Internet NGO Idea

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