Ever been asked to turn around an organisation or take over a ministry? What are the steps to be taken to evaluate the resources and stakeholders? Drawing from my work in different countries and specifically in Indonesia and China, here is a general framework and details to work from and look out for.
1. VISION
a. What's the organisation's vision in a sentence
b. The strategies and goals
c. Is there a gap between what the organisation is doing now and what it should be in relation to vision, strategies and tactics?
d. Do a SWOT
2. LEADERSHIP
a. Governing Board. Is there one? Governing role.
b. The leadership and administrative team. The Staff. Their roles. Strategic role.
c. The Field leaders. The face and the place. Roles. Tactical role.
d. Can the human resource leadership takes the organisation to fulfill the vision/preferred future? Is there a gap/chasm?
e. Human Resource Development/Strategy in place?
3. BUDGET
a. Income from Board members - do they raise resources or contribute personally to the yearly budget and how much in percentage per year?
b. Income from various units of ministry, departments and divisions? (Drug Rehab?, Orphanges, Micro-enterprise, and Others)
c. Income from other stakeholders?
d. Expenditure (Units and headquarters)
e. Creditors, debtors and other financial commitments?
f. Cashflow and Balance Sheet
4. INVENTORY
a. At the head quarters
b. Various ministry units
c. Land, buildings and vehicles. Ownership and where? Documents
5. OPERATIONS
a. Accounting and auditing system for transparency and accountability. Paper and electronic
b. Clear lines of authority and division of work
b. Reporting system for field workers and ministry units
c. Standards and procedures for all units operations
d. Benchmarks and criteria for operations for all units
e. Policies for staff
f. Yearly and punctual planning and budgetary process
6. PROGRAM and CURRICULUM (esp for schools)
a. Take stock of the needs of the field not what the organisation's have
b. What's successful and those that are not after evaluation and interviews
c. Anticipated future needs or unfulfilled needs
Thursday, August 25, 2011
Wednesday, August 24, 2011
Monday, August 1, 2011
Relief and Reconstruction - Donation Guidelines
"There's a sucker born every minute." I am not sure who to attribute this phrase to but there is a song going by this catchy yet sobering phrase. If one is taken for a ride due to one's greed it is just desserts.
But how about those cheated for being compassionate, soft in the heart and wanting to help. Therefore, part with your money only after doing a due diligence. In the world of cyberspace, more suckers will be born each minute!
Here are some guidelines before donating:
1. Know the organization.
Who is in the Board? It is not enough knowing someone inside or a cursory check on the organisation's website. Check whether it is incorporated. The easiest part to see to whom a cheque is to be written out. A personal name or an entity? Never issue a cheque to a personal name.
2. Work the network.
Verify using landlines. Ask for referees and testimonials. Check their track records. Check the name of the place and the face.
3. Know its values.
What is its vision and mission? You should agree with it. If you do not agree with their social agenda or political activism find another one. Are they fighting for human rights or serving to alleviate human suffering? Are they politically neutral?
4. Know its operational expectations and their KPIs.
Example: 10% of donation will go to operations and administration. All money should be on the ground within a month. How they allocate resources?
Star - 23rd June 2008
5. Know the reporting system.
What kind of updates and in what regularity will you be getting it? Too much reporting will raise the administrative costs. The key is sufficient information in a timely manner.
6. Who are their 'ground zero' local partners?
Do they having good relationship with the government of the day and local officials? I work with a friend whose network includes the ability to get seats and cargo space in a C-130 military plane to get to the disaster zone. Another knows the Minister in another country. The Myanmar situation illustrates this point. The Western world were held up due to political differences. MERCY was on the ground in a jiffy. WorldVision was already inside and just expanded on their work.
7. Do they outsource their fund-raising?
One may lose up to 80% of their donations at the onset to pay for expenses of these companies.
8. Above all else be generous.
But how about those cheated for being compassionate, soft in the heart and wanting to help. Therefore, part with your money only after doing a due diligence. In the world of cyberspace, more suckers will be born each minute!
Here are some guidelines before donating:
1. Know the organization.
Who is in the Board? It is not enough knowing someone inside or a cursory check on the organisation's website. Check whether it is incorporated. The easiest part to see to whom a cheque is to be written out. A personal name or an entity? Never issue a cheque to a personal name.
2. Work the network.
Verify using landlines. Ask for referees and testimonials. Check their track records. Check the name of the place and the face.
3. Know its values.
What is its vision and mission? You should agree with it. If you do not agree with their social agenda or political activism find another one. Are they fighting for human rights or serving to alleviate human suffering? Are they politically neutral?
4. Know its operational expectations and their KPIs.
Example: 10% of donation will go to operations and administration. All money should be on the ground within a month. How they allocate resources?
Star - 23rd June 20085. Know the reporting system.
