1. sports
2. basketball

How to build an organization or
program
FIRSTLY THE CHECKLIST
• Everything you do needs to be done in a
checklist.
• When you know how to do everything you will
usually find that it is fairly simple. However
until that time things can usually get pretty
confusing and sometimes overwhelming.
• The reasons for this are usually
– You weren’t trained with a checklist so that you
could grasp everything quickly and simply
– You don’t work with a checklist so to cut down
hours of thinking and going over everything to
make sure it is all done.
• Checklists in the simplest form are nothing
more than a very brief description of the
activity and a statistic to measure how the
production is going.
• For those in leadership roles statistical
checklists will save you hundreds of hours in
monitoring not only how a task is going but
also if it is being done in the first place
How to train someone
• So lets start with how to train someone.
Because the import person that you need to
know how to train is yourself.
• The reason that a lot of programs don’t work
is because most of us leave this responsibility
up to our boss, senior or supervisor. And if
this person doesn’t have the organizational or
personal skills then things usually go to pieces
or don’t happen at all.
•
•
•
•
•
•
•
•
Training checklist
Overview (Brief training)
Step by step
Show them
Watch them
Let them do it on their own
Have them teach some (or you)
Monitor them
Detailed training and start again by going
through step by step again
• What people don’t get is that training
continues long after someone is able to do the
work. Not everything you teach will be
absorbed the first few times you explain it.
• And things can all ways be improved.
• I have always had this rule that says
– Training only finishes when they can do every
component better than you. This includes being
able to teach others
And that is usually when you will be come the
student again whether you are their boss or not.
• IMPORTANT NOTE:
• If you don’t teach others to teach you will lose
thousands of hours teaching others
continuously for the same role in the future.
• And for a leader it usually means that your
organization or project is not going to move
forward very quickly.
Barriers to learning
• There are usually 3 major barriers to learning.
– 1) Misunderstood words
– 2) To high a gradient
– 3) Lack of mass (can’t visualize it)
Misunderstood words
• If you are using words that a person doesn’t
understand you may as well be speaking
another language as you are wasting your
time they are not going to get it.
• Most people will just try and guess rather than
stop you. Guessing doesn’t have a great
success rate so again you are just wasting
time.
• SOLUTION
• When I take responsibility for my own learning
and I don’t understand the words I will usually
ask what each word means. Or I will ask them
to pretend they are teaching a three year old
and start again.
• Teach people like they are three, not in a
degrading way but in a simple way.
• The idea of only educating those that are all
ready educated it silly and not practical.
To high a gradient
• Remove the first 7 steps of a ladder and see
how easy it is to get to the top. Very very few
can do it. And if they do it is because they
have used a method that didn’t need a ladder
in the first place (eg climbing a pole)
• Leaning is no different. Many kids that didn’t
understand math early on were just told to
keep going. And they just grow up not being
able to do or enjoy it
• SOLUTION
• Break everything down into small steps. If you
have to teach a three year old you will soon
learn what every little step is.
• There are so many things we do naturally
(meaning we learnt it previously) that we
some times just take for granted that
everyone else already knows how to do.
• Take that for granted and again you are
wasting your time because they are not going
to be able to do it.
Lack of mass
• If I said to you I want you to go wash the tractor
and you have never seen a tractor before you are
not going to understand what I am talking about.
You might have been taught that it is piece of
machinery used to pull other farm equipment
around. But you would not be able to pick it up
out of a line up usually.
• What if I tell you to get the keys to the tractor
and when you get to the board of keys there are
10 sets and you don’t know which one it is
• Or what if I tell you to make me a cake. There
are thousands of styles of cakes so how would
you know which one I would want.
• Creativity is a basic step of problem solving
because it is the skill of being able to close
your eyes and see something that you or
others have never seen before.
• Highly creative people can see things that you
explain with out having to be able to have
seen it before. But they are rear. But their
imagination will never see what yours does
this can be good in the sense that these
people can give you more than what you
asked for or something better, or it can be bad
in the sense that you will get something that
you didn’t want or need.
