Professional Documents
Culture Documents
Table of Contents
Page
Purpose …………………………………………………………………. 3
Appendix
Organization Chart
3
Purpose
This purpose of this paper is to provide the PTF Board of Directors with a comprehensive
presentation of the organization's prospective strategies and to secure the Board's
approval so that the new Strategic Plan can become operational. To this end, the paper
identifies and analyses the options available to PTF, considers its strengths and
weaknesses, defines a set of goals and actions for each key strategic area with deadlines
and proposes Board and management responsibilities for their achievement.
Background and Context
PTF’s Role
Partnership for Transparency Fund (PTF)1 was started in 2000 to explore, support and
promote new modalities to meet civil society’s demand for good governance. Improved
governance - greater accountability, responsiveness to citizens and transparency and
honesty in the use of public resources - is seen as critical to achieving improved
development outcomes.
PTF is a not-for profit corporation registered in New York State consisting of 25-30
Members who elect a Board of Directors and appoint a Board Chair. The Board in turn
appoints new Members as needed, a President, Secretary and Treasurer and various
committees to help manage its business. All positions are subject to fixed terms.
PTF provides grants and technical assistance to Civil Society Organizations (CSOs) that
work to improve transparency and accountability of public agencies. PTF seeks CSO
grantees that are in the front line in generating an internal demand for better governance.
PTF supports projects that give voice to civil society, demonstrate the value of
constructive partnerships between government and civil society, and result in capacity
building through action learning. PTF recognizes that for civil society to play a key role
in holding governments accountable to their public, CSOs must be, and be seen to be,
financially independent both from government and from other powerful vested interests,
including the major donors and international financial institutions (IFIs).2 PTF grants help
make this possible because it is independent, represents no vested interests whatsoever,
and is a minor player posing no threat to public authorities.
Since it was set up in 2000, PTF has established a strong track record, making more than
150 grants for a total commitment of around $3 million of which 90 per cent has been
disbursed (see Table 1 for data on grants and Annex 1(Pierre are we going to include the
list of projects?) for the list of projects that PTF has supported). The number of grant
approvals has rapidly expanded in recent years with 36 grants awarded in 2009 and a
target of some 40 grants in 2010. The average grant size has remained relatively constant
1
. PTF is registered in New York State as a not-for-profit company with charitable status
2
This need not exclude some government funding provided it is a minor part of the CSO’s funding and does not
compromise the independence of the CSO.
4
in nominal terms and declined in real terms. Average grant size in 2009 was US$23,646,
roughly the same as in 2001. About two-thirds of PTF financing has been for projects that
focus on reducing corruption in public sector service delivery, with the remainder for
projects supporting media campaigns, corruption surveys, and legislative work.
PTF draws on exceptional international experience. Its Chair is Anabel Cruz from
Uruguay, the President/CEO is from the UK and the Secretary and Treasurer are from the
USA. PTF’s Board Directors come from countries across the world -- currently
Bangladesh, Germany, Holland, India, Kenya, Russia, and USA, the UK, and Uruguay –
all with exceptional experience in both running civil society organizations and in
managing development aid. As required by law, PTF appoints Members, who elect the
Board Directors; the Members and Advisers are even more diverse than the Directors.
PTF has recently conducted an extensive exercise to think through its vision and mission.
PTF’s vision is:
PTF has two complementary activities: (1) making small grants to CSOs to fund anti-
corruption projects; and (2) providing experienced specialist advice sharing good
practice. PTF operates as a challenge fund inviting qualified CSOs to submit project
proposals that must: (i) be a specific set of time-bound activities designed to have a direct
impact on corruption; (ii) involve direct interaction with public agencies and/or be part of
a media campaign against corruption; and (iii) as far as possible have a measurable and
sustainable outcome. PTF selects less than one in four of the grant concept notes it
receives, and then works extensively with the applicants to strengthen project design in
the preparation of their grant proposals. In selecting projects to support, PTF looks for
projects that innovate, are tightly focused, have a credible chance of having some real,
identifiable and sustainable impact on corruption and that have the potential for
replicability
PTF views the provision of expert advice to underpin its grant funding as the most
valuable component of its activities. PTF operates through a network of development
5
specialists who are highly experienced in governance work and willing to contribute their
knowledge and expertise as unpaid volunteers. These ‘staff’ and ‘Advisers’ evaluate,
manage and monitor PTF’s grants and activities. The Advisers donate their own office
resources for their work. Advisers may visit CSOs, often as an extension of other
business travel. Their activities are coordinated by Advisers who serve as regional co-
ordinators.
