Date post: | 22-Oct-2014 |
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OPERATIONAL PLAN FOR THE LAUNCH OF AN INTERNET NGO
A. Executive SummaryB. Mission StatementC. Strategy Formation & ImplementationD. Organizational Structure
MISSION STATEMENT
The NGO’s Motto Vision Mission Values Overall Objective
MISSION STATEMENT
The NGOs Motto:Education: Because Education is an
essential skill for social reproductionFinance: 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
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 Quality in project design Commitment for results Emphasis on feedback operations and establishment of evaluation
mechanisms 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
EXTERNAL ENVIRONMENT ANALYSIS
SWOT & STEP Analysis
STEP ANALYSIS
Social Technological Economical Political
Situation Analysis
Globalisation has created new challenges for the workforce, especially for the young graduates who are desperately trying to integrate into the labour market after long years of study (E.g. in Europe)
The continuous innovation in the IT section drives forward particular business functions and allows multinationals to drive down costs. However, due to this trend there is a mismatch between the potential that business and other organizations have to integrate new technologies, and the response of these technologies to their actual needs (needs that are usually not accurately mapped).
The income disparities across the world are growing, a situation that is worsening due to the mismatch between the mobility of capital and labour. In the developing world Africa seems of losing the chance, to leap out of poverty in the beginning of the new century . On the other hand Asian economies seem that they are going to drive innovation in the developing world, while lowering income disparities and absolute poverty.
Despite the mounting pressure from the public opinion in the developed world to increase development aid and cancel all debts of developing countries, the political will to meet these demands is not strong. Development assistance will continue to be channelled through small and big NGOs, implementing agencies created by political entities and INGOS (UN & EU bodies).
How our NGO will address these problems always in the context of its own interventions and projects
Our HR department will target all these highly motivated young individuals who have the organizational and emotional capacity to undertake the tasks assigned to them. The incentive that our NGO will provide to them (especially to Development Graduates) is the hands on experience that they will have in all the stages of a project preparation and implementation.
Our internet task force should create a mechanism for selecting volunteers with the qualities described before. It should also develop MIS in this way that will address the challenges that new software provides us. all consistent with maximising our virtual value chain. Priority should be given to technological innovation since it will be one of our competitive advantages. We need to involve the whole internet community in this project. With regard to this we aspire to have an appeal similar to that of the Linux project.
Either in a global or in a local level disparities are rooted in regional disparities as well. Our project must address community development in a holistic way. We should strive to create synergies(cluster-based development initiatives) between communities and address disparities in a wider regional level. The main weakness of current interventions is that they are too locally focused. If benefits to a community are intended to be sustainable then we should strive to make them cooperate with each other.
Two of the means of addressing the problem of lack of political commitment are the following: Continuous media pressure using internet community and our solidarity networks (with other movements NGOs etc) and excellence in project design and implementation, since this would be the building block of our reputation within the donor community.
SWOT ANALYSIS
Strengths Weaknesses Opportunities Threats 1 -No past failures This is exactly what we lack:
Experience in the Development Sector
Potential to drive our NGO forward so that we can attract more reputation for our initiative.
Consulting Companies & Individual Consultants
2 Human Resources that are highly motivated
Again No experience in Development Sector
To use the motivation of our Human Resources so as to build and expand this NGO
Consulting Companies will tend to attract our Human Resources after the completion of projects.
2.1 Involving Volunteers for building our HR will substantially lower costs
Volunteers will need orientation periods, continued monitoring, psychological and financial support
Local volunteers will have a very good contact with the local population and beneficiaries
They might not receive the appropriate attention from local authorities and communities
3 Involving & mobilising local resources.
Difficulty in involving & mobilising resources
Sustainability: Communities will receive know how from our local volunteers so that they can start doing their own projects or infrastructure works
Implementing agencies & contractors
4 Global Support from the internet community
Difficulty in getting full benefits from our support networks
Access to grants and fundraising in global scale
Inability to sustain Global Support
INTERNAL ENVIRONMENT ANALYSIS
Culture Resources Core Competencies Capabilities Value Chain & Virtual Value Chain
MANAGERIAL CULTURE OF THE NGO
Gender Balance will not mean a 50-50 representation of women and men
On the contrary it will assure that women & men will not do their tasks
according to social stereotypes and conformity
We believe that Managerial Capacity is what NGOs lack, however Corporate
practices should be adapted to the Development sector needs and
peculiarities
No Hierarchy within the NGO; The different teams will crosscheck each
other’s performance
Feedback mechanisms and Cooperation techniques are two of our core
competencies
The initial operation of the NGO will generate feedback for the future
organizational overhaul
RESOURCES
ResourcesTangible Financial (AB: Actions & Budgets)) Human Resources (AB) Organizational Resources (How are we to coordinate the formation
of the organization, use Log frame) Technology Resources (Sites, PCs)Intangible Innovation Resources (Concerns the HR Teams, Strategy Formation
Teams) and also involves connection with movements around the world.
