Welcome !

Presentation2 minutes!

Name

Organisation

Function

Today, nonprofits have to think through very clearly what results are for their organization.

They must demonstrate both commitment and competence in a highly demanding environment.

Peter Drucker

What Donors Want• 70% say it is difficult to know whether or not a

charity asking for their support is legitimate

• 72% say it is difficult to choose

• 79% want basic financial information

• 75% want an annual report available to the public

• 73% want clear and specific fundraising materials

• 70% want confirmation of effective programs– BBB Wise Giving Alliance, 2001 Survey

Nonprofits Add Value

• Competition produces better results

• Organizations add more revenues

• They have expertise

• They provide important extras

Give Value to Donors

• Acknowledge their financial and emotional support

• Ask them what they value in their relationship

• Involve them (really, virtually, media, other ways)

• Give them influence within the organization

• Use individualized marketing to respond to them

• Provide customized programs to meet their needs

Relying on Government

• Benefits1. It is easy to get synchronized with one donor2. You can develop a good relationship over time3. You have a low cost of getting the funds4. You have a chance to influence government as contractor5. You can focus on program not worrying about other funding

• Drawbacks1. You may have to follow the government’s political approach2. You have to change the mission if the government changes3. You can quickly lose the funding if the government falls4. You generally operate in response to government RFPs5. You cannot easily engage in advocacy with the government

Rules of Fundraising

• Fundraising is not about money

• Donors give because of value they receive

• Meet the needs and expectations of donors

• Develop relationships with donors

• Solve their problems, not yours

• Learn to love the word “No”

Motivations for Giving

• My moral obligation based on religious beliefs• My civic responsibility to help society• My personal responsibility to family and community• My investment in a better future• Gives me a better image • My debt for a good life• Makes me feel good• Geopolitical reasons

Why Are Organizations Not Raising More Money?

1. Unproven Results to Participants

2. Questions of Trust and Reliability

3. Weak Value to Donors

Logical Framework Approach

on

Baltic Sea NGO co-operation 

an example

 Problem Tree

   

FOCAL PROBLEM:

NGOs operating in the Baltic Searegion have littlelittle concerted

influenceinfluence on policy decisions and regional development.

EFFECTS (our arguments for change i.e. the

Network´s raison d’etre)

The possibilities of enhanced (democratic) participationparticipation by NGOs is overlookedoverlooked.

The knowledge, experiences and perspectivesperspectives of civil

society organisations is not taken into account.

Risk of decreasing popular participation/public support.

CAUSES (examples of solutions and relevant activities for the Network)

Common goalsCommon goals and working methods for Baltic Sea NGO Co-operation not agreed upon.

NGOs and their contributions in society not not always appreciatedappreciated or welcome.

Skills, capacity, financial, human and technical resourcesresources vary vary among NGOs in the Baltic Sea region.

Weak communicationWeak communication and sharing of information among NGOs, within and between countries in the region.

Policy and advocacyadvocacy work not prioritized.

  

Overall objective:

An operationaloperational Baltic Sea NGO NetworkNetwork interlinking and channelling the knowledge, experiences and perspectives of NGO:s to civil society organisations and other structures, such as the Council of the Baltic Sea States and other regional organizations, as a mean for enhanced democratic participation.

Objective Tree

Immediate objective

To strengthen the capacity and consolidateconsolidate the activities of the Baltic Sea NGO Network,

in becomingbecoming a significant actor and resourceresource in influencing local and regional policy ofimportance to civil society organizations.

Immediate results

Clarify Clarify and set up a framework for asustainable network:

MissionMission and visionvision agreed upon, i.e. our purpose,  StatutesStatutes agreed upon,

RepresentativityRepresentativity and capacitycapacity of Focal Points: Expectations Eligibility

Common goalsCommon goals for the network agreed upon: Indentify 2-3 working areas of the CBSS of interest

to NGO:s where we can become active. 

FunctioningFunctioning and scope of the thematic workingworking

groupsgroups, based on the above, agreed upon:o Relevant themeso Initiating practical work – attracting the right people

Communication Plan set up

How to feedfeed ourour workwork into CBSSCBSS structures – develop strategies, who does what and when?

Some thoughts…

The aim creating and upholding a Baltic Sea NGO Network is to become more efficient and more effective in doing what we normallynormally are doing in our respective fields.

  Democracy needs democrats – NGOs:s and civil

society play an important role as an entry pointentry point in the process of developing citizens democratic skills and to build a commitment to democratic principles.

We acknowledge that civil societycontains formal and informal groups of different types, it is changeablechangeable and multifaceted.

Civil society is neither good nor bad but largely reflectsreflects the sometimes competingcompeting interests, values and conflicts visible in different societies at large.

NGO:s and civil society around the Baltic Sea have an important role in enhancing transparency and accountability visavi state institutions through

constructive dialogueconstructive dialogue, advocacy and as trainers and informants

The Baltic Sea NGO Network consist of organizations that are:

- open for broad participationbroad participation- built on democratic principals and inclusioninclusion

What is Baltc Sea NGO Forum ?

A question of legitimacy?

Organisation

Organised activities – co-ordinated towards a goal

Vision &

Mission

Mission-Statement

Vision How we want something to be?

Mission Why and for whom do we exist?

What do we do ?

In what way do we do it ?

Why shall we do it ?

Image as Strategy

• Name (not initials)• Mission - value• Unique Identity• Branding - slogan• Benefits to Donors - Slogan• Trustworthiness• Results• Correlated to the Current Times

Value as Core Strategy

• In business, profit is the reward for creating value.• In nonprofits, what is the reward for creating value?

