Internet NGO Idea
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Internet NGO Idea

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Idea for the establishment of an Internet NGO that I have devised three years ago, but never implemented as it was made without market research.

Idea for the establishment of an Internet NGO that I have devised three years ago, but never implemented as it was made without market research.

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  • External Environment STEP AnalysisSWOT AnalysisStrategy Formation  Mission Objectives Strategies Strategy Implementation ProgramsProcesses BudgetsEvaluation & ControlFeedback ProceduresInternal EnvironmentValue Chain StructuresResources CultureFeedback operations between Internal Environment and Strategy Formation, implementation and Evaluation and control

Internet NGO Idea Presentation Transcript

  • 1. Operational Plan for the Launch of an Internet NGO
    Executive Summary
    Mission Statement
    Strategy Formation & Implementation
    Organizational Structure
  • 2. Mission Statement
    The NGO’s Motto
    Vision
    Mission
    Values
    Overall Objective
  • 3. Mission Statement
    The NGOs Motto:
    Education: Because Education is an essential skill for social reproduction
    Finance: Without it, Education and all the dreams that a person has cannot be realised
    Hope: It is an essential human right to expect something better for one’s life, so that one can invest in the future materially as well as psychologically.
    Love: Because People are transformed by it and breathe life through it
  • 4. Mission Statement (Continued)
    Vision
    • We are an internet based NGO that attracts highly motivated individuals and produces innovative ideas about community development and the socioeconomic reintegration of individuals.
    Mission
    • Our mission would be to implement projects in the remotest regions of the planet, involving local resources mobilising, or creating them from nil, for the completion of our projects.
    Values
    • Quality in Human Resources
    • 5. Quality in project design
    • 6. Commitment for results
    • 7. Emphasis on feedback operations and establishment of evaluation mechanisms
    • 8. Cooperation instead of isolation
    Overall Objective
    • To help the smaller NGOs and communities to increase their capacity building potential and decrease their managerial inefficiencies (especially in terms of organizational capacity and financial management).
  • Strategy Formation & Implementation
    • External Environment Analysis
    -SWOT Analysis
    -STEP Analysis
    • Internal Environment Analysis
    -Managerial Culture of the NGO
    -Resources
    -Core Competencies
    -Capabilities
    -Value Chain & Virtual Value Chain
  • 9. External Environment Analysis
    SWOT & STEP Analysis
  • 10. Step Analysis
  • 11. SWOT Analysis
  • 12. Internal Environment Analysis
    Culture
    Resources
    Core Competencies
    Capabilities
    Value Chain & Virtual Value Chain
  • 13. Managerial Culture of the NGO
    • Gender Balance will not mean a 50-50 representation of women and men
    • 14. On the contrary it will assure that women & men will not do their tasks according to social stereotypes and conformity
    • 15. We believe that Managerial Capacity is what NGOs lack, however Corporate practices should be adapted to the Development sector needs and peculiarities
    • 16. No Hierarchy within the NGO; The different teams will crosscheck each other’s performance
    • 17. Feedback mechanisms and Cooperation techniques are two of our core competencies
    • 18. The initial operation of the NGO will generate feedback for the future organizational overhaul
  • Resources
    Resources
    Tangible
    • Financial (AB: Actions & Budgets))
    • 19. Human Resources (AB)
    • 20. Organizational Resources (How are we to coordinate the formation of the organization, use Log frame)
    • 21. Technology Resources (Sites, PCs)
    Intangible
    • Innovation Resources (Concerns the HR Teams, Strategy Formation Teams) and also involves connection with movements around the world.
    • 22. Symbolic Capital (Reputation: Use of internet and especially of YouTube and MySpace)
    Capabilities
    • Groups of Resources (How are we to combine them) 
    Core Competencies
    • Sources of Sustainable Advantage (What will be the sources of competitive advantage, use data from SWOT)
  • Core Competencies
    HR Motivation & Passion
    Volunteerism
    Feedback Processes
    Managerial Capacity
    Access to a network of global support
