DIRECTION 9 is a Media for Development
Showing posts with label Non Profit Management. Show all posts
Showing posts with label Non Profit Management. Show all posts

Jan 23, 2015

Use These Four Steps for Completing a Feasibility Study

Feasibility Study may need to be completed for your project. The best time to complete it is when you have identified a range of different alternative solutions and you need to know which solution is the most feasible to implement. Here's how to do it.
Step 1: Research the Business Drivers
In most cases, your project is being driven by a problem in the business. These problems are called "business drivers" and you need to have a clear understanding of what they are, as part of your Feasibility Study. For instance, the business driver might be that an IT system is outdated and is causing customer complaints, or that two businesses need to merge because of an acquisition. Find out why the business driver is important to the business, and why it's critical that the project delivers a solution to it within a specified timeframe.
Step 2: Confirm the Alternative Solutions
Now you have a clear understanding of the business problem that the project addresses, you need to understand the alternative solutions available. For example, if it's an IT system that is outdated, your alternative solutions might include redeveloping the existing system, replacing it with a package solution or merging it with another system. Only with a clear understanding of the alternative solutions to the business problem can you progress with the Feasibility Study.
Step 3: Determine the Feasibility
You now need to identify the feasibility of each solution. The question to ask of each alternative solution is "can we deliver it on time and under budget?" In other words - is it feasible to complete this project for a reasonable timeframe and cost? To answer this question, you need to use a variety of methods to assess the feasibility of each solution. Here are some examples of ways you can assess feasibility:
  • Research: Perform research to see if other companies have implemented the same solutions. This may tell you if the solution is practical.
  • Prototyping: Identify the part of the solution that has the highest risk, and then build a sample of it to see if it's possible to create. This will tell you if the solution is technically feasible.
  • Time-boxing: Complete some of the tasks in your project plan and measure how long it took vs. planned. If you delivered it on time, then you know that your overall schedule may be feasible.
Step 4: Choose a Preferred Solution
With the feasibility of each alternative solution known, the next step is to select a preferred solution to be delivered by your project. Choose the solution that is most feasible to implement, has the lowest risk, and you have the highest confidence of delivering.
After completing these four steps, get your Feasibility Study approved by your sponsor so that everyone in the project team has a high degree of confidence that the project can deliver successfully.

Sep 10, 2014

5 Ways To Manage Your Time

#1. Timesheets
First, think about where your time is going. Do you really know what you work on all day? Timesheets will show you exactly how much time you spend pulling together reports or responding to emails. Then there's the 5 minute break to check Facebook that turns into 20 minutes...
Start tracking your time so you know where it's going. This will help you prioritize and ensure you are self-aware when it comes to managing your time.
#2. Task lists
Many people get off to a slow start in the mornings because they are wondering what their priorities should be and thinking about what they should be doing. Task lists resolve this. A clear list will tell you exactly what you need to work on. If you add in a column for dates it will also tell you what needs to be completed by when, which is a huge help when it comes to scheduling the top priority tasks first.
The task list feature built into ProjectManager.com makes it simple to create and update your tasks from wherever you are. Even if you are travelling, if you've got an internet connection you can quickly add a new task to the list (or tick one off) with the handy mobile app.
#3. Milestones
Milestones are a good way to manage your time as they focus the mind! Put some milestones on your project plan and review them regularly. As you are coming up to the deadline, make sure that all your work is aligned with the objective of getting it done and hitting that date.
Most milestones relate to project tasks but you can also create personal milestones on your calendar to remind you about scheduled dates for other tasks on your task list.
#4. Automation
Project managers tell us that preparing reports is one of the things that takes the most time each month. There's getting status updates from team members, preparing the data, checking it, formatting it, reviewing statistics from other systems, then checking it again and sending it to the stakeholders. It takes forever!
Automate your reporting (and anything else) as much as you can. Set up templates that pull data from your project management software and show you status in real-time. Everything that is automated is one less job for you to do.
#5. Saying no!
Finally, say no! You don't have to do everything that is asked of you, and sometimes you simply can't take on more work. If you don't feel that you can say no to a request, ask your manager or project sponsor what they want you to drop. "I'm working on X, Y and Z right now. Which of those should I move to the bottom of the priority list so I can take on A and B as well?"
If it isn't feasible or reasonable to get everything done, then negotiate priorities with your stakeholders so that you aren't overloaded and they appreciate what can realistically be done in the time available.
Try these 5 tips for managing your time and see how many extra hours you can find in a day!

Thanks : Project Manager

Jun 2, 2014

How to conduct Stakeholder Analysis for Your Project Proposals

Stakeholders are individuals, groups of people or organizations that have direct and indirect involvement/interest with your proposed project and hence they can have positive or negative influence on the project.
There are different types of stakeholders:
(1) Stakeholders: Individuals or organizations who may directly or indirectly, positively or negatively affect or be affected by the activities of a proposed intervention package.
(2) Beneficiaries: Those who are benefited from the project either directly or indirectly.
(3) Target group(s): A group of people/organization who will be directly benefitted by the project interventions. Target group may include the implementing partner organizations at field level.
(4) Final beneficiaries: Those who benefit from the project in the long term at the level of the society or sector at large such as community people as a result of improved biodiversity.
There are two issues in stakeholder analysis
  • Which groups of people/organizations should be considered for problem and opportunity?
  • Who will be benefited (and how) from the proposed interventions?
Stakeholders should be involved in every aspect of the project from planning to implementation in order to achieve the goal of the project.
Which group: Ask yourself who can be your stakeholder, for example, for forest resource protection in Belize. Forest resource extractors, government institutions, different industries located that area, various educational institutions and other non-governmental and voluntary organizations operating that area. Among that forest resource collectors have direct involvement whilst educational institutions have indirect involvement.
Who will be benefited: Forest resource collectors, local people and organizations, government agencies all can be benefitted by the proposed forest, source protection project.
There are several steps to conduct the stakeholder analysis:
(1) List all possible stakeholders who may be affected by the proposed interventions and can influence the activities positively or negatively. Try to avoid words using the community people or local authority. Be more specific, like for example, forest source collectors, forest departments, local government institution (Union Parishad in Bangladesh), Khulna University (University in that region) etc.
(2) Identify, as thoroughly as possible, each stakeholder’s problem, interest and the potential role in relation to the potential project, some stakeholder may have multiple interests.
(3) Decide which stakeholder groups should participate at what level and when during the project cycle.
There are various useful tools such as Stakeholder Analysis Matrix, SWOT (Strength, Weakness, Opportunity and Threats) Analysis, organizational landscape, Venn Diagram, Potential Analysis, Force Field Analysis for this task among which the first two are used at the most. Effective use of different participatory planning methods such as Focus Group Discussion (FGD), Participatory Rural Appraisal (PRA), and Rapid Rural Appraisal (RRA) can help ensure that the views and perspectives of different stakeholders related to this project are adequately represented and understood.