CSO projects supported by PTF have fallen into one of seven categories:
• Monitoring of public contracts for procurement, public auctions for the sale of
public assets, and privatization of public companies;
• Public expenditure tracking and initiatives to strengthen systems of financial
accountability;
• Monitoring service delivery (e.g. school text book distribution, public health
service delivery, public works, etc.);
PTF’s website (www.PTFund.org) provides details of the projects which PTF has
supported, as well as the criteria for initial appraisal of requests; and the evaluation of
completed projects, together with full background information about PTF and its
operational guidelines. These guidelines have been recently revised and will guide our
grant giving activities over the period of the Plan. We will continue to focus on the areas
listed above.
PTF has established a credible delivery system to achieve its mission. Initially, PTF
operated across the world without intermediaries, identifying, appraising, and then
assisting its partner CSOs to ensure a project is well conceived and based on best
practice. Once a grant agreement is signed, PTF monitors implementation and finally
arranges in as many cases as possible for an independent evaluation to review project
implementation and assess outcomes and impact.
launch a new initiative called FONTRA in the southern cone countries of South America,
based on the PTF model. ICD manages a Regional Fund for the Promotion of
Transparency, FONTRA, to which PTF contributes and also provides the technical
expertise and oversight. FONTRA has received funding from IADB’s Multilateral
Investment Fund and from private companies. This arrangement terminates at the end of
2010.
PTF has been experimenting with other delivery mechanisms, building on its experience
with FONTRA, and to seek opportunities to create a critical mass of CSO interventions in
selected countries. As a result PTF currently employs four delivery models:
Model 1. PTF makes direct grants to credible CSOs who submit project proposals that
meet our criteria relating to objectives and design without involving any local
management partners – the original approach.
Model 2. FONTRA/ICD.
Model 3. PTF works through a local partner to jointly mount a program supporting CSOs
in a particular region. In this case PTF secures the funding, is responsible for its
administration and evaluates the grant proposals. The local partner helps identify and
assess the competence, suitability and bona fide of the applicants, and helps appraise,
monitor and evaluate projects, based on its comparative advantage of geographic
proximity and local knowledge of the CSO sector. PTF provides technical advice to the
local partner and management oversight. In South Asia, PTF is partnering very
successfully with the Public Affairs Centre3 (PAC) in Bangalore.
Model 4. PTF works through a local partner to jointly mount a program supporting CSOs
in a particular country. The aim would be to support complementary and potentially
reinforcing CSO projects in a single country with a view to achieving a critical mass to
make a significant impact on corruption. PTF’s role would be similar to Model 3. PTF
has successfully piloted this arrangement in the Philippines and Uganda.
PTF has been the subject of two independent evaluations, the first by Alexander Shakow
in early 20054 on behalf of UNDP and the second by Catherine Gwin and Silvia Saborio
in 20085 on behalf of the World Bank. Both evaluations were highly favorable. Shakow
concluded that PTF had evolved a sound business model to support small but often
important anti-corruption projects. Gwin and Saborio found that 85 percent of PTF
supported projects had been successfully carried out and that the planned activities and a
majority had achieved the outcomes sought. Overall the impact was assessed as
significant; in some cases both measured and very substantial. In addition, an informal
3
See www.pacindia.org
4
An Evaluation of the Partnership for Transparency Fund (2000-2004) by Alexander Shakow, March 2005.
5
Fighting Corruption and Promoting Transparency in the Public Sector: An Independent Evaluation of the
Partnership for Transparency Fund By Catherine Gwin and Sylvia Saborio, May 2008.
7
internal assessment of 47 projects in 2006 concluded that over 60% achieved a moderate
to significant impact6. However, the absence so far of any systematic measurement of
impact has led recently to PTF establishing a more concerted effort to derive more robust
measures of impact7 through better monitoring and evaluation. This will be carried
forward during the period of the Plan.
