Transcript Identifying vision, principles, mission, strategies

 NGO will do better if the workers have agreed on its
vision, strategies, principles etcetera. It may take a
period of discussion, during which each individual and
group has a chance to argue and brainstorm. The way
in which vision, mission and strategies flow one from
the other and then lead to projects is very clear in the
following example:
How Organization’s Work
 Vision (Long Term Goal)
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 Mission (The way to Reach the Vision)
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 Long Term Objectives (5 – 10 Years)
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 Short Term Objectives (1 – 3 Years)
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 SOPs (Repeated Actions)
GEF – NGO Network
 (Vision) A dynamic civil society
influencing policies and actions at all levels
to safeguard the global environment and promote sustainable
development.
 (Mission) To strengthen civil society partnership with GEF
by enhancing participation, contributing to policy and stimulating
action.
Continued
 OBJECTIVE 1 TO ENHANCE THE ROLE OF CIVIL SOCIETY IN SAFEGUARDING
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THE GLOBAL ENVIRONMENT
1.1Support outreach and awareness on global environment issues
1.2Document and disseminate experience and best practice to address global environment
issues
1.3Encourage civil society contributions to the negotiation and implementation of
Conventions
1.4Strengthen capacity of civil society to address global environment issues through
engagement in policy making dialog at the national, regional and global level
OBJECTIVE 2TO STRENGTHEN GLOBAL ENVIRONMENTAL POLICY DEVELOPMENT
THROUGH ENHANCED PARTNERSHIP BETWEEN CIVIL SOCIETY AND THE GEF
2.1Support promotion of GEF programs and activities to Civil Society
2.2Enhance Civil Society involvement in GEF Country, regional and global Projects
2.3Support the effective access of local communities and civil society organizations to GEF
resources through the SGP
2.4Provide strategic input to GEF policy making, planning and reviews
OBJECTIVE 3TO STRENGTHEN THE GEF NGO NETWORK CAPACITY
3.1Enhance Governance capability of the GEF NGO Network
3.2To promote active membership
3.3Improve the NGO Network Communication and procurement of funding
Moments of Happiness
 Vision & Mission
 Our Vision is to touch millions of lives and spread happiness to
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the underprivileged people of India on a sustainable basis. We
will make use of multiple platforms and mediums to reach this
goal and be one of the most respected NGO known for its
practice and ethics.
We are committed to:
The society by making a sustainable difference in life of the
underprivileged
The Donors by making judicious use of funds
Other NGOs in helping them achieving their goals
Our Members to develop their skills in this field so that they can
take higher responsibility in the organization.
EXAMPLE: FINDING A VISION, A MISSION, STRATEGIES AND
GOALS FOR CISS, OUR NGO
By Mrs. Peres Odera
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Community Initiatives Support Services (CISS) is an organisation registered in the republic of Kenya
as a development agency. It operates in Western Kenya. It was started by a group of professionals and
practitioners in community health and development in 1979.
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OUR VISION: CISS operations are based on the organisation's vision, which is “a healthy
and just society”. To reach such a society, there are many things that could be done. Within CISS, we
narrowed it down so as to identify…
2.
OUR MISSION: “to build and strengthen sustainable individual family, institutional
and community initiatives for health and development through partnership at all levels”. To
do this we had to find…
3.
STRATEGIES. These are broad-based and limited in number. CISS formulated two such
strategies, one of which is “organisational development and management”.
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GOALS had to be found within each strategy. One of the goals, closest to the strategy given
above, is “to promote sustainable organisational and resource development”.
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PROJECTS then have to be planned and carried out to attain these goals. One such project
has been The Organisation Capacity Building Project: which reviewed the vision, mission and
goals of the organisation with the board members, associates and staff of CISS and mapped
out the responsibilities of each group, within a time-frame of 3 months. The strategy used for
the review was training and experience-sharing. (Clearly, other projects would use other strategies).
Vision
 Successful organizations continuously evolve, yet they
remain the same. (HP Way)
 Deep Respect for Individual
 A dedication to affordable and reliable quality
 A commitment community responsibility
 And a view that the company exists to Make Technical
Contributions to the advancement and Welfare of
Humanity.
Components of a Vision
 Core Ideology
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Core Values
Core Purpose
 Envisioned Future
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10 – 30 Years BHAG
Vivid Description
Sony in the 1950’s
 Core Ideology
 Core Values
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Elevation of the Japanese Culture and National Status
Being a pioneer, not following others, doing the impossible.
