WikiTrans http://www.competitive.si/tempwiki/index.php/Main_Page MediaWiki 1.14.0 first-letter Media Special Talk User User talk WikiTrans WikiTrans talk File File talk MediaWiki MediaWiki talk Template Template talk Help Help talk Category Category talk 23 679 2009-03-26T21:22:11Z 93.103.155.248 A '''list of contacts''' consists of journalists' addresses and contact numbers as well as general addresses of the media. To alleviate dealing with these data it is recommended to use an application such as Excel, Access etc. The following data shall be found on a list of contacts: * journalist’s name and surname / the title of a medium * show / rubric * e-mail address * telephone number * date of release and time of display * head office * coverage (national and local media) * remarks. It is you who choose the form of the list of contacts and data. Sometimes it may happen that you won’t be able to get all these information. Whenever a journalist visits or contacts you don’t forget to take his/her contacts and add them on your list. [[Category:Localwiki]] [[Category:Totranslate]] [[Category:Totranslate]] [[Category:NGO support activities]] 63 739 2009-03-26T22:27:06Z 93.103.155.248 /* Duties of a Treasurer */ '''The treasurer of an association''' oversees the financial and material operations within an organisation. ==Duties of a Treasurer== The treasurer conducts financial and material operations in accordance with the rules on financial and material operations, which the association uses to establish the manner and form of keeping and accounting data on its financial and material operations. These have to be in accordance with the association’s accounting standards. The duties of an association treasurer normally include: * Conducting the association’s bookkeeping * Keeping the petty cash book up to date and ensuring that all entries into the book are based on authentic documents * Ensuring that the entire scope of material and financial operations is conducted in accordance with the provisions of, for example, Slovenian Accounting Standards * Ensuring the timely and accurate issuing of the closing balance The treasurer usually conducts a record of the association’s received and issued invoices. He issues invoices and can also pay the received ones. Usually, he is also in charge of communications with the accounting service and of handing over all required documentation to them. The treasurer also regularly issues financial reports at the organisation’s executive board meetings. At the organisation’s general meeting he also makes his annual [[financial report]]. On of the treasurer’s duties is also conducting the bookkeeping. He must conduct bookkeeping in accordance with the rules on bookkeeping that each association must adopt itself. This rule book also specifies the maximum cash amount, i.e. the maximum amount of cash that may be present in cash form at the association. The treasurer must make sure that the amount is not exceeded by depositing the money into the account. In the bookkeeping framework, he must diligently keep the petty cash book with the help of regulation forms for cash receipts, cash outgoings, and the form for the petty cash book. The treasurer also ensures the keeping and organisation of the archive of the association’s received and issued invoices. Usually, he prepares and presents the organisation’s [[financial plan]] as well. The financial plan can either be monthly, semi-annual, or annual. It contains the expected income and outgoings of the organisation. The organisation’s treasurer can also be appointed to write up travel orders and refund travel expenses to the organisation's members. The treasurer’s work is public. Every organisation member has the right to examine the financial and material documentation, connected to the operations of the organisation. ====Some General Terms==== * TRA – Transaction account * CR – Cash receipt = The document allowing the receipt of money by the treasury, even when drawn from a TRA * CA – Cash outgoings = The document for recording cash payments from the treasury * PCB – Petty cash book = The document that contains all business events of a particular work day or week (when business is slower) * Longer time periods = Monthly petty cash books are not allowed pursuant to the Accounting Act. The deadline for recording a particular business event is eight days. * Stationary – postal stamps, stamp duty, and vouchers. Treasury operations (cash payment in the Republic of Slovenia) are controlled by general regulations and a party’s own internal acts: * Payment Transactions Act * Foreign Exchange Act * Bank of Slovenia Act (an example relevant to Slovenia) * Rules on cases in which payments for delivered goods and provided services and other payments are not paid into transaction accounts * Rules on paying with cash and the cash maximum * Decision on the conditions and method of carrying out international transactions * Decision on Rounding Off Final Accounts in Cash Transactions * Tax Procedure Act The recording of cash transactions in business books is regulated by accounting standards (in Slovenia, the Slovenian Accounting Standards), hereinafter AS. Specifically, it is Standard 33 (Accounting Solutions for Associations) and the chart of accounts for associations. Money, according to accounting practice, is made up of: * Notes * Coins * Received cheques or immediately cashable securities – stationary (stamps). The petty cash book is made up and finished for each business day. It must contain the following data: * The date * The consecutive number of the deposit or payment from the annexed cash receipt and outgoings documents * The consecutive number of the entered cash record * A description of the business event * The deposited or paid amount * The sum of the day’s deposits * Data on the cash state at the beginning of the day * Data on the amount of payments * The balanced state of the debit and credit treasury transactions * The number of annexes * The treasurer’s signature * The liquidator’s signature The cash receipts and outgoings must always have a deposit or payment address (i.e. the contents of the deposits or payments) for recording all treasury deposits and payments. '''Deposit Addresses''' are: Documents on the sale of goods or services (invoices, cash register tapes, the calculation of the proceeds, or a cheque for withdrawing funds to pay the TRA costs); Documents on the withdrawal or deposit of cash onto a TRA; Other documents (travel orders for the reimbursement of advance payments, credit contract for credit repayment, etc.) '''The Payment Address''' is: An invoice for purchased goods or services, paid for in cash; Acquisition documents in the event of purchasing agricultural produce; Documents on cash deposits onto a TRA and other documents (travel orders). On the basis of a deposit or payment address, a (cash) receipt is drawn up for every amount of cash that goes into the treasury. For every (cash) payment, a payment receipt is made. All receipts and outgoings must be entered in such a way as to make deletion impossible. Any potential corrections must be clearly marked and signed by the person who entered them. They must always be made in at least duplicates, where one goes to the depositor or the payer and the other is archived. The '''cash receipt''' or outgoings must clearly display: * When the cash was received / issued * Why it was deposited / paid * Who is the depositor / payer * What is the amount of the deposit / payment What can be paid in cash is determined by: * Rules on the Cash Maximum * Rules on Paying with Cash Purchased goods and completed services, as well as other obligations towards TRA holders, the individual payment not exceeding a €400 tax to consulates and embassies. * The acquisition of effective foreign currency, traveller and bank cheques, and letters of credit from foreign and local natural persons in the framework of registered exchange business * Payments to natural persons that, following regulations, do not need to receive payment onto their accounts: income from work – pay, travel expenses, lunch expenses (Article 25 of the Personal Income Tax Act), income that is exempt from income tax according to Article 20 of the Personal Income Tax Act (Points 22, 23, 24, and 25 of Article 20 are relevant for students), dividends, and interest, paid out to the presidents and members of election committees, as well as to their deputies for functions in accordance with the regulations governing elections * The payment for agricultural produce, forest fruit, industrial and other waste, and hand-made home and artificial craft. Cash payment IS NOT ALLOWED for: The refund of expenses in connection to the services of natural persons that are not employed by the payer (royalties, sublease contracts, travel expenses) and other receipts, even if they do not exceed 11 % of the average employee pay in the past month (such as bonuses and other direct or indirect receipts that are not connected to the work or service in question). OSNOVNI AKT BLAGAJNIŠKEGA POSLOVANJA JE PRAVILNIK O BLAGAJNIŠKEM POSLOVANJU v katerem se določi način in pravila poslovanja v okviru dovoljenega z zakonom; Pravilnik mora subjekt pripraviti sam glede na vsebino svojega delovnega procesa. <pre> 1. člen Pravilnik ureja vsa opravila, ki so povezana s poslovanje z gotovino: 1. sprejemanje, izdajanje in hrambo gotovine ter vrednotnic; 2. plačevanje s evrsko ter devizno gotovino ter 3. hrambo blagajniške dokumentacije. 2. člen Ad 2. Plačevanje z evrsko ter devizno gotovino MAX 400 EUR. Plačevanje z gotovino je dovoljeno za obrazce, žetone, znamke, kolke in storitve taksistov, katerih vrednosti ne presegajo 50 EUR. Ostale storitve kot so nabava goriva, cestnine in predornine se plačujejo z uporabo plačilnih kartic, izdanih na ime družbe; izjemoma in le po odobritvi odgovorne osebe se lahko neodložljive nabave blaga in storitve plačujejo z gotovino vendar ne več kot 400 EUR. 3. člen V pravilniku mora biti navedeno število in vrste blagajn, čas poslovanja in način evidentiranja denarnih sredstev. Potrebno je navesti čas poslovanja blagajne v primeru, da gre za stalna izplačila (izplačila plač). Potrebno je opredeliti način vodenja blagajne: ročno, računalniško vodenje. 