Ment-Or: Mentoring Non-Profits and Social Businesses to Withstand the Coronavirus Crisis
Many social organizations face new and unprecedented economic and operational challenges as a result of the COVID-19 crisis. There is an intense need to help organizations survive the crisis period and adapt to the “new normal”.
To help organizations ride out the current situation, Keren-Shemesh and its partners have created a broad support system for non-profits and social businesses that incorporates:
- A personal mentor with extensive experience to help non-profit leaders create an action plan to manage the current crisis and rebuild in its wake
- A set of professional and expert advisors in various fields, including strategic, financial, legal, resource development and public relations
- A variety of professional training and peer learning sessions
- A host of pro-bono services that include website building assistance and access to work and meeting spaces
- Referral, if necessary, to not-for-profit, guarantor-free, 3% fixed-interest loans, made possible by the Ogen Group and the Jewish Agency
Each organization will receive a customized assistance plan that focuses on the organization’s needs and work plan, subject to advisors’ availability and skills.
For information on the loans – click here
Ment-Or’s full bank of advisory and pro-bono services will open soon.
Ment-Or was initiated by Keren-Shemesh, part of the Ogen Group, the Jewish Agency, IVN – Israel Venture Network, and the National Insurance Institute of Israel Funds, in cooperation with Social Space TLV. The venture has been supported by many leading organizations, including PwC Israel – Kesselman and Kesselman, McKinsey Israel, YPO Israel, Matan – Investing in the Community (United Way Israel), 8200 Alumni Association and many others.
The mentoring program will include:
- Financial Mapping of the Organization: cash flow statements, sources of income, credit, liabilities, suppliers, payroll, loan repayment ability
- Business Development: an examination of core services and their adaptation in light of financial capabilities
- Mapping the Strategic Core Activities of the Organization
- Mapping Opportunities in Light of the Situation: an overview of current and potential services as well as changes and adaptations necessary for new scenarios
- Critical Infrastructure: mapping of human capital and non-physical assets
- Human Resources: employees, external consultants, and volunteers
- CEO’s Personal Resilience: the ability to manage crises in the organization
- Conducting Government Agreements: maximizing collaboration and potential budgets
- Mapping Current Funders: building a roadmap to working with them effectively in the current climate
- Loan Applications: evaluating the need for credit and help with the loan application process
- Work Plan: Plan for the next year and a half / two years
- Creative solutions for generating new independent income sources
- Legal Review: examining how organization’s structures and operations fit with bylaws, statutory, labor, financial and regulatory requirements
- The organization has been active for at least two years
- Annual revenue exceeds ILS 500,000 and does not exceed ILS 25 million
- The organization has anIshur Nihul Takin (“certificate of good standing”) in effect for 2020
- The organization is not engaged in political activity
- The organization is not: a hospital, a nursing home, synagogue or HMO