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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.

Published in: Business, Education

Internet NGO Idea

  1. 1. Operational Plan for the Launch of an Internet NGO<br />Executive Summary<br />Mission Statement<br />Strategy Formation & Implementation<br />Organizational Structure <br />
  2. 2. Mission Statement<br />The NGO’s Motto<br />Vision<br />Mission<br />Values<br />Overall Objective<br />
  3. 3. Mission Statement<br />The NGOs Motto:<br />Education: Because Education is an essential skill for social reproduction<br />Finance: Without it, Education and all the dreams that a person has cannot be realised <br />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.<br />Love: Because People are transformed by it and breathe life through it<br />
  4. 4. Mission Statement (Continued)<br />Vision <br /><ul><li>We are an internet based NGO that attracts highly motivated individuals and produces innovative ideas about community development and the socioeconomic reintegration of individuals. </li></ul>Mission<br /><ul><li>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. </li></ul>Values<br /><ul><li>Quality in Human Resources
  5. 5. Quality in project design
  6. 6. Commitment for results
  7. 7. Emphasis on feedback operations and establishment of evaluation mechanisms
  8. 8. Cooperation instead of isolation </li></ul>Overall Objective<br /><ul><li>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).</li></li></ul><li>Strategy Formation & Implementation<br /><ul><li>External Environment Analysis</li></ul>-SWOT Analysis<br />-STEP Analysis<br /><ul><li>Internal Environment Analysis</li></ul>-Managerial Culture of the NGO<br />-Resources<br />-Core Competencies<br />-Capabilities<br />-Value Chain & Virtual Value Chain<br />
  9. 9. External Environment Analysis<br />SWOT & STEP Analysis<br />
  10. 10. Step Analysis<br />
  11. 11. SWOT Analysis<br />
  12. 12. Internal Environment Analysis<br />Culture<br />Resources<br />Core Competencies<br />Capabilities<br />Value Chain & Virtual Value Chain<br />
  13. 13. Managerial Culture of the NGO<br /><ul><li>Gender Balance will not mean a 50-50 representation of women and men
  14. 14. On the contrary it will assure that women & men will not do their tasks according to social stereotypes and conformity
  15. 15. We believe that Managerial Capacity is what NGOs lack, however Corporate practices should be adapted to the Development sector needs and peculiarities
  16. 16. No Hierarchy within the NGO; The different teams will crosscheck each other’s performance
  17. 17. Feedback mechanisms and Cooperation techniques are two of our core competencies
  18. 18. The initial operation of the NGO will generate feedback for the future organizational overhaul</li></li></ul><li>Resources<br />Resources<br />Tangible<br /><ul><li>Financial (AB: Actions & Budgets))
  19. 19. Human Resources (AB)
  20. 20. Organizational Resources (How are we to coordinate the formation of the organization, use Log frame)
  21. 21. Technology Resources (Sites, PCs)</li></ul>Intangible<br /><ul><li>Innovation Resources (Concerns the HR Teams, Strategy Formation Teams) and also involves connection with movements around the world.
  22. 22. Symbolic Capital (Reputation: Use of internet and especially of YouTube and MySpace)</li></ul>Capabilities<br /><ul><li>Groups of Resources (How are we to combine them) </li></ul>Core Competencies<br /><ul><li>Sources of Sustainable Advantage (What will be the sources of competitive advantage, use data from SWOT)</li></li></ul><li>Core Competencies<br />HR Motivation & Passion<br />Volunteerism<br />Feedback Processes <br />Managerial Capacity<br />Access to a network of global support<br />MIS (Part of our Virtual Value Chain)<br />Innovation<br />
  23. 23. Capabilities<br />Financial+Reputation (Symbolic Capital)<br />Technology+HR<br />Technology+Innovation<br />HR+Organizational Capacity<br />
  24. 24. Internal Environment Analysis(Value Chain)<br />
  25. 25. Virtual Value Chain<br />Virtual Value Chain Elements<br />Visibility: Data mining through our site <br />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.<br />Delivering Results: Creating new relationships with our beneficiaries and the stakeholders in our projects. <br />
  26. 26. Virtual Value Chain<br />
  27. 27. Model of Strategic Analysis<br />
  28. 28. Strategy Implementation<br />Strategies<br />Provide consulting services to our project teams, small NGOs, as well as to other similar initiatives to our own. <br />Unify existing databases on small NGO creation and creating and uploading new high quality material in the internet. <br />Network with existing and potential initiatives as well as NGOs so as to find common ground for action, exchange know how and create synergies. <br />Devise innovative new managerial and financing tools especially designed for the Development Sector and for NGOs in specific.<br />Programs <br />Processes<br />Budgets<br />
  29. 29. Strategy Implementation(Strategy 1)<br />A&B 1.1 :Programs and Processes for Strategy 1.1 (Our Volunteers)<br />Coordination Program for Providing Consulting Services to our local volunteers and project <br />teams <br />
  30. 30. Strategy Implementation(Strategy 1)<br />A&B 1.1 :Programs and Processes for Strategy 1.2 (Small NGOs)<br />Coordination Program for Providing Consulting Services to Small NGOs<br />