4. člen Opredeliti je potrebno delo in odgovornost blagajnika, ki mora biti imenovan s sklepom odgovorne osebe. Blagajnik odgovarja s svojimi sredstvi za pravilno stanje blagajne, zato je smiselno, da se določi en blagajnik. </pre> ===The Treasurer’s Duties=== * Conducting and controlling the formal accuracy of documents (liquidation) that form the basis for deposits or payments of cash (document authenticity) * Drawing up cash outgoings and receipts * Conducting deposits into the treasury and payments * Conducting treasury records for accounting * Saving cash and stationary in the treasury, as well as cheques and credit or payment card receipts * Saving treasury documentation (10 years) It is the treasurer’s duty to check that the deposit is correct in content and that the deposited cash amount is adequate. He must not accept forged notes and coins or he is held materially responsible. When making payment, he must ascertain the recipient’s identity. The treasurer is responsible for treasury deficits, if not proven innocent for the lack of funds. SAVING TOLAR CASH AND STATIONARY Article 5 It needs to be specified how to save cash and stationary. Who is responsible for saving cash. How the treasury is secured and who owns the key. Where the spare keys and proxies to access them are kept. RECORDING AND INVENTORY OF CASH AND STATIONARY Article 6 An inventory of cash, cheques, various credit card receipts and stationary is to be made upon: starting treasury operations; closing treasury operations, closing treasury operations for the day, taking over a treasury. An inventory of cash is also to be made upon: receiving an amount from the TRA and issuing cash to deposit into the TRA. In the event of a temporary or permanent cessation of cash operations, an inventory of cash, cheques, payment card receipts and stationary is to be done upon the take over of the treasury. The inventory is performed by a committee of at least two members, named by the head of accounting, who are independent and impartial. The treasurer cannot be a member of the inventory committee. An accurate report on the situation is to be written. Three copies of the report are to be made. OBLIGATORY TREASURY INVENTORY Is to be done at least once per year for the purpose of the company's accounting report. Article 7 (deficits and profits) If a profit or deficit is determined upon closing the treasury for the day, it is to be noted in the treasury records. Discrepancies of over 50 cents are to be researched and the reasons for the discrepancy are to be noted in the petty cash book. Cash profits in the treasury belong to the company, while the treasurer is responsible for deficits and has to return them. MAXIMUM CASH AMOUNT IN THE TREASURY Article 8 The maximum amount of cash allowed in the tolar treasury at the end of the day is determined as the maximum cash amount. In addition, the treasury may also contain cash for: the payment of goods and services and other obligations to TRA holders if the individual payment does not exceed EUR 400; payments to natural persons that, following regulations, do not need to receive payment onto their bank or savings-bank accounts. Drawn cash exceeding the maximum cash amount can remain in the treasury up to 3 workdays, the day of withdrawal inclusive. The cash exceeding the maximum amount is to be deposited into the TRA. Depending on the nature of the operation, the maximum amount can be increased if needed due to a change in amounts, the line for payment in cash and the distance to the nearest bank where the company has a TRA (8 days for a cash deposit). The cash from the daily proceeds for the payment of goods and services and the refund of travelling expenses are accounted for with the bank where the TRA is opened with the subsequent cash deposit into the TRA. The statement of account is done by netting based on the sum total of cash deposits and cash payments. Article 9 (Auxiliary non-cash tills) Auxiliary non-cash tills are used for saving stationary (postage stamps and stamp duties), vouchers, and other stationary like securities, etc. For every security in the till, a corresponding document must exist: In the case of postage stamps, they must correspond with data in the post book of sent mail and packages. The tokens must match data from a special usage registry, which must show who received the tokens, how many were there, and for what bus trip. Stamp duties must be synchronised with data from submitted and stamped documents. Vouchers must match data on their cash and other payment-form sale or if given as a gift. Article 10 (Prepayment of cash) In the event of cash prepayment, the recipient is obliged to submit documents, proving the prepayment was justified, seven days after buying goods, paying for services, or after returning from the business trip. After presenting the invoices for the goods, services, or travel expenses, the paid cash prepayment is calculated by paying the prepaid sum into the treasury, from which a sum, based on the documents, is paid. MONITORING treasury operations The monitoring of treasury operations and the need to do so is best defined in the rules on accounting. DOCUMENT STORAGE It is defined by law. All treasury documents must be stored for a minimum period of 10 years at the seat of the organisations and not at the accounting service. TREASURY OPERATIONS PARTICULARITIES A cash journal can either be kept or not (pursuant to Articles 26 and 27 of the Societies Act). The decision is made based on the scope of activities needed to explain items in basic business books (needs, organisation, and external regulations need to be taken into account). The advantage of keeping a cash journal lies in transparency and the ability to check the cash balance at all times. MOST FREQUENT MISTAKES ASSOCIATED WITH CASH OPERATIONS: # The treasury is managed on a monthly basis, regardless of withdrawals and deposits from and onto the TRA – monthly treasury management # The cash balance at the end of the day is also negative during the year, or the balance totals at xxx, and 15 cents # Individual service payments or contractor purchases are higher than €400; # Treasury income and outgoings are recorded at a later time with false withdrawals and payments # The cash journal encompasses income and outgoings dated according to the journal’s date # Invoices, recorded in the treasury, are not recorded in the VAT tax book # A single account in the books is recorded more than once # Cash inventories and handover records are nonexistent # There are no records or adequate proof for the use of stationary (postage stamps, stamp duties, and vouchers) AN EXAMPLE OF A CASH INVENTORY RECORD: The record of cash and stationary inventory in till no. (organisation’s till); according to the situation on the day (????) . The presiding inventory committee: 1. (president of the committee) 2. (member) performed a cash and stationary inventory on in the organisation’s cash till, for which the treasurer is responsible. Findings: 1. The last number of the cash journal . 2. The last number of a cash income . 3. The last number of cash outgoings . 4. The overall standing in the treasury: cash comprising (specified note value), cheques comprising (specified according to cheque number, amount, and bank), the list of credit-card stubs comprising (specified according to card type and amounts), securities in the treasury comprising (according to type: postage stamps, vouchers, duty stamps, etc. and according to value: the total amount and type) Ascertained differences (+ or -) for cash amount to and can be seen from the included cash inventory. Ascertained differences (+ or -) for cheques and stationary amount to and can be seen from the included stationary inventory. The number of annexes: - Inventory documents for each individual till (number of pages) - Recorded differences According to this register, the cash and securities are handed over to (name and surname) on the following date. The committee president’s signature: The committee member’s signature: ==Travel Orders== Instructions for correctly filling in travel orders for company and personal cars, as well as a list of the most frequent mistakes. The most frequent mistakes discovered by examining travel orders: 1. The travel orders do not have running numbers. If numbered consecutively, some travel orders are usually missing. This irregularity arises suspicions that the travel orders are not being filled in regularly or that they are being filled in for the past. The most appropriate action is to consecutively number the travel orders. 2. The employee’s home address on the travel order is incomplete. Only the city is listed, sometime not even that. The place of residents must be taken down in its entirety (street name, house number, and city). 3. Travel orders lack the specification on whose orders the employee went on the business trip. The title of the superior (the board president, the director, the organisation president, etc.), who authorized the business trip, must always be specified. The organisation’s president is not allowed to authorize his own business trips. They must be authorized by the supervisory body or, only rare, his deputy. 4. The trip’s path is not clearly specified. The travel order must contain a list of all stops, as well as the start and end points. 5. The mission behind the employee’s business trip is not clearly specified on the travel orders. The travel order must contain: * The type of fair visited (“visited a fair” is not enough) * What business was being negotiated and with whom (“business negotiation” is not enough) * What business partner was visited (“visiting a business partner is not enough) * What client the post was delivered to (“delivery of post” is not enough) * A conference in Nova Gorica * A visit to the Olimpija Basketball Club * Education, etc. The exact reason for the trip must always be specified: meeting with the CAN-CAN dance group; a meeting with the group’s leader Metka Prtetko; concerning their performance at the international student organisation gathering on x.x. 2009 at the Mayor's Office in Ljubljana Town Hall. 6. Travel orders lack the date and/or time of departure and return. This also arises suspicions that the business trip was never actually undertaken. It is also not apparent whether the employee was absent long enough to be entitled to receive travelling allowance. 