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Section Two: designing a public information program
There is a marketing element to everything you do in any organization.
Don't be internally focused. Learn what's important to your audience.1
Introduction
This handbook defines public associations as non-governmental, not-for-profit, and non-partisan organizations that conduct a variety of activities meant to benefit the general public in a democratic society. It particularly focuses on democratic development organizations involved in election and governance education. Non-partisanship is fundamental.
This section introduces the idea of managing a public association as a business. It focuses specifically on public associations which intend to provide public information, in general, and voter information, in particular. Different steps in developing a public information strategy are discussed, including:
- assessing resources,
- defining vision, objectives and priorities;
- fund raising; and
- thinking of your work in terms of products and services.
2.1. Managing a Public Association Like a Business
Most countries separate commercial enterprises and not-for-profit enterprises for legal and tax purposes. We are not suggesting a different legal or tax identity for your association. We are suggesting a new way to think. It may seem revolutionary at first, but it is really just practical. You are in the information business. When you develop information strategies, commercial advertising will compete with you for the voter's brief attention span.
Profits in a business are financial, gained through competition with other companies.
In a public association, cooperation not competition, is key. «Profits» are not measured in monetary terms, but in the increased «market share» of people positively affected by your educational efforts.
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In many countries NGOs are beginning to run their organizations as companies do - with an eye to the «bottom line». They run their operations with well thought out strategies. Sometimes they provide low-cost, high quality «products and services» to customers for a reasonable fee to cover costs.
Running a public association «like a business» does not mean its fundamental vision and goals must change at all.
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Providing public information is a key service to the community. There is no reason that the community should not be so interested in your products and services that, eventually, they may be willing to pay for them.
You will need to check on legal implications if you charge a fee for service to ensure you do not jeopardize your not-for-profit status. You do not want to become liable for taxes!
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Worksheet 2.1
thinking about business methods and public associations
define creative ways to define «profit» in a public association context
1.____________________________________________________
2.____________________________________________________
3.____________________________________________________
2.2. Assessing Resources
What your public association hopes to do and what it is able to afford may be different. Each year, you need to reassess your vision, and agree upon objectives and priorities. Before defining your objectives and priorities, you first need to assess and allocate three key resources: (1) money, (2) time and (3) people.
2.2.1 Money
Throughout the Russian Federation, government funding shortages threaten to discontinue many important activities. Other organizations may compete with you for scarce funding. People in your community may wonder why your organization chooses to spend funds on democracy training when people in the community are waiting months for back wages. You will need to market your efforts as part of the transition process, building confidence as you build knowledge about democracy.
2.2.2 Time
Time may also be a scarce resource, depending on what your calendar of activities looks like. In most cases, public associations operate with many volunteers who have competing demands for their time. Perhaps only a few people are devoted full-time to achieve the objectives and priorities you have set. When comparing your hopes with what is realistic, carefully calculate how much time you actually have to work with, and what your members are able to offer.
2.2.3 People
People are the third, yet most important resource. The skills, creativity, courage and persistence of your membership will make or break your efforts. It will be very difficult to operate if you lack significant funds, but a resourceful team with an eye to the future will likely be willing to sacrifice for an important vision.
It is important that the tasks required of volunteer members have some real substantive value. Even if the member is unemployed or a student, his or her volunteer work experience at the public association can be a real asset when he or she looks for a professional position. Throughout the world, volunteers gain valuable experience working in top-level organizations. They have the opportunity to get work experience and learn their strengths and weaknesses on the job.
While you may not be able to promise a good wage, your public association should promise a valuable work experience.
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Your board of directors is also an important resource. They may have contacts and influence that will help you. Another essential resource are people with specialized skills such as desk top publishing or survey research (sociological investigations). In general, «who you know» (and who and what they know) is your most important resource.
2.2.4 Other resources
When assessing you resources you will want to include other assets of your organization such as office space, office furniture and equipment. Also consider your «intangible» resources such as the credibility and reputation of your organization.
