Social Networking Strategy | Business Networking Strategy

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Claim Your FREE Membership At http://www.growyourbusinessclub.co.uk Grow Your Business Club is the world's first Peer-to-Peer Business Support Network With In-Built Progress Evaluation, Accountability, ROI Tracking & A Money Back Guarantee for Members. Grow Your Business Club was launched on February 1st, 2013 and while still in its infancy now has members in 20 countries around the globe. The Opportunity is not about Grow Your Business Club Can Do For Its Members, it's what the members can do for each other by sharing their knowledge, skills, contacts, and opportunities with each other to help build local sustainable businesses in local communities around the world. Claim Your FREE Membership to Grow Your Business Club At http://www.growyourbusinessclub.co.uk and start Growing Your Business by sharing your knowledge, contacts and opportunities - TODAY.

Stop Struggling. Start Growing..

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Struggling To Decide Which Of Our
Members Can Assist You To Turn Your
Business Idea Into A Reality?

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Struggling To Decide Who To
Know, Like & Trust?

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Members Resonate & Reciprocate With
People They Like & Are Like Them

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Members Respond Positively Online &
Offline To People They Know, Like
& Trust

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Why Not Connect With Your Fellow
Members & Start Engaging With Them

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You May Also Want To Read Their Blogs,
Engage In Their Discussions, Or Attend
One Of Their Events.

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Offer To Have A 1-2-1 By Phone, By
Skype, In Person Or Google Hangout
To Explore Mutual Opportunities.

Stop Struggling. Start Growing.
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Remember The Golden Rule…
Seek First To Understand, Then
To Be Understood.

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Find Out What They’re Working On At
The Moment, What Their Biggest Project
Is, And Whether They Require Any Help?

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Enquire What Knowledge, Contacts &
Opportunities They Need, & How You
May Be Able To Assist

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Ask If There Are Any Issues, Challenges
Or Obstacles That They Need Or Want
To Address?

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Then Share What You Are Working On
And Ask Whether They Can Help You &
Your Business

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Think About What You Want To Achieve
From The 1-2-1, And What VALUE You
Can Offer Your Fellow Member

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Reciprocation Means Giving & Receiving
Something of Equal Or Greater Value In
Return

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Ask If There’s Anyone You Can Refer
Or Content You Can Share Via Each
Other’s Social Networks

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Agree The Action Points & Timescales In
Writing So You Both Know Exactly What
Was Discussed And What’s Expected

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Akshaya Patra Foundation

One Door Ngo Alliance3

Elmer Soriano

The document discusses challenges facing NGOs and proposes a new model called OneDoor NGO Network. It notes issues such as a lack of replication of pilots, short-term donor funding, and sustainability problems. It then presents examples of new paradigms like social franchising and outlines strategy shifts for NGOs, such as selling solutions to local governments, managing brands, and forming alliances similar to the proposed OneDoor Network to help address gaps in innovation, legitimacy, and sustainability.

Strategic Plan 2016 2020 of the First Children's Embassy in the World MEGJASH...

First Children's Embassy in the World

The First Children's Embassy in the World (FCEW) Megjashi has prepared this Strategic Plan for the period between 2016-2020, On the eve of the celebration of the 25th anniversary of its founding, the First Children's Embassy in the World - Megjashi (FCEW) prepared its third five year long Strategic Plan for the period 2016 - 2020. This developed plan is the result of a participatory process that included participation from the staff and representatives of the management and supervisory bodies of the organization. The First Children's Embassy in the World (FCEW) Megjashi has prepared this Strategic Plan for the period between 2016-2020, through a participatory process of consultation and planning in the beginning of 2016. The inclusion of representatives of executive, managerial and supervisory bodies of the organization contributed to establishing shared expectations and goals. Megjashi's Strategic Plan for 2016-2020 is the third document of this type. Experiences from previous cycles of strategic planning, and achievements in the implementation of previous strategic plans were the starting point for determining the strengths and weaknesses of the organization. The analysis of the environment pinpoints opportunities and threats for the organization in the current period. In the framework of the strategic planning, Megjashi revises the statements in regards to the vision and mission of the organization, which, with certain clarifications and technical improvements (without substantial changes) clearly define the role of the organization in accordance with the changes in the environment and dynamic needs of the target group. The representatives of the Management Board, Supervisory Board and employees in Megjashi planned the main elements of the strategy as part of a three-day workshop in March 2016. The development process and formulation of the Strategic Plan 2016-2020 was conducted by an external facilitator and was funded by Civica Mobilitas program of the Macedonian Center for International Cooperation.

Introduction to Improving Municipal Health Systems

Elmer Soriano

This document summarizes a webinar given by Dr. Bien Eli Nillos on municipal health systems in Candoni, Negros Occidental, Philippines. Dr. Nillos discussed the health challenges faced in Candoni such as high maternal and infant mortality. He outlined community initiatives established to address these issues, including partnerships between various community groups and upgrading local health facilities. The outcomes showed improvements in key health indicators like decreased maternal mortality ratio. Dr. Nillos emphasized the importance of engaging the community and a systems approach involving "hardware, software, and peopleware".