7. The travel order does not contain the company car licence-plate number. It also does not specify whether the car used belonged to the company or was a personal one. The new travel order requires that the vehicle’s ownership and registration (as well as the initial and final numbers on the meter) are clearly marked. 8. The travel order either has an incorrect mileage calculation or only the mileage calculation when a business trip abroad, lasting several days, is undertaken. 9. Only an approximate exchange rate is used when calculating an amount in foreign currency. The travels orders lack the signature of the person who receives the reimbursement and initially proposes the calculation of travel expenses. In this event, the text authorities deny the travel order, which entails a double loss for the natural person: when calculating the legal person’s income tax (a reputed business-necessary expense) and profit tax. 10. Although the authorizing body is signed, the travel order has no stamp from the person reimbursing the travel expenses. 11. The travel order has no annexes that prove the business trip was in fact undertaken, especially when daily allowance is involved. It is recommended that all invoices are submitted, even if it is only for a stamp purchase at a kiosk. 12. The travel orders match the recipient’s absence (e.g. he is taking an exam in Ljubljana, while the travel order states he is at a meeting in Maribor). 13. The travel expenses are paid in full, even though proof is submitted for only half of the trip, because the employee: - Spent the night at home (even though he receives money for a hotel) - Did not submit motorway-toll invoices for returning to the office - Returned after 10 days, even though the trip should have been finished in 2 DECREE ON THE REIMBURSEMENT OF TRAVEL EXPENSES Costs connected with a business trip abroad are also regulated by the Decree on the Reimbursement of Travel Expenses. In accordance with this decree, the reimbursement of travel expenses for business trips abroad encompass: • A daily allowance that covers food expenses • The reimbursement of lodging expenses • The reimbursement of transportation expenses • The reimbursement of other expenses The decree also stipulates the amount of expenses that are not counted into the tax basis and are recognised as valid expenses. The prepayment of travel expenses can be made to the amount of the foreseen costs that must be minutely detailed in the business trip order. The business trip order is issued in writing and signed by the president or a person in charge. Only rarely is the order also given orally. However, the written order has to be drawn up two days after the entitled party has left at the latest. A calculation of costs incurred during the business trip abroad must be submitted to the person in charge within 7 days after the trip has ended (at the latest). The person in charge is required to submit the entire documentation and any unused amount of the funds to accounting seven days after receiving the calculation (Article 20 of the Decree). Advice for filling in travel orders Travel orders must contain the following data: • The number and date of the travel order • The employee’s workplace • The employee’s place of residence • The business involved – If the occasion is a business visit, the list of clients visited is also required • A detailed outline of the path taken (e.g. If the path is between Ljubljana and Metlika with a stop at a client’s in Novo Mesto, the path outlined in the travel log must be Ljubljana – Novo Mesto – Metlika – Ljubljana) • The data and time of arrival and departure • Whether advanced payment has been made or not • The specification of whether the car used in private or company owned (together with the licence plate number of the company car) • The authorising body’s signature on the business trip order and on the document containing the calculated travel expenses • The proposer’s signature on the travel expenses calculation • The information on whether travel allowance is paid or not and on its amount • The initial and final mileage state of the company cars must be carried out on travel orders or in a register • The number of kilometres made, together with the places passed • The travel expenses calculations must cite the documents used (it can also be done with numbers) that proved the business trip really took place • The firm’s stamp It is recommended that you follow the following rules for filling in travel orders: 1. Be sure to write travel orders as you go along. 2. The travel order should have all the data that the form requires. 3. Travel orders should contain actual kilometres. 4. The travel order should have three signatures (one from the proposer, one from the recommender, another from the approver, and the last from the recipient of the travel expenses). 5. Travel orders should contain the numbers of issued and received invoices that are connected with the business trip in question (signed contracts and preliminary contracts, as well as contract drafts are also relevant). 6. Be sure to include invoices acquired during the trip with the travel order (pay-toll invoices, invoices for tunnel and bridge tolls, tickets for fairs, invoices for overnight lodging, parking, parking tickets, taxi bills, etc.). Travel orders can also be filled in for the period of a week or a month. It is recommended that you examine which data is recurrent in the travel order form, and these can serve as a basis for a weekly or monthly travel order. Even if you do not pay travel expenses, travel orders must still be filled in. This makes it easier to prove the company cars were used for business purposes, which does not endanger the correctness of the profit and loss account: If the tax inspector doubts whether the company car was really used only for business purposes, four things can happen to use as an organisation or an employed person in a worst-case scenario: • The calculated amortisation and revalorisation are not approved. • The right to a company car for private purposes is considered a benefit, meaning that it is considered a pay bonus. • The organisation is made to pay unpaid tax prepayments from personal income, together with interest. • The users of company cars for private purposes undergo a renewal of the income-tax report procedure, which can eventually be followed by a surcharge directed at the income-tax payer. How tax inspectors do their job It must be remembered that tax inspectors take special pride in verifying if mileage and daily allowance payments to employees are justified. In smaller organisations, this is seen as a very popular method of obtaining cash from the organisation’s account, because it is income-tax free. Usually, inspectors decide not to verify travel orders that do not have any annexes. They simply classify them as a taxpayer’s unrecognised outgoings. At the same time, they prequalify the travel order payment into work-related income, resulting in additional income tax with interest. This kind of “pay” additionally requires the payment of income-tax and all other levies. To top it off, usually this is accompanied by interest and a call before the bench. It must be realised that clear fraud of business documents is ground for a criminal charge, which is also within the power of the tax inspector (in this case, both the legal and natural persons are held accountable). All employees at student organisations (or members of student organisation bodies, or should they perform volunteer non-profit work) are entitled to having their travel expenses reimbursed. The payment of travel expenses and the underlying criteria for them needs to be defined in the internal acts of organisations. TAXATION OF PUPIL AND STUDENT BENEFITS In the event that a company, where pupils or students are employed regularly or through a referral form and enjoy various advantages or benefits, especially if they receive the company’s grant, the benefits must be calculated from the advantages. If the student is guaranteed benefits during his work for the company, it is taxed as income from a dependent relationship and is thus added to his income, or is taxed individually, if the student has no other taxable income (e.g. when working through a referral form). If the student also receives benefits for the time he is not working, this is regarded as a second income in kind, pursuant to Article 98 of the Act. ==Inventory== Those putting together financial and accounting reports are legally binded to publish financial reports that show the correct condition of their assets and a correct accounting report. The books of account should serve as a basis, although they may frequently show discrepancies from the current situation. To check the validity of the data on the assets and any obligations towards their sources, an inventory needs to be made. The legal basis in Slovenia represent: Slovenian Accounting Standards, the Companies Act, the Accounting Act, and the Societies Act. An inventory is obligatory and has to be made at least once a year - at the end of the accounting year or as close to the end as possible. Entities are required to have a special set of rules regarding the inventory of assets and obligations towards their sources. The rules determine: * the legal basis of the inventory; * types of inventories that can be chosen from; * subject of inventory; * time of inventory; * assets that can be reported during longer periods; inventory organization; * inventory instructions; * head of inventory's duties; * inventory committees, which are named for each inventory; * inventory committees' duties; * work plan and inventory committee's methods of work; * assembling assets and accounting data for the inventory; * rules in leaving out damaged assets or assets not