Thanks to Fundsforngos

Dec 20, 2013

8 Tips on the Effective Use of Social Media for Social Good

Writing for the Impatient Optimists blog on the Bill & Melinda Gates foundation website, Jennifer James shares how she built an activist group. As the founder of Mom Bloggers for Social Good, she shares eight great ideas for creating positive change using social media.
  1. Gather advocates. How does one find and activate online advocates? Her suggestion is to start with where your donors are. This means you find out where your community and followers are, whether on Facebook or on Twitter or on Pinterest, and start with them.
  2. Allow ideas to develop. If the idea is smart, and you see gradual pick-up on social media, let the idea ride out for a while. Experiment to find out which content or what ideas work for your mission and your people.
  3. Forge an authentic voice. What is the social media voice of your organization? For example, is your organization voice more academic or advocacy, more local or more global? The article recommends that you have a conversational voice, and it should also be matched to your brand. The youth-focused@dosomething is cited for their skills at targeting a young demographic to entice them to get involved in social good.
  4. Create sustained conversations. For example, many nonprofits find success in hosting Twitter chats—scheduled Twitter conversations held on a regular basis with a hashtag unique to your organization or issue to talk about key issues. A specific example mentioned is #FundChat, a weekly Wednesday conversation about nonprofit fundraising and ideas about building community through social media.
  5. Be approachable. Social media is best used for two-way conversations, not simply to push content to followers. Retweet others’ tweets, share links to other nonprofits’ or organizations’ announcements, and highlight your volunteers and donors.
  6. Identify your core demographic. Go where your donors and advocates are. Some nonprofit organizations, like Save the Children, for example, use Pinterest to spread their messages.
  7. Don’t equate social media with dumbed-down conversation. Many advocacy-based nonprofits find Twitter brings in new followers and builds offline conversations. The World Food Programme is spotlighted for using Twitter to talk about providing food in combat zones.
  8. Be innovative in your approach. Vine is a new Twitter video app that explains why more nonprofits are using Twitter to share not only pictures, but also real-time videos.
In the comments section, post links to examples of your nonprofit social media channels, so that other readers can see what’s working. A great way to make improvements is to also watch what others are doing and learn from their example.—Jeanne Allen

Mar 28, 2013

Are NGOs fit for the purpose of advocacy and campaigning?


The World Social Forum, which begins in Tunis today, is an important reminder of the pivotal role civil society organisations have often played in major social and political transformation.
The anti-slavery movement played a crucial part in bringing about legislation to end slavery in the 19th century. Across the world, the trade union movement has been the lynchpin behind achieving basic labour rights and improvements in working conditions. The anti-apartheid movement brought about the downfall of the racist apartheid regime in South Africa in the 1990s, while the women's movement in different historical periods and contexts achieved landmark breakthroughs in law to push for gender equality.
Of course, not all movements achieve their objectives; nor can success be attributed solely to them – alliances with different economic and political interests, as well as getting the general public and media on board have also been crucial. Civil society and NGOs have long been key to challenging systems that would favour the few over the many, and give a voice to the voiceless but is this the case today? Are they still fit for purpose?
There are many reasons why one might think that NGOs have never been better equipped to advocate and campaign. Dedicated campaigning and fundraising departments; professional, qualified, experience and media-savvy staff now fill advocacy roles. And thanks to better and cheaper telecommunications, social media and the internet, even small, previously obscure charities are able to quickly access information, images, stories from the field, turn them into campaigns and connect with their audiences. This bureaucratised, expert, 24/7 globally linked machinery contrasts with the looser, slower, less 'professionalised' workings of the women's movement, anti-slavery or anti-apartheid movements. But has this made today's campaigners more effective? Is it all enough?
Let me suggest some reasons why we should be concerned that this may not be enough. More than a result of a polished campaign strategies, the achievements of past movements can be attributed to highly driven, passionate participants, who exhibited a high degree of solidarity rooted in a shared set of beliefs, values and visions. They were largely independent from governments: they neither took nor sought government funding. They were often subject to state surveillance; any engagement with government was highly strategic.
This contrasts with NGOs today which resemble more professional, technocratic bureaucracies, housing experts with well honed functional and technical skills, providing opportunities for internship and career development. Employees jump from one NGO to another – today working on environmental issues, tomorrow on children. Maybe in Rwanda and then in Vietnam. The modern NGO campaigner can also move neatly into government or business, and back into an NGO, a chameleon-like bricolage of employment experiences. Working in an NGO has become a career, an alternative to the public or private sector, diplomatic or political life.
The close working relationship with government – where NGOs seek state funding, becoming co-producers of welfare, development and security – also raises issues about autonomy and political positioning. Two recent events have exposed the limits and authenticity of the well-oiled, professional advocacy machine so central to NGOs today.
First, the extraordinary measures implemented as part of the global war on terror unsettled the everyday view of charities as benign, harmless, benevolent organisations. In the climate of fear that prevailed after 9/11, politicians cast a veil of suspicion over charities. In October 2006 Gordon Brown, then chancellor of the exchequer, asserted with confidence that "many charities and donors have been and are being exploited by terrorists". Islamic charities in particular bore the brunt of such accusatory statements.
In the US the only not-for-profit organisations to be designated on the list of proscribed organisations since 9/11 have been Islamic charities, including the largest , the Holy Land Foundation. In researching the book I co-authored 'Counter-terrorism, aid and civil society', we found many NGOs in the US, UK and other parts of Europe, most NGOs were slow to come to the defence of Islamic charities, and more importantly, were slow to defend the spaces of civil society as national security concerns began to trump historically earned freedoms.
The reasons for this initially lack of action are complex but there is at least one important factor that cannot be overlooked. That is, the risks of too cosy a relation to governments that provide an umbilical cord of sought after funding. The current recession has brought this brutally to the surface.
A report by the Independence Panel in January of this year, gave chilling evidence of the growing threat to the independence of the voluntary sector. In describing some of the key challenges facing the UK voluntary sector, it stated that "as many organisations fear for their survival, self-censorship is becoming a significant problem. For those that do speak out, there is a growing climate of opinion against the campaigning activities of charities".
What then has happened to protecting the autonomy of civil society, the freedom of expression and assembly, and defending the rights of minorities? What has happened to solidarity in civil society? NGOs today have moved some distance away from the autonomous, passionate, fearless campaigners of past movements. But can they salvage the situation?
Perhaps, but only if there is some serious self-reflection about core issues of autonomy and positioning. The sector must answer questions such as: at what point does intense competition among NGOs for commercial or government funding risk compromising key values and agendas? To what extent does the scramble for resources pit one NGO against another rather than fashion solidarity and collective campaigning? And to what extent does this come at the expense of broader commitments to protect minorities and to defend the spaces of civil society? As co-producers of welfare, development and security, NGOs now have maybe more to lose. But in the long term, unless they face these raw challenges, their role as agents of emancipatory social transformation can only diminish. Indeed, their very relevance may be at stake.
Professor Jude Howell - director of the Non-Governmental Public Action Research Programme at the London School of Economics

