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Identifying the Problem:
Conceptualising the problem is first step as it has
a direct bearing upon the nature of program activities.
Program activities are the conscious efforts to reduce
or eliminate problems.
Different tools and sources may be used to have realistic
interpretation of problem. Individual contacts, group
meetings, focused interaction; surveys, secondary data,
research studies, records available with different groups,
organisations or departments, etc. are the most common
ways of data collection.
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Finding Solutions to
the Problem:
Program activities are the possible solutions to the
problem. This requires a logical understanding and analysis
of the problem. The problem may be dealt in two ways
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(i) Remedial approach
provides an immediate solution and is generally of short
term nature.
(ii) Developmental approach envisages on providing a
permanent solution to the problem and has generally
a long-term effect.
The solutions can be evolved through team work by involving
other like minded people, staff and outside experts in
the field.
3. Listing the Activities
Possible activities
to achieve the envisaged solution should be enlisted. Program
activities need not necessarily reduce the effect of hindering
factors only, but also take care of the promotive activities.
(a) Participation at all
levels: Planning involves discussions with all concerned
departments and individuals. It should not just come from
the top. Planning ensures participation of all levels
instead of one man at the top deciding everything on his
own thinking.
(b) Continuity: Planning is a continuous process. Consistent
review and introspection is required, so that any pitfalls
in the plan are removed if the plan is not achieving the
targets. Planning thus has to be done on a continuous
basis.
(c) Objectivity: In order to make a plan effective, its
objectives must be stated in advance, in clear and unambiguous
terms.
(d) Evaluation: Effective methods of evaluation should
be used to ensure the effectiveness of planning
Objectives are statements
of what an organisation intends to accomplish. The general
purpose of NGOs is to render service to humanity. However,
each NGO has a particular goal which should be stated in
a clear statement, for example, to provide education to
poor children, to provide vocational training to school
dropouts, to extend soft-loans to farmers, to tackle dowry
deaths, etc. the objectives should always be stated in positive
terms.
The objectives of the organisation should preferably be
stated as early targets, either in advance or on a year-to-year
basis. The targets may or may not be achieved but the targets
should be realistic and not impracticable.
The yearly targets will then transform into yearly action
plans and budgets.
(i) drawing an activity
plan based on the targets set;
(ii) seeking volunteers for delivering the services;
(iii) staffing of paid employees, to the extent necessary;
(iv) arranging necessary supplies by way of donations
in kind or by procuring from the market;
(v) arranging finance for the activities of the organisation
which are not being supported by donations, and for the
administration and overheads.
Once the resources have been
acquired, they need to be coordinated and controlled in
such a manner that they do not work in conflict to the other
and they achieve the desired goals in the most cost-effective
manner.
A budget is an important
document for assessing the financial requirements of an
NGO. A budget should normally be prepared for a period of
12 months, which may be financial year or calendar year.
If the activities are being carried out by various sections
or branches, each branch should prepare a budget for its
operations which should then be consolidated at the central
level.
The income (sources of funds) and expenditure (application
of funds) sides should always be balanced showing deficit
or surplus. If there is a deficit then the sources from
which it shall be met or the measures to reduce expenditure
should be indicated.
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