Encouraging individual ability and creativity.
 Core Purpose:
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To experience the sheer joy of innovation and the application
of technology for the benefit and pleasure of the general
public.
Sony (Continued)
 Envisioned Future
 BHAG
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Become the Company most know for changing the world wide
poor quality of Japanese Products.
 Vivid Description
 We will create products that become pervasive around the
world …. We will be the first Japanese company to go into the
US market and distribute directly… we will succeed with
innovation that US companies have failed at. Such as the
Transistor Radio.
 50 years from now, our brand name will be as well know as any
in the world and will signify innovation and quality that rival
the most innovative companies anywhere; MADE IN JAPAN
will mean something fine, not something shoddy.
Mission Statement
 What do we do?
 The enduring statement of purpose that distinguishes one
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organization from other similar enterprises, the mission
statement is a declaration of an organization’s “Reasons for
Being”.
Creed Statement
Statement of Purpose
Statement of Philosophy
Statement of Beliefs
Statement of Business Principals
Statement Defining our Business,
Components of Mission
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Declaration of Status
Issue(s) of Concern (Health, Education, Child Labor)
Products / Services (Advocacy and Awareness Raising,
Trainings, Technical, Financial, Material and Legal Aid)
Approach (Cost effective, Sustainable, Participatory,
Community Based, Partnership Based, Sponsor)
Customers / beneficiaries
Target Areas (Geographical Areas)
Concern for survival growth and financial Sustainability
Self Concept (How do you think you are different)
Concern for employees/Volunteers/Partners
Sub-e-Nau
Our mission is to research, implement and advocate sustainable
solutions (Products and Services) to outstanding global (Target
Area) environmental and public health issues. We firmly believe
that any meaningful development must be done in accordance
with careful understanding of its impact on the environment and
health of all living beings, as we are all connected (Beneficiaries).
Informed by state-of-the-art research, we approach problems by
locally implementable, cost-effective, and practically viable
solutions (Approach).
Mission Statement
 Does it differentiate you from other organizations?
 Does it provide a comprehensive Guide line to
workers?
 Does it narrow down the area of concern for the
organization?
 Is it a Comprehensive guide the stakeholders about the
nature and working of your organization?
Strategies/Goals/Objectives
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Strategy is NOT Policy
Policy is NOT S.O.P.
Goals are NOT Objectives
Policy refers to a guiding principle adopted by an individual,
group, or organization in an effort to promote the best practice
particular to desired results. The Guide!
 Strategy is a plan, or method of approach developed by an
individual, group, or organization, in an effort to successfully
achieve an overall goal or objective. The Method!
 Tactics involves the detail, the procedure, and the order of how
to achieve the desired results particular to the strategy.
We all know some small NGOs with great commitment, who
work hard but whose projects and activities are not part of
any sensible strategy and are, in the end, a waste of time.
EXAMPLE
 An NGO in Asia was trying to help families on the edge of
survival. Most of their energy went into providing a school.
The children came out of the school able to read, but not
equipped to earn an income. The families stayed poor. If
the NGO had adopted the strategy “To ensure that one
member of each family can earn a living” they might have
made better progress.
Choosing good strategies and goals
 One way of stating a strategy would be to say “The main
thrust of our work will be…” so strategies are practical, and
you will only be able to manage a few.
 Here are two examples:
1) “One strategy is to ensure that after five years, in this very
poor community, each family will have one member who
can earn money”.
2) “As an environmental NGO, one of our strategies is to
protect the existing trees and soil by building sustainable
cooling fuel techniques into the community (e.g. by treeplanting, solar cookers, improved stoves, etc.)".
How to decide on good strategies, goals
 Good strategies have to be based on a good understanding
of all the actors, potentials, limitations, needs, problems,
leadership structure, etc.
 If the SWOT approach is use for identifying strategies, you
might want to invite one or two outsiders with good
analytical skills and a view of the role of an NGO.
 Senior people from another, successful NGO might be the
right choice.
How to decide on good strategies, goals
 After brainstorming a number of possibilities, you
need to narrow down and prioritise the few that
are most important – and also identify the core
problem which underlies everything else.
How to decide on good strategies, goals
 Then comes brainstorming on strategies – what would each
achieve?
 Would they really meet the problem?
 Which strategies would build on the strengths of the
NGO?
 If people want to concentrate on income generation, do you
have people with experience, with an understanding of
markets, profit margins, how money works?