1. www.CReDO.md, CReDO@CReDO.md Resource Center Of Human Rights NGOs (CReDO) & IMaL Serghei Ostaf, MBA, MS Public Policy www.credo.mdwww.credo.md, ostaf@credo.md ostaf@credo.md www.credo.mdostaf@credo.md December, 2004

2. www.CReDO.md, CReDO@CReDO.md CReDO Mission  CReDO is a consultancy and educational center for socially active actors of the civil society of Moldova.  CReDO consolidates civil society actors organizational and action capacities to promote democratic social and policy changes.

3. www.CReDO.md, CReDO@CReDO.md CReDO/IMaL Programs Organizational Development Program (IMaL) Informational Center Program (CReDO) Advocacy & Policy Change Program (CReDO)

4. www.CReDO.md, CReDO@CReDO.md Organizational Development Program (IMaL)  Builds management leadership skills  Products –A. Masters in Nonprofit Administration (on-line); –B. Consultancy in organizational development –C. Social Leadership Program;

5. www.CReDO.md, CReDO@CReDO.md Advocacy and Policy Change program  Builds Action Capacity  Products –A. Masters in Advocacy and Policy Change –B. Intensive Advocacy Course/Community mobilization –C. Policy Research/Analysis

6. www.CReDO.md, CReDO@CReDO.md Social Value of Program Financial Returns of program (donors + fees + volunteer) Low Social Value High Social Value Positive Financial returns Strategy to Sustain Programs (Necessary Evil) Beneficial Programs, (Best of Worlds) - Master of non-profit Administration (40%-40%-20%); - Master of Advocacy (50%-30%- 20%); - Individual assistance in development (20%-60%-20%); Negative Financial returns Detrimental Programs Worthwhile Programs (Satisfying, Good for Society) -Intensive Advocacy (70%-20%-10%); -Social mobilization (investment); -Civic Leadership (60%-5%-35%)

7. www.CReDO.md, CReDO@CReDO.md Product Design/Introduction  Investment + Operational costs; –Investment: Product/service development, marketing, offering; –Operational costs: direct and indirect costs for service/product offering;

8. www.CReDO.md, CReDO@CReDO.md Masters of Non-profit Administration  Investment and piloting (2001-2) –CordAid, US Embassy, 30 000 USD  Delivering (2002-03) –Indirect: (CordAid/US Embassy) 8 000 USD; –Direct: CordAid/US Embassy: 80%-20%;  Delivering (2003-04) –Indirect: (CordAid) 5 000 USD; –Direct: US Embassy - fees: 60%- 40%;  Delivering (2004-05) –Indirect: (CordAid) 5 000 USD; –Direct: CordAid/Fees: 50%-50%;

9. www.CReDO.md, CReDO@CReDO.md Masters of Advocacy & Policy Change  Investment and piloting (2003-4) –Eurasia/CordAid, 30 000 USD  Delivering (2004-5) –Indirect: (CordAid) 8 000 USD; –Direct: CordAid-fees: 65%-45%;

10. www.CReDO.md, CReDO@CReDO.md OD Consultancy  2001-2: –CordAid, 10 000 USD (investment/consultancy) –Fees: 5 000 USD (consultancy)  2002-3: –CordAid, 3 000 USD (investment); –Fees: 10 000 USD (consultancy, (~10% profit);  2003-4: –CordAid, 3 000 USD (investment); –Fees: 15 000 USD (consultancy, (~10% profit);  2004-5: –CordAid, 3 000 USD (investment); –Fees: 16 000 USD (consultancy, (~10% profit);

11. www.CReDO.md, CReDO@CReDO.md Why earning money?  Service against cost (partial-full) is of “higher value” and “healthier” for the organization;  Additional income makes organization more independent (“unrestricted funds”);  Donor pressure (“phasing out”);  Development of “services market”;  Perspective of development into consultancy (regional trends);

12. www.CReDO.md, CReDO@CReDO.md Difficulties  Internal: –Lack of “entrepreneurial thinking” within the Board and management; –Insufficient knowledge and skills in “social entrepreneurship”; –Educational area is not “financially attractive”;

13. www.CReDO.md, CReDO@CReDO.md Difficulties  External: –Lack of a “real market” and “competition” (donor subsidized) or donor failure to stimulate the creation of the “market”; –Customers/beneficiary perception of “free of charge” in non-profit field; –“market fragmentation” - many players, low cost/low quality/low value;

14. www.CReDO.md, CReDO@CReDO.md Thank you for your attention! www.credo.md ostaf@credo.md Tel: (373 22) 212 816