Mar 21, 2013

Five Project Management Mistakes

#1: Inadequate Planning
I have heard project managers say that the time they spend planning could be better spent actually "doing the work". This is not right. Before the project work begins, the project manager must make sure that the work is properly understood and agreed to by the project sponsor and key stakeholders. The larger the project, the more important it is that this information be defined formally and explicitly. When you think about it, many project problems can be traced to problems in planning. These include
  • Poor estimates based on not understanding the totality of the work.
  • Lack of scope change management because scope was not properly defined to begin with.
  • Issues occurring because of poor risk management.
  • Missing work because the schedule is not thought out.
  • Not understanding all the stakeholders involved.
It should not be surprising, then, that the best way to avoid this problem is to do a good job of planning the project up-front. There are four main components to the planning process.
  • Defining the work. You need to understand the nature of the project including objectives, scope, assumptions, risks, budget, timeline, organization and overall approach.
  • Understanding the schedule. You should create a  project schedule before the project starts. This is needed to help you determine how to complete the work, and to estimate the total project effort and duration.
  • Estimating costs. You and the sponsor need a good estimate of costs before the project gets going.  
  • Agree on project management processes. This will include how the project manager will manage scope, issues, risks, communication, schedule, etc.
People ask me how much time it takes to complete the project planning. The answer is "sufficient". You need to spend the time to define the work, create a schedule, estimate the costs and set up the project management processes. If your project is small, this should not take much time. If your project is large the planning may take a log time. In other words, planning is scalable based on the size of the project.
Spending time on good planning ends up taking much less time and effort than having to correct the problems while the project is underway. We all know this to be the case. We just need to practice this on our projects.

Mar 5, 2013

Keeping a Schedule in Project Management Tasks


One of your roles as a Project Manager is to constantly track progress and make sure that everyone is working on the right tasks.
To help you do that, you need to ensure that your project schedule is up-to-date at all times. If your schedule gets out-of-date, you will be asking people for status updates on tasks that have potentially been completed or are no longer relevant and you'll lose your grip on what's going on. Instead, take these 5 tips...
Tip 1: Use dashboards
Dashboards offer you a helicopter view of everything that is happening on your project. They are a great way of getting a general overview about what is happening on your project. Dashboards can display lots of information in graphical format, so you can see all the latest schedule data at a glance.
Tip 2: Use Project Tracking Charts
Use the Project Tracking Charts in ProjectManager.com to get a more detailed view of the progress that is being made against the project schedule. These charts enable you to drill down into the detail if you identify a potential problem or if something that looks a bit odd. They take the time out of identifying the issue, giving you more time to properly investigate the root cause. Then you can identify what needs to be done to put the problem right, and update the schedule accordingly.
Tip 3: Enter data in real time
Encourage your project team members to enter their progress data in real time. This is easy to do with online software, as they can access it from anywhere. One of the biggest causes of out-of-date schedules is that someone in the team hasn't updated their tasks.
Make sure that everyone knows how important it is for them to record their progress accurately and to enter their data as soon as they can.
Tip 4: Look out for changes
Changes, risks and issues can all have an impact on your project schedule. When you get a new change request, or a new risk or issue is raised, take the time to analyze it thoroughly and see what impact it will have on your schedule. Then update the schedule taking into account the new information.
Tip 5: Update your schedule frequently
Put a note in your calendar to review your schedule regularly. This could be every day (especially if you are at a critical point in the project) or less frequently if that suits the needs of the project. Check in with project team members, get updates on actions and risks and make sure that the project schedule reflects the latest situation.
If you update your schedule regularly and turn it into a habit, then you avoid having to do a big update every couple of weeks. This can be far more time-consuming than little updates every day or so.

Mar 2, 2013

Alternative Fundraising for NGOs


Donor funds are the lifeline of NGOs in developing countries. It is a fact that if there were not many donor funds available from developed nations, there would not really be so many organizations, as we see today. The NGOs have mushroomed more out of the supply of aid than out of the demand for more work with the community. Nevertheless, it is also a fact that these donor funds have tremendous limitations and restrictions that sometimes challenge the very ideals of social work.

NGOs have known to implement projects based on certain conditions imposed by the donors. Often these conditions could prove unfavorable to the kind of the developmental activities that really need to be implemented for the welfare of the community. But when choices are few, NGOs really cannot refuse this reality. Besides this, we also know that funding resources from foreign donors are not sustainable. They are there now, but then they can just disappear next day without any warranty and they can just reappear back again.Therefore, it is high time that organizations started to think beyond just donor funds. We are not trying to make a point that we need to stop depending upon external funding, but we really feel it is time that NGOs started becoming creative to overcome the challenges posed by conventional sources of funding in order to be more sustainable and effective in their approaches towards the development of their communities.

In this context, it will be a good idea for NGOs to analyze the various advantages and disadvantages of the different funding sources received by them. For example, there may be funding received by an NGO from the Europe Aid. The advantage of this funding is that it is substantial and can enhance the quality of services, but the disadvantage can be that it is mostly available for small period of time like one year to 18 months to 30 months that can limit the scale of intervention. Similarly, the member contributions are also a source of income, but their advantages and disadvantages can also be listed like being sustainable but small in terms of value.