• So make sure you show them first and make
sure that they get ever step.
SIDE NOTE
• Have a look at this scale
•
•
•
•
•
Pain / pleasure (motivation skills)
Find a problem (observation skills)
Create an ideal scene (creative skills)
Find a solution (problem solving skills)
Do the solution (organization, people and
motivation skills)
• We are motivated in two ways getting pleasure or
getting rid of pain.
• For the humanitarian most of us either
experience pain or experience pain of seeing
others in pain.
• Wanting to get rid of this pain is what will get
most people involved or started
• When they start if the pain reduces and the
pleasure increases then they will stay involved
• If not they will leave
• Usually how the pain decrease and how the
pleasure increase for most is irrelevant. But good
to know if you want to be able to control or
monitor continuous pleasure in others.
• Once the pain (or uncomfortable feelings) start
then we look for a problem. Being able to
understand how things move in relation to others
is important. Knowing how an engine works will
help get the wheels moving.
• A mechanic learns first how an engine moves in
relation to its other parts then he is able to
observe a symptom of the problem and follow it
back until he finds the source of the problem.
• Through his study he was given a long list of
solutions for different problems.
• Highly creative people were the ones that
designed these engines and also designed
solutions for the problems that come with
these engines.
• The point here is this. People that have a high
level of motivation, observation, creativity,
problem solving, organization, people skills
are the ones that will be able to start
programs from scratch.
• Others will need help
• Once we find that problem we then need to
think or how we want the situation (or scene)
to be.
• After that we need to find a solution that gets
us from A to B
• Then we need to implement the solution and
actually get to point B. If we don’t get there
we need to start again on the scale until we
get there.
• Again highly creative people or visionaries are
able to do step three which is to see what it
should be like. People that can do this step
well are rare. It is a skill the mankind hasn’t
worked out yet how to teach very well. But a
simple solution is to walk someone into a
room and show them. “This is what it needs
to look like when you are done” If you can’t
do it yet take them to somewhere that can.
What it they don’t have a skill
• Pain / pleasure (motivation skills)
– You need to show others that they can decrease pain and
increase others (its called inspiration at this level) The bad way
to do this is to increase their pain until they do it.
• Find a problem (observation skills)
– You will need to assess the area for them
• Create an ideal scene (creative skills)
– They need to be shown the ideal scene
• Find a solution (problem solving skills)
– Give them the list of solutions (usually called training)
• Do the solution (organization, people and motivation skills)
– Here you will need to motive people (give them pleasure) and if
they run into a lack of people or organization skills you need to
give this to them also, if you don’t give them the skills to solve
their problem or pain they will go
• People are attracted to pleasure and withdraw
from pain. When they don’t withdraw they
become stressed, depressed and sometimes
suicidal.
• If they can’t create pleasure or move toward
pleasurable things then the above symptoms
become constant.
Overview
• The reason this is the most important step is
because people only absorb information that is
relevant to them and their goals. Remember all
that information you were taught at school that
has nothing to do with any interest or goal - You
don’t. And in most cases it didn’t sinking in the
first place.
• When you show people what it is they are
producing they then take every piece of
information and picture it and walk it through in
their minds.
• Example.
• Task
– Talk to Kelly she will give you the database
• Task
– Call everyone and see if they want to get involved
• Task
– Book them in
• Task
– Then send the bookings to the relevant person.
• With out the overview this information is
useless
• The person doesn’t understand what they are
doing or how to relate and process and
remember the information you are talking
about. People don’t remember words very
well, but the remember pictures much better
whether it be created in their imagination and
or if they say it first hand.
• Overview
– Keeping all our admin role positions filled is one of
the most important part of the organization. If we
have none filled then we can’t do anything at all
and if we only have some filled then our other
admin staff get stress and quit quicker and many
tasks are prioritized and others are not done at all
– Your job is call people on the database and find
people that are interested in trying these positions
and then book them into see gary
• Now that makes a little more sense.