interesting from the marketing point of view; * preparation of inventory aids; * inventory of the current situation and comparison with the book report; inventory report. Inventory reports need to be hand-signed by at least three members of the committee, stamped and kept for at least five years, best with accounting reports. [[Category:NGO departments]] [[Category:Localwiki]] [[Category:Totranslate]] 3 553 2009-03-25T21:26:45Z Admin 1 moved [[Ciljna publika]] to [[Target audience]] '''Target audience''' is a group of people to whom the project is aimed at and who are expected to take part in it. When organising a project we have to determine its aim and goals as well as who the target audience is – are these both university and highschool students, only university students, only female or maybe male university students who are dealing with a particular activity etc. In accordance with the target audience we determine the content, place and date of the event. [[Category:Localwiki]] [[Category:Totranslate]] [[Category:totranslate]] 13 696 2009-03-26T21:45:18Z 93.103.155.248 {{Glej|Načrtovanje projekta}} '''Permit''' is a written consent issued by the administrative body and is based on application or request. Permits are essential for events, especially for concerts, because they permit us to carry out an event. Permits that we need most often for carrying out an event are: *Consent of the owner or operator of the land where the event will be carried out (tenancy or some other agreement or written consent) *Proof of informing the local community about the event *Permit for a temporary or occasionally excessive environmental burdening with noise that we need if we will use equipment causing excessive noise (usually at concerts). This permit is issued by the Office on the Environment and Spatial Planning. *Permit for closing the road with transport and technical documentation if we have to prohibit, restrict or redirect the traffic because of the event. To obtain the permit we have to fill out a special '''form''' that we get at the administrative unit or on its webpage. The '''police''' have to issue a special permit too. They stampe the completed event registration application which is then considered as a proof of event application. [[Category:Localwiki]] [[Category:Totranslate]] [[Category:Totranslate]] [[Category:Project planning]] 2 748 2009-03-28T15:16:00Z 193.77.151.104 /* Purpose and goal */ ==What is an idea== An '''idea''' is a prerequisite of every action or project undertaken in the organisation. As nothing can be carried out without an idea and every small and the most »impossible« idea can produce incredible projects, it is very important not to disregard any of them but instead try to establish if they can be used in some way. If they prove as interesting, they try to be realized with the help of colleagues/activists. Example: An idea can be to motivate students to participate in sports activities - as a lot of young people do not feel like taking part in sporting events, an adrenalin weekend is organized (rafting, cannyoning etc.) which can bring sports closer to them. ==Purpose and goal== A '''purpose''' is a result or effect of something intended or desired, and it can also be an intention. A '''goal''' is also an object towards which one strives, but it's less concrete of direct, and is more theoretical or ideal. ==Target audience== A '''target audience''' is a group of people for which the project is intended and which are expected to participate. Along with the purpose and goal, every organisation of a projects also needs to take into consideration the target audience - it consists of all secondary and university students or students who take part in sports activities, maybe students who do not participate in sports at all (and the project focuses on, if we consider the above example of organising an adrenalin weekend, the students who do not take enough interest in sports and the project wishes to present the fun part of exercice) or perhaps the entire community etc. Above all, it is important not to forget the original idea in the process of its execution and upgrading, so that everything that is done has a particular purpose and goal. The idea has to be the common thread of every project or, for that matter, every activity undertaken in the organisation. Therefore, it is important to keep the idea in mind until the very end of the project's realization. [[Category:Localwiki]] [[Category:Totranslate]] [[Category:Project management]] 25 638 2009-03-25T22:06:21Z Admin 1 translating The '''website''' of the organisation is the reflection of the organisation; it is a virtual image and, in the representational sense, also the »advertisement« for the organisation. It is usually the first contact with our members, that is why, we should not neglect it. The website is one of the most important parts of the organisation’s supporting activities. With its form and contents, it represents a direct communication channel between the organisation and its target audience. It is essential that the website is useful and interesting, not the purpose to itself. On the efficient website, the visitors can easily and effectively find information that they are looking for. ==Components of good websites== A website should satisfy users by providing them with information that they need in the most optimal and fastest way possible. A correctly made website has great »selling« potential, it shows us in the positive way and, most importantly, makes users interested in our activities, therefore, keeping them longer on our website. ===Layout=== The first thing the visitor of a website notices is the layout. Experiences show that simple layout, without any unnecessary elements, is the best. We have to be careful with attractiveness, navigation, colours, background, graphic elements, typography and fonts. When creating the website’s layout, it is recommendable to consider the following: * do not exaggerate with the number of colours * avoid useless animations, flashy titles, audio files, etc. * background must always be the same and should not draw attention to itself * there should be enough free space around the text * text should be readable and big enough for the user * graphic elements should make contents more interesting, not draw attention away from the contents *graphic elements and pictures must be small enough and saved in the appropriate format (.gif or .jpg) to load the site easily * to achieve better legibility, dark writing on bright background is more appropriate Good layout creates the impression that colours, pictures and contents are in harmony, but we must not forget that a website is useless without the contents, which attracts users and convince them to visit it again. ===Usefulness and navigation=== The notion of usefulness is related to other aspects of making a website, such as creativity, graphics, the speed of loading, navigation, aspects of contents and attractiveness. The website’s navigation must be simple. Users must always know precisely where on the page they are. When creating the navigational system, we must have in mind three questions of an average user: # Where am I? # Where was I? # Where can I go? Wherever on the website users find themselves, they must be able to answer these questions by using our navigational system. The users are use to certain settings on websites: * the logo of an organisation is usually placed in the top left corner and is a hyperlink that takes the user back to the homepage * the term »About« is used for the information about the organisation * the navigation is at the same place on every sub-page and is connected with the contents of the page * the three-clicks rule: according to this rule, users should find the information they are looking for with the maximum of three clicks. If the website is of greater extent, the search button should be in a visible spot Do not underestimate the importance of these elements. While the Internet is developing, we are becoming more and more use to similar things working in a similar way. If we break these rules, we will be left with a useless website and a bunch of disappointed visitors. ===Contents=== When users form their opinion on the layout of the website, they will focus mainly on the contents. Websites must be regularly updated. The written text must be grammatically correct. The contents must be understandable, concise, credible and useful. It is important to know that the rules of writing for a website differ from the rules of print media. We have to take into consideration that visitors of websites have a difficult time reading long texts on the screen. The studies show that reading off the screen is approximately 25 % slower than reading the text on paper and many people feel uncomfortable reading off the screen. That is why an unwritten rule applies by which websites should include only half of the text that print media has. Longer texts are divided into chapters and presented on sub-pages or on the same page that has to be equipped with links, which take you to the »top of the page«. ===Technology=== Websites should load as quickly and reliably as possible. Graphic elements should be optimized and saved in the appropriate format. It is important that websites are set on fast, reliable and safe web servers. According to the studies, an average user will wait maximally 8.6 seconds to completely load the website. It is recommendable to read some articles on the subject of improving the loading of a website before making one. Before publishing a website, you should check if the website works with different display resolutions, connections that are of different speed and with different browsers (Microsoft Explorer, Mozilla Firefox, Opera, etc.). The website must be visible with different display resolutions, but most importantly with the display resolutions 800x600 and 1024x768, which most of the users use. ===Interactivity=== Interactivity enables the users to actively cooperate by filling out different forms and applications, like writing their e-mail addresses (which we can include on our mailing lists and sent them