NetHope

The Tuck School of Business at DartmouthHanover, NHOctober 31, 2007

Ed Granger-Happ

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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

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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

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What are the key questions?

1. What is fundamental in disaster relief?2. What is fundamental in long-term

development?3. Is technology a benefit to communities in

crisis?4. For SCM, do we bet on on-line or off-line

applications?5. Can SCM be a competitive advantage for

nonprofits?6. What is commodity and what is value-added

for a non-profit?

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Banda Aceh – Ground Zero

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Changing Priorities By Program Type

Ranking factors 1-4, 1=highest

Factor ER Trans DevCost 4 3 2Time (Speed) 1 4 4Quality 3 2 1Volume 2 1 3

Program Type

For emergency response, time and volume are king;

for development, cost and quality reign

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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

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IRAQ

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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

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An NGO Supply Chain

Plan Ship Warehouse Ship Ben. Track

Country – Sub-Office

• 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

Procure

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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

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NetHope Program Prioritization Matrix

Ease of implementation

Impact

Difficult

Low

High

Easier

Medium

Knowledge Sharing – TAG/Summits

NRK III

Shared Help Desk

Shared Procurement.

ICT Skill Building

Shared Email

Shared BCP/DRP

Shared Applications

Test Lab

Emer. Response Coordination

Innovation Fund Pilots

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NetHope Value Proposition –Top 5 for Members

Why NGOs want to be members:1. Increase Staff – NetHope’s virtual team and PM’s

extend NGO IT departments2. Share Knowledge/Gain consulting – advice through

members and partners estimated at $75K per year (500% ROI)

3. Realize economies of scale – grants, purchasing4. Greater impact thru leverage of ICT, building local

networking expertise, eliminating duplication of effort and resources

5. Present unified face to donors and funding organizations

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NetHope Value Proposition –Top 5 for Corporate Partners

Why corporations work with NetHope?1. Broader impact: reaching greater number of

beneficiaries thru single point of focus 2. Better philanthropy leverage: Lower cost of admin thru

single point of focus 3. Work through NGO CIOs: leveraging the IT heads of

largest international nonprofits who have the on-the-ground reach and experience

4. Lower risk thru collaborations; better deployment of grants; members help each other implement and execute

5. Support the model of NGO collaboration, leverage technology for capacity building 

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What are the key questions?

1. What is fundamental in disaster relief?2. What is fundamental in long-term

development?3. Is technology a benefit to communities in

crisis?4. For SCM, do we bet on on-line or off-line

applications?5. Can SCM be a competitive advantage for

nonprofits?6. What is commodity and what is value-added

for a non-profit?

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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 (Paperback

May 4, 2007) http://www.amazon.com/Design-Other-90%25-Cynthia-Smith/dp/0910503974

Disaster Relief - A compendium of learnings fromengagements 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

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Appendices

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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

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Interesting relationship between connectivity & poverty

For Most Regions Increasing Bandwidthis correlated with decreasing poverty

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New Program Venues

Work Flow ApplicationsRevenue/Donation Delivery

Grant Mgmt, Web Donations, Donor Mgmt

Infrastructure:“Keeping the Lights On”

Desktop PC’s, Email, Internet, Servers

e.g., US Literacy Program; Bolivia Education Program

Leveraging IT StrategicallyIn

cre

asin

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trate

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Levera

ge

Work Flow ApplicationProgram Delivery

Program Mgmt, Supply Chain, M&E., etc.

3. Donor-facing

2. Field-facing

1. Child-facing

4. Supporting

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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

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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

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Who Are Our Customers?

IT Dept.

HQ Depts

ProgramDesigner

Donors,Grantors

FieldWorker

Child

Corporations

Organization

Field

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Intense Situation: Needs

• First: food, water, shelter

• Next: telecommunications (Voice / Data)

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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

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“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.”

It’s all about Scale

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Technology as a Disruptive Innovation

http://www.globalgiving.com/howitworks.html

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Compelling Hypotheses

There are four hypotheses driving the NetHope Experiment:

1. It is less expensive to share a network than it is do it separately

2. A shared network is less costly, more robust, with greater reach than current solutions

3. Corporate sponsors will support a project that benefits many NGO’s rather than one NGO

4. Compelling applications will drive the network benefit

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Remember: We are the string

NetHope – Connected Together, Changing the World