The independent evaluations made clear, and PTF has accepted, the need to: (i) put in
place a core administration less dependent on volunteers; (ii) develop local partnerships
to enable PTF to benefit from enhanced local knowledge of the CSO sector, and (iii)
make greater efforts to share the lessons of experience among grantees and advisers. To
implement these recommendations and reinforce PTF’s core management, in January
2009 PTF appointed a Chief Operations Officer who receives a monthly honorarium.
Financial management and key administrative services are contracted out on an hourly
basis.
PTF staff and advisors have increasingly shared project successes and this has helped
them to guide CSOs to strengthen project proposals. Due to administrative constraints,
this process has been somewhat ad hoc.
PTF’s activities have been guided by a five year Business Plan that was approved by the
Board in 2007. Since then there has been a considerable expansion in PTF’s activities
beyond that envisaged in the business plan made possible by a five year £2 million GTF
6
Partnership for Transparency Fund, Secretary’s Report to 15th Board Meeting, December 2006
7
PTF has established a M&E working group led by William Eckert
8
grant from UK DFID in 2008 and World Bank DGF Window 1 support in the form of an
annual grant of US$400,000. Also, the World Bank DGF provided a US$150,000 grant to
undertake a study of the Bank’s support for the demand for good governance. In addition,
very recently the Japanese Social Development Fund has approved a US$3 million grant
to fund third party monitoring of selected World Bank projects in South Asia.
These growth opportunities pose an exceptional challenge to PTF’s business model
which depends mainly on volunteers. The purpose of this document is to lay out the
options now facing PTF, assess its strengths and weaknesses and the opportunities,
challenges and risks, and recommend a new Strategic Plan for the five year period 2010
to 2014.
As a first step, PTF management team submitted a Strategic Plan Issues Paper to its
Board in April 2010 identifying the key questions that the Strategic Plan needed to
address. The Board established a Strategic Plan Working Group8 with the responsibility
of conducting wide consultations with stakeholders. An extensive first round of
consultations was held via PTF’s ‘basecamp’ internet site9. Subsequently, a first draft
Strategic Plan was prepared. The Working Group then held a one-day consultation
meeting in Washington DC on June 26 at which the draft Plan was discussed. This
revised version takes account of the inputs from the June 26 meeting.
Taking into account PTF’s independent evaluations, PTF’s main strengths are seen to be:
The following have been PTF’s main weaknesses and areas of risk:
8
The Working Group included: Pierre Landell-Mills (leader), Vinay Bhargava, Daniel Ritchie, Catherine
Stevulak, Gerry van der Linden, and Frank Vogl. The WG subsequently co-opted Jeff Kass.
9
https://ptf.basecamphq.com/login
9
Critical issues were surfaced during the strategic planning process. The planning process
evaluated options for each issue in order to determine the best direction for PTF.
E. How can PTF’s governance structure be strengthened to enable the Board and
Membership to play fuller roles?
F. How can PTF become more effective in monitoring projects and surfacing and
sharing lessons learned from projects?
A. What is PTF’s unique niche? PTF’s grant making experience comprises a range of
projects, geography and a variety of CSOs. It is important to define the areas in which
PTF can contribute uniquely (or more effectively than other players) in supporting civil
society in fighting corruption. And, it is important to develop criteria that will help PTF
determine when it is appropriate to support other types of activities that will help PTF
achieve its vision.
1. Going forward, PTF will maintain a tight focus on its core mission – assisting
CSOs to fight corruption. PTF will not try to tackle broader governance
issues, but rather keep corruption firmly in its sights. PTF will not limit its
support to poor countries, nor will it adopt poverty alleviation as one of its
goals, even though it is clear that reducing corruption is central both to
achieving better governance and to reducing poverty.
Note: PTF will seek to maintain a bias in favor of its ‘core’ business to ensure that
special projects do not overwhelm its capacity to the detriment of its ‘core’ business.
PTF will also ensure that it only takes on special programs that are both fully funded in
terms of their management and contribute positively to PTF’s core overheads.
B. Which project type, grant size and ‘delivery model’ should be preferred?
Demand side proposals for PTF grants have been increasing in number in recent years
and opportunities for supply side projects are growing as PTF becomes more visible. In
this environment it is essential for PTF to select the project types most deserving of
11
support, to determine the appropriate grant size and to choose the most effective delivery
model to employ in order to maximize reduction in corruption.