announcements, invitations to projects, etc.), web surveys (for example to find out their opinion on the successfulness of a certain project), prize games (a way of motivating the user to stay and explore our website longer), forms of proposals, requests, commendations, etc. Interactivity is especially important to maintain long-term relationships with our members. ===Marketing aspect=== Unfortunately, even a good website is useless and without practical value, if it is not visited. It is necessary to stimulate users to visit the website by using different methods of advertising. Since the financial funds are usually very limited, it is sufficient that the website’s address is mentioned in all elements of the [[Complete graphic image]] of the organisation (as a supplement to the logo, the paper for official letters, envelopes, posters, presentations, promotional material, etc.). If our website is visited enough, we can later profit from selling the advertising space and, consequently, assure enough funds to maintain the website. In this way, the website does not financially burden the budget of the organisation. [[Category:Localwiki]] [[Category:Totranslate]] [[Category:NGO support activities]] 26 747 2009-03-27T15:59:33Z 193.77.151.104 ==On the statement or message== When notifying the media about the contents the youth non-governmental organizations have to offer, it is important to be aware of the fact that these are mostly the kind of contents that help to fill the blank spaces in newspapers at the end of edit time and the missing minutes on radio or television. Nevertheless, there are columns and programmes intended for the coverage of student topics and these offer you the most valuable opportunities. At all means, it is good to inform the widest spectrum of media on your activities, thus assuring greater possibilities of publication. When requiring efficient notification of the media on your activities, a good way is by [[Contacts list|contacts list]]. This is a list of contacts of relevant reporters, editors and general information adresses of various media. ATTENTION! ALWAYS send the message with adresses written in the SKP: or BCC: line intended for e-mail adresses. A '''Media statement or message''' is a simple and inexpensive means of communicating with the audiences. When sending these messages, it is of course useful to know some basic rules which can provide you with more publications. It is important to remember that the more you can offer to the reporter (in terms of material prepared in advance, instant reply to questions, work continuity and reliability of a specifically designated person), the greater the possibility to spark an interest in him/her. ==Sending== The most common and simplest way of sending the message is by e-mail. It is of course also important what you state as the Subject of the e-mail. The worst thing you can do is entitle the message'Media statement (Message)'. This is of no informative value to the reporter and considering the fact that he receives over a hundred messages of different senders, this type of message will not strike him as interesting on the first glance. Try to incorporate the description of the event in question in the title. In the e-mail itself, briefly present your organization and summarize the statement/message which you also attach to the e-mail. According to the circumstances of your organization's event, provide answers to five short questions: * '''What''' will be happening? * '''Who''' is the organizer? * '''Where''' will it take place? * '''When''' will it take place? * '''Why''' have you decided to organize the event? ==Time of sending the message== It is also important which day of the week you send a media message. According to your own judgement and the circumstances of the event (date, day), send the media message once 3 to 7 days before the event. If you decide to send it a week before the event, it is also vital to include a reminder of the event in the form of a short message referring to the first media message. If your event is taking place during the weekend, it is ideal, in the case of daily newspapers and weekly programmes, to send the message on Monday, when editorial boards are organizing the plans of contributions for the coming week. It is therefore also necessary to send a remider on Friday morning, giving the reporters time to organize and call for a statement or personally come to that weekend's event. If the event is taking place during the week, the possibilities depend on the aforementioned circumstances. Some guidelines might be: * when the event is taking place on Monday, send a message on Thursday of the previous week and a reminder on Sunday, * when the event is taking place on Tuesday, send a message on Thursday of the previous week and a remider on Monday, * when the event is taking place on Wednesday, send a message on Monday of that week, without a reminder, * when the event is taking place on Thursday, send a message on Monday of that week, without a reminder, * when the event is taking place on Friday, send a message on Tuesday of that week, without a remider. ATTENTION! Adapt the message sending to all other interesting topics the reporters are dealing with in the wanted time of message sending or event. These topics include meetings of the National Assembly, government, Slovenian events of general interest, the European Union, elections, ... ==Form and style of the media message/statement== In his manual, Jure Brankovič states the following rules for forming media messages: * The lenght of the media message must not exceed one page (200 words). * Make sure its content has "news value": it is interesting, new, important. * The first paragraph must contain the essential part of the message: What/Who/Where/When/Why. * State the organization's website. * State the contact person from which the reporters can obtain additional information. * Use a media-appropriate way of communication (for a newspaper or electronic media, according to the typical readers of a particular medium etc.). * Imagine you do not know anything about your organization. Would you understand your message? Would your friends, parents, grandmother understand the message? * Use standard language, without the jargon of your organization. Pay attention to grammatical errors. * Use short, uncomplicated words, short sentences, avoid relative clauses. * Provide explanations for all technical terms. * Do not use acronyms. If you do use them, explain them when first mentioned. * Do not use passive voice. Instead of "It will be done" write "We will do". * Briefly describe your organization. ==Sources== Brankovič, Jure (2007): ''Odnosi z javnostmi. Priročnik za nevladne organizacije.'' Ljubljana, Mladinski svet Slovenije. [[Category:Localwiki]] [[Category:Totranslate]] [[Category:NGO support activities]] 14 715 2009-03-26T22:00:37Z 93.103.155.248 {{Glej|Načrtovanje projekta}} A '''public event''' is every organized gathering of people in an open or closed space which has a selected [[Organiser|organiser]] and a previously determined programme. With the intention of providing cultural, sports, entertaining, educational, religious or other activities, a public event is organized in such a way that participation is allowed unconditionally or under certain conditions (age of majority, buying an entry ticket etc.) to anybody. The public event's organizer has the responsibility [[report of a public event|to report]] a public event and in certain cases, when the circumstances are such that may lead to endangering the safety or rights of others, obtain a [[permit]]. [[Category:Localwiki]] [[Category:Totranslate]] [[Category:Project planning]] 27 695 2009-03-26T21:42:35Z 93.103.155.248 /* Inner audiences */ Determining the organization's audiences means determining with what purpose and for whom the organization exists. By determining the audiences, you can specify the vision, mission and goals the organization aspires to achieve with its work. In [[public relations]], determining the audiences is the aspect which helps you choose the strategy of maintaining a good public appearance with the wider public. The organization's audiences can be identified by answering these two questions: * Who can you influence with your work? * Who can have an influence on you? There are various methods of maintaining a positive image and the use of different combinations of these depends on the profile of the audience you wish to reach. ==Types of audience== They can be divided into outer and inner audiences. A strategy of managing public relations is formed according to common goals and the chosen vision. ===Outer audiences=== The term outer audience covers all individuals who are not members of your organization. The outer audiences of a youth non-governmental organisation include: * potential members or a particluar target demographic group, * the wider public, * related organizations, * state and local community representatives. The most efficient way of notifying or informing all these audiences on the organization's good work is with the help of the media. It is important to report your activities to these audiences regularly, thus building a positive public image. You never know when you are going to need one of them. ===Inner audiences=== Inner audiences include * members, * the employed, * long-standing partners. The means of communication used for inner audiences are more direct, adressed to particular individuals. In communicating with these audiences, electronic media, such as e-mailing and [[website]]s, are of great help. If the situation requires, members, the employed and partners are sent letters. This approach demands personalized letters of correspondence and personalized envelopes which prove your professional attitude and institutionalization. In any kind of communication with both audience types, the [[Complete graphic image|complete graphic image]] is of key importance. Consistent use of your CGI is important as it gives the organization its visual image, stays in the memory of the public, who associate the organization with its CGI. That is why it has to be carefully