Worksheet 2.2
1. assessing your resources
Looking at your own public association, list two resources that are abundant and two which are scarce. Be creative!
Abundant
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Scarce
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1.
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1.
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2.
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2.
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2.3. Defining Vision, Objectives and Priorities
Your voter education activities may be only one part of your organization's activities. You may have a calendar that includes both election objectives and «in between election» objectives. It is important for your organization to have a vision, or mission statement, that unites the efforts of its members. Given scarce resources, it is likely that you will need to focus your efforts quite carefully.
One organizational management expert, Stephen Covey writes about the link between vision and strategy:
Most organizations face a real challenge in getting their people and culture united around a vision and strategy. One of the best ways I know of bringing out this shared vision is in creating a mission statement...
A mission statement has the potential of being a living constitution - something that embodies deeply held values and that is based on timeless principles.. (emphasis added). In the end what happens to all those involved in the process of creating a mission statement is much more important than the actual document ... In a world of such tremendous global change, what is needed is a compass in the hand of each associate.
A mission statement explains the purpose of the organization. Be sure not to confuse what an organization is with what it does.2
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That most action is futile without a goal or purpose was classically illustrated in the well known children's story Alice in Wonderland by Lewis Carrol. Alice, the heroine of the story, arrives at a cross roads where she encounters a talking rabbit. She stops him to ask «excuse me sir, which path is the right one?» He responded «where are you going?» to which she replied that she didn't know. «Well then,» he answered, «all paths are right!» and scampered away.
Without agreement on your purpose, your organization will inevitably lack the direction and focus required to make crucial decisions about priorities, resources and courses of action.
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One overnight courier service, Federal Express, changed its mission statement from one that was excellent but, apparently not realistic, to another with their emphasis on the client.
Initially, Federal Express mission statement was «to deliver the package the very next morning, regardless». Why this changed is unclear but its advertising now says «The Most Important Package is Yours» and «The World on Time».
An airline company chose «on top of the world» which is less descriptive and has no verb. Their previous mission statement was «we get you there». Depending on an air traveler's objectives, such a logo did not indicate anything about the quality of the trip. One way or another, you would get there, eventually.
2.3.1 Formulating Sound Organizational Objectives
If the mission statement or vision is the compass, then your objectives are what specifically state the direction you want to take. Where do you hope to go with your efforts? Some sample objectives for a public association wanting to market voter information might begin as:
- «Increase voter turn out among university women»
- «Decrease incidents where candidates pressure confused voters to sign candidate petitions»
- «Increase communication between voters and elected officials in subject legislatures»
- «Decrease the number of spoiled ballots»
The key to writing good objectives is describing the desired end result of your organization's activities as opposed to simply describing «what you'll be doing».
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If the description of end result is not clear, finite, and measurable, the objective statement will not serve its purpose. A simple test of the clarity of an objective is to get a disinterested party to read it and tell you what it means.
To be sound objectives must have the following four elements:
a. Observable and measurable. Sound objective statements use strong action verbs that can be readily observed and measured, such as «to establish», «to acquire», or «to attain». Verbs that indicate a process, like «to increase» or «to develop» are acceptable if specific performance indicators are included in the objective. Some examples of this would be «to increase percentage of voter turnout in university-aged women from 10 per cent to 60 per cent».
b. Quantifiable. The objective statement should commit to specific quantities that, when measured, will determine whether the objective has been obtained or not. For instance, the objective «the organization will establish more regional clubs» is active but not measurable unless just one new club would be considered sufficient for «success». A quantifiable version of this objective would be «the organization will establish five more regional clubs».
c. Qualifiable. Often objectives fail to include clear performance criteria that describe «success». Although these criteria can render the objectives rather long at times, the lack of these «qualifiers» will usually render the objective powerless.
Keep in mind that the evaluation of objectives will often be done by a second party who may not share your understanding of the desired end result.