• But now here is the problem
– Can you recite all the tasks
– How many were there
– If you think you got them all how confident are
you to now teach someone else what you just
learnt or even do a seminar on it
• When you were first trained without the
overview the mind was trying to picture what
was going on and it formed the best picture it
could, and then it filed it.
• Then the overview was given and the picture was
different.
• But believe it or not even though you have all the
information you need, all you really have is 2
incorrect pictures even though the task is short
and simple
• Now lets look at this in the correct order and see
what happens
• Overview
– Keeping all our admin role positions filled is one of
the most important part of the organization. If we
have none filled then we can’t do anything at all
and if we only have some filled then our other
admin staff get stress and quit quicker and many
tasks are prioritized and others are not done at all
– Your job is call people on the database and find
people that are interested in trying these positions
and then book them into see Gary
• Example.
• Task
– Talk to Kelly she will give you the database
• Task
– Call everyone and see if they want to get involved
• Task
– Book them in
• Task
– Then send the bookings to the relevant person.
• The mind now created a picture or a map if
you like and you will most likely feel a lot more
confident on what you need to do.
• But there is one way do give her a much
better way of visualizing it. That is what is
called a production map.
Production map
Vols can’t
contacted
after 3 weeks
Archived
New vols
on
database
Total
names on
database
Volunteers
called
Vols said No
Vols said yes
Booked for
interview
with Gary
Sent
to
gary
• See how simple it is now every step and chose is laid down
and there is no confusion. All that is needed now is to get
her good and enjoying each step. This is a good thing to do
for trainers as well. You will soon find what is missing from
your training when you do this.
• Now that the overview is done which is just
another name for a brief training, it is time to
walk them through it step by step
• So you would walk her to Kelly. Get her the
database, now she knows what that looks like.
• Open the database and show her which
names to call.
• Now call one so she can hear you do it.
• If a volunteer says no you will show her how to
archive it to keep track of who you have called
and get them off your database so you don’t
accidently call them again.
• Then when a volunteer says yes you will show her
how to book in a volunteer.
• Then you will show her how to notify Gary that
someone is interested.
• After that you will let her do one.
• At this point you all looking to see what she
observed and did well and what she missed
• Explain if you like, do it again also is best but
make sure you see her do it after that.
• Let her get used to that then give her the
more detailed training and then spend more
time with her again and observe that she has
those skills also.
• The next step is monitoring.
• There are two types of monitoring that you
need to do.
• The first type of monitoring is the production.
This is done in the form of a statistic. (or stat)
one stat for each task. In this case the stats
would be as follows
• Lets go back to the production map
Production map
Vols can’t
contacted
after 3 weeks
Archived
New vols
on
database
Total
names on
database
Volunteers
called
Vols said No
Vols said yes
• Every box would be a statistic
Booked for
interview
with Gary
Sent
to
gary
• New vols on database
– This tells you if the person who scouts or collects
names is doing their job. It also tells you if this girl
has enough to do her work
• Total vols on database
– This also tells you if there is enough work to do.
“0” new vols is not a problem if there are “300”
on the database and she only averages 40 calls a
day.
• Vols called
– This tells you exactly what she is doing or getting
done
• Vols couldn’t contact after 3 months (3 calls
minimum on diverent weeks)
– This tells you names that have expired. If you don’t
get them in three months then they are no longer
probably interested. Volunteers that take months to
contact are usually more admin work than they will
give you back. So don’t worry about cutting them.
• Vols no
– When archiving volunteer you would want to know
the difference between one that couldn’t be
contacted and ones that say no. If 90% said no then
you need to would on the persons phone calls where
if most are not being able to be contacted then it
might be the database that you need to fix.
• Vols Yes
– 10 vols that say yes when you need 100 is bad but if
you need 8-12 its good. 10 vols that say yes about of
20 calls might be good. Out of 100 calls and its not so
good. Its interesting to note here that most statistics
on their own don’t mean a lot.