chosen. [[Category:Localwiki]] [[Category:Totranslate]] [[Category:NGO support activities]] 28 632 2009-03-25T22:05:44Z Admin 1 translating == What is the Youth in Action Programme and What is Youth Exchange? == The Youth in Action Programme is a programme designed for young people and financed by the European Union. It focuses on four main areas: European citizenship, youth participation, cultural diversity, and the integration of underprivileged youth. The programme includes projects like youth exchanges, the European volunteer service, seminars, training youth workers, etc. The international [[youth exchange]] is one of the activities offered by the Youth in Action programme, which includes young people from 13 to 26 years-of-age. It involves exchanges between young people from different countries, who discover other cultures, customs, and student-organisation structures through various workshops connected to a specific theme. Youth exchanges (in the framework of the Youth in Action programme) are not: language courses, work camps, academic study trips, profit-oriented exchanges, tourism-based exchanges, festivals, holiday trips, tours, school exchanges, sport competitions, statuary sessions of organisations, political rallies, etc. More at http://www.mva.si. == Who can Apply to Host It and Where? == Anyone, who is legally registered in their country of origin, may apply to host the youth exchange. The application can be submitted to the national agency (MOVIT NA MLADINA) during one of the five annual deadlines: * '''1 February''' (projects between 1 May and 30 September) * '''1 April''' (projects between 1 July and 30 November) * '''1 June''' (projects between 1 September and 31 January) * '''1 September''' (projects between 1 December and 30 April) * '''1 November''' (projects between 1 February and 31 July) == Where to Find Partners? == The best practice is still to find partner states through people that have already take part in or organised an exchanged. The ŠKIS Association also has its database of international partners, with which it has already cooperated in the past. == Where to Find Additional Project Information? == The financial support from the national agency is a fixed round sum that is determined, based on the application, by the people in charge. In this case, additional finances or material funds may be obtained from embassies. It is also worth trying to link your exchange with your local community or enterprises that share the theme of your exchange. [[Category:Localwiki]] [[Category:Totranslate]] [[Category:NGO support activities]] 29 680 2009-03-26T21:22:50Z 93.103.155.248 /* Establishing a new positive public image */ '''Crisis management''' with the public is urgent when an unpleasant event happens in connection with our organisation or an event of our organisation that we are not responsible for. We know that a set circumstances misrepresenting our organisation quickly arise. It is impossible to foresee everything, but it is necessary that we are adequately prepared for all hypothetical circumstances. It is preferable that our predictions never come true, though it is not always so. The organisation’s answer to a crisis event is its well thought and coordinated message which is supported by concrete facts that cannot be questioned. The answer is prepared by a smaller group of the organisation’s representatives. It normally consists of the organisation’s leader, the public relations representative or public communication leader and the project leader or the leader of the part of the organisation concerned with the crisis. A quick answer is of the vital importance for improving possible shadow of the organisational public image. ==Crisis saving instruments== Instruments that we use in different stages of a crisis communication are: *plan (anti-crisis plan for a particular event), *determining the target audience in advance and possibilities to make contact with them, *preparing the organisation's clear message, *using concrete data or documents to support the message, *possibility to spread information to the target audience. It is essential that when an unpleasant event happens the organisation’s answer follows very quickly and is previously coordinated within the organisation itself at the level of a smaller crisis team which normally consists of the organisation’s leader, the public relations representative or public communication leader and the project leader or the leader of the part of the organisation concerned with the crisis. ==Crisis communication leveles== Crisis communication process levels described bellow reasonably continue and after a successfully carried out process we can say that we have done everything in our power to improve the crisis event influence on our public image. The public impression that we didn't hide anything and that we honestly answered questions (to tell what we want to and to reach that the public feel that we trusted them everything) is the art that can be taught. ===Before-crisis preparations=== For each possible scenario that can happen to our organisation or our project we have to foresee all scenarios that can be foreseen in advance. We have to make a team that will in the case of an unpleasant event coordinate responses to the crisis and prepare press releases lacking only the essential information of a possible event (where, when, who, ...). The following list comprises some situations for which we can prepare with a strategy already in advance: • car accident, • building and construction collapse, • fight, • arson, • vandalism against property, • rape etc. It is necessary to adapt the strategy that corresponds to the concrete circumstances of the event that has happened. It is always recommended to have presentation material representing our organisation in its true colours, our projects as successful etc. The team answering questions related to the crisis activities has to be aware of all traps that may occur in the process of improving bad light of our public image. ===Crisis beginning=== When we detect a crisis or a message about a crisis event we have to start collecting information and facts about the event and we have to sort them as those relevant for the public and those helping us in our further decisions. Until we have collected all real facts we do not answer journalists' questions or we respond with: “As we have not collected all facts we cannot give any commentaries about the event and its circumstances.” We have to determine who will be the only person giving statements for the media. ====First day==== On the first day, it is essential that you assure yourself access to the public directly involved in the crisis (the parents of the hurt, organisations that may suffer loss etc) before giving statements for the media. It is important that you are the one who inform those directly involved about the event and not any other organisation such as police or even media. In the first 24 hours, the media will look for all information about your organisation that can be found on your webpage and in archives and they will try to get answers to the following questions: *What has happened? *Who is responsible for? *Did you provide safety precautions that could prevent such event? *Did your organisation correctly assess the risk? *Who will be responsible for and what kind of consequences shall he expect? ====Second day==== In the following days, the media will run the story and investigate the circumstances with the help of different witnesses, those who are involved etc. You can expect questions as: *Why the organisation did not prevent prevent such event? *Did similar events already happen in the past? *Did your organisation plan such problems and did you get ready for them? *Did the organisation respond correctly in the crisis? *How will you prevent such events in future? ===Establishing a new positive public image === It is an onerous process within the organisation that demands a lot of energy of all active members. It is recommended that you take enough time especially for informing members and finding the facts or types of the event. Afterwards, it is appropriate to arrange meetings for members and others interested and to present them the circumstances of the event by means of official documents and authentic persons. We have to be available for their further questions. After the first moments of the crisis effects recovery, we have to check our response to the crisis including time and programme issues. We can help ourselves by reviewing media releases. We can organise [[Press release|press release]] where we present all the information about the crisis. It is a chance for the organisation to correct false information released by the media. ==Bibliography== Brankovič, Jure (2007): ''Odnosi z javnostmi. Priročnik za nevladne organizacije.'' Ljubljana, Mladinski svet Slovenije. [[Category:Localwiki]] [[Category:Totranslate]] [[Category:NGO support activities]] 47 657 2009-03-25T22:17:50Z Admin 1 A flyer is a slightly detailed presentation of a project, taking the shape of a bill or poster. In addition to basic information, it may also contain a more detailed description of the activities involved, of the bands, etc. Since the target audience devotes greater attention to a flyer than to a poster, it can play a vital role in promotion, allowing for a very good and accurate description of an event. The organisation's graphic designer is in charge of creating them. It is important that he take into account the general graphic layout (the logo ...) for the project. ===Creating Flyers=== Before creating a flyer, the designer needs some essential information: *'''Printing in a printing house, with a printer, or a photocopier?''' Based on the decision, the designer chooses the number of colours contained in the flyer and time availability. Printed flyers will be discussed in greater detail bellow. *'''Paper Format (Size)''' Based on the flyer's size, the designer and project leader decide on the amount of information that it will contain. Although a flyer may have a stronger influence on the target audience, one should not exaggerate with the