---------------------------------------------------- Post-approval Guidelines ~~~~~~~~~~~~~~~~~~~~~~~~ A. Introduction: This is a set of guidelines that aims at improving the relations between AID and the NGO and hence contributing to improving the quality of the project. A pre-approval project visit typically gives the chapter a good idea of the ground reality and the problems faced by the NGO. It is observed that chapters tend to put in a lot of effort in reviewing the project and after approval, they seldom follow up with the NGO on a regular basis. Even the best laid plans seldom predict all the hurdles. And they are tackled as and when they arise. We should be in a position to help out the NGO when they face problems... Further, AID is not just a funding agency and thats what separates us from other similar organizations. In brief, a project should be viewed as a concerted effort by an AID chapter (monetary + non-monetary) and the NGO. Hence, we must aim to contribute not only financially, but also through other avenues. Note: These are just guidelines and not rules. In some cases, we work with groups that have scarce resources and may not be able to adhere to the some points mentioned below. The chapters are advised to use their discretion in following these guidelines. A post-approval presentation at the Chapter CSH would help the chapter identify the guidelines that it can use and implement. B. Guidelines: 1. Communication: A chapter must establish a mode of communication that is most comfortable and convenient to the NGO. Phone calls on a regular basis would keep the motivation of the workers in the NGO high. Sending in post cards or letters would improve relations with the NGO and the community. For example, a letter would help the people relate to the volunteer better and some groups we work with do not have telephone/email facility. Not only does this help the NGO feel comfortable with us, it also helps keep the volunteers in the chapter attached to the project. While communicating with the NGO, relevant social issues can be brought up and discussed. We have a lot to learn from these organizations. Wide-ranging discussions regarding issues that might seem trivial or irrelevant can be an effective communication tool. For example, the political scenario in the district may be a topic which might not be something that is directly related to the project, but would be interesting to discuss. In brief, the chapter must aim at building a long-term relationship with the NGO. This also means that when the NGO contacts the chapter for information or to give an update, this communication must be taken seriously and handled efficiently. An acknowledgement to the email/letter would be the minimal response expected. If the query cannot be handled immediately, the NGO must be informed about the delay and a reasonable timeline must be presented. Try to meet this deadline, and it is imperative that the NGO is informed of the status of the request, especially if it is funding-related. 2. Awareness: Most projects that we deal with tackle one or two key problems. However, as the solutions are interconnected, the chapter must be concerned with the overall development of the affected people, not just in the suggested area. For example, in a health project, we can coordinate with the NGO and organize a anti-dowry drive. Or in a microcredit project, we can help in organizing a health camp. Most NGOs are interested in tackling a wide range of problems but due to lack of manpower, they restrict themselves to one area. However, care must be taken not to overburden the NGO when such drives are recommended. Further, such suggestions can be made only after an understanding of the issues at the ground level, which is facilitated by a project visit and follow-up communication. 3. Monitoring process: While the project has just been approved, the chapter and the NGO must come up with a reasonable process of monitoring the project and what we would define as success. In other words, the measurables for every project must be discussed with the NGO and the chapter must keep track of these, preferably with a time-table. However, one must remember that each project is an experiment and so failure and success are part of the learning process. For example, the success of a livelihood generation project could be assessed by calculating the number of people employed at the end of the project. But, this might not be an accurate measurement. Even if noone is employed, the skills developed by the individuals is worth a lot. One must remember that too much pressure on the NGO is not a desirable way of working with our partners. In addition, the chapter must document their observations/ evaluations at the end of the project for future reference. 4. Publicity at the NGO level: AID produces several publications and we should make sure the NGO receives these on a periodic basis. This way, they will get to know AID better. We must also insist on them sending us their publications so that we can know what they are upto. In addition, we should send them the AID calendar as a token of our appreciation. 5. Information at AID level: AIDnews (aidnews@aidindia.org), Projectnews (aidcshmin@hotmail.com), TMIA and Disha are all excellent means to inform the volunteers and donors of the project-related activities. Every few months, articles and updates must be sent to one or more of the above. When there is a transfer of project coordination, either among chapters or between volunteers (old ones leave, new ones take up responsibility), all information must be transferred, correspondences (email, minutes of conference calls), files, photos etc. This process is facilitated by proper maintenance of records by the project coordinator. 6. Post-approval Project visit: Atleast one visit every year to a project site is recommended after the approval of a project. AID volunteers travel to India on a regular basis and the Project coordinator must keep track of these announcements and arrange for a visit, even if noone from his/her chapter is visiting. To facilitate quick and efficient process of arranging visits, all relevant contact information of the NGO must be readily available. Basic info: email, phone, postal address should be handy and it would be desirable to pass on an earlier site-visit report. 7. Website: All information regarding a project should be available on the chapter website. This should also be entered in the projects database. The chapter website should have all updates and discussions displayed. [This would help in point 6 too]. 8. Post-approval package: A package should be sent to the NGO after approval that details AID activities (suggested document: Glimpse of AID; Resources, aidindia.org) and the chapter newsletter, annual report etc. This would also contain the details of what is expected of the NGO, like frequent updates, sending their annual reports, publications etc. Please note that this can be independent of the check request process. It does take some time for the funds to reach the NGO and this package can be sent during such time. 9. Financial Aspect: As project goals tend to change depending on the ground situation, information about how the funds we have sent is being spent would be useful. Requesting the NGO to send an audited financial report is essential. This would help us learn how the funds we've sent is being used, and also about other funding agencies for the NGO. 10. Non-monetary Support: Preparation of posters, presentations, NGO's webpage, training material, creating registers, documenting processes etc. constitutes some of the ways we can assist the NGO. In addition, the chapter is advised to write grant proposals (on behalf of the NGO) for various foundations, trusts etc. in India or the US. However, the chapter must have good long-term relations with the group before venturing into this. Further, if the target villages do not have adequate electricity, we can work towards finding alternates such as the Bijili Bike. Another example would be sharing of health-related material prepared by one of our other partners with the NGO that works in a different area. In other words, facilitating information exchange between NGOs is crucial. Check List for the Project Coordinator: ^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^ When was the last time? 1. You arranged a site visit 2. You discussed about the project in your CSH... did you remember to send out the minutes on projectnews? 3. You updated the projects database 4. You sent out an item on AIDnews/TMIA/Disha about the project? ---------------------------------------------------------------------------- Post-Approval Team: Chandrika Venkat Ramanujam , Nellore Kavitha , Srihari Dukkipati , Harinath Chakrapani We thank Vamsi, Ravishankar, Ravi K, AID-Boston, AID-MD & AID-BA for their valuable input and suggestions.