1. Project Type and Grant Size. PTF will sharply concentrate on proposals
that clearly identify the corrupt acts to be targeted and that propose actions to stop
those acts. PTF’s experience points to a preferred project design where the focus
is on a specific instance or type of corruption and proceeds from analysis to
diagnosis to identifying specific measures likely to reduce the corruption in
question. PTF believes that working constructively with pro-reform officials is
likely to have a more significant and lasting impact on corruption than
confrontation after corruption has occurred. In future, PTF will be guided by these
considerations in working with CSO grant applicants to develop credible
proposals; this would not rule out focused media campaigns judged likely to have
a significant impact.
C. Should PTF expand and if so what are the constraints? PTF has a number of scale
options ranging from consolidation at the current level of activity to significant growth.
PTF faces some significant constraints that could limit growth. And, growth has
implications for the management of PTF. PTF’s operations span a broad group of
countries today; going forward it is important to have criteria to guide PTF’s
geographical balance and selection of countries.
1. Growth. As PTF has grown, its management and delivery system has
been challenged; it must be adapted to deal effectively with a range of risks
related to due diligence that could put into question the quality of our grants and
the effective oversight of their implementation.10 Accordingly, it is suggested that
PTF aim in the period of the strategic plan for a doubling of grant giving
activities. This assumes an average grant size of US$34,000 permitting us to
make around 50 grants a year. This would fund 10 country programs and require
30 Advisers. There would be US$300,000 available to meet the costs of
management and the administrative overheads and other program activities,
supplemented as before by the special programs. This would fund a full time
CEO, an administrative assistant, and a part time Finance Manager. When
adequate funds become available, PTF will begin to expand beyond the currently
proposed doubling to a level consistent with its capacity to ensure quality results.
10
For the purposes of analysis three scenarios were considered: 1) consolidation at the
present level of activities; 2) modest growth (a doubling of grant giving activities); and 3)
a leap to a larger organization with a five-fold increase in grant giving activities (i.e. $5
million per year). Historically 10% of the budget has been available for allocation to
management and overheads, but even with the strong emphasis on volunteer support that
percentage will need to grow in order for PTF to continue to be effective.
13
5. Criteria for the selection of country programs. So far PTF has country
programs in Uganda, the Philippines, India and Nepal and Mongolia. These have
emerged as the countries of concentration in response to demand and good
performance. Thus, the countries of concentration are partly self-selected and
partly because the circumstances in the countries have been supportive. In future,
the selection of countries of concentration will be based on the following factors:
1) favorable conditions for local CSOs to work with public agencies in
strengthening procedures that make corruption less likely; 2) the identification of
a strong local partner (individual or CSO) who can provide reliable local support;
3) the availability of sufficient competent and reliable potential grantees; and 4)
geographical spread.
D. How can PTF increase and diversify its sources of funding? Funding is one of the
critical limiting factors to PTF’s growth. Currently, PTF’s funding is highly
concentrated with a small group of important funders and that funding will wind down
over the plan period. It is important for PTF to reduce its dependence on the World Bank
and UK DFID. PTF needs to replace current funding and in addition secure funding to
support growth and internal capacity building.
3. PTF will also explore opportunities, consistent with its vision and mission
and its independence, to partner with others in joint ventures.
11
PTF has supported projects across the world, but with a focus on less developed and
transitional economies in response to the preferences of our main funders. Recently a
large proportion of PTF projects have been located in South Asia, Eastern Europe and the
FSU countries, and in East Asia. Taking into account FONTRA, then Latin America has
been well served, too, though the activities have been concentrated in the southern cone
countries at the request of IADB. The main gap has been Africa and the Middle East. In
both these areas CSOs are less well developed and the public agencies often give them
less space to play a role. There is almost no scope at present for PTF activities in Russia,
China or Vietnam for the same reason.