Iim a ngo (1)

milan agrawal

The document discusses two main problems faced by NGOs: 1) lack and misuse of funds, and 2) lack of volunteerism among youth. For the first problem, it notes that NGOs rely on donations but funds are often misused, and some NGOs are used for money laundering. It suggests fundraising events and simple product sales to generate revenue. For the second problem, it states that youth prefer high-paying jobs and it is difficult for NGOs to attract and pay skilled volunteers. It recommends using websites to connect NGOs with volunteers and promoting social work through advertisements and corporate social responsibility programs.

Good practice in partnerships for international development

NIDOS

This document outlines an agenda and aims for a 1-day training course on effective partnerships between southern and northern organizations. It discusses defining partnerships, challenges like power imbalances, setting up partnerships through assessing benefits and capacities, and ensuring accountability, transparency and mutual benefit. Common pitfalls like mismatches in size or lack of clarity in roles are addressed. The goal is cultivating equitable, sustainable partnerships between autonomous organizations to achieve social change.

Corporate NGO Partnership

manish puranik

Corporates have the reason, means and tools to facilitate the Sustainable Development, NGOs have the knowledge, empathy and bandwidth to reach the core issues at grassroots and solve them and Government has the authority and mechanism to govern the progress, keep it on track and above all the structure to initiate, facilitate, measure, review and retain all projects in control. A Creative and little liberal collaboration of Corporates’ CSR policy, reviewed for compliance with the legislative regulations and implementation of it by NGOs through Social Development Projects is the only win-win situation at the given point of time.

Public / NGO, Private Partnership in Eyebanking

EBAI

Analyzing opportunities in ngo and government sectors

Ayas Kanta Mohapatra

The objective of this research project is to analyze the opportunities in NGO and Government Sector for a marketing service provider. The research also focuses on deriving value addition to these clients in terms of cost and quality. Competitor analysis is an important aspect of this research. The methodology followed for this research included two parts such as qualitative followed by quantitative research through one to one interview. Stratified sampling and convenient sampling were preferred for NGOs and Government Sector respectively. Using Factor Analysis three factors were found for NGOs which are Planning & Execution, Technological efficiency and Recruitment and can be outsourced. There are only 10% of NGOs who outsource events whereas 37% want to outsource and rest don’t need any service. Free service is their prime expectation from any service provider. In case of Government Sector perceptual mapping was done to find their perception regarding the efficiency of their current event management process so that their weaknesses could be considered while developing a strategy to approach them. Technology based services like social media promotion, website management, online event planner can be the major value additions to both NGOs and Government Sector as it is still unconquered by them. From competitor analysis it was found that there are some players in the market who provides free services to NGOs. In government sector many of the competitors are having either long term attachment or doing it through tender and bidding. It is recommended that a marketing service provider should not go for NGOs segment as the margin is less and there are competitors providing free services. For Government sector, it should always hire local language speaking people to deal and it should convey the value addition that can be provided in terms of technology, cost and quality.

How corporations and NGOs can contribute to successful partnerships

South Asian fund raising group

THE OBJECTIVES •How not why •CSR v PR •The Business Case •To assist communication with business •To help maximize value from business partnership opportunities. ISSUES AND CHALLENGES •The boundaries of responsibility •Beyond compliance •Setting and meeting standards •Building trust and confidence •Governance and corruption •Local economic development •Social inclusion •Environmental protection •Emerging population issues •Making partnerships work DEFINING ‘PARTNERSHIP’ •“An association between people in business where the risks and benefits are shared” •“A relationship between people (as in marriage, games-playing and dancing)” What Works •Business Imperative : The Business Case •Transparency •Shared vision, goal and objectives •Partnership •Understanding of ‘others’ perspective •Understanding of reality what works •Adaptability and adoptability What does not Work •Arrogance •Contractor –contractee relationship •No match with core objectives of both the NGO and the Corporate •Too much of turbulence in the external environment Some Successful examples •Project Shakti •Daimler Chrysler •One world and British Telecom •Microsoft and CAP foundation

Human-Centered Design for Social Innovation Workshop 7th week May 15th 2014

Design As Generator

The DAG team is developing an action plan called "Urban Kampong Farming CCC Action Plan" to address garbage dumping in an Indonesian community. Their prototype involves cultivating plants, composting organic waste, and arts/crafts (CCC) to encourage hygiene and community pride. Their plan over the next month is to first test cultivating themselves, then create a public campaign and refine their CCC prototype before implementing it in the community. Their goal is to help keep the kampong clean and lift community spirits.