Feb 28, 2013

Four Ways to Judge Project Success

Projects that nail the triple constraint are not necessarily a success. Conversely, projects may be deemed successful without satisfying the triple constraint. Ask yourself the following four questions to determine whether or not your project can rightly be judged a success.
#1 – Is the Client Happy?
One of the best indicators of success on a project is when a client is happy with the results, whether that client is internal or external to the organization. “But,” you may ask, “what if the project went over budget and we weren’t able to bring it in for the amount the client requested?” When that happens, it doesn’t mean the project failed. For example, I just had my house painted. Both the cost of paint and labor ran over budget. I’m still extremely pleased with the results and deemed the project a success.
#2 – Are You Looking Forward to Working Together on the Next Project?
Projects can get a little rough and tumble as people with different personalities, skill sets, expectations, and experience come together to complete a project. There are going to be moments of great exhilaration parallel to instances of deep despair. Does the sum total of these experiences net out to a positive vibe? If you, the team, and your client are able to see the project in your rearview mirror and stay excited about working on the next one - then it indicates that your project was a success.
#3 – Did You Get Paid for the Project?
For external projects, payment is a huge indicator that a project was successful. Let’s face it; if you or your company doesn’t get paid for a project for any number of reasons, it would be considered a huge failure. The client may not be satisfied with the project results (see #1 above). You need to be diligent to ensure this doesn’t happen to you!
#4 – Were the Desired Outcomes Met?
A definition of project success is found in the objectives listed at the beginning of the project. They provide guidance for judging when a project can be considered complete. The list will detail the end state of the project, i.e.,
The time tracking software will be deployed to all employees across three company locations. All employees will be trained on the software and have a Quick Start Guide to assist. Additionally, the Call Center will be brought up to speed to handle any support issues.
If the results of the project match the desired outcomes, then it can be considered a success.
There’s more to judging project success than just being on time, within budget, and in scope. The triple constraint is the foundation of project management, but not the end-all, be-all of project success. Ask yourself these four questions and you’ll find your projects reaching an even greater degree of success!