    MIS (Part of our Virtual Value Chain)
    Innovation
  • 23. Capabilities
    Financial+Reputation (Symbolic Capital)
    Technology+HR
    Technology+Innovation
    HR+Organizational Capacity
  • 24. Internal Environment Analysis(Value Chain)
  • 25. Virtual Value Chain
    Virtual Value Chain Elements
    Visibility: Data mining through our site
    Mirroring Capability: Our global volunteers will form virtual groups on the net and use the data mined from our site to enhance all our activities.
    Delivering Results: Creating new relationships with our beneficiaries and the stakeholders in our projects.
  • 26. Virtual Value Chain
  • 27. Model of Strategic Analysis
  • 28. Strategy Implementation
    Strategies
    Provide consulting services to our project teams, small NGOs, as well as to other similar initiatives to our own.
    Unify existing databases on small NGO creation and creating and uploading new high quality material in the internet.
    Network with existing and potential initiatives as well as NGOs so as to find common ground for action, exchange know how and create synergies.
    Devise innovative new managerial and financing tools especially designed for the Development Sector and for NGOs in specific.
    Programs
    Processes
    Budgets
  • 29. Strategy Implementation(Strategy 1)
    A&B 1.1 :Programs and Processes for Strategy 1.1 (Our Volunteers)
    Coordination Program for Providing Consulting Services to our local volunteers and project
    teams
  • 30. Strategy Implementation(Strategy 1)
    A&B 1.1 :Programs and Processes for Strategy 1.2 (Small NGOs)
    Coordination Program for Providing Consulting Services to Small NGOs
  • 31. Strategy Implementation (Strategy 2)
    A&B 2 :Programs and Processes for Strategy 2 (Unify Existing Databases)
    Coordination Program for unifying existing Databases
  • 32. Strategy Implementation (Strategy 3)
    A&B 2 :Programs and Processes for Strategy 3 (Networking)
    Coordination Program for Networking with other NGOs
  • 33. Innovation Strategy
    Build Framework and guidelines for the design of an Internal Knowledge Network (IKN) with the cooperation of the Internet Task Force Teams(ITFTs). The purpose of this network is to facilitate access to knowledge necessary for:
    -New volunteers training
    -Existent volunteers needs for advice for ongoing projects
    -Know-How and Know-Who that exists within the NGO
    -Special Skills and capacities that existing team members & volunteers have. This will facilitate the effective formation of teams and the finding of who knows what. The MIS team should design along with the Internet Site construction team and the Human Resources Team a database of skills for every volunteer and team member. In this way the selection of team members for new projects will be less time consuming and will allow for spotting of the right skills for the right tasks.
    -The Innovation team along with the Human Resources Team should also research on the optimal job rotation or cross-functional team scheme.
  • 34. Organizational Structure of the NGO
    • Organizational Chart
    • 35. Team Organization and Delegation
    • 36. Task Description for all teams
    • 37. Power Sharing & Decision Making
    • 38. Inter-Team Communication Guidelines
    • 39. Feedback Mechanisms
    • 40. The NGO’s Lify Cycle
    • 41. Foresight
    • 42. Initial Launch of the NGO-Logframe
  • Organizational Chart
  • 43.
  • 44. Legal Form of the NGO and country of residence
    • Initially the NGO will assume a virtual status since it will be just on the Internet
    • 45. In its initial stages the NGO will have to work on its own resources
    • 46. The Legal Team should find the best candidate country for the NGO’s residence (Nordic Countries can be a starting point)
    • 47. The criteria should be Legal,Financial & above all Political
    • 48. A substantial part of intellectual property produced within the NGO should belong to it as a form of fixed capital that will be also a part of its own assets.
    • 49. Provisions should be made from the Auditing Team for Financial Fraud Aversion Mechanisms (Let us call it FAM)
    • 50. Eventually the NGO will assume Legal Form so that it can receive funds
  • Task Description for all teams
    Human Resources Division
    • HR Attraction & Selection Team: Will advertise and select staff.
    • 51. HR Productivity Enhancement : Will suggest ways to enhance the staff’s productivity and will also address their wider concerns (e.g. Psychological).
    Strategy Formation Division
    • PR Team: Will promote the NGOs image and conduct Fundraising.