• Vols booked
– There is a difference between one that wants to be
involved and one that actually gets booked in for an
interview to one that is approved after the interview
to one that actually starts to one that actually stays.
Know a car breaks down is useless if you don’t know
which part of it is broken
• Send to gary
– And finally you need to know if it was sent onto the
next person that needs it.
• Now that you have sorted what to report you
need to know sort out how to report.
• The best way to do this is to give them two
charts. Obviously the first it the production
map that tells them what work to do and the
description of the stat.
• The second is a chart that they can write their
stat into.
• Now in the case of this particular job. There
are nine possible stats (or steps)
• It is important that they write down all. This is
important for three things. Themselves so
they can improve that. For their senior to
monitor in detail, and also for the committee
for future investigations.
• But realistically if 9 statistics were reported
for every task then as far as the committee
was concerned then it would defeat the
purpose of statistics which is to be a very brief
summary to see how they entire organization
is going in one page and 30 seconds.
• So the committee is usually interested in the
start stat and the finish stat. In this case how
man new vols in the database and how many
vols booked.
• But if you notice her starting stat is someone
else’s finishing stat and the same for her. Her
finishing stat is Gary’s starting stat. And in
turn Gary’s finishing stat would be how many
new admin staff that started on the job.
• So really each job needs one stat as far as the
committee is concerned.
• There are two other stats that would be included.
– Stats that monitor current problems that have been
prioritized by the committee
– And stats that show the vital statistics that if crashed
will crash an organization or major project or do the
most damage. In the case of a car are things like
• Amount of fuel left
• Oil warning light
• Temperature of the engine
• For most organization is it is about
– Number of weeks left of funding
– Number of staff
– Number of clients
– Number of programs completed
– Number of program cancelled
• Now back to the example of booking admin staff
it would look like this
• Noting that the ones in red are the ones that
would be sent to committee.
• But in a lot of cases the committee would want to
investigate further and would not only need to
see this weeks stats but at least 6 weeks prior and
possible 12 months prior
Now back to the example of booking
admin staff it would look like this
Week 1
Week 2
Week 3
Week 4
New vols in
database
24
7
18
0
Total vols in
database
24
22
19
11
Vols called
24
22
19
0
Vols no
archived
4
10
4
0
Vols
uncontactable
after 3 weeks
archived
0
0
4
0
Vols yes
5
10
0
0
Vols booked
4
11
0
0
Sent to gary
4
0
11
0
• What ever the stats are they must include
– what it was the stat of things before she starts
(new names on database and total names of
database)
– What she did or how she changed things (vols
called, vols no, vols uncontactable, vols yes, )
– How she finished or handed it to the next person
(vols archived and vols booked)
• After a while you will then see where a
statistic needs to be in order for it to sustain
itself or the organization
• In this case you need 40 staff. You then will
work out an average turnover through other
stats (eg, 4 staff leave every month)
• So you need to then average 4 new staff a
month
• But if you were to hire 10 staff a month and had
nothing for them to do then you would lose them
faster than if they had to much to do.
• So the stat of admin started which was Gary’s stat
in the previous example needs to be 4.
• Now remembering our traffic light system where
green means good and needs not attention,
orange means ok but needs attention and red
means things are not okay and it needs
immediate attention.