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Take for example «the organization will provide support services to 43 regional clubs in the Russian Federation». This objective is active, and quantifable, but there is no indication of what the quality of the «support services» should be. Therefore any services provided would be acceptable - probably not! A longer, but much better objective statement would be «the organization will provide support services to 43 regional clubs in the Russian Federation so that each will be able to formulate quality grant proposals and produce creative multi-media «information kits» for university and young expert audiences.
d. Limited in time. Without the notion of how much time will be allowed for the objective to be achieved -forever is time enough. Including time limits lets you know when «success» can be measured and lets the implementers know how long they will have to meet their objectives. The elements of time, quantity and quality allows you to construct powerful objectives that are also realistic. Normally time limits are expressed as a preliminary phrase in the objectives, such as, «by the end of the fiscal year», «within six months», or «in the first quarter».
Comparative objectives
Strong
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Weak
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in the next municipal elections, increase voter turn out among youth in River Region from 40% to 75%
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strengthen democracy
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within two years, establish five new regional clubs
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expand the organization
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in the next year, increase the number of women involved in municipal election campaigns
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improve women's participation in the democratic process
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in the next calendar year, increase the percentage of funds provided through fees for services in order to be more independent from funding sources
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identify new sources of funds
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prior to the legislative elections, build relationships with election commissions in order to assist their efforts to provide information to voting age youth
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improve relationships with election commissions
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in the next six months, increase voter access to information about candidate platform elections by holding candidate debates
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help voters understand candidate platforms
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When you draft objectives, you may need to choose between brevity and precision. It is tempting to have concise objectives, but they also need to be precise. Try to strike a balance between being vague and laboriously detailed.
A focus group of members of a public association involved in voter education were asked ideas about organizational objectives. The following list includes some interesting responses. Each statement encompasses a very important idea but may not yet be phrased as an objective. Decide for yourself how you would rate their quality as organizational objectives.
- «increase youth activity in the public political process»
- «establishment of political youth clubs outside of schools»
- «establishment of NGOs connected with non-political activities»
- «design and implementation of civic education of youth»
- «attracting youth into state governmental management»
- «informing youth of processes taking place in society»
- «development of democratic norms within youth»
- «lobbying interests of youth in governmental bodies»
- «increase of the legal political culture»
- «establishment of young leaders in different spheres»
- «coordination of activities of public organizations in order to attract more voters on election day»
- «educating voters on the necessity of taking part in elections as elections are essential action taken by people in a democratic society»
- «design and development of new initiatives»
2.3.2 Establishing priorities
Know the difference between what is important and what is urgent3. You may now have an inspiring mission statement and well articulated objectives. From time to time review your priorities and ensure that they are still relevant and shared throughout the organization.
Keeping in mind your audience and objectives, stay focused on what you do best!
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Many private sector companies are now «out-sourcing» services that are not their «core competence» in order to run more efficient, streamlined companies. They have decided to focus exclusively on what they do best and made that a priority.
It is a difficult to say «no» to new and exciting activities. Resist the urge though to scatter your efforts into entirely new areas where you lack experience unless you have made a specific decision to expand your mission statement or objectives. Or, if a funding source has a particular activity in mind, you may want and need to carry this out, but do so in a deliberative manner. Know what you do best before you say yes.
2.3.3 Drafting a time line
If you haven't done so already, set your strategic objectives into a defined time period. How much time do you have? What needs to be done first? Organize a six-month calendar to achieve your objectives. If six months is not long enough, create a time line with a finite end when you hope the objectives will be achieved. Appendix One provides a six-month calendar for planning purposes.
Worksheet 2.3
1. objectives
Think of the concrete objectives of your organization. Try to use strong verbs like «increase» or «decrease» to describe the outcome you expect of your voter information program:
1. ______________________________________________________
2. ______________________________________________________
3. ______________________________________________________
2. shared values and principles
List three values or principles that united the members of your organization:
1. ______________________________________________________
2. ______________________________________________________
3. ______________________________________________________
2.4. Recognizing Leaders and Selecting Managers
The quality and vision of an organization's national and regional leadership are keenly important. Public associations need visionaries, organizers and implementers. Sometimes people have all three skills, but this is rare. Leadership helps to hold the compass while members jointly decide upon the direction of the organization.