  31. 31. Strategy Implementation (Strategy 2)<br />A&B 2 :Programs and Processes for Strategy 2 (Unify Existing Databases)<br />Coordination Program for unifying existing Databases<br />
  32. 32. Strategy Implementation (Strategy 3)<br />A&B 2 :Programs and Processes for Strategy 3 (Networking)<br />Coordination Program for Networking with other NGOs<br />
  33. 33. Innovation Strategy<br />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: <br />-New volunteers training<br /> -Existent volunteers needs for advice for ongoing projects<br /> -Know-How and Know-Who that exists within the NGO<br /> -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.<br /> -The Innovation team along with the Human Resources Team should also research on the optimal job rotation or cross-functional team scheme. <br />
  34. 34. Organizational Structure of the NGO<br /><ul><li>Organizational Chart
  35. 35. Team Organization and Delegation
  36. 36. Task Description for all teams
  37. 37. Power Sharing & Decision Making
  38. 38. Inter-Team Communication Guidelines
  39. 39. Feedback Mechanisms
  40. 40. The NGO’s Lify Cycle
  41. 41. Foresight
  42. 42. Initial Launch of the NGO-Logframe</li></li></ul><li>Organizational Chart <br />
  43. 43.
  44. 44. Legal Form of the NGO and country of residence<br /><ul><li>Initially the NGO will assume a virtual status since it will be just on the Internet
  45. 45. In its initial stages the NGO will have to work on its own resources
  46. 46. The Legal Team should find the best candidate country for the NGO’s residence (Nordic Countries can be a starting point)
  47. 47. The criteria should be Legal,Financial & above all Political
  48. 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. 49. Provisions should be made from the Auditing Team for Financial Fraud Aversion Mechanisms (Let us call it FAM)
  50. 50. Eventually the NGO will assume Legal Form so that it can receive funds </li></li></ul><li>Task Description for all teams<br />Human Resources Division<br /><ul><li>HR Attraction & Selection Team: Will advertise and select staff.
  51. 51. HR Productivity Enhancement : Will suggest ways to enhance the staff’s productivity and will also address their wider concerns (e.g. Psychological).</li></ul>Strategy Formation Division <br /><ul><li>PR Team: Will promote the NGOs image and conduct Fundraising.
  52. 52. Marketing Strategy Team:Will form the response strategy with regard to competition and external threats.
  53. 53. Resource Organization Team: Will form strategies for coordinating our resources and competitive advantages.
  54. 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. </li></ul>Project Management Division<br /><ul><li>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. 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. </li></li></ul><li>Task Description for all teams(Continued) <br /><ul><li>Project Implementation Team: Will monitor the project’s implementation.
  56. 56. Project Evaluation Team: Will collect data on the project team’s performance and feedback
  57. 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.</li></ul>IT & Internet Task Force Division<br /><ul><li>Internet Site Construction & Maintenance: They will construct the site from nill and maintain it.
  58. 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. </li></ul>Operational Control Division <br /><ul><li>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. 59. Evaluation of Operations: Will collect data from the coordination team and will assess each team’s performance.
  60. 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. 61. Legal Team: Will deal with the legal aspects of the NGOs establishment and advise on Legal matters after the launch of the NGO.</li></li></ul><li>Power Sharing & Decision Making within the NGO<br /><ul><li>Initially Teams will consist of 3 people and decisions will be taken with consent
  62. 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. 63. Each member shall take part in a team and will assume no Managerial role for the whole organization
  64. 64. The decisions of each team will be publicized to the others
  65. 65. No team is stronger than the other
  66. 66. Therefore there is no prescribed hierarchy
  67. 67. The teams are made in a way that cannot be completely autonomous
  68. 68. Co-operation is an essential survival technique
  69. 69. Dispute Resolution is a task of the Coordination Team</li></li></ul><li>Inter-Team Communication Guidelines-Introduction<br /><ul><li>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. 70. However, the number of teams necessitate cross-communication and cross-fertilization of ideas.
  71. 71. For all the afforementioned reasons the following measures are proposed:</li></li></ul><li>Inter-Team Communication Guidelines <br /><ul><li>Joint meetings of teams so that they can share different perspectives on issues involved and improve their decision making.
  72. 72. Job Rotation whenever possible
  73. 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. 74. All the teams will get an initial training in Project Management and some facts about developing assistance & the developing world in general</li></li></ul><li>Feedback Operations for the Evaluation of Operations Team (EOT)<br />
  75. 75. The NGO’s Life Cycle<br />
  76. 76. Foresight<br />
  77. 77. Logframe for the NGO’s Launching<br />