14
4. The Board will assign individual Directors and/or Members with specific
responsibilities for leading goal areas and for completing specific tasks
within the goal areas (e.g. Frank Vogl has been asked to take the lead for
PTF’s Communications Strategy)
F. How can PTF become more effective in monitoring projects and surfacing and
sharing lessons learned from projects? PTF needs to institutionalize project
monitoring, both internal by staff and advisors and that which utilizes external
evaluators. It is important for PTF to strengthen its processes to identify and
communicate lessons learned, which assists grantees and enhances PTF’s impact.
12
PTF has some 40 active volunteers of these 27 are retired World Bank staff. While this has advantages
of a close bond of trust, accepted working methods, and a common professional culture, it has obvious
disadvantages – of narrowness and image. PTF therefore plans to diversify this core cadre on which PTF so
heavily depends but without endangering its effectiveness. PTF will steadily expand the number of non-
Bank volunteers aiming especially to recruit those with a strong CSO background and to improve the
gender balance.
15
1. An important goal of the plan is to ensure that robust processes are developed and
implemented for capturing project data and successes and making them readily
accessible. Virtual and in-person meetings of Advisers are also important on a
regular basis to continue to share experience and evaluate good practice and
obstacles. At the same time, PTF needs to focus on communicating successes to
the stakeholders.
2. PTF has recently strengthened its operational guidelines. So far these have been
only partially followed. In the period ahead special efforts will be undertaken to
strengthen its implementation.
Strategic Goals
Based on the analysis of different growth scenarios set out above, PTF will seek funding
to make grants totaling $2 million by 2013 which would allow PTF to support 50 grants a
year and program $650,000 for other programs (partnerships, workshops, dissemination
and program support not provided for with the project budgets etc.) and $100,000 for
management and administration overheads. This assumes that most staff and related costs
will be covered under program support. For the longer-term PTF will explore the option
for order of magnitude growth– i.e. 5 times the current $1,000,000 in grants awarded to
CSOs and program supportA separate document to elaborate this possible growth
scenario will be developed by the working committee of the strategic plan in coordination
with the fund raising team.(see Goal # 3) The document is targeted for completion
03/31/11. It will explore the following key areas relative to the longer term order of
magnitude growth scenario:
(i) opportunities to partner with organizations developing alternative forms of
funding to include trust funds
(ii) opportunities to secure new World Bank support,
(iii) opportunities to secure support from new donors – foundations, corporations,
bilateral and multi-lateral donors and individuals of high net worth
(iv) the management model needed to support the organization’s substantially
larger grant dollars to be awarded
a. role of volunteers
b. role of paid staff
c. role of outsource vendors
(v) a road map to transition to the funding and management model that supports
the order of magnitude growth
Goal # 1: Growth
and Focus
2010 2011 2012 2013 2014
South Asia (grants) 12 12 12 12 10
16
For 2011, PTF expects to receive $400,000 from the World Bank DGF and $940,000
from GTF. We will negotiate with the funders to allow PTF to engage in capacity
building involving hiring a full time CEO (for a salary around $80,000) and an
administrative assistant as well as a Finance Manager (on an hourly fee basis as at
present). In addition funding is projected to become available from the JSDF which will
support the proposed special program for local CSOs to monitor the implementation of
World Bank funded projects (The Program for Engaging the Poor in Good Governance
and Fighting Corruption in South Asia) which PTF has been asked to manage. This will
include a contribution to PTF overheads and administrative costs. At the same time a
major fund raising initiative will be launched to achieve the 2012 income target (see
below).
PTF will not accept any new programs without funding to meet the management and
administrative costs as well a contribution to core funding to ensure fully professional
management. Moreover, expansion will take place in way that does not compromise the
informal, flexible and non-bureaucratic way PTF business is conducted, which is
important in attracting and motivating our volunteers. All new initiatives must come with
fully adequate core funding including properly paid management.
The lion’s share of PTF’s human capital consists of volunteers. The Board, President &
CEO, Secretary and Treasurer, the Project Advisors who are in direct contact with the
CSOs that implement PTF-supported projects, the Regional Coordinators and Specialist
Advisors are all volunteers. PTF has been operating without full time paid staff and with
a minimum of outsourced services such as financial management, program management,
website management, and project completion assessment specialists provided by
independent contractors. As PTF continues to grow, careful consideration needs to be
given to whether or not the prevailing approach of relying almost exclusively on
volunteers will be sustainable in the longer-term. And if so, what would be a minimum of
paid staff or contractual service providers to optimize the PTF Volunteer resources?