Successful leaders in civil society often share certain characteristics. A professional team of management consultants from the successful company McKinsey & Co., set out to discover why some companies were able to change successfully while others went in circles or spent a great deal of time looking backward rather than forward. They defined the make or break factor not to rest with top management but with a new breed in middle management that they call
«Real Change Leaders». These Leaders were defined as:
Individuals who lead initiatives that influence dozens to hundreds of others to perform differently - and better - by applying multiple leadership and change approaches.
Here is a list of characteristics the McKinsey & Co. team thinks most «Real Change Leaders» share:
1. A seemingly inexhaustible and visible commitment to a better way. They believe that their (organization's) future depends upon change being effectively executed. They see this target for change as exciting, worthwhile and essential for the future of the institution as well as their own personal satisfaction.
2. Courage to challenge existing power bases and norms. They develop the personal courage needed to sustain their commitment in the face of opposition, failure, uncertainty and personal risk. While they do not welcome failure, they do not fear it. Above all, they demonstrate the ability to rise and thereby build courage in those around them.
3. Personal initiative to go beyond defined boundaries. They consistently take the initiative to work with others to solve unexpected problems, break «bottle-necks», and challenge the status quo. Setbacks do not discourage them from trying again - and again. They are responsive to top leadership's inspiration but they do not wait around for it to move them into action.
4. Motivation. Not only are they highly motivated themselves, but they have the ability to motivate, if not inspire, others around them. They create excitement and momentum in others and provide opportunities for people around them to follow their example and take personal responsibility in changing.
5. Care for others. They care about other people, but not to the extent of blind self sacrifice. They are fair minded and sensitive to helping other people succeed. They are also intent on enabling the performance of others as well as their own. They do not knowingly manipulate or take advantage of others.
6. Staying «undercover». Part of their effectiveness is keeping a low profile; grandstanding, strident crusading, and self promotion are viewed as sure ways to undermine their credibility and acceptance as change leaders.
7. A sense of humor about themselves and their situations. This is not a trivial trait. A sense of humor is often what gets them through when those around them start losing heart. It also helps Real Change Leaders stay the course in
the face of confusion, discouragement and the inevitable failure that change produces.
Leadership:
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Low
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High
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Management: High
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Administrator
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Complete Leader
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Low
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Abdicator
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Dreamer
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The Management-Leadership Quadrant: Source: Plan or Die, 10 Keys to Organizational Success, Nolan, Goodstein, Pfeiffer, PhDs., 1993
In order to achieve the vision of your public association and to carry out your objectives successfully, you will need both leaders and managers. It may be true that nearly everyone is a volunteer, but this does not mean that each person should not be assigned a professional title and responsibilities. A public association should make every effort to give its staff a valuable work experience that can help strengthen skills and future work possibilities.
Ideally, public associations need managers with a sense of vision and leaders with a sense of management.
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Worksheet 2.4
Leadership and management
List two qualities that would be useful for a leader of a public association and two qualities useful for a manager of a voter information program. (You may not list the same qualities for each):
Leader
1. ____________________________________________________
2. ____________________________________________________
Manager
1. ____________________________________________________
2. ____________________________________________________
2.5. Researching Your Audience
We discussed the importance of crafting meaningful project objectives. In order to measure if you achieved your objectives you will need to understand your «starting point» or «base line.» Knowing concrete data at the beginning of your effort will enable you to look back and measure your quantitative progress. Knowing qualitative information (voters' attitudes and motivations) will help you develop your persuasive messages more effectively.
Project evaluation methods will be discussed in Section Four. Begin by identifying both quantitative and qualitative measures of progress. For example:
 What was the voter turn out in the last elections? of women? of students? of women students?
Was there a significant change from previous elections?
Can you speculate why there was a general increase or decrease?