What kind of updates and in what regularity will you be getting it? Too much reporting will raise the administrative costs. The key is sufficient information in a timely manner.
6. Who are their 'ground zero' local partners?
Do they having good relationship with the government of the day and local officials? I work with a friend whose network includes the ability to get seats and cargo space in a C-130 military plane to get to the disaster zone. Another knows the Minister in another country. The Myanmar situation illustrates this point. The Western world were held up due to political differences. MERCY was on the ground in a jiffy. WorldVision was already inside and just expanded on their work.
7. Do they outsource their fund-raising?
One may lose up to 80% of their donations at the onset to pay for expenses of these companies.
8. Above all else be generous.
The 3Rs to Disaster Relief Missions Work
Relief effort can be loosely classified into 3 phases.
The author had helped raise funds for medical relief and the construction of houses (Padang and Yogyakarta Merapi) for the disasters in Aceh tsunami (Dec 2004), Yogyakarta earhtquake and Pangandaran tsunami (May and July 2006 respectively), Bangadesh Cyclone Sidr (Nov 2007), Myanmar Cyclone Nyargis (May 2008), Padang earhtquake (Sept 2009) and Yogyakarta Merapi volcanic eruption (Oct 2010).
1) Rescue (first 72 – 96 hours).
This is a government-to-government initiative. Red tape may cost lives. Quick action is needed. Usually foreign rescue teams will and should start arriving within the first 24 hours.
NGO is not able to maintain these highly trained and disciplined search and rescue crews with special equipment using listening and imaging devices. They will also come with K-9 units. These are dogs to sniff out trapped and still alive victims.
When the rescue phase is over, foreign search and rescue crews will pack up and leave.
2) Relief and Recovery.
Immediate needs after the disaster and till the next few months depending on situation. Big NGOs and foreign governments fly in relief supplies from dedicated warehouses in strategic locations as well as medical, nursing and other technical and engineering personnel.
- Medical relief for the injured. Different stations for various severity of physical injuries.
- Logistical issues need to be solved to mobilise, store and move supplies.
- Tents, clothing, blankets, food and water for the immediate physical needs for those who have lost their houses, belongings and livelihood. Needs of the dead must also to efficiently managed. Body bags must be made available asap to prevent diseases.
- Generators to power various machines for critical work.
- Heavy equipment for removal of debris and preparation for reconstruction.
- Spraying of disinfectant and sanitation to prevent diseases after rescue phase is over.
3) Rebuilding and Reconstruction – ongoing for up to 2 years or even more.
- Rebuilding of livelihood lost and capacity by replacing boats for fisherman, seeds for farmers, micro-business and credit etc.
- Rebuild lives physically, emotionally and spiritually.
- Reconstructing homes, community areas and infrastructure.
The author had helped raise funds for medical relief and the construction of houses (Padang and Yogyakarta Merapi) for the disasters in Aceh tsunami (Dec 2004), Yogyakarta earhtquake and Pangandaran tsunami (May and July 2006 respectively), Bangadesh Cyclone Sidr (Nov 2007), Myanmar Cyclone Nyargis (May 2008), Padang earhtquake (Sept 2009) and Yogyakarta Merapi volcanic eruption (Oct 2010).
1) Rescue (first 72 – 96 hours).
This is a government-to-government initiative. Red tape may cost lives. Quick action is needed. Usually foreign rescue teams will and should start arriving within the first 24 hours.
NGO is not able to maintain these highly trained and disciplined search and rescue crews with special equipment using listening and imaging devices. They will also come with K-9 units. These are dogs to sniff out trapped and still alive victims.
When the rescue phase is over, foreign search and rescue crews will pack up and leave.
2) Relief and Recovery.
Immediate needs after the disaster and till the next few months depending on situation. Big NGOs and foreign governments fly in relief supplies from dedicated warehouses in strategic locations as well as medical, nursing and other technical and engineering personnel.
- Medical relief for the injured. Different stations for various severity of physical injuries.
- Logistical issues need to be solved to mobilise, store and move supplies.
- Tents, clothing, blankets, food and water for the immediate physical needs for those who have lost their houses, belongings and livelihood. Needs of the dead must also to efficiently managed. Body bags must be made available asap to prevent diseases.
- Generators to power various machines for critical work.
- Heavy equipment for removal of debris and preparation for reconstruction.
- Spraying of disinfectant and sanitation to prevent diseases after rescue phase is over.
3) Rebuilding and Reconstruction – ongoing for up to 2 years or even more.
- Rebuilding of livelihood lost and capacity by replacing boats for fisherman, seeds for farmers, micro-business and credit etc.
- Rebuild lives physically, emotionally and spiritually.
- Reconstructing homes, community areas and infrastructure.
The Super-Spreader and Super-Organiser in a Local Church Planting Movement
What is a Church Planting Movement?