There are seven broad categories of tasks that need to be accomplished to make PTF
function effectively, namely:
1) PTF project portfolio management; 2) Targeted Volunteer Advisers Management; 3)
Financial management; 4) Updating and maintaining website, communications, data base
management & archives; 5) Reporting, Monitoring & Evaluation; 6) Support to Board
and Annual Members meetings; 7) Fund raising, Partnership Development, Networking
and Outreach.
The strategies and action plans outlined below are intended to link PTF’s human
capital with the activities that need to be accomplished to make PTF function
successfully as an organization with a distinct product.
PTF needs to develop a dual-pronged fund raising strategy. Long term, PTF will explore
increasing its grant giving and funding substantially in order to support order of
magnitude growth – i.e. five times the annual $1,000,000 grant dollars awarded to CSOs
19
for 2010. Short term, PTF needs to raise additional annual grant commitments to replace
World Bank DGF and UK DFID funding. Those additional grants will be needed to
provide a bridge until long term funding is committed.
In the short term, to meet the 2013 goal of doubling annual grant commitments to $2
million by 2013, the PTF will have to (i) diversify its sources of funding from its current
reliance on the World Bank and the United Kingdom, (ii) generate additional revenue of
$1.5 million in FY 12 from new sources, (iii) replace the WB and UK funding thereafter
with an additional $1.5 million annually, and (iv) ensure adequate funding for the core
operating budget of at least $250,000 by 2011.
To meet the longer term goal of $5,000,000 of annual grants awarded to CSOs, PTF will
have to (i) explore opportunities to partner with organizations developing alternative
forms of funding to include trust funds (ii) secure new World Bank support, (iii) secure
support from new donors – foundations, corporations, bilateral and multi-lateral donors
and individuals of high net worth.
There are four immediate priorities: (i) developing a strategy for fund raising that
considers the full range of options, (ii) identifying potential sources of funding for core
management activities, (iii) identifying a volunteer advisor and team to formulate a fund-
raising strategy, and (iv) initiating a program of person-to person contacts with potential
funders. In the intermediate term, the PTF should develop its capability to prepare
funding proposals geared to the interests of specific donors and maintain a regular watch
on resources becoming available for anti-corruption programs.
Metrics: Core funding of at least $250,000 available from 2011: at least $1.5 million in
additional revenue for grant-making obtained by 2012 and $2.0 million annually
thereafter; in-house capacity for fund-raising, grant proposal writing and monitoring of
opportunities developed by 2012.
Goal # 3: Financial
Resources and
Development
Strategic Goal Action Plan Completion Responsible Resources
Date
#1: Provide Identify lead fund- Dec, 2010 Frank Vogl and
leadership on raising team Richard Stern
fundraising
# 2: Develop Draft a fund-raising Jan, 2011 Development Possible part
short term and strategy and action plan Committee time
long term fund for 2011-2013 and research
raising strategy beyond assistant
and action plan
#3: Obtain Identify and solicit Feb, 2011 Anabel Cruz, Dan
$250,000 potential sources of Ritchie, Frank,
annual core funding for core Richard
management funding and capacity
funds development
20
Goal # 3: Financial
Resources and
Development
Strategic Goal Action Plan Completion Responsible Resources
Date
#4: Fully Identify solicitation Feb, 2011 Anabel, Frank, Dan
engage the objectives for
Board in fund- individual Board
raising members with bilateral
aid agencies, high net
worth individuals,
foundations and the
private sector
# 5: Initiate Visit to Nordics, Start Jan, 2011 Anabel (Swedish $20,000 in
contacts with Netherlands, US-based SIDA, Norwegians travel costs
potential Foundations, private NORAD),
funders sector , and ADB. Knud Nielsen
(Danida),
Pietronella/Gerry
van der Linden
(Dutch),
Richard (Google,
Omidyar,
Rockefeller, OSI),
Steve Ettinger
(IDB)
Karti Sadilva&
Khalid Siraj (ADB)
The goal for governance is to hold PTF to the highest accountability standards. PTF
is accountable externally to the CSOs it funds, the funders that provide its financing, and
its ultimate beneficiaries, the public in the countries in which it operates. Internal
accountability refers to the responsible stewardship of the resources put at PTF’s
disposal, using them so as to achieve the maximum impact in terms of PTF’s mission.
