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					Mango’s Strategic Plan 2007 – 2009: Summary
November 2006

Scaling up Mango’s Impact:
Delivering our proven services to many more NGOs to improve their financial management, effectiveness and accountability.
1. Introduction The Non Governmental Organisation (NGO) sector has grown rapidly over the last two decades. It is widely recognised that growth has stretched NGOs‟ existing systems, particularly in relation to financial management, accountability and effectiveness. Mango, a UK-registered charity, was founded in 1999, specifically to help NGOs to strengthen their financial management. This strategic plan sets out how Mango plans to make its proven services available to many more NGOs over the period 2007 – 2009. 2. Mango’s services and current performance Over the last seven years, Mango has developed a range of practical services to help NGOs around the world, comprising:       Practical financial management training for NGO staff, Recruiting finance professionals for NGOs, Publishing free specialist tools and guides to NGO financial management, Focused networking and peer-learning events, Consultancy services for NGOs, including evaluations of major humanitarian relief programmes, Contributing to debates on professional standards in NGO work.

We have developed ten financial management training courses for NGO staff and board members working in development and humanitarian aid. Our courses cover: practical financial management skills, strategic financial management for sustainability and financial management considerations when working with partner NGOs. The „training for finance trainers‟ course builds skills and techniques to communicate this knowledge to other NGO staff. Our courses are all delivered in English with certain core courses also delivered in French. In 2005 the geographical spread of course delivery included Amman, Bangkok, Colombo, Kabul, Khartoum, London, Lusaka, Nairobi, as well as other locations. The number of people we trained increased to over 1,000. Feedback from clients shows that NGOs consistently rate our training as “excellent”. Mango also helps NGOs to recruit professional finance staff. The continued demand for staff from Mango‟s register demonstrates that we provide NGOs with a high quality and affordable recruitment service. In 2005 we recruited staff for 62 positions. Alongside continued growth in demand, clients provide very positive feedback about the quality of our service delivery. Many of these highly qualified and capable staff move on to senior positions in NGOs. We believe that this makes an important contribution to the management of NGOs in the future. Our freely available publications provide an important resource for NGO staff all over the world, helping them get to grips with financial management. In 2006, we expect that 16,000 people will use our flagship Guide to Financial Management for NGOs; over
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Mango’s Strategic Plan 2007 – 2009 October 2006

53,000 documents have been downloaded from the Guide since its launch in December 2005. A recent survey demonstrates that NGO staff rate the Guide very highly, finding it easy-to-use, relevant to their work and reliable. Mango also provides networking opportunities for NGOs. In 2006, we launched a new seminar series for the Finance Directors of major international NGOs. It has been attended by 10 Finance Directors, who collectively oversee over £1bn of aid funds. Substantive issues have been discussed, including mechanisms for assuring internal financial control and accountability, and integrating financial and programme priorities. We also continue to chair a networking group for Finance Managers based in the UK. We contribute to wider debates on NGO performance and accountability. Currently, there is no reliable, consistent method for gauging the performance or impact of NGO work – or for allocating their resources. Mango combines formal academic positions with Oxford University and Liverpool University with a practical understanding of NGO work to make contributions including our innovative Who Counts? campaign (encouraging NGOs to publish financial reports to their beneficiaries), piloting new approaches to monitoring the quality of accountability to beneficiaries with Oxfam and Concern, and collaborating with leading initiatives including the Humanitarian Accountability Partnership and BOND. Mango is now recognised as an established leader in the field of financial management for NGOs. Demand for our services has grown rapidly. We charge cost recovery fees for our training and recruitment services and this demand is therefore a valuable endorsement of our work. Our clients include all major household name NGOs in the UK and many others abroad. Many regularly return to us for repeat services and our major clients have confirmed that their need for Mango‟s services will continue to expand. 3. Strategic objectives, 2007 - 2009 Our current capacity to deliver cannot meet current demand; nor are we able to reach a significant proportion of southern NGOs. Mango‟s strategic plan sets out our priorities for the organisation‟s development over the next three years with a view to scaling up our impact. Our goal is to deliver our proven services to many thousands more NGOs around the world, without compromising quality, and so improve their financial management, effectiveness and accountability. We expect to achieve this by pursuing four objectives: 1: Organic growth of Mango’s existing services 2: Significantly increase the numbers of NGO staff receiving Mango’s training 3: Substantially increase dissemination and use of Mango’s publications 4: Pilot new tools for monitoring and managing NGO performance Objective 1 (organic growth) will be pursued as our base-line strategy, extending the approach we have successfully followed over recent years. The other three objectives will require additional funding and management support. We expect to make progress across all three of them during this strategic period. But we are under no pressure to pursue these until we are confident that we can deliver them. This will include careful management of five strategic enablers, namely: ensuring our work remains high quality; attracting sufficient funding; ensuring that our staff stay in touch with the practical financial management issues that NGOs face; providing appropriate management and administrative support within Mango; and communication with external stakeholders. Future growth rates described in this plan are lower than recent growth rates over the