Which segments of the population are more likely to vote? Least likely? Do you know why?
To what extent are people undecided, neutral or uninformed about new democratic processes and institutions in the Russian Federation?
Would persuasive information improve the confidence of these groups?
Market research4
This section focuses on ways to understand voters and their concerns, with the help of «market research» to accomplish this task. A traditional definition of market research is:
Systematic problem analysis, model building and fact-finding for the purpose of improved decision making and control in the marketing of goods and services.5
In simple terms, it means:
Learning priorities - what people care about, hope for, worry about, want, need, and are willing to pay for.
The two basic purposes of market research are to:
- reduce uncertainty when business plans are being made, and
- monitor performance after plans have been put into operation: it helps to both control the execution of the companies operational plan and makes a substantial contribution to long-term strategic planning.
Different types of research could help public associations learn about their audience and understand the best way to provide a useful public information service.
Market research focuses on the market and customers, and can produce information about who and how many people need and want the information you are interested in providing.
Product research highlights what is felt to be right or wrong with the products or services technically or operationally; for example, a newsletter may be created but readers tell you it is impossible to read because of ink or paper problems after a snowstorm.
Marketing method research looks at how your organization communicates with its customers, showing whether it is regarded as clear, appropriate and happens often enough that people remember you and your information!
Motivational research aims to show why people vote or use a service and what they feel about it.
Attitude surveys show the image of a company and how it affects people's likelihood of purchase. In the case of public associations, it would address the credibility of the organization and its members.
«For you» or «against you»? Dealing with resistance6
What people feel is different from why they feel it. In order to market get-out-the-vote information tactically, first determine the amount of resistance - the distance between where the audience is now and where you want them to be. If voter turnout among students is 10 per cent and your goal is 90 per cent, you could safely say there is significant resistance to voting. Also determine the source of the resistance-the «whys» that explain how your audience came to hold judgements different from yours.
What is the attitude of your audience?
Try to assess where your target groups fit within seven types of audiences. Think about your different target groups. Are they -
- Openly or actively supportive
- Supportive
- Uninformed
- Undecided
- Neutral
- Unfriendly
- Openly or actively unfriendly?
In the US, for example, private sector companies often use simple low-cost ways to gather feed back such as:
- questionnaires in hotel rooms and on restaurant tables;
- assessment forms given out at the end of a seminar;
- reply cards accompanying direct mail letters;
- forms inside product packaging; or
- follow-up telephone calls after a product has been sold and should be in use.
Listen to the feedback you get from such research. Is it what you expected? Merge your findings with your expectations.
Just as companies target their advertising to certain types of buyers, public associations should «segment» their audiences, that is, identify groups with similarities such as age, gender, education level, location, income, and historical voting patterns. Otherwise scarce resources will be wasted.
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Worksheet 2.5
learning about your audience:
List two low-cost ways to gather marketing information about your audience for voter information:
Voters
1._______________________________________________
2._______________________________________________
People involved in the electoral process
1._______________________________________________
2._______________________________________________
2.6. Funding your organization and its activities7
Fund raising is an on-going part of the activities of your public association. It is sometimes frustrating how long it takes, how many forms need to be filled out, and how many phone calls go unanswered. NGOs throughout the world face the same challenge.
This section focuses primarily on raising funds from the private sector. Most public associations are funded through private grantmaking organizations or even government grants. Requirements vary significantly from country to country. For the most part, however, the private sector looks at corporate giving in similar ways. NGOs tend not to approach businesses for support as frequently as other donor sources. Often it is because they don't know how to go about it.
The following list describes a few potential sources of funding for your public association. Some may be irrelevant due to economic history or tradition, or impossible because of legal technicalities. You will need to check to see what is possible in your area.
