The
Internet Nonprofit Center: The Nonprofit FAQ is based
on questions and answers about nonprofit organizations exchanged
on the Internet since 1994.
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| Project
Elaboration |
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The
following guide prepared by Maria Helena Zamora, who has spent
several years working closely with community groups in Rio de
Janeiro to develop their projects, provides a useful format for
elaborating a community project:
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PRESENTATION
The
presentation, introduction or historical briefing of a project
must consider the history of the community and the original ideas
of the project. Therefore:
- It does
not have to be very extensive;
- You do
not have to speak of specific people, individuals, but of
a collective process;
- Avoid
expressions such as "devoid", "vitiated",
"needy", "with out", "unfortunate
person", "minors".
- Describes
the mission and the form of management within the institution
or group;
- Comments
on your experience, the victories already accomplished by
the group or institution;
- Comments
on the capacity of the organization to execute the project(s)
that has/have been proposed.
GENERAL
OBJECTIVES
The
general objective is the concrete result you want to obtain from
this project.
- Most
of the time a general objective involves some thematic areas. They are
the benefits, in the long run. Think of this project in terms
of time and space.
- Generally,
"the bigger" objective will only be reached with
a series of strategies and specific objectives.
- The general
objective is written in the infinitive and uses verbs such
as: to extend, to increase, to diminish, to reduce, to contribute,
to assure, to guarantee, to develop, to obtain, to endow,
to incorporate, to demonstrate, to propitiate, to develop,
among others.
SPECIFIC
OBJECTIVES
The
specific objectives are related to the general objective of the
project.
- They
must answer the three questions: "what", "when"
and "how much." Initiating phrases with verbs in
the infinitive, such as: to enable, to implant, to implement,
to elaborate, to make available, to sensitize, to incorporate,
to develop, to characterize, to expand, to coordinate, to
assist and to structure, among others.
- They
must also be:
- Measurable
- to allow to the possibility of evaluation;
- Appropriate
- tied with the general objectives, the strategies, the
vision and the mission;
- Determined
in terms of time available - having a stated period in
which this project will be accomplished;
- Clear
- to prevent disparate interpretations;
- Realistic
- based in reality, what can truly be achieved within
the time available.
JUSTIFICATION
- In some
models of project elaboration, this item appears in the presentation;
in others, it constitutes a separate section.
- The justification
shows clearly that the project is important and why.
EXECUTIVE
SUMMARY
- This
summary clearly states the intention of the project, the main
partners, the beneficiaries, as well as the alliances between
diverse sectors that intertwine to accomplish the project.
- This
section is typically about twelve lines or a paragraph.
ACTIVITIES
- This
is the methodology section (of your work).
- It is
the sequence of activities that need to be done in order to
reach the objectives, with an estimate of time it will take.
- A list
of activities can be inserted here; however you should make
clear when you expect to finish them.
- When
describing activities, do not forget to mention the necessary
resources you will need for the implementation of the project,
including cost, materials, and the human resources necessary.
- The list
of activities are your "tasks" toward accomplishing
the project, the plan of execution, and the chronology of
when you expect to finish the work.
INDICATORS and EVALUATION OF PROJECTS
- These
are measurements used to show the changes that may occur throughout
the project.
- They
serve to show the progress of the project and how you plan
to deal with unforeseen problems as they arise. This is an
essential instrument for the evaluation of your project.
- They
can be quantitative and qualitative.
- The pointers
must always specify: the target group (for who), amount (how
much), quality (how it is going), time (inside a specific
period) and geographic area (where).
BUDGET
- Transparency,
honesty;
- Realism,
considering, for example, inflation;
- Consider
local suppliers and resources;
- Keep
in mind unexpected costs;
- Consider
all the involved partnerships and needs;
- Attach
a final total.
| Capacity-building
Tips |
|
Nonprofit
Budgets. "A Foundation Center-produced
tutorial that walks you through the process online"
- recommended by fundraising consultant Angela Moreno.
Sample
Budget. This easy-to-use sample budget
is loved by donors. The consolidated version helps
put forth the scope of the project and the expected,
requested, and received revenue for a project
or organization. Many thanks to TMC Consulting
of North Carolina for making this available!