1. It is a force in evangelisation that cannot be stopped.
2. It multiplies not once but again and again and again....
3. It produces the workforce for evangelisation.
4. It ensures that there is a harvest even in times of hostility.
5. It recognizes and uses local knowledge, wisdom and resources.
6. It works within the organizational and leadership infrastructure of each network.
To begin a local Church Planting Movement, the following is required:
Methodologies
1. Work with local partners to surface the best evangelists and church planters using certain criteria for selection.
2. Take advantage of local organizational factors.
3. Selection of a maximum of 7 for ease of monitoring, provide teamwork and complement one another in the early stage.
4. Use mentoring, formal and informal teaching, fellowships, meals together for effective bonding and working together.
5. Regular evaluation of results by reporting and inspection on the ground.
6. Uses a local experienced pastor/church planter for supervision.
Challenges:
The Field:
1. Migrant workers move about.
2. Persecution from police and local officials.
3. Logistics of cells can be too spread out.
Workers:
1. Lack of Strategic Intent in targeting people group.
2. Lack of Organizational Skills in putting harvest into houses.
3. Lack of ability to exercise Evangelistic Zeal as was cumbered with worldly matters.
4. Lack of mobility.
5. Nepotism in selection.
6. Criteria is on faithfulness alone without taking into consideration calling and giftings.
The Tale of Two Church Planters
Name: Chinh (Super-Organizer)
The ability to put the local church in strong footing: in leadership, finance, diversities of members and ability to propagate. Getting the Harvest into the House of Worship.
Planted 7 cell church in 20 months.
Three cells have been recognized as a local church.
The 3 other cells will be recognized soon.
1 new cell is 2 months old with 3 families and on the way of growing more cells again.
Clincher: Divest some of the cells to other local churches and passed on some to other workers.
Name: Thu (Super-Spreader)
Characterised by strong desire to evangelise and effective at it.
Planted 8 cell church in 16 months.
Clincher: The heart's passion is to spread and not organiser. Cells planted are to be passed on to pastors.
What were the Lessons Learned:
1. Super Spreader and Super Organizer are needed.
2. Local Experienced Supervisor to monitor work and provide pastoral help and field advice.
3. Closer reporting needed to be collated by Local Supervisor to ensure the candidates fulfills their responsibility.
4. Network must provide total release for the Church Planters to be involved in the program.
5. Strategic thinking must be inculcated into Church Planters.
1. It is a force in evangelisation that cannot be stopped.
2. It multiplies not once but again and again and again....
3. It produces the workforce for evangelisation.
4. It ensures that there is a harvest even in times of hostility.
5. It recognizes and uses local knowledge, wisdom and resources.
6. It works within the organizational and leadership infrastructure of each network.
To begin a local Church Planting Movement, the following is required:
Methodologies
1. Work with local partners to surface the best evangelists and church planters using certain criteria for selection.
2. Take advantage of local organizational factors.
3. Selection of a maximum of 7 for ease of monitoring, provide teamwork and complement one another in the early stage.
4. Use mentoring, formal and informal teaching, fellowships, meals together for effective bonding and working together.
5. Regular evaluation of results by reporting and inspection on the ground.
6. Uses a local experienced pastor/church planter for supervision.
Challenges:
The Field:
1. Migrant workers move about.
2. Persecution from police and local officials.
3. Logistics of cells can be too spread out.
Workers:
1. Lack of Strategic Intent in targeting people group.
2. Lack of Organizational Skills in putting harvest into houses.
3. Lack of ability to exercise Evangelistic Zeal as was cumbered with worldly matters.
4. Lack of mobility.
5. Nepotism in selection.
6. Criteria is on faithfulness alone without taking into consideration calling and giftings.
The Tale of Two Church Planters
Name: Chinh (Super-Organizer)
The ability to put the local church in strong footing: in leadership, finance, diversities of members and ability to propagate. Getting the Harvest into the House of Worship.
Planted 7 cell church in 20 months.
Three cells have been recognized as a local church.
The 3 other cells will be recognized soon.
1 new cell is 2 months old with 3 families and on the way of growing more cells again.
Clincher: Divest some of the cells to other local churches and passed on some to other workers.
Name: Thu (Super-Spreader)
Characterised by strong desire to evangelise and effective at it.
Planted 8 cell church in 16 months.
Clincher: The heart's passion is to spread and not organiser. Cells planted are to be passed on to pastors.
What were the Lessons Learned:
1. Super Spreader and Super Organizer are needed.
2. Local Experienced Supervisor to monitor work and provide pastoral help and field advice.
3. Closer reporting needed to be collated by Local Supervisor to ensure the candidates fulfills their responsibility.
4. Network must provide total release for the Church Planters to be involved in the program.
5. Strategic thinking must be inculcated into Church Planters.
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