Private Sector
Charitable donations from companies
Sponsorship by companies (of a specific product, event or activity)
Social or community sponsorship (of an organization's general activities)
Grantmaking organizations (private and governmental)
Grants and donations from charitable trusts, foundations, and international organizations
Governmental and quasi-governmental organizations
Grants from government departments or local authorities
Funding from quasi-governmental bodies
Payments and grants from central and local government for services provided
Revenue generating activities
Income from trading activities, for example, retail sales
Gate money, from the sale of tickets for sporting or artistic events, and admission charges to preserved buildings
Membership fees
Translation fees
Photocopying fees for information kits for other organizations
Public opinion research (sociological investigations)
Publishing (for other organizations)
2.6.1 The private sector
This section can be applied to both private Russian companies and multinational companies with operations in the Russian Federation. Private companies in the Russian Federation face many challenges as unprecedented political and economic reforms profoundly transform society. The tradition of corporate giving is nearly unheard of in the Russian Federation but is likely to evolve over time.
In many countries, businesses frequently donate funds to worthwhile projects. In the UK, for example, the average value of business donations is nearly 200_ million, of which 160 companies account for 160_ million. There is also a share of National Lottery proceeds which is available for charitable activities, sport and the arts.
According to David Wragg (formerly head of Corporate Communications for the Royal Bank of Scotland), UK companies are encouraged to give a sum equivalent to at least ½ per cent of their UK pre-tax profits or at least one percent of their distributed dividends by a business organization called the Percent Club.
This Club surveyed 700 opinion leaders in late 1993 and found that more than 80 percent thought that companies which appeared to be socially responsible had a competitive advantage. Although the corporate sector in the Russian Federation may not seem a likely source of support, public associations may want to provide information to them about the advantages of corporate giving.
It may be your organization that initiates an important new way of thinking. In any case, you will want to approach international companies who may be interested in finding ways to become a more integral part of Russian society.
In the UK, the causes which receive the most corporate donations are, in order:
These priorities are likely to be similar in other industrialized countries with private sector traditions of corporate giving.
2.6.1.a Donations: what is in it for them?
Donations and sponsorships are two distinct ways that corporations contribute to community causes and events. Donations tend to have fewer «strings attached» and tend to be more purely philanthropic than sponsorships. Even with donations, however, businesses will nearly always expect some sort of benefit from their giving.
Some of the reasons companies make donations include:
it enhances their image;
it shows they care;
charity projects which offer the prospect of employee involvement are good for morale and team spirit;
charity projects which offer a chance for customer involvement enhance customer loyalty; and
they believe that the media and politicians treat community-conscious companies with greater regard.
According to David Wragg, company attitudes vary. Many believe that supporting community projects helps their business through improving their image. The chairperson of Tate & Lyle, the major sugar refiners, for example, says that
We want to be perceived as having a responsible attitude, with a commitment to the community. When people see the Tate & Lyle name, we're transmitting something subliminally. In today's world, price is very important. But if the price is competitive, other things about the firm, such as service, the way it responds to a complaint - everything to do with the way it is perceived, will swing things its way.
2.6.1.b Sponsorships: what do companies look for?
Wragg notes that businesses do not sponsor activities because it is a «nice thing to do»; they do it to meet their own well-defined objectives. These include name awareness; product promotion; and corporate hospitality. Specifically, he explains that companies are looking for the following:
media exposure;
name exposure (such as on a banner, T-shirt, posters, promotional items);
association with the event (sometimes putting the companies name with the event title);
tickets for company hosts, customers, professional connections or for employees;
promotional opportunities, with mention of the sponsorship in advertising;
entertainment opportunities, especially those which allow high level contacts to be made;
opportunities to involve customers, possibly through competitions which could include tickets or prizes;
opportunities to improve employee relations and help build a «team» or «family» spirit;
behind-the-scenes opportunities for guests, and making something available that is not usually available; and
sponsorship which offers durability or has a lasting effect.
four questions to ask yourself before approaching a corporate donor:
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What are we willing to do to generate funds for our organization? (i.e. put corporate logos on posters, printed materials, etc.)
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Which company has a market that will notice the activity or event I want to be sponsored?
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Which companies have a geographical spread that matches my activity or event?