• You would then end up with the following
information
•
•
•
•
STAT: New admin staff started
GREEN = 4
ORANGE = 2
RED = 1
• And one of the biggest time waster for leaders is trying
to find out or remember where stats are suppose to be
• Also marking them in colors you can see straight away
what state it is in and what it’s the dominant color and
what areas need help first
• So stats are best organized as follows
< or greater than
> Or less then
Green Orange
Red Week 1
Week 2
Week 3
Week 4
New vols in database
30 <
29>
20> 24
7
18
0
Total vols in database
40<
39>
20> 24
22
19
11
Vols called
20<
19>
10> 24
22
19
0
Vols no archived
4>
5<
12< 4
10
4
0
Vols uncontactable
after 3 weeks archived
4>
5<
12< 0
0
4
0
Vols yes
12<
11>
8>
5
10
0
0
Vols booked
10<
9>
6>
4
11
0
0
Sent to gary
10<
9>
6>
4
0
11
0
Interview arrived
8<
7>
4>
3
0
8
0
Interviews approved
6<
5>
2>
3
0
7
0
Admin staff started
4<
3>
1>
1
2
6
4
• And the committee will get
< or greater than
> Or less then
Green Orange
Red Week 1
Week 2
Week 3
Week 4
Admin staff started
4<
1>
2
6
4
3>
1
• The first two weeks didn’t go well but thing over the
last two weeks are good so no need to worry here
• If the committee where seriously short of staff they
would walk over to the green category and change it to
an 8 for a few weeks
• Or simply give Gary an order to deliver 8 for a while
• But realistically Gary would be monitoring another stat
which is staff needed and he would fill that every time
• Stats save you, others and the organization
thousands of hours of painful unfun work.
• They should only every take a few minutes
MONITORING CONTINUED
• The second kind of monitoring is about the
welfare of your staff and in the case volunteers
the same thing will monitor if your volunteers are
getting paid
• Volunteers are paid in pleasure.
• The thing to understand about pleasures is that it
is a state of being
• You don’t get it you are it
• Meaning that the higher your emotional state the
more pleasure you feel
• A kiss from one guy will give one girl a lot of
pleasure
• A kiss from the same guy to another girl might
cause fear or other negative emotions
• So what this means is that it isn’t something
that is given
• Some experiences send out emotional state
and pleasure levels (same thing) up
• Some experiences send it down
• What you need to work out is what makes it
go up and what makes it go down
Lets have a look at the scale
• The higher you are on the scale the more
pleasure you feel
• The lower you are the less pleasure and more
pain.
• Pleasure starts above boredom
• Pain starts below boredom
• Boredom is the state of no pleasure.
• Now it is important to understand that as pain
is relieved or lessened the person feels better
• As pleasure is reduced a person will feel worse
• That is why anger can feel really bad when you
are headed down
• But when over coming suppression (you are
usually in fear at this point) of some kind from
another anger feels good and liberating.
• Have an exhilarating period of time and go
back to cheerfulness and you can feel upset
that you can’t get back there.
• It is also good to understand that people in
overwhelm (pain of some kind) what to do
nothing. They want enough time to get
bored. This is about relieving pain more than
getting pleasure. But once the pain is all gone
they will naturally want to reach for pleasure.
• So why is this important?
• It is important because their emotional state
around you or your organization is more about
where they come from on the scale in their
normal life.
• If they are in grief all the time then doing a boring
job on their own is something they will be
attracted to. But someone who is cheerful
normally will not be attracted to the boring job.
• It is important to remember that everyone has
2 emotional states. The real one and the
pretended one they show you.
• Remember the last time you were going
through a bad stage of life that you hated.
And then someone walked by and said how
are you doing. Remember your response.
“I’m fine how are you”
• You lying *&^*%$
• That’s why we focus on body language more than
verbal.
• The heart beats at different speeds and strengths
at each emotional level. The breathing is the
same. Most of the body works differently at
different stages.
• If you are angry but are pretending to be happy
your heart still beat in anger and so does your
breathing.
• If you slow your breathing you will slow your
heart rate and your emotional state will change.
Which emotion will depend on which emotion
your breath imitates. Long soft breaths that are
held for a short time between each breath will
usually relax you and pull you out of anger almost
immediately.
• So remember you are monitoring their emotional
state not what they tell you their emotional state
is.
• A small amount of practice will improve your
skills at this very well.
• Also note that you don’t tell people what there
emotional state is or tell them to change it. It will
usually take them to anger and want you away
from them.
• Tell an angry person to relax and see what
happens.
