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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
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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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