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What tangible benefits can I offer a sponsor such as media interest, hospitality, or entertainment opportunities?
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2.6.2 Grantmaking organizations
Grantmaking organizations come in many shapes and sizes. Some are very informal and others highly bureaucratic. Some are highly specific about donations and others are more flexible. Some require a one-page proposal and others require great detail. The following sections will briefly describe some general guidelines for working with grantmaking organizations.
2.6.2.a. Governmental organizations
Governmental bodies tend to be highly bureaucratic, requiring detailed project proposals and frequent progress reports. Most are funded by tax payer monies. Each year government bodies need to go through an appropriation (budget) process where expenditures and impact are analyzed.
Governmental organizations face many pressures that have nothing to do with making grants. You will need to be sensitive to these and not take the lengthy decision process personally. The type of pressures vary from country-to-country and year-to-year, but political pressures are always there.
All grantmakers want effective, replicable and sustainable projects and financial accountability.
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Sustainable and replicable projects are preferable to dependent, once-off events. Grantmakers need to know that you will not necessarily be dependent on them, and that money spent on your project may have a multiplier effect - that is, with one dollar spent on your project, several other projects may benefit from your experience.
Anecdotal success stories ready and photographs make a far more interesting report than 500 pages of words and graphs. Those may be required too, but think of what you enjoy reading. Take good care of your project managers.
People who manage your grants need to explain to their superiors what they have decided to fund. While financial reports and statistics are important, put a face on your efforts. Who is really benefiting? A real life success story that a member of a government body can tell to his or her tax payer will make a big difference. For most tax payers, it will be far more meaningful than statistics.
One advantage of governmental grants is they tend to cover operational expenses (office rent, computers and salaries) whereas many private foundations want to fund specific activities rather than administrative costs. Another advantage is that governmental grants are often multi-year, enabling your organization to plan ahead with some security. Disadvantages include the length of time required for grant approval and disbursement. Political changes after elections may also jeopardize your funding.
2.6.2.b Private grantmaking organizations
Thousands of grantmaking organizations exist throughout the world. One of the most difficult challenges is identifying one with the same interests as your organization. With the Internet's capabilities, this process will become easier. Another good source of information about grantmaking organizations is the Council of Foundations in Washington, D.C.
It is impossible to generalize about the requirements of private grantmakers except to say that they all require well written, brief and honest project proposals. Well formulated objectives and evaluation plans are very important. As with other granting entities, private grantmakers want to know about the quality of the people carrying out the project. Be sure to explain the competence of your organization and why it can carry out a project more effectively than other organizations. The biographies of relevant personnel are very useful to attach to your proposal.
2.6.3. Revenue generating activities
In Section 2.7 and Section Three we will address different products and services your organization may provide to the community for a reasonable fee. Before you begin planning to charge a price for your work, however, you will want to consult with a legal representative to find out the proper way to account for such revenues. If the laws in your area allow you to generate revenues to cover the costs of certain services, you may need to keep a separate bank account for these funds.
2.6.4 Some pointers when looking for funds
 Know what you want to do and be able to articulate it well.
Create excitement and show confidence in your vision.
Don't be timid.
Write a one-page description of your project that includes your vision and objectives, why they are important and how you intend to achieve them. Have a specific timeline and a detailed budget.
Sell the quality of your staff.
Be realistic.
Be professional.
Make a formal presentation either in a meeting or a written proposal. Don't rely on a phone call or a casual letter.
Be brief and to the point.
Don't ask the wrong people for money. Do your homework. Figure out the right name in the right company. Check in advance to see if there are any deadlines for proposal review. Keep in touch with your contact person.
Follow through on your promises.
Worksheet 2.6
1. where will you get support?
List in order the most likely sources of support for your public association, including the private sector, non-governmental and governmental organizations.