amount of information. The standard ISO paper format for a flyer is '''A6 (105 x 148 mm)'''. *'''The Contents of a Flyer''' The most important quality of a flyer is high information value. Information, however, is worthless if not accurate and verified. Before starting work, the designer should receive all information that will appear on the flyer. This allows for a rapid assessment regarding the space required, which allows the designer to make further decisions. When all the information is assembled, the designer may begin work. He should make it his mission to present the project to the user in a clear and direct way, employing creativity as much as possible, since the graphic design is memorable when unique. The important information, the priority of which is decided by the project leader, should stand out. The information that all projects have in common is the '''time, place and date''', which should always be clear and well-visible. ===Marketing=== An important part of the flyer are also the sponsors that help the organisation realise the project in exchange for publicity. The principle “you get what you paid for” also applies here, so make sure that the larger investors are more visible. The approximate sizes are determined by the organisation's marketing department, which also provides the logos. At the request of a sponsor, they can forward the finished product to them and see whether they agree on the size and recognisability. Under no circumstances may the designer change the logos, except if the flyer only has three colours or less and the logos need to be altered accordingly. In such an event, the designer must respect their structure: the darker parts should be dark, the whiter white. ===Printing Flyers in a Printing House=== If flyers are being printed on a organisation printer, there are normally no difficulties. There is only the issue of efficiently using up paper space (on one A4 sheet, it is possible to create two A5, four A6, and eight A7 flyers). However, if the flyer is being printed in a printing house, greater attention is required. *'''Colours:''' The price of printing is heavily influenced by the amount of colour. To obtain all the colours, four essential colours are required ('''cyan, magenta, yellow, black - CMYK'''). This is known as full-colour printing. Should the project leader decide on fewer colours, i.e. one, two, or three, the designer must be notified. The designer must take special care and not allow unwanted shades, as the printing house or the prepress studio have no right to change the product without prior agreement. Most graphic programs allow the choice of shades from a standardised scale '''PANTONE'''. In the case of a two-colour product, the designer decides on two colours, which give him the entire shade scale to choose from. '''ATTENTION!''' The colours on the computer screen often differ from those on the printed final product. The designer should make use of a printed '''PANTONE scale''' that can be obtained in the organization's conference room (in the desk drawer, next to the Apple Macintosh). The scale is divided into two parts: '''solid coated''' that shows colours on coated paper (Example: PANTONE 539 C), and '''uncoated''' that shows colours on uncoated paper (Example: PANTONE 567 U). The codes in the parentheses designate the colours that can be accessed in practically every graphic-design program. *'''Cropping:''' When printing, it is also important to consider cropping, i.e. the part of the graphic that will be cut after the printing. No print is 100% accurate, so the printer needs some “leeway”. The designer must thus take into consideration at least a 3 mm edge on each side of the product, meaning that the graphic should go 3 mm over the actual format. *'''File Format:''' When sending the product to the presses, it should either be in a .pdf or .cdr (CorelDraw) format, because this allows for a quality print. Since many printing houses have older versions of the Corel program, the designer should take this into account when saving, providing the product in, say, three newest versions. *'''Deadlines:''' Since printing through a printing house takes time, the designer and project leader should take this into consideration. A printing request can also be made some time before actually finishing the graphic design. Thus, a hand-in date can be “reserved” and the printing house can start work immediately after receiving the product. ===Handing Out Flyers=== Participants in the project are responsible for handing out the flyers. They should do so in as large an area as possible. Flyers can be left in most public places (bars, student organisations, schools, etc.), as well as on parked cars and in post boxes. If the flyer is designed to be a postal advertisement, it should contain a designated space for a postage stamp (3 x 5 cm) and the inscriptions “Printed Papers” and "Postage paid at ####". [[Category:Promotion]] [[Category:Localwiki]] [[Category:Totranslate]] 49 571 2009-03-25T21:37:07Z Admin 1 moved [[Materialne avtorske pravice]] to [[Material copyrights]] '''Material copyright''' gives the creator of an original work exclusive rights for individual forms of exploitation for copyright work (reproduction right, public performance right etc.). The author will realize his material interest by exploiting his own work excluding all other works or he will let exploitation of his work to someone else for a charge. Recently, material copyright has no longer been related only to exploitation of copyright work but also to some forms of disposal with specimen of copyright work (distribution right, right to rent). [[Category:Localwiki]] [[Category:Totranslate]] 50 741 2009-03-26T22:30:04Z 93.103.155.248 '''Youth exchange''' is the joint project of two or more local groups of young people from different countries, which enables dealing with certain topics in a wider European context. Youth exchange enables one or more groups of young people to host a group from another country or to go to another country. The purpose of youth exchange is cooperating in the joint programme of activities. These [[project]]s include active cooperation of young people, which enables them to discover and become aware of different social and cultural realities. They can also learn from one another and increase their consciousness of being European citizens. Youth exchange is a part of the [[Youth in Action programme|Youth in action]] (YinA) programme, which is financed by the European Commission for the period between 2007 and 2013. The programme Youth existed before that period. Considering the number of included countries, the youth exchange can be one-sided, two-sided or many-sided. According to this, the way of financing and applying changes. All partners applying to two- or three-sided exchange must send their application forms to their National agencies. With many-sided exchange, the project is prepared by the host organisation, which is obliged to pay the partners 70 % of travel and application expenses. The partners of the [[project]] are divided into organisation(s) sending the group of participants to another country and the host organisation, which hosts the youth exchange in its own country. '''WHO''' The participants aged between 13 and 25, with permanent residence in the country included in the programme (small number of participants may also be aged between 25 and 30) and the group leader or the youth leader. Number of participants The project may include from 16 up to a maximum of 60 participants (youth leaders excluded). The composition of the participants: Two-sided youth exchange: at least 8 participants per group. Three-sided youth exchange: at least 6 participants per group. Many-sided youth exchange: at least 4 participants per group. Every national group is OBLIGED to have a youth leader. Who is the youth leader? The youth leader is an adult, which accompanies the participants of youth exchange. He assures successful learning, protection and safety of the participants. The age of the youth leader is not important. Many times the leader is of the same age as the rest of the participants. '''WHERE''' Place(s) where the activities take place The activity must take place in the country of one of the proposers. Travelling youth exchange: the activity must take place in the countries of two or more proposers. '''WHEN''' The duration of the activities is 6 to 21 days, travelling excluded. '''FINANCING''' The lump sum for the activity expenses, activity expenses by the unit (the lump sum for the participant per day), the lump sums for the preparation expenses and the financial means to repay 70 % of travel expenses for foreigners travelling to the place where the [[project]] is carried out are collected from the YinA programme. Lump sums and expenses differ from one country to another and are set by National agencies. The sums for different countries are published on the website of the European Commission and on the websites of National agencies. '''APV''' An Advance Planning Visit (APV) may be realised for the needs of the youth exchange [[project]]. If the project includes APV, the following measures must be fulfilled: - duration of the APV: 2 days at most (travelling days excluded) - number of participants: 1 participant per group. They may be 2 participants, if one of them will cooperate in the youth exchange. '''EVALUATION''' Projects are evaluated according to the following: The project corresponds to goals and important tasks of the programme (30 %) The quality of the [[project]] and suggested methods (50 %) The profile and the number of participants (20 %) '''Example of youth exchange''' Many-sided youth exchange with the title "Slainte agus An Oige" was realised in Omagh, Northern Ireland. Forty young people from Ireland, Lithuania, Poland and Great Britain were included. The purpose of the youth exchange was to acquaint young people with the healthy way of life. They concentrated on the advantages of participating in outside activities. The programme consisted of practical activities, where young people, divided into groups, cooperated in different sport activities