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
CAPABILITIES
Financial+Reputation (Symbolic Capital) Technology+HR Technology+Innovation HR+Organizational Capacity
INTERNAL ENVIRONMENT ANALYSIS(VALUE CHAIN)
Value Strategy Formation
Financial Resources
Organizational Resources
Symbolic Capital
(Reputation)Technology Resources
Innovation
Human Resources:
Local & Global Volunteers
VIRTUAL VALUE CHAINVirtual 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.
VIRTUAL VALUE CHAIN
Virtual Value
Visibility
Mirroring Capability
Creating new links
with Stakeholders
MODEL OF STRATEGIC ANALYSIS
Feedback Operations
Strategy Formation
Internal Environment Analysis
Strategy Implementation
External Environment Analysis
STRATEGY IMPLEMENTATIONStrategies1. Provide consulting services to our project teams, small NGOs, as well as
to other similar initiatives to our own. 2. Unify existing databases on small NGO creation and creating and
uploading new high quality material in the internet. 3. Network with existing and potential initiatives as well as NGOs so as to
find common ground for action, exchange know how and create synergies.
4. Devise innovative new managerial and financing tools especially designed for the Development Sector and for NGOs in specific.
A. Programs
B. Processes
C. Budgets
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
Request from Local or Global Volunteers for Consulting Services (CS)
Coordination Team assesses request and Forwards it to appropriate Team
The Appropriate Team provides CS and if necessary cooperates with other Teams
Volunteers assess CS and if accept it then provide feedback to EOT Team and report their actions to the Project Management Teams
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 Assess the needs of Small NGOs
Request proposals from them on potential areas of CS
Coordination Team will Assess whether we can provide them
The Coordination Team will assign tasks to the Appropriate Team
The Appropriate team will provide CS
The Small NGO will send feedback to the Appropriate Team and the EOT
STRATEGY IMPLEMENTATION (STRATEGY 2)A&B 2 :Programs and Processes for Strategy 2 (Unify
Existing Databases)Coordination Program for unifying existing Databases
Track the internet sites and/or databases that refer to NGO issues
Categorize all the relevant material
Design a new site that will work as a metasearch engine
Design a new site using categories from stage 2
Call for contributors to the site
Examine the potential of our NGO to receive a grant or funding for including scientific resarch on development issues
Continue researching on new ideas about the site and make constant changes
STRATEGY IMPLEMENTATION (STRATEGY 3)A&B 2 :Programs and Processes for Strategy 3 (Networking)Coordination Program for Networking with other NGOs
Prepare an agenda of issues, problems &
strategies that we will share with other NGOs
Contact NGOs
Initiate dialogue with them for common
projects or research on know how
Implement projects or produce know how
Organize PR events on the Net regarding our
success
Continue preparing agendas of issues,
problems & strategies and start the cycle again
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.
ORGANIZATIONAL STRUCTURE OF THE NGO
Organizational Chart Team Organization and Delegation Task Description for all teams Power Sharing & Decision Making Inter-Team Communication Guidelines Feedback Mechanisms The NGO’s Lify Cycle Foresight Initial Launch of the NGO-Logframe
Operational Control
Strategy Formation Teams
Human Resources Teams
Project Management
Teams
IT & Internet Task Force Teams
Organizational Chart
Human ResourcesDivision
HR Attraction &
Selection Team
HR Productivity Enhancement
Team
Strategy Formation Division
PR Team
Marketing Strategy Team
&Resource
Organization Team
Innovation Team
Project Managemen
t Division
Project Design Team
(Programming Stage)
Project Financing Team(Identificati
on Appraisal, and Financing
Stages)
Project Implementation
Team
Project Evaluation Team
Procurement Team
IT & Internet
Task Force Division
Internet Site Construction & Maintenance
Team
MIS construction
Team
Operational Control
Division
Coordination Team
Evaluation of Operations Team
Internal Auditing Team
Legal Team
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
• In its initial stages the NGO will have to work on its own resources
• The Legal Team should find the best candidate country for the NGO’s
residence (Nordic Countries can be a starting point)
• The criteria should be Legal,Financial & above all Political
• 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.
• Provisions should be made from the Auditing Team for Financial Fraud
Aversion Mechanisms (Let us call it FAM)
• Eventually the NGO will assume Legal Form so that it can receive funds
TASK DESCRIPTION FOR ALL TEAMSHuman Resources Division
HR Attraction & Selection Team: Will advertise and select staff.
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.
Marketing Strategy Team:Will form the response strategy with regard to competition and external
threats.
Resource Organization Team: Will form strategies for coordinating our resources and competitive
advantages.
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.
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.
Project Implementation Team: Will monitor the project’s implementation.
Project Evaluation Team: Will collect data on the project team’s performance and feedback
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.
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.