1. ______________________________________________
2. ______________________________________________
3. ______________________________________________
4. ______________________________________________
2. facing a new fund raising climate
List two reasons that emerging companies in the Russian Federation may want to develop their own corporate giving traditions. Then list two possible obstacles or concerns you may have to address when introducing this idea:
Possible advantages
1. ______________________________________________
2. ______________________________________________
Possible obstacles
1. ______________________________________________
2. ______________________________________________
2.7. A new way of thinking: providing products and services
You probably do not think of what you do in terms of «providing goods and services». But why not think this way - your information is your product; the way you disseminate it is your service. The mediums you may choose include printed materials, television and radio programs, the Internet, festivals, seminars, speeches, and marches.
Information is a vital product. If you can obtain and disseminate the information that people need and want, you have a great ability. If you can package it in a creative and entertaining way, you are very gifted. If you can market with little or no budget, you are a genius!
Grantmakers like to be associated with innovative, visible and effective projects. They also increasingly emphasize sustainability. If you create tangible products that accomplish the purposes set forth, evaluations will be positive. If, however, your services are such a high quality that people are willing to pay for them, you may be on your way toward independence.
Services could include compiling media kits for election commissions or providing translation service for election observer groups. Your organization could also provide a press clipping service. Depending on your professional staff, including volunteers, there are many services you could offer that are directly related to your core business of providing voter information.
Worksheet 2.7
Products and services
List three products and/or services your organization presently offers voters and people involved in the electoral process:
1. ______________________________________________
2. ______________________________________________
3. ______________________________________________
2.8. Developing A Public Information Strategy
This chapter addressed many strategic management and planning issues. Many consulting companies have expertise in helping organizations work through the strategic management process. The following is an adapted series of questions which may be useful when hold planning meeting agendas:
1. Does everyone agree that a strategic management process would be useful to the organization and should be carried out?
2. Are the organization's mission, objectives, and current strategies identified and understood by all?
3. Have you discussed the organization's internal strengths and weaknesses?
4. Have you considered the threats and opportunities from the external environment?
5. Do you know who are the audience and stakeholders and what their expectations are?
6. Do you know the key strategic decisions facing the organization?
7. Have you analyzed the different strategy options you need to make and listed the pros and cons of each decision path? Have you decided upon a path?
8. Strategy implementation.
9. Monitoring and review of the strategy's performance.
It is important for both federal and regional representatives of the organization to be involved in the planning process.
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For a final review before proceeding to Section Three, once again analyze your own public association and the strategic planning behind its voter information efforts.
Worksheet 2.8
Designing a voter information program:
organizational strategy
Vision or Mission Statement:
____________________________________________________
Objectives:
1.___________________________________________________
2.___________________________________________________
3.___________________________________________________
Resources:
1.___________________________________________________
2.___________________________________________________
3.___________________________________________________
Products/Services (begin to think of them): 1.___________________________________________________
2.___________________________________________________
3.___________________________________________________
Leadership and Management Skills Required: 1.___________________________________________________
2.___________________________________________________
3.___________________________________________________
If you have completed the above questionnaire with specificity and confidence, then you have a good idea of your strategy, that is, what you plan to do.
Questions for Discussion
What are the differences between the work of a commercial advertising agency and a public association providing information to voters?
What are the differences between «marketing» information and «disseminating» information? What are the advantages and disadvantages of each? What products and services of your public association may generate revenues?
How much do you know about your audience's attitudes and motivations?
Are any companies in the Russian Federation involved in corporate giving? What partnerships with business might be possible to accomplish both your objectives and theirs? Are international companies a possible source of donations?
Do all members of your organization share core values such as non-partisanship?
1 Moran, Don't Confuse A Memo With Reality.
2 The sections on mission statement and objectives draws heavily from documents prepared by Management Systems International's Strategic Management Tools Seminar held in South Africa in 1995.
3 Stephen Covey writes extensively about ways to organize your time.
5 This section draws from Forsyth's Marketing on a Tight Budget
6 This section is adapted from Nothstine's Influencing Others.
7 This section draws significant information from Wragg's Practical Fundraising for Individuals and Small Groups.
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