Jan 25, 2013

NGOs: A Long and Turbulent History


The diversity and reach of the more than 20,000 international NGOs operating today is difficult to overestimate. It encompasses the human rights activism of Amnesty International in 150 countries, the development work of the 120,000 staff of BRAC touching the lives of 126 million, and the participation of approximately one billion people in the member organizations of the International Co-operative Alliance. The breadth of activities stretches from the settlement by the Court of Arbitration of the International Chamber of Commerce of more disputes than the International Court of Justice, to the alternative globalization envisaged by the World Social Forums and pan-Islamic activism of the Muslim Brotherhood.
Yet, international NGOs have far deeper roots than is commonly assumed. The term itself – ‘nongovernmental organizations’ – entered common usage via the United Nations (UN) Charter at the end of World War II. But even before the onset of the modern era, religious orders, missionary groups, merchant hanses and scientific societies engaged in activities crossing continents. Many of these bodies – including Roman Catholic monastic orders and Sufi tariqahs – survive to the present day. It was in the context of the Enlightenment idealism, revolutionary upheavals and East-West contacts of the late 18th century, however, that the sphere of international NGOs was to be truly transformed. Indeed, the wave of protests in 2011 – from the Arab uprisings, to Indian anti-corruption demonstrations and Occupy Wall Street – are evocative of the much earlier wave of revolutions in the Atlantic world, encompassing the American, French and Haitian revolutions. Activists such as Tom Paine, and international networks of masonic and secret societies, helped promote revolution from one country to another. A Universal Confederation of the Friends of Truth was established in revolutionary Paris in 1790, with affiliates not only in France, but also in London, Philadelphia, Hamburg, Geneva, Genoa and Utrecht. The confederation was one of many groups at the time to describe its goals as “universal.” European revolutionaries were inspired not only by Enlightenment ideals of liberty and equality, but also by reports of uprisings in Muslim territories – amongst the texts of the French revolution was a ‘Republican Koran.’
In contrast, nascent humanitarian organizations of the period built upon Chinese experience. Since the 13th century at least, humanitarian associations were active along Chinese rivers. Following the establishment of a Society for the Recovery of the Drowned in Amsterdam in 1767, ‘Humane Societies’ specializing in the rescue and resuscitation of victims of drowning and shipwreck had been founded in every continent by the onset of the 19th century. Whereas the ‘Humane Societies’ aimed to disseminate new techniques of resuscitation, another humanitarian NGO, the Royal Jennerian Society, was established in 1803 to ensure that “Small-pox may be speedily exterminated… ultimately from the whole earth,” by promoting newlydiscovered methods of vaccination. Within two decades, the society had attracted an impressive array of patrons, including 14 European monarchs, the Ottoman Sultan, the Mughal of India, the Pacha of Baghdad, the American President and the Pope. It was claimed at the time that “by its efforts… nearly all parts of the world” had received vaccinations.
Amongst the most influential NGOs of the late 18th and early 19th centuries were the many anti-slavery groups established in the Atlantic world in the decades following the formation of the Pennsylvania Society for the Relief of Free Negroes Unlawfully Held in Bondage in 1775. These organizations influenced not only national legislation such as the British Slave Trade Act of 1807, but also international negotiations. Abolitionist lobbying contributed, for instance, to the issuing of international declarations on the slave trade in the peace congresses following the Napoleonic wars. Another group, the Quakers, had been critical to the development of the abolitionist movement, and were also central to the formation of some of the earliest peace societies that developed in Great Britain and the United States (US) from 1815.
The peace movement has the distinctionof being responsible for the earliest recorded organization to actually describe itself as international. The International Association created in Scotland in 1834 claimed to consist “of those who desire to find just grounds for mutual esteem and respect, – who cherish peace, – and will act upon the grand principle of collecting and disseminating such information as tends to meliorate the individual and social  condition of their fellow creatures.” In the same year, Italian republican Giuseppe Mazzini established Young Europe for the promotion of nationalism, and communist revolutionaries united in their first international organization – the League of the Just – based in Paris.
In the context of the proliferating associations of the 1830s, a young Frenchman introducing himself as “the Count of Liancourt,” Caliste-Auguste Godde, decided to set up an ‘International Shipwreck Society’ in 1835, modeled on the earlier Humane Societies and established “with a view touniting the benevolent of all countries.” It proved hugely successful in collecting large subscriptions from members, and was run from Place Vendôme 16, next door to what is now the Paris Ritz. The society potentially contributed to the spread of more than 150 lifesaving societies across every continent, and published a journal, The International, marketed as “the intelligent organ ofall civilized people.” Its activities werenot to last long, however: in 1842 itwas revealed that Godde – who turned out not to be a count, but in fact a provincial doctor from the village of Liancourt – had been using the society to line his own pockets.
Whereas most of the international associations of the 1830s were to prove short-lived, the British and Foreign Anti-Slavery Society established in 1839 has survived to the present day as the oldest international human rights organization, now Anti-Slavery International. Its significance extends beyond this achievement. British anti-slavery sentiment was one factor underpinning Whitehall’s failure to recognize the Confederacy in the 1860s, playing a part in the abolition of slavery in the US. Similarly, the organization’s international Anti Slavery Convention held in London in 1840 was to spark awave of private international congresses leading to the establishment of NGOs in many fields in subsequent decades. The barring of women from the event also spurred two of the excluded delegates– Elizabeth Cady Stanton and Lucretia Mott – to convene a women’s rights convention at Seneca Falls in 1848, a key moment in the development of the international movement for women’s suffrage.
Few individuals were to play a more critical role in the development of international NGOs, however, than Swiss philanthropist Henri Dunant. In 1855, he spearheaded the creation of the World Alliance of Young Men’s Christian Associations, notable for its pioneering structure as an international federation of national NGOs. More famously, after witnessing the carnage of the Battle of Solferino in 1859, Dunant went on in 1863 to found the Red Cross movement for the provision of neutral assistance to the wounded in conflict.
In the period from the 1870s to World War I, there was a massive expansion in the number and variety of international NGOs parallel to the second industrial revolution. Among the more than 400 bodies established at this time were organizations as diverse as the Universal Scientific Alliance, the World League for Protection of Animals, the International Council of Women, the International Federation of Trade Unions, the International Cooperative Alliance, the International Olympic Committee, Rotary International and the International Socialist Bureau.
The achievements of international NGOs in the decades preceding the war included successful campaigns for new treaties, such as by the International Literary and Artistic Association in respect of international copyright, and by the International Abolitionist Federation in relation to sex trafficking. In addition, women’s groups were crucial in the dissemination of suffrage activism around the world. New Zealand, for instance, was the first country to grant women the right to vote in 1893. There, the suffrage movement was stimulated by the American traveling envoy of the Woman’s Christian Temperance Union, Mary Leavitt.
The late 19th century was an era in which the pan-nationalist ideas that were to have considerable influence on international politics in the 20th century began to be promoted by new NGOs such as the Pan-GermanLeague, the Pan-African Association, the Asia Association, the Pan Islamic Society and the World Zionist Organization. Widespread belief that national self-determination could lead to a more peaceful world was reflected in the creation in 1911 of a ‘Central Office of Nationalities,’ which aimed to promote “universal and perpetual peace” through its work on behalf of nationalist groups. More ominous was the development of organizations like the International Society for Racial Hygiene in 1905, and International Eugenics Committee in 1912, revealing the growing popularity of racist and eugenicist theories. With hindsight, the years immediately preceding the onset of WorldWar I represented a period where internationalist idealism reached adenouement. Mass campaigns were launched around The Hague peace conferences of 1899 and 1907, with a global petition circulated by women’s organizations in 1899 amassing one million signatures. This sentiment was also reflected in the proliferation of associations dedicated to the promotionof international languages such asEsperanto, whose inventor, LejzerLudwik Zamhenhof, referred to himselfas ‘Dr Hopeful.’ By 1911, numerous international NGOs had been created for Esperantists of different backgrounds, ranging from police employees to teachers, bankers, postal workers, and even an International Union of Esperantist Vegetarians, which, remarkably, has managed to survive to the present day.
Of all the international NGOs to be established before the war, none was more ambitious than the Union of International Associations founded in 1910, which described its goals as no less than “the representation of all…international associations in a federated body.” Its leaders laid ambitious plans for an “international palace” based in Brussels, “worthy of the importance of the organizations that created it.” Although its objective of uniting all international NGOs in a single global federation was to be cut short bymass conflict in Europe, the union succeeded in building its ‘international palace’ (now a car exhibition space), and survives to the present day as the principal data repository on international civil society organizations, publishing the annual Yearbook of International Organizations.
Many groups failed to survive the devastating effects of World War I. At the same time, the vast destruction wrought by the conflict also spurred the formation of myriad new organizations to address its humanitarian consequences. The Save the Children Fund, for example, was established in 1919 to provide relief for children in danger of starvation as a result of war induced food shortages. In the same year, the organization now known as the International Federation of Red Cross and Red Crescent Societies emerged as another critical actor in the provision of post-war famine relief.
Although most NGOs found it impossible to hold international conferences during the war, an important exception was to befound in the convening in 1915 of an international congress of more than 1,000 women at The Hague, who were later to form the Women’s International League for Peace and Freedom. Peace activists also played a key role in promoting the idea of a League of Nations, the establishment of which in 1919 was to transform NGOs’ activities. Despite its well-known ineffectiveness as a security institution, the League worked in conjunction with NGOs on a huge array of international issues in the 1920s and 30s, including refugees, sex trafficking, children’s rights, and economic reconstruction. This collaboration was to provide an important precedent for the contemporary role of NGOs within the UN system.
Strikingly, twice as many international NGOs were founded in the 1920s asin the entire 19th century. Although few issues at the time could unite new groups as diverse as the Muslim Brotherhood and the Labour and Socialist International, one that came close was the promotion of international disarmament in the hopeof avoiding another bloody world war.Large coalitions of women’s, peace, Christian, ex-servicemen’s, labor, students’ and other international NGOs were formed around this goal, with some estimates of their combined membership as high as 50 percent of the entire global population. The world’s largest international petition was circulated in support of disarmament by women’s NGOs in the early 1930s. The campaign was to achieve little, however, and was even considered by Winston Churchill to have contributed to the unpreparedness of Western Europe in the face of the Fascist challenge later in the decade.
World War II had a similar impact upon the development of international NGOs, its destructive consequences spurring the establishment of many of today’s best-known relief NGOs, such as Oxfam, Catholic Relief Services and CARE International. NGOs were also influential in shaping aspects of the post-war settlement, especially the insertion of human rights references in the UN Charter, which took place after consultants to the US delegation to the San Francisco conference in 1945 announced “it would come as a grievous shock if the constitutional framework of the Organization would fail to make adequate provision for the ultimate achievement of human rights and fundamental freedoms.” Three years later, the drafting of the Universal Declaration of Human Rights took place with the assistance of NGOs. Although the number of international NGOs was to increase exponentially in the post-war era, their activities were constrained by the hardening Cold War environment. The international trade union movement, for instance, divided along partisan lines, with the secession of the International Confederation of Free Trade Unions from the World Federation of Trade Unions in 1949. The establishment of numerous ‘front organizations’ was a key feature of this period, such as the pro-communist World Federation of Democratic Youth formed in 1945, which found itself in competition with the pro-Western World Assembly of Youth created three years later.
With the waves of decolonization in Asia and Africa from the 1950s, international NGOs became increasingly divided along North-South as well as East-West lines. This was reflected in the creation of regionally oriented organizations such as the Afro- Asian People’s Solidarity Organization in 1958. It could also be seen in the transformed self-awareness of European based groups, which had previously considered their role in global terms. European broadcasters, for instance, replaced the ‘International Broadcasting Union’ with the ‘European Broadcasting Union.’
Created in 1961 to “mobilize public opinion in defense of those men and women who are imprisoned because their ideas are unacceptable to their governments,” Amnesty International was an early leader in pioneering a novel method for bridging the East-West and North South divides. The organization developed the ‘threes network’ by which Amnesty groups would work in support of prisoners from each of the first, second and third worlds, thereby emphasizing their impartiality. Amnesty International was one of many new international NGOs established amidst the 1960s proliferation of ‘new social movements,’ such as for women’s rights and the protection of the natural environment.
In the 1970s, NGOs birthed by these societal shifts were to play an important part in the development of even larger transnational networks, especially following related UN gatherings such as the Stockholm Conference on the Human Environment in 1972, and the World Conference on Women held in Mexico City in 1975. Groups like the International Feminist Network and the International Women’s Tribune Center were marked by more horizontal, networked forms of organization, compared with the hierarchical structures of their predecessors.
The emergence of new development NGOs in the 1970s and 80s – including Africare in 1971, BRAC in 1972 and Islamic Relief Worldwide in 1984 – also reflected the growing diversity of the non-government sector in the final two decades of the Cold War. In the 1980s, for instance, the Consumers Association of Penang played a vital role in the development of multiple South based networks, such as the Pesticide Action Network in 1982 and the Third World Network in 1984. Other groups formed in this period, such as the International Baby Food Action Network established in 1979 in the context of the Nestlé boycott, pointed to the growing importance of transnational corporations rather than governments as the objects of attention for campaigning NGOs.
Nevertheless, government-focused organizations remained influential during this period – in fact, they arguably contributed to some degree towards the ending of the Cold War. While the campaigns of anti-nuclear groups such as International Physicians for Prevention of Nuclear War shaped, in part, the negotiating environment of the Intermediate Nuclear Forces Treaty in 1987, the work of organizations such as Helsinki Watch (now Human Rights Watch) to expose the human rights abuses of Soviet bloc governments was credited by Vaclav Havel as significant in the 1989 revolutions toppling communist rule in central and eastern Europe.
As superpower tensions eased, international NGOs multiplied at an exceptional rate, numbering approximately 18,000 by the turn of the millennium. Aside from changing geopolitics, the undermining of government capabilities in the face of accelerating economic globalization appeared to open up considerable opportunities for civil society actors during the 1990s. The UN’s Rio Earth Summit and Vienna World Conference on Human Rights were the focus of significant NGO lobbying early in the decade, while in subsequent years the apparent influence of the International Campaign to Ban Landmines on deliberations leading to the Ottawa Landmines Convention of 1997 prompted claims that NGOs had become a new “superpower.” The growing economic power of the sector in the post-Cold War era was plainly evident in the increased scale of nongovernmental development assistance, which expanded five-fold after 1990.
Indeed, some of the largest international NGOs now operate with greater aid budgets than many developed countries. In 2008, for instance, it was reported that the funds at World Vision’s disposal exceeded the total overseas development assistance of Italy and Australia, while Save the Children’s exceeded that of Austria. At the same time, the communications revolution of the last two decades has in part been the work of international NGOs such as the Internet Society, and in turn made possible the activities of some of the most influential international NGOs of the contemporary era, such as the Wikimedia Foundation and campaigning network Avaaz.
The creation of large umbrella bodies of NGOs such as CIVICUS in recent years may be evocative of the ambitious efforts towards global coordination attempted by the Union of International Associations shortly before the First World War, and by the disarmament movement before the Second. However, there are important differences. Now, unlike the past, there is considerable emphasis upon the development of horizontal organization, rather than the top-down structures common to earlier NGOs. And now, unlike in the past, international NGOs are increasingly aware of their limitations, and bringing forward initiatives to address these limitations, such as the International NGO Accountability Charter. From the promotion of revolutionary ideals in the late 18th century, through addressing the humanitarian consequences of two World Wars and the East-West and North-South divides of the Cold War era, international NGOs have both shaped and been shaped by the principal historical developments of the last three centuries. The history of international NGOs has not been a simple story of expansion from a single part of the world outwards, but instead must be understood as the result of interactions amongst all continents that have intensified since the Industrial Revolution. Periods of crisis have been both a challenge and opportunity: whereas some organizations failed to survive, others have emerged or taken on new roles to address entrenched or unforeseen issues. Indeed, confronted with the challenges of economic crisis and fragmented authority in the contemporary era, international NGOs are adapting again with new approaches and forms of organization.
by Thomas Davies

