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Policyadvocacyregionalprojectkathmandu
The document summarizes a session that covered several topics: 1. Concepts of business associations and their role in society. 2. Challenges faced by women entrepreneurs in South Asia. 3. The importance of leadership, governance, and aligning vision and mission with member needs. 4. A buyer-seller activity was held between four women's chambers to discuss generating income, new services, and strategic planning.
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Policyadvocacyregionalprojectkathmandu
- 1. Recap of OurDhaka Session
- 2. • Cleared basicconcepts of What a Business Association is. • Generic Role of Business Associations in a democratic society • Debate on Vision, Financial Position and Ethics • Challenges faced by women entrepreneurs in South Asia • Role of Leadership and Governance • Importance of aligning Vision and Mission with member’s needs • Key learning from Women Chamber Diagnostics done in Pakistan
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- 4. Four Sellers • BangladeshWomen Chamber Of Commerce And Industry, Bangladesh • AWAKE, India • FICCI-FLO ,India • Lahore Chamber of Commerce & Industry
- 5. What was onSale? • Business plan • Generating Income for the organization • Introducing new services • Membership increase • Membership Retention • Strategic Planning • Advocacy • Manuals of the organization such as HR , Accounts • Business Counseling • Group Formation • Sharing of Manuals • SKYPE Calls between interested buyers and sellers
- 6. • If wehave a Template where we can put the demand of the buyers every two month and the seller will respond by delivering the information either in writing or by SKYPE call .It will help to keep record and track the demand and deliverables.
- 7. Did you everAsk yourself “Why am I unable to do what I want to do?
- 8. Stumbling Blocks YOULack ofSkills Political Fights Ouch!
- 9. How Many thinkthey have been unlucky?
- 10. Its for YOUif you fall under these categories Ouch! Stuck! Ouch! Unaware Ouch! Ouch! Fears Ouch! Lethargic Ouch! Yes King Maker! Ouch! Political Pressure Ouch! Leg Pullers
- 11. Choosing the RightLuggage
- 12. You’re going toget hit! The Problem With Dodging Bullets
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- 14. How to becomeBullet Proof? Act Smart Have documentation in place Start making decisions Stop leg pulling Start delegating Start training staff Start training office bearers Create value for members But you can do all that only if………. You are Brave Enough to Say No!
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- 16. Who Owns theChamber? • A member voluntarily invests money by payment of dues on a regular basis in exchange for a perceived value from the chamber. • Members are the first element of an organizational structure. • Members are both owners and customers.
- 17. Are we focusingon Member’s Needs If not, WHAT needs to be done
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- 19. Chamber Services • Networkingopportunities • Advocacy • Member to Member Discount Program • Learning opportunities • Community development through effective CSR • Trade leads • Referral services • Employment exchange • Subsidized consultancy services • Promotion and advertising
- 20. Small Ideas –Big Ideas Creativity is not about creating something new, its about giving a new experience
- 21. Some Findings fromRCCI Diagnostics • Membership services require overhauling to become customer oriented and value driven. • Based on the above point, effective branding and marketing is required to attract new members and retain the existing membership. • Existing infrastructure requires improvement. • Some changes in organizational structure of membership and services department are required. • Systematic process for entertaining an enquiry from member and non-member is required. • Staff is required to undergo trainings particularly in the area of customer services and research.
