A New Economic Model

13 Points of Guiding Principles

Readers note: This list originated in work done at the Shambhala Congress. It was subsequently revised and extended by the New Economic Model Working Group and the New Economic Model Review Group.

1. Central services. There is a need for some core common services provided from the center (i.e. Central Office):
   • the sakyong
   • the president
   • basic practice and study support
   • basic financial services, e.g. consolidated financial reporting, group insurance
   • basic legal services, e.g. trademark protection
   • data base and website services
2. Other services. Other services may be requested and provided when agreed upon and financially viable.
3. Regionalization. In recent years, centers and study groups have formed into 'regions' for a variety of purposes (e.g. sharing an acharya, integrated programming). Where this is done, the region may provide some non-core services to its centers and groups. Regions may be multi-layered, e.g. the German region within the European region.
4. Funding central services. Services provided from the Central Office should be funded primarily by a portion of dues and/or program revenue from centers and study groups. Other entities with revenue streams (e.g. practice centers) should make contributions appropriate to their circumstances, so that support for central services is shared across the entire mandala.
5. Funding regional services. Regional services would typically be funded by the region itself.
6. Service quality. Services must be provided in a professional and competent manner. There must be accountability for service quality.
7. Reporting. Financial reporting must be timely and accurate and available to the community. It must include both standard reports and other reports/commentary designed to help the average person understand.
8. Fundraising. Annual fundraising appeals from Central Office for both one time and monthly donations should continue. As new revenue streams are implemented (#4 above), a portion of fundraising should be shifted from operating budget to special projects. This could include appeals for capital projects (e.g. for practice centers, retreat centers, the seat in Halifax), funding teachers for new and emerging regions (e.g. South America), and seed money for new initiatives or one-time projects.
9. Subsidies. A central pool of funds, either from revenue sharing of dues/program revenue or from fundraising, is needed to provide support for economically poor areas (e.g. the Maritimes), emerging regions (e.g. South America), and small groups as may be needed to support growth. These subsidies must be carefully managed to ensure intended results.
10. Managing exceptions. Whatever the model calls for, it is assumed there will be centers or groups who will not be able to comply. Therefore, we will need a process for managing exceptions that ensures fairness, responsibility and equity.
11. Binding the mandala. There need to be people in the centers/regions who understand the financial and service structure of the mandala so that they can be a local resource to their communities.
12. Implementation. Implementing a new funding model is a huge undertaking. Even if everyone agrees this is needed, it will take careful thought and planning and most likely a phased approach using pilots. Special care is needed to ensure that donations to the Central Office are not eroded.
13. A new approach cannot be simply dictated. In order for it to work, it must be broadly supported throughout the mandala. The fundamental generosity of the sangha can be engaged by a process that is genuinely open.