Aug 24, 2012

OCHA adds 500 free humanitarian symbols to communications tools and services

The United Nations Office for the Coordination of Humanitarian affairs (OCHA) has created a set of 500 freely available humanitarian icons to help relief workers present emergency and crisis-related information quickly and simply.
When a disaster strikes, it is vital that the humanitarian community can gather reliable data on the locations and needs of affected people and who is best placed to assist them. This often involves the need to present complex information in a way that everyone can understand.
“Clearly presenting and visualizing this information is the next step and hopefully leads to more effective and timely humanitarian assistance,” said Akiko Harayama, Head of OCHA’s Advocacy and Visual Media Unit (AVMU), OCHA.
OCHA’s icons are used throughout the range of information products it produces for the humanitarian community, such as maps, reports, infographics and websites (http://reliefweb.int/maps?sl=environment-report_listing%252Ctaxonomy_ind...).
”After the first set was released in 2008, we started to receive requests for new symbols from our humanitarian partners, including UN agencies and NGOs in the field around the world,” said Harayama. “In the midst of a crisis response, relief workers would not have the time or design skills to create useable symbols.”
The set of symbols has since expanded to cover everything from natural disasters, such as tsunamis and earthquakes, to relief supplies, such as water containers and shelter kits. It also includes complex humanitarian issues, such as access to people in need and protection of civilians. Countries and territories are also covered.
Sofya Polyakov is the co-founder and CEO of The Noun Project—a website that offers a crowdsourced collection of universally recognizable icons for visual communication. She explains: “Symbols are some of the best communication tools we have to overcome many language and cultural barriers. By making symbols easily accessible, OCHA is helping humanitarians, disaster responders and people around the world to quickly and easily communicate important concepts, no matter where they are.”
The symbols can be downloaded for free on ReliefWeb http://reliefweb.int/map/world/world-humanitarian-and-country-icons-2012 and The Noun Project http://thenounproject.com/collections/ocha-humanitarian-icons/. Whenever possible, credit as follows: “Source: OCHA”. We would appreciate a notification via email with a link to your work for our records. Suggestions and feedback can be sent to ochaavmu@un.org.
Also, the OCHA graphics style book that describes the OCHA visual identity (colour, font and logo), best practices in visual design and different ways to represent information (charts, maps, photos) is available on http://www.unocha.org/about-us/publications/thematic.