- 22. New Experience! Existing Service •Business meetings • Concessions • Fax and Email Re-name • Business development and networking opportunities • Membership discounts and concession program • Complimentary Fax and Email service
- 23. Contents Required in Financial& Administrative Manual
- 24. Table of Contents •FINANCIAL 1. Introduction and Objectives 2. Definitions 3. Accounting Principles and Policies 4. Responsibilities of the Finance & Accounts department and Internal Controls 5. Accounting Books of Records 6. Budget & Budgetary Control 7. Fund Management
- 25. • FINANCIAL (…continued) 8.Banking Operations 9. Cash Management 10.Advance 11. Travel 12. Procurement Procedures 13. Fixed Assets Management 14. Financial Reports 15. External Audit and Annual Return
- 26. • ADMINISTRATION 1. HumanResource Administration 2. Recruitment, Selection & Appointment 1. Recruitment 2. Selection 3. Appointment 4. Probation 5. Personal Files 3. Working Hours 4. Leave
- 27. • ADMINISTRATION (…continued) 5.Remuneration & Benefits 6. Staff Development 7. Promotion 8. Health & Safety 9. Disciplinary Procedure 10. Termination / End of Service 11. Leaving Procedure 12. Vehicle Administration 13. Filling System 14. Office Security
- 28. Bring the DesiredChange Through Effective Policy Advocacy
- 29. Lobbying vs PolicyAdvocacy • Lobbying is loosely defined as any attempt to influence specific legislation and is done mostly on One2One basis. • Public policy advocacy is the effort to influence public policy through various forms of persuasive communication by stakeholders.
- 30. What can beChanged? • Legislation • Proclamation (public statement) • Regulation • Legal decision • Committee action • Institutional practice
- 31. Analysis • What arethe problems? • What are the existing policies that cause or relate to these problems and how are they implemented? • How would changes in policy help resolve the problems? • What type of policy change is needed • What are the financial implications of the proposed policy change? • Who are the stakeholders associated with the desired policy change? • Who and what influences the key decision-makers? • What is the communication structure related to policy- making?
- 32. Strategy • Establish aworking group to develop a strategy and plan activities. • Develop your SMART objectives (specific, measurable, appropriate, realistic and time bound). • Position your issue to offer key decision-makers a unique and compelling benefit or advantage. • Identify your resources and plan to build coalitions and mobilize support. Seek out and work with appropriate partners, coalition advocates, spokespeople, and the media. • Plan the activities that are the most appropriate for your intended audience. • Prepare an implementation plan and a budget. • Plan for and combine multiple channels of communication, including personal contacts, community media, mass media (print, radio, TV), and new information technologies such as E-mail and the Internet. • Develop intermediate and final indicators to monitor the process and evaluate the impact.
- 33. Evaluation • Establish andmeasure intermediate and process indicators. • Evaluate specific events and activities. • Document changes based on initial SMART objectives. • Compare final results with indicators to measure change. • Identify key factors contributing to policy changes. • Document unintended changes. • Share results. Publicize successes in a clear and understandable manner to stakeholders.
- 34. Continuity • Evaluate resultingsituations. • If desired policy changes occur, monitor implementation. • If desired policy changes do not occur, review previous strategy and action, revise, repeat advocacy process or identify other actions to be taken. • Develop plans to sustain/reinforce change.
- 35. Working Group Session Usingthe Policy Advocacy Decagon
- 36. Writing a ProblemStatement • Write down the problem in simple words ▫ Who does it affect and how ▫ What exactly happens when the problem occurs ▫ Where does the problem occurs Sample: Low level of women participation in economic activity due to lack of enabling environment
- 37. Write a DesiredState What will happen when change is implemented By changing this law / policy / regulation, there will be more opportunities for women to become more active as entrepreneurs. It will help the region’s economic development and reduce unemployment.
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- 42. What is SocialMedia?
- 43. Social Media isan internet based interactive medium of communication.
- 44. Is social media replacingtraditional news sources
- 45. Social Media isVIRAL
- 46. • Get stakeholdersto see your story. • Start a conversation. • Keep up with sources, find ideas. • Find & capture reaction. • Dig up the past. • Help your audience keep track of an ongoing story.
- 47. Reaching out toreadership▫Facebook (join groups, increase friend’s circle) 900 million ▫Twitter (use #tags) 100 million active users ▫Google+ over 100 million ▫Linkedin Groups 200 million users Most traffic comes from facebook