5. Quality in project design

6. Commitment for results

7. Emphasis on feedback operations and establishment of evaluation mechanisms

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

19. Human Resources (AB)

20. Organizational Resources (How are we to coordinate the formation of the organization, use Log frame)

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

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)

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.

56. Project Evaluation Team: Will collect data on the project team’s performance and feedback

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.

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

70. However, the number of teams necessitate cross-communication and cross-fertilization of ideas.

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.