Feb 27, 2011

Oct 27, 2009

The Magic of Dialogue ---Negotiation Skill : is an asset of a Project Leader

In philosopher Martin Buber's classic work I and Thou, he suggests that in authentic dialogue something far deeper than ordinary conversation is going on. The I-Thou interaction implies a genuine openness of each individual to the concerns of the other. In such dialogue, "I" do not, while talking with you, selectively tune out views I disagree with, nor do I busy myself marshaling arguments to rebut you while only half attending to what you have to say. Nor do I seek to reinforce my own prejudices. Instead, I fully take in your viewpoint, engaging with it in the deepest sense of the term. You do likewise. Each of us internalizes the view of the other to enhance our mutual understanding.

Buber voiced the stunning insight that, apart from its obvious practical value for problem-solving, dialogue expresses an essential aspect of the human spirit. He knew that dialogue is a way of being. In Buber's philosophy, life itself is a form of meeting, and dialogue is the place where we meet. In dialogue, we penetrate behind the polite superficialities and defenses in which we habitually armor ourselves. We listen and respond to one another with a kind of authenticity that forges a bond between us.
By performing the seemingly simple act of responding empathetically to others and in turn being heard by them, Buber observed, we transcend the constricting confines of the self. Instead of saying, "you or me," you hear yourself saying, "you and me." The act of reaching beyond the self to relate to others in dialogue is a profound human yearning. If it were less commonplace we would realize what a miracle it is.

Missing Skills
If the yearning for dialogue is universal, why is it so rare? Because it calls upon skills that impose a rigorous discipline on participants. Most people have not taken the time and effort to develop these skills. The reason is not lack of motivation. People have ample incentive to acquire the skills of dialogue. They have not done so for several reasons:
• Models are lacking. Television, for example, resorts to the conflicting debate format when presenting politics and other serious subjects because of its entertainment value.
• The skills of dialogue have not been clearly identified, so people who wish to acquire them do not know what they are.
• There are no obvious consequences of failure to develop the skills. If you tried to swim or ski without knowing how, your lack of skill would be swiftly and dramatically obvious, perhaps fatally so. If you fail at dialogue, it is not at all obvious that the reason is lack of dialogic skill, or even that a failure has occurred.



Significantly, success at dialogue is much more self-evident than failure. When dialogue is done well, the results can be extraordinary: Long-standing stereotypes dissolved, mistrust overcomes, mutual understanding achieved, visions shaped and grounded in shared purpose, people previously at odds with one another aligned on objectives and strategies, new common ground discovered, new perspective and insights gained, new levels of creativity stimulated, and bonds of communication strengthened.

I do not want to overstate the benefits of dialogue. Though I believe it sometimes has almost magical properties, it is not a panacea for all the problems that ail us. Faith in the ability to talk to solve problems is very American, and to some cynics, a sign of our cultural naïveté. It's easy to poke fun at serious, well-meaning attempts at dialogue that miscarry, as many unfortunately do.

As our society becomes increasingly fragmented and pluralistic, we're likely to misunderstand one another more and more. Ordinary discussion is not powerful enough to break through these misunderstandings. We will need increasingly to resort to the more potent resources of dialogue. All of us will need to know how to initiate and carry out spontaneous dialogue.

Constant readiness is the key to success. You never know when an opportunity for spontaneous dialogue will arise. If you are not ready to take advantage of it, the opportunity will pass you by. Worse yet, you may get drawn into a dialogue that will turn sour, leaving the bad taste of failure.

Constant readiness means that you know the strategies for doing dialogue successfully, and feel comfortable in applying the most important ones. (See "Strategies for Successful Dialogue" on the next page) For example, you understand the core requirements for dialogue ? treating the other as an equal in every respect (part of what Buber meant by "thou"), being willing and able to bring everyone's assumptions ? including yours ? into the open without becoming judgmental.

Should the need arise you must be psychologically prepared to perform an act of empathy ? which requires both self-confidence and the lowering of defenses. If you are in full battle gear, as many of us are these days in our encounters with a self-absorbed world, it is easy to interpret an act of empathy as a loss of face, a deficit of macho. I suspect that most opportunities to initiate dialogue are lost because participants are not psychologically prepared to take this first critical step.

You must also be prepared to confront misunderstandings through focusing on assumptions ? both your own and others. Misunderstandings arise from many sources ? from friction between subcultures to differences in interests. The most complex of all are transference-driven distortions. When you misunderstand people from other subcultures, you may be transferring to them attributes, feelings, and beliefs that are part of your own subculture. When you misunderstand people from within your own subculture, you may be transferring to them interests and feelings more appropriate to the ghosts of your past than to them.

Test Yourself
Are you ready for dialogue? Test yourself by asking yourself some searching questions. Suppose, for example, you are an executive in a meeting attended by people of varied ranks within your organization ? some who report to you, others who hold a higher position. A discussion is in progress regarding a project that did not work out according to plan. Lots of criticism is being bandied about. Are you prepared to volunteer that you accept some responsibility because of erroneous assumptions you had made, and then to make them explicit? If not, you may want to do more to prepare yourself for dialogue.
Or suppose you are a married man and you have just had a quarrel with your wife. You tell a friend, who then asks you, "After your quarrel, did your wife feel you had listened fully and sympathetically to her side of the story?" If your answer is "no" or "I'm not sure," the chances are you are not quite ready to enter into dialogue with your wife.
Or suppose you are a woman with a younger sister whom you habitually treat as not quite equal to you in experience or smarts. Ask yourself if your attitude toward her reflects the person she is today, or whether you are still reacting to her as she was in the past. To prepare yourself for dialogue with her, you may want to divest yourself of some of the baggage of the past.
One should not underestimate how difficult it is to break ingrained habits of not-listening, to break out of your wall of guarded reserve in order to offer acts of empathy, or to develop the skill of digging out your own and other people's transferences in a non-judgmental fashion. But I'm convinced that everyone can learn to do dialogue, and that each one who does gives a gift to us all.

Strategies for Successful Dialogue
The following is a checklist of strategies for successful dialogue. Yankelovich's book, The Magic of Dialogue, explains each one in detail.

1. Check for the presence of all three core requirements of dialogue? Equality, empathy, and openness? and learn how to introduce missing ones. This is the bedrock strategy; without it you do not have dialogue.
2. Focus on common interests, not the divisive ones.
3. Keep dialogue and decision-making separate and compartmentalized.
4. Clarify assumptions that lead to subculture distortions.
5. Offer your own assumptions before speculating on those of others.
6. Use specific cases to raise general issues.
7. Focus on conflicts between value systems, not persons.
8. When appropriate, express the emotions that accompany strongly held values.
9. Initiate dialogue through an act of empathy.
10. Be sure trust exists before addressing transference distortions.
11. Where applicable, identify mistrust as the real source of misunderstandings.
12. Err on the side of including people who disagree.
13. Encourage relationships in order to humanize transactions.
14. Expose old scripts to a reality check.
15. Minimize the level of mistrust before pursuing practical objectives.

