New strategy for survivors of war and torture

Project Type: Strategy
Region: North of England
Musicians Without Borders sought the support of The Cranfield Trust to create an effective business strategy. It now has an organisational vision to help it expand and operate in those war-torn areas in greatest need.

The 1995 genocide in Bosnia, left thousands of women alone and grieving for their men and boys, many becoming victims of violence and displacement. In the refugee camps where many Bosniaks still live, Musicans Without Borders runs ‘From Woman to Woman’, enabling women musicians and dancers to offer their professional skills and compassionate support to their countrywomen, helping them to overcome their isolation and loss through music.

Women supported by Musicians Without BordersThis is just one of many projects run by Musicians Without Borders, which aims to reduce the devastating psychological effects of war and torture through therapeutic music projects for survivors.  It operates, from the UK, in conflict and post-conflict areas in Kosovo, Rwanda, Bosnia-Herzegovina and the Middle East. UK Director Lis Murphy wanted to make sure she was using the charity’s resources to greatest effect, and contacted The Cranfield Trust for support in creating an effective, realistic and sustainable business strategy. 

Trust volunteer Paul Ferry works as a corporate development director in the outsourcing industry, where he is responsible for seeking new markets, customers and potential acquisition targets. He worked with Lis to focus on critical activities and key targets for the charity, helping her to put together a strong three year plan which won the support of the board of trustees. Paul then mentored Lis as she began the task of implementation, including the appointment of a new business development manager. 

Lis was delighted with success of the project, saying: “The support has been absolutely fantastic and Paul has been crucial in enabling the organisation to expand and professionalise. Thanks to his direct input, we now have a freelance business development manager two days a week and a completed business plan and organisational vision for the next three years. We have been privileged to have such expertise on hand offered in a supportive, encouraging and professional manner.

“With this organisational structure in place, we are now in a position to review and reflect on our projects, rather than reacting organically. This means that we can focus on those war torn areas in greatest need, ensuring that we operate where we can achieve the highest impact and enabling a greater emphasis on financial and long-term sustainability.”

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