    • 52. Marketing Strategy Team:Will form the response strategy with regard to competition and external threats.
    • 53. Resource Organization Team: Will form strategies for coordinating our resources and competitive advantages.
    • 54. Innovation Team: Will research on new managerial and financing methods for the NGO sector. It will cooperate with the Project Financing Team as the latter will provide the framework upon which the proposals of the innovation team will be made.
    Project Management Division
    • Project Design Team (Programming Stage): In close cooperation with the local volunteers will suggest project ideas and conduct Stakeholder analysis and collect data for the succesful completion of the project. This team will provide all the necessary support to the local volunteers providing consulting services to them.
    • 55. Project Financing Team(Identification Appraisal, and Financing Stages): Will make the prefeasibility and feasibility studies while they will also form the financing plan for the implementation stage.
  • Task Description for all teams(Continued)
    • Project Implementation Team: Will monitor the project’s implementation.
    • 56. Project Evaluation Team: Will collect data on the project team’s performance and feedback
    • 57. Procurement Team: Will have to address whatever procurement needs for the project completion. As a secondary task will also evolve itself with procurement for IT equipement of the NGO.
    IT & Internet Task Force Division
    • Internet Site Construction & Maintenance: They will construct the site from nill and maintain it.
    • 58. MIS construction: The MIS systems will support the functions of the Virtual Value Chain(VVC). This team will have to construct such systems that will allow the organization to take feedback from users of the site, volunteers (global), stakeholders and in the future, donours.
    Operational Control Division
    • Coordination Team: This team will solve all the coordination problems between the different teams and will suggest corrective measures. The team’s tasks will not overlap with the HR productivity enhancement team.
    • 59. Evaluation of Operations: Will collect data from the coordination team and will assess each team’s performance.
    • 60. Internal Auditing Team: Will conduct internal Financial control of the NGO. In the future, provided that we will have the funds, we will hire an external auditing company.
    • 61. Legal Team: Will deal with the legal aspects of the NGOs establishment and advise on Legal matters after the launch of the NGO.
  • Power Sharing & Decision Making within the NGO
    • Initially Teams will consist of 3 people and decisions will be taken with consent
    • 62. The 16 teams will form an NGO of 48 people. Provisions should be made by the HR Team for new staff that will replace old one.
    • 63. Each member shall take part in a team and will assume no Managerial role for the whole organization
    • 64. The decisions of each team will be publicized to the others
    • 65. No team is stronger than the other
    • 66. Therefore there is no prescribed hierarchy
    • 67. The teams are made in a way that cannot be completely autonomous
    • 68. Co-operation is an essential survival technique
    • 69. Dispute Resolution is a task of the Coordination Team
  • Inter-Team Communication Guidelines-Introduction
    • Fact ! : The multiple teams will help the NGO to deepen and strengthen it organizational resources as well as grow its size in the future, so that we we can start attracting donours.
    • 70. However, the number of teams necessitate cross-communication and cross-fertilization of ideas.
    • 71. For all the afforementioned reasons the following measures are proposed:
  • Inter-Team Communication Guidelines
    • Joint meetings of teams so that they can share different perspectives on issues involved and improve their decision making.
    • 72. Job Rotation whenever possible
    • 73. The HR teams should monitor other teams’ performance and propose guidelines. Cooperation with the Coordination team is essential, so that the latter can develop solution dynamics for potential bottlenecks. The EOT team will cooperate with the HR teams so that it can construct benchmarks. The benchmarks will involve collective performance and not individual.
    • 74. All the teams will get an initial training in Project Management and some facts about developing assistance & the developing world in general
  • Feedback Operations for the Evaluation of Operations Team (EOT)
  • 75. The NGO’s Life Cycle
  • 76. Foresight
  • 77. Logframe for the NGO’s Launching