Evaluation of Operations: Will collect data from the coordination team and will assess each team’s
performance.
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.
Legal Team: Will deal with the legal aspects of the NGOs establishment and advise on Legal matters
after the launch of the NGO.
Task Description for all teams(Continued)
POWER SHARING & DECISION MAKING WITHIN THE NGO
• Initially Teams will consist of 3 people and decisions will be taken with consent
• 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.
• Each member shall take part in a team and will assume no Managerial role for the
whole organization
• The decisions of each team will be publicized to the others
• No team is stronger than the other
• Therefore there is no prescribed hierarchy
• The teams are made in a way that cannot be completely autonomous
• Co-operation is an essential survival technique
• 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.
However, the number of teams necessitate
cross-communication and cross-fertilization of
ideas.
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.
Job Rotation whenever possible 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.
All the teams will get an initial training in Project Management and some facts about developing assistance & the developing world in general
Identify the Problem
Brainstorming of
Alternative Processes
Contact relevant
teams for feedback
Issue New Guidelines
Share Changes
Feedback Operations for the Evaluation of Operations Team (EOT)
Project Design
Project Financing
Project Implementation
Project Evaluation
Feedback operations regarding Project
performance
Feedback operations regarding NGO
operational Performance
Organizational Overhaul
New Guidelines and new Resource management
Report to all Teams
New Project ideas from Local Volunteers
The NGO’s Life Cycle
FORESIGHT
Foresight Managing Change Strategic Partnerships
Developing Foresight for the structuring forces of the environment we work
Expanding Core Competencies, Seeking alternative process for project design
Establishing a global network
Investigating:
Structures of Development sector
Limits of intervention
New ideas on development
New Competencies
Innovating in:
Ways to adapt our organizational structure to the changing structures of the development sector
How these limits will negatively affect or create opportunities for us
How can we let these new ideas enter our organization
What types of managerial competencies do we need
Research on:
How to create new partnerships through our MIS
How to organize PR events in the Internet
Establish or unify existing databases of NGOs
LOGFRAME FOR THE NGO’S LAUNCHINGActivity Number Activities Means Cost Result 1: Design(finalize Strategy Doc) & Establish the NGO
1.01Call for initial partners and contributors to the project
Form the Strategy Formation Team(SFT). Advertise on MySpace, You Tube and Internet in general. Base selection on Organizational Chart. € 0,00
1.02Sharing & Peer Review of the Strategy Documents Sending the PDF file by email & arranging chats € 0,00
1.03Conduct Chats and finalize Strategy Documents
After Chat sessions gather notes and changes to documents and assign to 1-2 persons the writing of the final document € 0,00
1.04Additional Call for Staff (local & global volunteers)Form the HR Attraction & Selection team so that it can make the selection of the staff € 0,00
1.05Form the Internet Task Force Team (ITFT) so that it can design and launch the NGO’s site. Select a free hosting web site € 0,00
1.06Form the Legal TeamWill deal with the legal aspects of the NGOs establishment and advise on Legal matters after the launch of the NGO. € 0,00
1.07Form the PR Team & conduct campaign Use MySpace & YouTube (Produce a movie advertising us ) € 0,00
1.08
Call for project ideas and stakeholder analysis by local volunteers in selected regions of the developing world: Africa, Asia, Middle East, South America.
Form the Project Management Teams(PMT) and using the data provided by local volunteers select 4 of the best projects from the regions described before. € 0,00
1.09Prepare Project Documents for the 4 ProjectsAssign the Project Financing Team to make all the necessary studies for project feasibility € 0,00
1.10Continuous feedback between local and Global volunteers Form the MIS Team to design feedback systems € 0,00
1.11Identify whether additional funds -apart from local resources- are required and conduct fundraising
Let the PR team conduct the Fundraising and the Project Financing team to research whether there is a need for additional funds € 0,00
1.12Start Project ImplementationFeedback between Project Implementation Team(PIT) and local volunteers € 0,00
1.13Form the HR Productivity Enhancement Team(PET) so that it can suggest for improvements Share suggestions with all divisions and teams € 0,00
1.14
Form Operational Control Teams: Coordination Team(CT), Evaluation of Operations Team (EOT) &Internal Auditing Team(IAT) Assign the Coordination Team to study coordination
Problems and suggest corrective action. € 0,00
1.15After Project implementation start Project EvaluationConstruct Benchmarks for the assessment of the organization and Volunteers. € 0,00
1.16Assign the EOT team to conduct operations evaluation Will report to all teams € 0,00
1.17
Based on the previous evaluation conduct organizational overhaul and assign the Resource organization Team research on new ways of organising resources. Will report to all teams € 0,00
1.18Assign the PET to make suggestions only for PMT
Will report first to PMTs and then suggest new ways of coordination with other teams. Coordination Team should use these documents to make an overhaul regarding coordination. € 0,00
1.19Start the NGO Life Cycle again € 0,00