World YWCA GUIDE TO STARTING A YWCA

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Meetings The chairperson carries out three important functions: 1) PLANS AND CHAIRS THE MEETING • Knows the purpose of the meeting, how long it is scheduled to last, activities planned. • If it is a business meeting (for making decisions), the leader plans an agenda (a list of items for discussion or reporting) in consultation with the volunteer or staff member responsible, if applicable. • Lets the group review the agenda, and adds items if needed • Has the group identified which are the most important items for discussion • Sets a suggested amount of time for each item and keeps agreements. 2) ENCOURAGES PARTICIPATION AND INVOLVES MEMBERS IN DECISION-MAKING • The leader seeks to include ideas, questions, and comments from as many members as possible. • The leader facilitates group discussion and encourages participation, so that: • one person (or a very few) do not dominate • all ideas and concerns are shared • once major issues are raised, the discussion doe#t become repetitive • the group reaches a decision or, if a final decision is not reached, the group agrees on next steps. 3) CONCLUDES THE MEETING WlTH CLARITY • The leader (or someone she designates, such as the secretary) may summarize all decisions, agreements, and assignments. • The leader sets (or reminds the group of) the time and place of the next meeting. The chairperson and all committee members WORK BETWEEN MEETINGS to: • Follow through with actions based on the last meeting's decisions • Plan and prepare for the next meeting. Page 11 of 15
GUIDELINES FOR PROGRAMME DEVELOPMENT The term "Programme” is used in a variety of different ways and with many meanings. Programme is what YWCA members do. It is the services and facilities the YWCA offers in response to the issues, needs, interests and problems of its members and the wider community. It is the manner of involvement and action of the YWCA with what is happening in a local or national situation or in the context of the global community. In essence, programme is the relationship of the YWCA to the world around it. To be effective, programmes must respond to the interests or demands of a group asking for action related to a particular problem. Be Realistic in Planning your Programme A feasibility study or survey is essential, before beginning any programme. This consists of fact-finding in relation to the needs of women in your country. Start from the reality--from your own members and their needs, from related groups and their needs. Get to know the trends, the changes, the problems in your local situation. See how these relate to the current social, economic and political situation in your country. Find out what other organizations may be doing in the form of development plans and programmes. • Plan the programme content, including the timing aspect. Set goals and objectives for the programme. • Consider the continuity of the programme. Take into account your human and financial resources and long-term capacity to sustain it. • Decide who will run the programme. • Work out the financing of the programme by drawing up a budget and identifying sources of funding. • Plan the system of reporting and evaluation of the programme, who will be responsible for it and set deadlines for such reporting. • Programme planning is a group activity and should include all those involved in the programme. Evaluation Keep programme alive by knowing what you are doing, why you are doing it and for whom. Evaluation should take place at every stage in the evolving of a programme, using the following questions: • What are you doing? Why are you doing it? And how? • Have your members asked for this specific activity or activities? • Are you meeting the goals you set? • Will the programme bring about constructive changes and attitudes? • Will it involve people and encourage them to take initiative in doing things for themselves in their own surroundings? The following two papers offer guidance for beginning an income-generating project, or formulating a funding proposal to find financial support for your project or programme. Page 12 of 15
Page 1 and 2: GUIDE TO STARTING A YWCA World YWCA
Page 3 and 4: FOREWORD This Guide to Starting a Y
Page 5 and 6: important responsibilities. A volun
Page 7 and 8: The First Eleven Steps in Forming a
Page 9 and 10: welfare of the association, althoug
Page 11: GUIDELINES FOR DRAWING UP A NATIONA
Page 15 and 16: SAMPLE PROPOSAL FORMAT Section Titl

World YWCA GUIDE TO STARTING A YWCA

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