• Also you can crash them if you guessed
differently to them
• Monitoring their state is for you to evaluate
the following
• Do they like what they are doing
• Do they need help
• Will they be able to achieve their task
• Will they stay as a staff member long term
• Now the lower you are on the scale the less
strength you have against things that will pull
you down.
• In other words the more you will avoid.
• The great thing about the emotional scale is
that you can see them fall on it.
• Problems make you fall
• Low people make you fall
• Something you can’t do make you fall
• High people lift you
• Achieving things lifts you
• This is the biggest predictor of whether a
volunteer will stay or leave.
What happens after monitoring
• Monitoring only tells you the condition of things
it is just an observation tool
• Now you need to create an ideal scene if you
don’t have one (this is what your green stats are)
But you will need to keep doing this for new
problems that are discovered.
• Your should be to
– Achieve production targets (or get the job done)
– Increase volunteer pleasure (or make sure they get
paid)
– Decrease admin hours and problems (decrease pain)
• Do that and you organization will run
smoothly
Learning check
• Probably the 2 most important things in
training someone doesn’t seem to be in many
training programs
–1
Trainer taking responsibility to make sure
the student understands and can apply the
material
–2
Checking that the student understands
and can apply the material
• So how much of the responsibility should be
the trainers and how much responsibility
should be the students. That’s easy. It is
100% the responsibility of the student to
learn. And it is 100% the responsibility of the
trainer also.
• A trainers job is not to just give them the
material. A trainer is entrusted with the
responsibility to make competent workers
• When that doesn’t happen look at the training
structure or trainer
• Remember the purpose of training to get
someone competent in a particular activity.
You have to see them apply what you have
taught.
• Only then will you know what they did or did
not understand and only then will they also
know.
• And competency is really the only way they
will stabilize in a role and stay long term and
to what you need.
• So lets do organization training
• Firstly by looking just at the production maps
see how much things become simple in a
short amount of time
• Each box is a task and a stat, the map is also a
checklist of work needed to be done
• You can even highlight boxes red green or
orange to show each stages condition.
RECRUITMENT
Volunteer
scouting
Allocated
to program
Volunteer
enquiry
trained
Web
site
Web site
application
form
Recruitment
email inbox
Call volunteer
interview
Book interview
Booked for
training
approved
Missed 1
training
Not
approved
Missed 1
interview
Missed 2
trainings
Notify
applicant
Missed 2
interview
Missed 3
trainings
archived
Missed 3
interview
archived
archived
Do or
find
I/C
Train
I/C
How to build recruitment
Create
recruitment
folder
Create
web
site
When
interviews
exceed 10 a day
Find
interview 1
When
interviews
exceed 20 a day
Find
interview 2
When
interviews
exceed 30 a day
Find
interview 3
When
applications
exceed 2 hours
Find
interview 2
When
interviews
exceed 40 a day
Start new
recruitment
team
Program
I/C
Grants
Budget
amount
needed
Committee
approved
Scout for
appropriate
grants
Prioritize
grants
List of
organization’s
particulars
Grant
writer
1
Resource of
successful grants
and answers
Grant
writer
2
Allocate grants
to writers
Grant
writer
3
Grant
writer
4
Grants sends
final report
Grants writes
final report
Program
writes weekly
reports
Grant
Check
editor
Archive and put in grants
calendar for next year
Program
spends
money
Create allocation
of funds for
programs
Grant
unsuccessful
Grant
successful
Send
grant
Do or
find
I/C
Train
I/C
How to build grants
Create
organization
particulars
Find
grant
scout
When grants
exceed 2 a
month
Find writer
1
When grants
exceed 4 a
month
Find writer
2
When grants
exceed 6 a
month
Find writer
3
When grants
exceed 8 a
month
Find writer
2
When grants
exceed 10 a
month
Start new
grants team
Receive final program 5
weeks before program
reminder email to vols
10 days before program
Volunteer management
Contact president
immediately of any matters
that can’t wait 48 hours
reminder email to vols 9
days before program
Write up
debrief
document