Daniel Yankelovich is the author of The Magic of Dialogue. This article first appeared in Spirituality and Health.

Oct 21, 2009

Fundraising: currently it’s a crucial target in NGO Sector

On this page:
• Challenges faced by fundraisers in community-based NGOs
• Basic fundraising concepts
• What to do before writing a proposal
• NGOManager.org

One of the most frequently asked questions to any forum for community-based organizations in developing countries is how to fundraise.
With that frequently asked question and the difficulties of fundraising in mind, volunteers for Aid Workers Network compiled this report from information available on the Internet and from personal experiences to help small organizations in raising funds.

Every donor organization has its own requirements and ways of evaluating requests for funding - otherwise known as proposals. Read those requirements carefully before submitting a proposal.

However, our hope is that the suggestions below may help community-based non-governmental organizations in developing countries to raise funds more successfully. A small organization must normally take these steps before it starts fundraising, so as to be better organized and to have a greater chance of success.

The suggestions are basic guidelines only, and point people to other resources that can help them in their fundraising. They are by no means comprehensive and should not be taken as a guarantee of success.

Background
The work of community-based NGOs in developing countries is vital to millions of people. However, fundraising for these organisations is particularly difficult for several reasons including:
• There is often great competition among numerous local groups for scarce local financial resources.
• International funders are reluctant to fund community-based NGOs directly because of a perception of lack of accountability, difficulty in establishing credible references, practical issues with resource transfers and even numerous tax questions.
• It is harder for donors to fund a large number of small organisations than a small number of large organisations. So, to reduce their own workload, they tend to fund larger organisations - who sometimes then pass on funding to smaller organisations.
• Some community-based organisations lack what donors regard as the necessary structure for being able to process donations, financial or otherwise. For many organisations this becomes a “Catch 22”: resources would permit the necessary administrative changes to become more donor-compliant but they cannot get those resources without making the changes.

Basic Fundraising Concepts
Successful fundraising is often an extension of successful networking. “Networking” in this context refers to the ability of one organization to link with others, potential donors and partners both, who share similar goals.
A good fundraising strategy is to build your own network of positive connections and to start as locally as possible. As well as organisations that share your aims, perhaps there are others that could benefit from association with your organisation's good cause. Who are the largest employers in your city, region or state? How many small businesses are in your area? Do all of these organizations know what your organization does, and what difference your organization makes in the community? Do they know not only about your organization’s needs (money, resources, volunteers, etc) but also about your organization’s impact, value and results?

Showing potential donors the strong link between your organization’s work and positive, measurable results is the best, most effective way to generate grants. If you can build on your reputation of making a difference in your community, and if local businesses and employers "endorse" you through their donations, your organization will become more attractive to international donors.

For all donors, remember that relationships are not formed through request letters: call them and make an appointment to discuss your work and how it fits in with their work.
A newly established NGO relies on the reputation of its professional staff. If you don't have the professional experience, then you must have a known name, for example a celebrity, who can ask for funds. But in both cases you must invest some money first.
If you don't have much experience or good connections, then it may be better not to approach any major donor agency at this stage. Start on a small scale at grassroots level, and build up a record: then approach major funding agencies. Finally, if you are in a hurry, then a very novel idea might work. But that idea has to be very novel.

Before Writing a Proposal
1. Know Yourself: you should be very clear about what you are, who you are, why are you doing the work that you do and what you want to achieve. If you don't already have a statement of your overall mission and specific aims, then write them down. Sometimes, you only have 5 minutes to make a presentation to a donor, so use this time well. Having documents about your organisation helps - you can always give them a copy to take away.
2. Know the Donor: know who the donor is, what are its areas of interest are and what it wants to achieve. What kind of help can it give you (financial, capacity building or in kind)? Finally, know their requirements and only apply if you can fulfil them. If you don't know, and can't find out through a policy document or website, then ask. The donors will always be more impressed if you can share your knowledge of their work and how it fits in to yours.

Mar 23, 2009

Preparing for a Fund Raising Campaign


Network, network, network!
  • Spread the word - Let people know about your organization and your goals.
  • Talk to your elected officials - MPs, councilors and others . Write letters to explain your group, and invite them to come see the area you are concerned with.
  • Get letters of support. A letter of support from a politician will put your sponsor's mind at ease when it is time to hand over the money.
  • Establish relationships with other groups that can help you, depending on the activity you are planning. If you are planting trees or naturalising a municipal park, maybe the local gardeners club or a scouts group can help.
  • Find out about awards, and get yourself nominated for anything relevant. A few plaques will make your group look competent and well-established!
  • Release press statements to the local newspaper. If you don't have anything newsworthy to tell them, invent some news - arrange a tour of your site or give a talk to your local high school (and don't forget to invite your elected officials to these too).
  • Find other ways to get your information spread around. Most local radio, TV or cable stations have time slots set aside for community events, and are looking for ways to fill them.
  • Create a binder with press clippings and a video with interviews that will make you look active and credible.
Preparing the homefront
  • Appoint a contact person and have a clear a mailing address. Having a group spokesperson who can answer questions and provide more information will help in media relations
  • Establish an executive or advisory board - appoint a chair, a treasurer, and a secretary, and have the secretary keep notes of meetings.
  • Look at your group members and put together a list of skills - sponsorship is complemented by the time, skills, and expertise of the volunteers. This will help explain to a potential sponsor what value-added services you bring to the table.
  • Set-up a web presence - this will help provide information that you cannot transmit orally or through PR materials
Do your homework
  • Carefully look at who you're approaching, research your target sponsor to find the right fit
  • Look at the sponsor's previous philanthropic activities and its programmes/projects, and align your request around them
  • Put a case-for-support paper together, something that shows where there is a role for the sponsor to play
  • Remember volunteer initiatives run on persistence, enthusiasm, and community spirit. Sponsors run on numbers. Sponsors want to see a measurable benefit, and are ultimately accountable themselves.
Moving forward
  • Look for ways to establish a stronger, more permanent presence in your community.
  • Explore procedures to become a registered nonprofit group.
  • Decide to register your own domain name on the internet. Much like a mailing address, a permanent domain name lends a certain credibility to your venture.
  • Develop brochures, posters, and interpretive books as an effective way to raise community awareness.
  • Seek support for information and ideas with NGO networks and coalitions - nationally and internationally
Some useful links are here
Grant Writing Tips
Resources for Mobilizing Funding for Development Projects
Fund Raising Realities