The document outlines an operational plan for launching an internet-based NGO. It includes establishing a mission statement focused on education, finance, hope, and love. An analysis of the internal and external environment is conducted. 16 teams are formed around key functions like human resources, strategy, project management, IT, and operations. Guidelines are proposed for communication between teams, decision making, and feedback mechanisms to evaluate performance. The overall goal is to help smaller NGOs and communities improve their capacity and reduce inefficiencies through consulting services, networking, and innovative tools.

1. Operational Plan for the Launch of an Internet NGO Executive Summary Mission Statement Strategy Formation & Implementation Organizational Structure

2. Mission Statement The NGO’s Motto Vision Mission Values Overall Objective

3. Mission Statement The NGOs Motto: Education: Because Education is an essential skill for social reproduction Finance: 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

5. Quality in project design

6. Commitment for results

7. Emphasis on feedback operations and establishment of evaluation mechanisms

9. External Environment Analysis SWOT & STEP Analysis

10. Step Analysis

11. SWOT Analysis

12. Internal Environment Analysis Culture Resources Core Competencies Capabilities Value Chain & Virtual Value Chain

14. On the contrary it will assure that women & men will not do their tasks according to social stereotypes and conformity

15. We believe that Managerial Capacity is what NGOs lack, however Corporate practices should be adapted to the Development sector needs and peculiarities

16. No Hierarchy within the NGO; The different teams will crosscheck each other’s performance

17. Feedback mechanisms and Cooperation techniques are two of our core competencies

19. Human Resources (AB)

20. Organizational Resources (How are we to coordinate the formation of the organization, use Log frame)

23. Capabilities Financial+Reputation (Symbolic Capital) Technology+HR Technology+Innovation HR+Organizational Capacity

24. Internal Environment Analysis(Value Chain)

25. Virtual Value Chain Virtual 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.

26. Virtual Value Chain

27. Model of Strategic Analysis

28. Strategy Implementation Strategies Provide consulting services to our project teams, small NGOs, as well as to other similar initiatives to our own. Unify existing databases on small NGO creation and creating and uploading new high quality material in the internet. Network with existing and potential initiatives as well as NGOs so as to find common ground for action, exchange know how and create synergies. Devise innovative new managerial and financing tools especially designed for the Development Sector and for NGOs in specific. Programs Processes Budgets

29. 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

30. 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

31. Strategy Implementation (Strategy 2) A&B 2 :Programs and Processes for Strategy 2 (Unify Existing Databases) Coordination Program for unifying existing Databases

32. Strategy Implementation (Strategy 3) A&B 2 :Programs and Processes for Strategy 3 (Networking) Coordination Program for Networking with other NGOs

33. 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.

35. Team Organization and Delegation

36. Task Description for all teams

37. Power Sharing & Decision Making

38. Inter-Team Communication Guidelines

39. Feedback Mechanisms

40. The NGO’s Lify Cycle

41. Foresight

45. In its initial stages the NGO will have to work on its own resources

46. The Legal Team should find the best candidate country for the NGO’s residence (Nordic Countries can be a starting point)

47. The criteria should be Legal,Financial & above all Political

48. 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.

49. Provisions should be made from the Auditing Team for Financial Fraud Aversion Mechanisms (Let us call it FAM)

52. Marketing Strategy Team:Will form the response strategy with regard to competition and external threats.

53. Resource Organization Team: Will form strategies for coordinating our resources and competitive advantages.

56. Project Evaluation Team: Will collect data on the project team’s performance and feedback

59. Evaluation of Operations: Will collect data from the coordination team and will assess each team’s performance.

60. 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.

62. 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.

63. Each member shall take part in a team and will assume no Managerial role for the whole organization

64. The decisions of each team will be publicized to the others

65. No team is stronger than the other

66. Therefore there is no prescribed hierarchy

67. The teams are made in a way that cannot be completely autonomous

68. Co-operation is an essential survival technique

70. However, the number of teams necessitate cross-communication and cross-fertilization of ideas.

72. Job Rotation whenever possible

73. 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.

75. The NGO’s Life Cycle

76. Foresight

77. Logframe for the NGO’s Launching