Developing NGO Partnerships in China

Collective Responsibility

[2015 e-Government Program] Action Plan : Jakarta(Indonesia)

shrdcinfo

The document outlines Jakarta's smart city action plan. It discusses current issues like a lack of integrated data management and digitalization. It proposes overall goals of providing information to the public and creating a cloud computing environment. Specific action plans include digitizing documents, creating an integrated data system, improving information literacy for public servants, and conducting deeper data analysis. The action plan aims to have economic, technical and social benefits like improved mobility, services, and quality of life. Challenges include implementing new technology and infrastructure issues, which solutions involve cooperation, starting data digitalization, training, and infrastructure planning.

Engaging with local communities for the SDGs Subandi Sardjoko

ESD UNU-IAS

This document summarizes Indonesia's progress towards achieving the Millennium Development Goals (MDGs) and outlines its approach to implementing the Sustainable Development Goals (SDGs). It discusses Indonesia achieving 18 of the 49 MDG targets by 2015 but leaving 18 unfinished, including targets on poverty, nutrition, and maternal mortality. It then outlines Indonesia's SDG framework, including its 17 goals, 169 targets, and 240 indicators across social, economic, environmental and governance pillars. It also summarizes Indonesia's national coordination structure and key documents to implement SDGs at national and local levels by 2030, and identifies developing accurate data and indicators as a major challenge.

NationalMasterPlan

Khaira Al Hafi

The document proposes a National Master Plan of Civic Participation in Indonesia to encourage bottom-up policymaking and optimize economic resources distribution. It recommends establishing tools like a national "blusukan" mechanism, citizens summits, and social innovation funds. It also suggests developing a social innovation network through a social media platform, campus labs, and social business parks to increase social collaboration and changemaker connectivity. The plan aims to implement civic participation and social innovation strategies to reduce poverty and inequality as part of Indonesia's 2015-2019 development goals.

Tanya Buynovskaya presentation

Self-employed

HealthProm is a UK-based international development NGO that works with local communities in Eastern Europe and Asia to improve health and social care for vulnerable groups like women and children. It currently operates in Eastern Europe, Central Asia, the Caucasus, and Northern Afghanistan. Some of its key work includes preventing maternal and infant mortality, supporting disabled children and their families, and building the capacity of local healthcare professionals and organizations. It implements projects focused on areas like safe motherhood, childbirth assistance, early childhood intervention, and supporting vulnerable parents.

2012 10 A Partnership Approach, experiences from the DeltaNet project Paul P...

SevernEstuary

Paul Parker - Severn Estuary Partnership / Coastal Partnership Network A Partnership Approach Paul Parker has over five years working experience with the Severn Estuary Partnership, helping to build a practical working framework in order to aid the effective cross-border communication of coastal estuarine matters in the Severn Estuary. Paul is currently the acting Chair of the National Coastal Partnership Network after holding the secretary’s post for 2 years. The Coastal Partnership Network aims to encourage the exchange of information and debate between Coastal Partnership Officers on a regular basis, linking Partnership Officers to the wider field and offering increased opportunities for learning and influence. Paul has a background in Marine Geography and completed a Marine Geography Degree at Cardiff University in the Summer of 2008. This presentation will focus on the Partnership approach to sustainable coastal management, drawing on the past years experiences of both the Severn Estuary Partnership and Coastal Partnership Network. The presentation will also offer a brief analysis of research between the Coastal Partnership Network and Marine Management Organisation exploring how and where Coastal Partnerships can best and better engage in marine planning and coastal management processes in to the future.

Possible Areas of NGO, NGA & LGU Partnership in poverty reduction

Jo Balucanag - Bitonio

The document outlines broad areas of potential partnership between NGOs, LGUs, and other groups in poverty reduction efforts. These include: 1) Policy development such as contributing to poverty reduction plans and institutional reforms. 2) Planning through participating in local planning and poverty assessments. 3) Resource generation and mobilization by tapping NGO networks and resources. 4) Implementation of poverty programs such as livelihood projects, infrastructure, and basic services. 5) Monitoring and evaluation to ensure accountability and track poverty reduction progress.

Group work 2 coordination mechanism

edmnepal

The document outlines the coordination mechanisms between the government, NGOs, and UN system for disaster response in Nepal. It discusses the roles and responsibilities of different agencies, including the government's restructuring of disaster response committees, NGO activities in community awareness and capacity building, and the UN's use of the cluster approach. It also lists several challenges around information sharing, inclusion, stockpiling systems, and political issues that need to be addressed to improve coordination between organizations.

Indonesia's Sanitation, Hygiene and Water Supply Toward 2015 & Beyond

infosanitasi

1) Indonesia has made progress toward national targets for water and sanitation access under the MDGs but still faces challenges in reaching universal coverage, improving water quality, and ensuring quality of sanitation facilities. 2) Key strategies toward 2015 include improving coordination among stakeholders, building capacity at community levels through programs like STBM and PPSP, and establishing a national monitoring system to improve data collection. 3) Looking beyond 2015, Indonesia plans to maintain efforts in hygiene promotion and urban sanitation, improve synergies between water and sanitation development, gain more actors through partnerships, and reform policies and financing mechanisms.

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