Endangered Wildlife Trust Case

1. Introduction

In 2009, the Endangered Wildlife Trust (EWT) was recognised as one of southern Africa’s largest environmental conservation organisations. The non-profit, non-government organisation grew organically over the course of 35 years by broadening its vision to include “species, their habitats, ecosystems and the role of the surrounding communities and landowners” (Price, 2010). While this assisted in proving the EWT’s commitment to its cause, this diversification put pressure on the limited resources available to the EWT.

In 2008, prior to the financial credit crisis and the resulting economic downturn, the EWT decided to analyse, revise and align its Conservation Strategy, and core objectives and goals. One year later, despite these timely developments, the EWT started to recognise a reduction in funds received which it turn made it difficult for the organisation to continue funding its various programmes.

In light of these growing financial pressures, the CEO of the EWT was considering whether or not to change the EWT’s fundraising strategy to being “more liberal in… the policy of accepting corporate donations in light of the economic downturn” (Price, 2010). While such a decision would open the door for donations from companies who practice green-washing, this would be hypocritical and would not resonate with the vision and mission of the EWT.

2. The Main Issues

2.1. Issue 1: Lack of funds

One of the major causes for concern for the EWT is the apparent reduction in funds received as a result of the international financial credit crisis.

2.2. Issue 2: Diversification

Another issue is the number of projects that the EWT is involved in. The organisation’s conservation activities stretch across six broad areas. The broader an organisation’s focus, the more resources are required in order to manage and maintain these projects and the more capital is required to fund these initiatives. While each of these projects resonates with the EWT’s vision and mission, every additional programme puts more pressure on the limited resources available.

2.3. Issue 3: Organisational structure

With the focus on fundraising and marketing as core activities to raise the funds necessary to operate, outsourcing the marketing activities is an area of concern. It is stated that “all of the EWT’s marketing was provided free of charge by professional marketing companies who had taken a particular interest in the activities of the EWT” (Price, 2010). While this might be seen as a mechanism to reduce costs, the lack of a cohesive marketing strategy and lack of control of marketing activities could result in the dilution of the impact of the various marketing programmes.

3.