The goal for evaluation is to improve the quality and increase the coverage of both
internal PTF and external project evaluations in order to enhance organizational
effectiveness. Providing impartial information about the success rate of PTF projects
serves two important functions. The first is as a source of learning. As one of the
pioneers in supporting demand-side anti-corruption work PTF can play an important role
to help form a body of knowledge about what works in this area and what doesn’t.
Second, evaluation is crucial for PTF’s external accountability.
The PTF will put in place improved management systems that ensure efficient and
effective operations while preserving the volunteer spirit and informality that has defined
the unique strength and character of the organization. In particular, the PTF will establish
operating systems for: (i) program management—up-to-date information on project
activities, deadlines and deliverables, (ii) financial management—tracking and reporting
on revenues, commitments, disbursements and generating the necessary information for
the balance sheet, profit and loss statements, audits and financial reporting, (iii) records
management—maintaining up-to-date records of all important documents and
correspondence, (iv) fund-raising—developing and maintaining information on potential
donor strategic priorities, support for anti-corruption work and contacts, and (v) lessons
of experience—developing and maintaining an information system that captures the
lessons of experience from PTF-funded work, distills these lessons and enables others to
search for information.
Metric: Each system identified, tested, adopted and used by PTF managers and project
advisors. Overhead costs maintained below 15% of the total operating budget.
Goal # 6: Communications
A. Summary:
For the period 2011-2015 PTF has two closely related yet distinct communications
goals – external and internal – designed to further the overarching objective of
strengthening the PTF organization itself in many of its facets, while building awareness
of, respect and support for PTF from an increasing array of audiences. As a result, by
2015 PTF’s communications tools will both be highly effective instruments in supporting
the core PTF culture and contributing to PTF’s organizational efficiency and cohesion,
while also securing a key place for PTF among anti-corruption CSOs, public and private
sector donors, anti-corruption researchers and practitioners.
Goal # 6:
Communications
Completion Responsible Resources
Date
a Create a full-scale Jun, 2011 Sarah/Frank Contracted web
facelift for the PTF (consistently technical support
website, upload upgrade to (one time charge
news/lessons learned, 2015) for website
views on a timely and upgrade/overhaul
increasingly frequent …modest services
basis, and promote fees thereafter)
awareness of the website
to a wide range of
external audiences;
develop tools to ensure
higher profile for PTF on
Google and other search
engines; secure links
from PTF website to
similar others by CSOs.
b Build an annual PTF Dec, Regional Frank Vogl
seminar 2011(consisten coordinators (volunteer) and
program/speakers tly upgrade to other volunteers.
program, website blog, to 2015) Seek seminar
build meaningful funding from
audiences to promote donors.
PTF’s “lessons learned” - Consider self-
including Landell-Mills publishing book.
PTF book.
c Create special section of Dec, Sarah/Frank Combination of
the website to develop a 2011(consisten volunteers and
“chat room” for actual tly upgrade to young interns
and potential PTF CSO 2015) could facilitate
grantees to exchange chat room,
experiences, discuss develop “stories”
challenges, lessons and “briefs” from
learned and build an lessons learned.
effective anti-corruption Budget costs
community. minimal.
27
Goal # 6:
Communications
Completion Responsible Resources
Date
d Build on existing, and Dec, 2012 Sarah/Frank Frank Vogl
create new tools to (consistently (volunteer) &/or
develop upgrade to other volunteers.
outreach/awareness of 2015) Contracted web
PTF’s work and that of technical support
grantee CSOs to a broad (one time charge
public, using the press as for upgrading
a key channel, and social aspects of
networking media. website, adding
new tech features,
ensuring iPad
operable, etc.
modest services
fees thereafter)
Strategy 2
Re Goal #2
a Create Basic PTF Mar, 2011, Sarah/Frank Design consultant
identity tools – introduce 2011(consisten (modest one-time
new logo - from PTF e- tly upgrade to template costs)
mail addresses for 2015) &/or other
advisers, to letterhead, to volunteers.
new information booklet,
2009 annual report, and
brochure for potential
donors.
Appendix