reminder email to vols 8
days before program
Vols confirm
to vol
management
Contact
clients
Total
clients
attending
Admin day 6
days before
program
Program
day
Fill in statistics including
volunteer attendance
from last program
Send out debrief
document within 48
hours to committee
Transport
clients
home
Debrief
children
and vols
Brief children
and
volunteers
Carry out
program
assign vols
to transport
clients
assign vols
roles
Volunteers needed = one volunteer per
child + I/C + 2nd I/C + 1 team leader for
ever 6 volunteers (or team of vols)
Contact and correct
vols that failed to
confirm on time
How to build vol management
Do or
find
I/C
If still doing I/C role
hand over
Find 10
volunteers
Find 6
clients
Find
Team
leader 1
Find 10
volunteers
Find 6
clients
Find
Team
leader 1
Find 10
volunteers
Find 6
clients
Find
Team
leader 1
Find 10
volunteers
Find 6
clients
Find volunteer
coordinator
When 4 teams fill
start new division
Find
admin
person
Find
Team
leader 1
Find
programmer
Administration
Create list of admin and legal requirements that are needed to be done for
your organization to work
Create report to show status of all admin and when admin is due
Delegate those roles
Have roles report with statistics
Submit report to committee on the state of admin
Check if there is anything that needs to be added to list
Do or find
I/C
Once 5 admin
teams are in place
start a new division
and find another
I/C if more admin
staff are required
How to build admin
Once work load exceeds 3 hours
Find admin person 1
Once work load exceeds 6 hours
Find admin person 2
Once work load exceeds 9 hours
Find admin person 3
Once work load exceeds 12 hours
Find admin person 4
Once work load exceeds 15 hours
Find admin person 5
Find coordinator to run 5 admin
staff
Once work load exceeds 18 hours
If any team has 6 admin people
find another coordinator & divide
up staff
Find admin person
6 plus another
coordinator and
divide staff into 2
teams
12 month
plan
Committee
approved
Programming
Do monthly program
checklists for 12
months in advance
8 weeks before program finalize pricing
for excursion and confirm booking
Get final approval for program
including budget approval
Send program report to committee no
later then 48 hours after program
Send finalized program to I/C 5 weeks
before program
Write up program report
Organize up front cheques or
payments to be made
Organize any other outstanding
payments to be made, example,
reimbursing volunteers
Program day
How to build programming
I/C to find Programmer to complete overall checklists
Find second programmer to complete smaller developmental
activities at the program
Finances
Download monthly
statements or accounts
Attach yearly statement
to annual report
Attach auditor summary
to annual report
Create ALIV monthly
statement for accounts
Have accounts audited
by appropriate auditor
Send annual report to
department of charities
Volunteers write out
requests for money
Create ALIV yearly
statement
Write, disperse cheques
on approved expenses
Create ALIV yearly
statements for accounts
Create monthly finance
folder for each account
End of financial year
Staple receipts on left
side of folder
Staple bank and ALIV
statements on right side
How to build finances
Find some sucker to do finances
When hours exceed 3
End goal should be each program
doing their own accounts and
checked by the treasure
Find treasurer assistant
Divide up accounts
Legal requirements
Client management
How to build client management
Starting a program from scratch
Correction
Centralizing management
• Verses keeping the programs indipentant
Afp clearances
Memberships
SYSTEMS
•
•
•
•
Work it out
Map it out
Hand it out
Monitor it
Client Management
Dimia and
GSL Liaison
Programs Management
Administration
Volunteer Management
100
How to start a charity
Working with overwhelm
How to start a program from scratch
Checking
Notes
• Talk about how stat maps will help find false statistics
that are given by underdeveloped volunteers.
• In the step have them teach someone, talk about it is
the trainers responsibility to check that the student
understands. People lie or think they understand when
they don’t so asking the student to you understand is
more about seeing if they have questions than it is
really checking. They only way to check is to see if they
can actually do it and then actually teach it to another,
you are also preparing them for leadership at the same
time so it is mltitasking