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Mango’s Strategic Plan 2007 – 2009 October 2006

last four years, and this gives us confidence that the trustee and staff team are well placed to manage delivery of the strategic objectives and enablers. Objective 1: Organic growth of Mango’s existing services This can be delivered by the existing skilled and dedicated staff team, with a small increase expected in numbers of staff over the planning period. We aim to increase the volume of services delivered in all areas at a relatively modest rate, up to a ceiling dictated by our capacity to deliver in some areas, while also continuing to develop our existing service offerings. For instance, we expect to increase the amount of training for finance trainers we deliver and license our training materials for use by carefully selected local organisations. We expect to grow our recruitment service, as well as reviewing and updating our publications, networking and standards-related work. This will consolidate our position as an authoritative voice on NGO financial management. Objective 2: Significantly increase the numbers of NGO staff receiving Mango’s training This builds on Objective 1 (Organic growth) by (a) developing formal partnerships with at least three local training organisations, to help them develop the materials and skills to deliver high quality, affordable, locally relevant financial management training to local NGO staff on a sustainable basis and (b) completing a feasibility study, pilot project and implementation plans for a distance learning programme. We are currently piloting a training partnership programme with funding made available by the Indigo Trust and Christian Aid. We expect that each partnership will be training 2,000 NGO staff per year by the third year of the strategic period. It is recognised that delivering a Mango distance learning programme will require specialist skills and significant additional funding. Objective 3: Substantially increase the dissemination and use of Mango’s publications This builds on Objective 1 (Organic growth), and may be pursued in conjunction with Objective 2. Objective 3 involves marketing and disseminating the Guide widely to reach 100,000 identified NGO staff over three years, and updating it proactively, in response to feedback and examples of good practice. Objective 4: Piloting new tools for monitoring and managing NGO performance This objective, which also builds on Objective 1 (Organic growth), tackles the most important question in NGO management today: how to monitor and manage performance. It will be delivered by working in partnership with others across the sector to pilot tools for managing NGO performance based on our extensive practical and academic experience and will include publishing the research we carry out. We are currently pursuing exciting research with leading initiatives and NGOs in the sector, including British Overseas NGOs for Development (BOND), Concern, the Humanitarian Accountability Partnership (HAP), Keystone, the One World Trust and Oxfam. Our work to date includes thought leadership such as our Who Counts? campaign and piloting innovative tools for measuring the quality of accountability to beneficiaries. This strategic objective will allow us to develop a formal piloting programme, leading to practical tools for use by NGOs. The plan pays particular attention to ensuring that growth does not undermine quality; that growth is locally relevant, sustainable and scaleable; and that growth remains manageable within our organisational infrastructure.

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Mango’s Strategic Plan 2007 – 2009 October 2006

We believe that the delivery of these objectives, building on Mango‟s work to date, represents a substantial contribution to NGOs around the world, helping them use their limited funds to deliver effective assistance to poor and vulnerable people – while also improving their accountability to donors and beneficiaries alike. 4. Financing 70% of the costs of Objective 1 (Organic growth) will continue to be financed by fees charged to our client NGOs for specific services. In particular, we will continue to expect our training and recruitment services to pay for themselves or generate a net surplus contribution to the organisation. e will pursue our proven fundraising approaches to raise the other 30%, and also to raise development and project-specific funding to cover Objectives 2a, 2b, 3 and 4. It is expected that Objectives 2a and 2b will cover their costs after 2009, when the development described in this strategic plan is complete. The UK accountancy profession has been our most generous supporter to date, with funds received from the accountancy bodies and major firms: PwC, Ernst & Young and KPMG in particular. We have also received important funding from International NGOs, including unrestricted funds from the Methodist Relief and Development Fund and restricted funds from Christian Aid, CAFOD and the British Red Cross Society, along with non-financial support from Oxfam. We have received two major grants from the European Commission Humanitarian Office, one restricted and one unrestricted. A financial summary is attached.

Please contact Denise Joseph on djoseph@mango.org.uk or +44 (0)1865 427323, for a full version of the strategic plan, also available on-line at: www.mango.org.uk.

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Mango Financial Summary: Actual performance 2003 – 2006 and Forecast 2007 – 2009 2003 Actual Key performance indicators Number of people/staff trained Number of finance staff recruited by NGOs Number of users of Mango‟s publications
*

2004 Actual 654 54 11,146 £'000 145 70 20 235

2005 Actual 1,046 62 14,484 £'000 247 77 19 343

2006 Estimate 954 66 16,839 £'000 354 92 19 465

2007 Forecast 2,100 70 25,000 £'000 420 102 25 547

2008 Forecast 2,700 74 32,500 £'000 465 111 30 606

2009 Forecast 3,200 76 40,000 £'000 485 120 35 640

480 40 n/a £'000 96 43 31 170

Financial summary Training fees Placements fees Other fee income Total fees Fundraised income Objective 1: Organic growth: Unrestricted income Restricted grants Objective 2(a): Training partnerships Objective 2(b): Distance learning pilot Objective 3: Disseminating the Guide Objective 4: Tools for NGO performance Other income Total Income Expenditure Objective 1: Organic growth Objective 2(a): Training partnerships Objective 2(b): Distance learning pilot Objective 3: Disseminating the Guide Objective 4: Tools for NGO performance Total Expenditure Net surplus/(deficit) Balance on restricted funds Unrestricted reserves
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96 5

45 37

80 97

70 96

1 271 261 318 342

1 521 489

3 634 617

80 60 31 90 73 31 3 915 614 31 90 73 31 839 76 17 152

90 80 31 92 75 85 4 1,063 710 31 92 75 85 993 70 0 239

100 100 31 94 77 88 4 1,134 763 31 94 77 88 1,053 81 0 320

261 10 0 69

342 (24) 32 13

489 32 21 55

617 17 21 72


				
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