IE : EXPRESS YOURSELF

RESULT #1

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YOU HAVE JUST PARTICIPATED IN AN IMPORTANT MEETING WITH YOUR SUPERIOR. HOW WILL YOU ENSURE THAT EVERY PART OF THE

INSTRUCTIONS YOU RECEIVED WILL PROPERLY REACH ALL SUBORDINATES, SUPPLIERS AND CLIENTS, LOCATED IN DIFFERENT PARTS OF THE WORLD?

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QUESTION F.

Last year charity: water launched its annual September Campaign. We were aiming to raise $4M for the Sahel region of Africa.

My CEO tasked me with spending the money that this campaign would raise

In the following slides, I’ll take you through how I reshaped the way different teams shared information to make this campaign a success.

THE GIST

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WHO WE ARE

charity: water is a non-profit organization bringing clean and safe drinking water to people in need around the world. To date we’ve funded over 16,000 projects in 24 countries serving 5.2M people

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IT USUALLY STARTS WITH AN EMAIL LIKE THIS FROM THE EXECUTIVE TEAM…

EVERY YEAR CHARITY: WATER PRODUCES A MAJOR CAMPAIGN THAT REPRESENTS 10%

OF OUR ANNUAL REVENUE…

GETTING TO WORK…

» Mobilize stakeholders

» Find qualified partners in Mali and Niger to implement water projects with the funds raised. They should have $5M worth of capacity and have target areas that are operationally secure.

» Ensure that these partners understand charity: water’s proposal, budgeting and reporting requirements

» Develop a strong proposal based on the parameters given to me by the Executive team.

MY ASSIGNMENT

STAKEHOLDERS

1. charity: water Programs team

2. charity: water Creative team

3. charity: water Executive team

4. Implementing partner regional staff in D.C., L.A., Bamako and Niamey

CONSIDERATIONS

1. Information needs to be communicated cross-departmentally, cross-organizationally and cross-culturally.

2. The campaign was scheduled to launch in August of 2014

3. Select members from the Programs team, Creative team and the CEO will need to travel to the field before campaign launch to conduct separate campaign activities.

ORGANIZING THE STAKEHOLDERS

CHALLENGE #1

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My team, responsible for spending the organization’s money on high impact programs, is the nucleus of the organization. We support our fundraising department by reporting back to donors on results of the field work, we help facilitate media trips to the field so our creative department can tell stories about the work (both to build the brand and for fundraising) and we manage our global implementing organizations and thousands of water projects.

The challenge, however, was that most of the information coming in from the field historically stayed within the brains and inboxes of this small team. And they were located in three different countries. I needed to find a way to open up the lines of communication to other departments to make our biggest campaign the most successful yet.

WATER PROGRAM OFFICER

WATER PROGRAM OFFICER ETHIOPIA

WATER PROGRAM OFFICER

PROJECT DATA OFFICER

WATER PROGRAM MANAGER SOUTH EAST ASIA

SUSTAINABILITY ASSOCIATE

WATER PROGRAM ASSOCIATE

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MY TEAM

DIFFERENT TIME ZONES

CHALLENGE #2

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GLOBAL OPERATIONS

Working locations of campaign stakeholders

NEW YORK

7:30AM EST

ADDIS ABABA

3:00PM

PHNOM PENH

7:30PM

BAMAKO

1:30PM

NIAMEY

12:30PM

LOS ANGELES

4:30AM

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I have several direct reports I need to communicate with - we live in three countries and four time zones.We had three partners in two more countries implementing projects under this campaign, adding two more time zones into the mix!

COMMUNICATION

CHALLENGE #3

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Six stakeholders I need to communicate with daily live in developing countries and struggle with limited infrastructure. They experience frequent power outages which strain consistent

and reliable communication. Our calls often end in a network purgatory, only gathering 75% of the conversation. We have to reschedule our meetings frequently and

spontaneously.

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LIMITED INFRASTRUCTURE

MY PLAN OF ACTION

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I restructured the entire Programs team into regional Pools. Pools had weekly meetings led by Program Officers (WPOs) and were attended by all stakeholders in Operations.

This reorganization enabled departments to have ongoing visibility into field work for the first time.

WPO’s came prepared each week with updates on field trip planning, follow up work from field trips, preliminary budget and proposal reviews and and an update on campaign milestones. Creative and Executive team members could choose to attend a meeting for campaign updates.

FIRST, I RE-ORGANIZED

NEXT, I ESTABLISHED THE COMMUNICATION MEDIUM

Different teams use different communication and project management tools. The first step was to establish which

tools would be used, by whom and for what.

Creative & Engineering Programs & Pools Org-wide (all teams)

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THEN, I DEVELOPED A MILESTONESCALENDAR FOR STAKEHOLDERS

FINALLY, I SENT THE TEAMSTO MALI AND NIGER

Nothing secures clear communication with the field like face to face meetings.

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THE RESULTS?

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I DEVELOPED A CRISP PROPOSAL THAT ALIGNED WITH OUR FUNDING PRIORITIES

RESULT #1

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RESULT #1 (PART II )

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I DEVELOPED THE $4M BUDGET THAT MET THE NEEDS OF ALL THREE ORGANIZATIONS IN MALI, NIGER & NEW YORK

$4M. 2 countries. 296 projects. 58 pages.

A media trip involving our CEO, a creative producer,two videographers,one photographer,

two vehicles full of armed security escorts, six field coordinators and a local government official, was

planned and executed.

I PRODUCED A MEDIA TRIP TO MALI & NIGER

RESULT #2

PLEASE DON’T LEAVE GREY

BACKGROUND

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A FOUR MINUTE FUNDRAISING VIDEO WAS PRODUCED AND VIEWED BY OF THOUSANDS PEOPLE

RESULT #3

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WE LAUNCHED A $4M CAMPAIGN

RESULT #4

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IN 18 MONTHS OUR DONORS WILL RECEIVE REPORTS ABOUT THE PROJECTS IN MALI & NIGER THAT THEY

RAISED MONEY FOR DURING THIS CAMPAIGN.

M A L I & N I G E R

COMING SOON…RESULT #5

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REPORT COMING SOON…RESULT #5 (PART II )

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