solving or business session

• Remember, this session is designed to provoke and probe for the new shifts

• Kindly avoid dwelling on the past, things not working or relevant to session

• Kindly keep your remarks sharp and clear

• Remember, time is limited and share it with the rest of your colleagues

JLI Board Meeting: October 29-31, 2019; Friedrichsdorf, Germany; slides by Lars Gustavsson 112

JLI Board Meeting: October 29-31, 2019; Friedrichsdorf, Germany; slides by Lars Gustavsson 113

Day 1 Feedback and Wrap up---Christo Greyling Chair

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Implications for JLI Future

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Closing

Key Learning

JLI related Action Commitment

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