Technical
assistance / capacity-building sites recommended by
fundraising consultant Angela Moreno:
www.vita.org/programs/information.htm
www.acdivoca.org/acdivoca/acdiweb2.nsf/acdivoca?OpenPage
www.villagebanking.org/
www.cnm.org/
http://www.transparency.org/
http://www.legallanguage.com/llstranslation.htm
http://www.accion.org/
http://portugues.partners.net/index.htm
American
Philanthropy Review - Nonprofit Operations & Board Development
discussions - recommended by fundraising consultant
Angela Moreno.
Time
to Get Online, Simple Steps to Success on the Internet:
A Learning Resource for African Civil Society. Check
this fantastic manual out from Kabissa-Space
for Change in Africa.
Neighborhoods,
Regions and Smart Growth Toolkit: The Smart Growth,
Better Neighborhoods Action Guide. Check it
out from the National Neighborhood Coalition.
Third
Sector New England. Every May TSNE holds an Annual
Nonprofit Workout in Boston (USA) with two-day capacity-building
workshops on themes ranging from communications to fundraising,
accounting to Board development. A few scholarships are
available each year. This event has been invaluable to CatComm's
recent development. TSNE also publishes Nonprofit Quarterly magazine. Highly recommended.
Find
Volunteers for Your Organization. Idealist.org offers a free service that will help you recruit volunteers.
CatComm has recruited several outstanding volunteers using
Idealist. Highly recommended.
Open
Space Technology is one way to enable all kinds
of people, in any kind of organization, to create inspired
meetings and events. Learn more through Open
Space World.
The
Alliance for Nonprofit Management, an opportunity
to connect with peers who do capacity-building work.
Independent
Sector, a coalition of leading nonprofits, foundations,
and corporations strengthening not-for-profit initiative,
philanthropy, and citizen action.
BoardSource building effective nonprofit boards of directors.
National
Center for Nonprofit Boards - recommended by fundraising
consultant Angela Moreno.
Nonprofit
Resource Center with links to websites of interest
to nonprofits.
The
Nonprofit Times, a weekly tabloid, is the most common
read in the nonprofit community.
Draper
Fisher Jurvetson, the Information Technology Venture
Capital firm, has developed a page "Resources
for the Entrepreneur" which can be a useful
tool for organizational capacity-building. Try preparing
a business plan for your project or organization.
Center
for Community Change. CCC is helping low-income people build powerful, effective organizations
through which they can change their communities and public
policies for the better.
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| Fundraising |
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- Fundraising
consistent with the mission will always produce enough
money.
- Effective
fundraising is a stand for the mission and the vision
so potent that it draws the resources and support it
needs to fulfill itself.
- Effective
fundraising is a function of who you are, not what you
do.
- Money
given to make a difference does so; it is blessed money.
- Fundraising
is giving people an opportunity to be vested in a new
and better future.
- You
honor, validate and serve people with the request itself.
- The
act of investing calls up accountability and ownership.
- When
you bring joy, privilege and honor to fundraising, it
is always productive -- and fulfilling.
- Clarity,
authenticity and boldness attract money.
Tony
Poderis' 9 Basic Truths to Fundraising (From Poderis,
Tony (2002). Nine Basic Truths on Fundraising):
- Organizations
are not entitled to support; they must earn it.
- Successful fund-raising is not magic; it is simply hard
work on the part of people who are thoroughly prepared.
- Fund-raising is not raising money; it is raising friends.
- You do not raise money by begging for it; you raise
it by selling people on your organization.
- People do not just reach for their checkbooks and give
money to an organization; they have to be asked to give.
- You don't wait for the "right" moment to ask;
you ask now.
- Successful fund-raising officers do not ask for money;
they get others to ask for it.
- You don't decide today to raise money and then ask for
it tomorrow: it takes time, patience, and planning to
raise money.
- Prospects and donors are not cash crops waiting to be
harvested; treat them as you would customers in a business.
Grant-writing
Training. This training, conducted by Mike
Crum for Duke University's Certificate program, will
help you develop the basic skills for successful grant-writing.