– Solving or ameliorating significant social problems

– Delivering value to participants and beneficiaries

– Delivering value to donors and volunteers

– Making use of resources to get better results

– Building an organization to help more

– Feeling good at the end of the day

What is Your Vision?

• What value can you provide to whom?

• What needs could you meet?

• How can you motivate others?

• How can you articulate it?

• Why should others follow?

Strategic Planning• Vision Why we exist

• Stakeholders Whom we serve

• Mission What we do

• Values and Culture How we behave

• Situation Assessment Where we are now

• Key Goals Where we want to get

• Strategies How we move forward

• Critical Issues What we must solve

• Benefits to Donors Why they support us

Moving on Day 2

Swedish Presidency inCBSS 2006-2007

5 meetings in Sweden 2006,

8 meetings in Sweden 2007,

some additional 5-6 meetings outsideSweden-Brussels, Helsinki,Imatra, Kiel.

BudgetNGO Forum 2006

800 000 SEK promised by Swedish MFAabout 86 000 euro,

Registration fees ca. 100 000 SEKabout 10 000 euro,

Total: 96 00 euro

WGDISwedish Chairmanship 2005-2006

WGDI TOR: ”..promoting democratic values and principles in the region through sharing and exchange of experiences within relevant fields”.

Priority to cooperation with regional and international institutions.

Thematic focus:

Citizen´s participation Civil society Fundamental rights Good Governance

GenderGender and equalequal opportunitiesopportunities perspectives are ”mainstreamed”

Of interest to the Network

A smaller comparative studycomparative study will be carried out on democratic values and principles –

good examplesgood examples of projects in the field of citizen´s participation, civil society, local democracy and fundamental rights.

WGDI meetings

October 2005 Stockholm Introduction and prep. meeting for the study

December 2005 Kaliningrad Good Governance + study-visit to University

January 2006 Stockholm Citizen´s participation and civil society

March/April 2006 Stockholm Fundamental rights and equal opportunities

(incl.gender)

NGO Forum 2005 Declaration

Continuing the work of the Network based on the four previous Forum recommendations

Sustainable infrastructure for NGOs and guarantee financial assistance and support systems for civil society development as a means of enhancing democracy

Readiness to cooperate with Council of Baltic Sea States and its working bodies, Baltic Sea Parliamentary Conference, Nordic Council of Ministers, Nordic Council and other public institutions in Europe and the Baltic Sea Region

To continue the efforts in gaining Special Participants Status in CBSS - Council of the Baltic Sea States

The importance of finalizing the work to increase cooperation with EU through INTERREG and other programs

NGO Forum 2006

Overall goal for:

Plenary

Work-shops

Forum declaration

Preliminary location

CSO meeting in Lund 6 -7 September inLund in the southern part of Sweden –

back-to back with first meeting under theSwedish presidency

Themes

Overall theme for the forum?

Which sub-themes?

How many themes?

Are they relevant to the Network´s goals and possible influence in CBSS?

Methods

How to make the Forum´s different parts more creative, innovative and fun!?

Fundraising

Potentional donors?

Other useful contacts?

Particpants

How many from each country?

Particpants from Belarus and Ukraine

Experiences from previous forums

Registration

Handled by each Focal Point

Registration fee – how much?

Same fee for all participants?

Planning for Baltic Sea NGO Forum 2006

What to keep in mind

Essentials for Organizations

1. Mission Value • How important is it society?

2. Effectiveness Quality• How big a result is there?

3. Efficiency Price • What is the cost for results?

4. Trustworthiness Ethics • How well does it behave?

5. Transparency Accountability • How involved are constituents?

Creating an Shared Mission Statement

• Focuses on contribution, on worthwhile purposes• Is based on timeless principles• Addresses the needs of stakeholders• Motivates and inspires

Thinks Broadly About Accountability

Considers all elements of performance

• Mission (how valuable it is)

• Effectiveness (how much impact it achieves)

• Efficiency (how much it costs)

• Integrity (how ethically it behaves)

• Participation (how it reaches out & involves)

Identifying Stakeholders (Whom We Serve)

• Organisations that do not pay attention to stakeholders’ needs are soon in trouble!

– Who our stakeholders are?– What we get from them?– What demands they make?– How they influence us?– How they are satisfied?

Defining Context

•Geographical

•Ethnic/cultural

•Who does what

•Stakeholders

Desired Results

What are your desired Long Term Results?

– Think broadly from society’s perspective

– Think broadly from your participants’ perspective

– Think broadly from your donors’ perspective

– The results have to be measurable

Key Elements of Public Accountability

1. Transparency and accountability to donors and others

2. Truthful fundraising appeals

3. Use of funds according to donor expectations

4. Sound financial management and accurate reports

5. Measured effectiveness

6. Complete, accurate and timely reports

Message: Who Are You?

• Answer quickly and clearly– What is your mission?– How do you help people?– What makes you special?– Why should I help?– Why now?

• Needs are greater; government spending cuts; taxes• Help meet society’s obligations; reduce costs to society

Situation AssessmentMission Statement

Vision Mission

Context AssessmentDefining external context Assessing external contextAssessing internal context

Internal Context• Mission-statement

• Human Resources

• Economical Resources

• Administrative Resources

• Specific competence

• Organisational culture

• Governance

External Context

• Economical development

• Demographical structure

• Politics and regulations

• Technology

• Trends and values

• Donors