Many thanks to TMC Consulting of North Carolina for
making this available!
Grantwriting
Tools for Organizations. "A really wonderful
starting point for anyone who is newer to the grant-writing
and prospecting process" - recommended by fundraising
consultant Angela Moreno.
Using
Guidestar: The Basics. How to use Guidestar's
Website to gather vital information as you define
your foundation fundraising approach. Many thanks
to TMC Consulting of North Carolina for making this
available!
Search
Tips for List-Building Efforts. An important
source of growth in any organization's network is
through list-building, the building of lists of contacts
who care about your initiative. These contacts can
become an important source of funding for your efforts.
Here you will find tips on how to use Internet searches
to develop your group's list. Many thanks to TMC Consulting
of North Carolina for making this available!
Fundraising
Databases recommended by fundraising consultant Angela
Moreno:
US/Canada:
www.fundsnetservices.com
http://fdncenter.org
www.HRfunders.org
www.foundationsearch.ca
www.fundersonline.org
Europe:
www.efc.be
Foundation
Center. The Foundation Center's FoundationFinder allows you to search for the foundation you've been looking
for. If you find yourself in Atlanta, Cleveland, New York,
San Francisco, or Washington D.C., we recommend you visit
the a Foundation Center Library.
Foundations
Online directory of grantmakers - recommended by
fundraising consultant Angela Moreno.
Fundraising
from the Heart, by Lynne Twist. The Fundraising
from the Heart audiocassette course is a fabulous resource
for fundraisers everywhere. CatComm owes a debt of gratitide
to these tapes by legendary fundraiser Lynne Twist. Highly
recommended.
The
American Institute of Philanthropy is a nationally
prominent charity watchdog service whose purpose is to help
donors make informed giving decisions in the US.
Desiging
a Communications Plan to Enhance Your Fundraising.
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| Maintaining the Pulse |
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Mind-Mapping:
How to Make a Mind Map. Mind mapping is a "graphic
technique which provides a universal key to unlocking the
potential of the brain."
Ten
Steps to Stronger Nonprofit Communications
Why
Nonprofits Fail (list reprinted from University of Pennsylvania
Fels Center of Government 2000 Course in Nonprofit Management)
-
They
stray from the mission (institutional hubris; silencing
criticism, calls for reform).
They neglect strategic planning (aimlessness; inattention
to the environment; lack of clarity about purpose, direction,
priorities).
-
They
don't rigorously evaluate their work (self-protection;
reluctance to set measurable goals).
-
They
fail to communicate with their stakeholders (asking
the 'customers' what they think; secrecy; weak at 'friend-raising').
-
They
get the wrong people as volunteers and staff (boards
that aren't sufficiently involved; boards that are too
involved; boards and staffs enlisted with scant regard
to the mission).
-
They
resist helpful collaborations.
-
They
don't pay enough attention to finances (over-reliance
on a single funding source; not understanding true cost
of services; ignoring danger signals).
Game
Rules for Working with Complexity (reprinted from PlaNetwork's
annual conference flier)
-
Engage:
converse with, rather than present to, each other (nourish
those relationships).
-
Share
what you know, communicate as you go.
-
Use
what you get. Put the ideas to work; play with them.
-
Optimize
your own "patch" (work group, project, company,
affinity group, or community of practice). Use what
you get to strengthen your own interests while contributing
to the greater whole.
Nonprofit
Enterprise and Self-Sustainability Team - recommended by fundraising consultant Angela Moreno.
Executive
Service Corps Affiliate Network - recommended by fundraising consultant Angela Moreno.
Nonprofit
Guides. "Describes the lifecycle of a nonprofit organization
in the U.S. A wealth of nonprofit information on any issue
you can think of" - recommended by fundraising consultant
Angela Moreno.
Tips
for Conducting a "Documentary Interview" from
interview techniques to lighting and sound. Published
in the DVworkshops Newsletter.
Writing.com. Online community of writers helps you start a
blog or writing portfolio, with numerous writing tools,
email services and the chance to "meet and bond with
fresh creative minds."
Jossey
Bass Publishers.
Nonprofit sector book publishers - recommended by fundraising
consultant Angela Moreno. |
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