and workshops, which concentrated on how sport can affect our body in a positive way. The project enabled young people from different countries to present their culture and history. The main emphases of the project were on: building the self-esteem of the participants, accepting others, getting acquainted with new cultures and accepting other countries. More info: http://www.mva.si [[Category:Localwiki]] [[Category:Totranslate]] [[Category:Project]] 51 573 2009-03-25T21:37:37Z Admin 1 moved [[Moralne avtorske pravice]] to [[Moral copyrights]] '''Moral rights''' represent a spiritual bond between the author and his work. Moral rights guarantee the author the fulfilment of moral interests in connection with their work, even though they may have assigned his or her rights to a third party. With the help of moral rights, the author can ask to have their name mentioned on every example of the copyrighted work or during every public display of the copyrighted work. It also allows them to preserve the integrity of their work and prevent its mutilation. [[Category:Localwiki]] [[Category:Totranslate]] [[Category:Totranslate]] 31 730 2009-03-26T22:17:20Z 93.103.155.248 /* Guidance for public relations management */ '''Public relations''' (PR) is dealing with relations between a subject (all sorts of organisations and even some individuals) and its publics. PR is systematically planned and influence-driven process for gaining public’s attention through mutual satisfactory and interactive communication based on open, democratic and characteristic management of both sides – the organisation and the public. It is a systematic process of a long-term internal and external communication between the organisation and its target audience with the aim to save or improve the public image. ==About public relations== If we decide to deal with activities related to public relations we need a specific goal. We may be looking for a greater recognition of the general public, local community, country, our members etc. or we would like to increase membership or get sponsors and donors. Most often we try to influence all of them through the media which isn’t the only way for strenghtening our public image. When talking about public relations we refer to dealing with relations between an organisation and those publics from which the success of the organisation depends on. The broad definition of public relations include everything from lobbying governmental authorities to managing financially sensitive data of companies whose shares are quoted on a stock exchange. ==Public relations in non-governmental organisations== According to the theory of communication studies there are more than only one public. In the case of non-governmental organisations we can talk about the following public categories to whom we can draw attention with different methods of spreading influence to different but well determined social groups: *our members, employees *potential participants – future members, ex-members, participants’ parents etc *people who decide *related organisations *country, local community It is important to be aware that organisations are different and that only they will know to define their proper public. This could be easily done if we ask: *who (can) we influence with our activities? *who can have influence on us? The identification of interested public is an important step for preparing the PR strategy of each individual organisation. The media is a relatively useful method for non-governmental organisations when reaching the public or spreading the influence of an organisation. On the other hand, the media can be considered as a public itself and so we reach a wider circle of people. ==Public relations categories== Public relations is not just about writing press releases, giving interviews, statements etc. If we simplify the matter then relations, that we want to influence with our activities, can be divided into internal and external. Their aim is to reach goals which have to be determined in advance with the aim of an easier strategy definition for carrying out activities. ===Internal public relations=== Internal public relations are defined as those whose basis, duties and rights can be seen from the instrument of incorporation and rules of the organisation. Here we can underline rights and duties that we have with regard to our members, institutes, partner organisations etc. Each individual joins an organisation because he has some benefits or because he likes its activities. Members have to be informed about what is going on in the organisation, what [[Project|project]]s are being organised, what benefits may they have etc. The publics that we can include in the internal public relations activities are: *members of the organisation *close members, active members *authorities of the organisation *partner organisations *ex-members. Each of them can be addressed in a different way that depends on our decision and orientation of the organisation. Instruments that we can use next to new ideas of each organisation are the webpage, Internet, [[info point]], notice board, organisation's [[publication]], spreading information from mouth to mouth and media (communication with internal public through external instruments). A good public image and good relations within the close team are important aspects for internal public relations. With up-to-date informing all internal interested members we achieve that the belonging to the organisation increases. Reliability of our active members, authorities, specialist services etc. means that the organisation works well and lets no space for mistakes. All this provides the organisation with strength, homogeneity and a good public image. ===External public relations=== External public relations may be somehow more well-known aspect of the public management especially because of the media, whose range is more notable, even though the relations within the organisation are of the same or even higher importance. Subjects that can take part in the circle of the external public for non-governmental organisations are: *media *related organisations *country/local community The most efficient method for achieving these publics is the use of instruments for relations management that increases the media’s attention considered as the public (when we want it). This way we indirectly influence the image that other external publics have about our organisation. Instruments that we can use to achieve desirable attention are for example a [[press release]], public invitation to the event, press conference, advertising with the media help etc. ==Public relations and working on a project== When we start working on a project we can place public relations into the marketing category. It’s recommended that the person responsible for public relations keeps being informed about every particularity about the project of the organisation. It's awkward if a journalists asks you a question that you can't answer even though you are a team member. If is happens, you can avoid as follows: *“Excuse me, I don’t have the information that you need at the moment, but I can try to get them and I’ll call you back in ... (you have to quote a reasonable time limit, fifteen minutes, one hour).” In such case it's essential that we are consistent and really call back even though we didn't manage to get the information. (ATTENTION! Ask what number shall you call back. It often happens that journalists (esp. those from radio stations) call from phone numbers that you can’t call back). * “Yet, we haven’t got any commentary about this topic but if you give me you phone number or e-mail address, I can let you know about our position.” Again, it’s very important that you respond and so prove you professionalism and don't let the media to keep on interfering into the topic. There are many chances to respond. In case of individual elements that may be of private nature, the group decides together how to form the information that can enter the public sphere. It’s very important that we are consistent and keep our promises if we want to have good relations with the media. Don’t let them to get any bad impression for the sake of your organisation. ==Guidance for public relations management== In the hope that new wisdom of public relations management will be added here, we can write down these recommendations: *information of the public that we want to reach must be up-to-date and true, but we have to be careful as too excessive information may have a negative influence *it’s essential that the organisation has someone who is always available for answering questions of the public (there could be more than just one person so they can change if one is absent) *correctly formulated information are very recommended because those wrongly formulated may destroy the public image of our organisation *it’s important that when forming information for the public our release reaches such degree of intensity that we give our members, local community, country, and especially media the feeling that we don’t hide anything – you can reach this by stating real information that could be checked – to create a feeling that we hide nothing could be art on which the media’s interest for our activities depends on *the public must receive the right amount of information; never provide too much or insufficient information – both can have negative influence * well forming information and opinions is in the case of incidents of vital importance –this is why the [[Crisis management|crisis PR]] has to predict all possible scenarios *it’s very important that you create your own [[Contacts list|contacts list]] of journalists and editorials from different media (good sources: Internet, getting contacts with accreditation of journalists for projects and events or when they call us, etc.) *it's important that you have updated information about media releases (so called clipping) that helps you forming your opinions and statements for particular topics (ATTENTION! As a group you have to decide how will you respond to media releases and then keep to your opinion because it could turn out negatively if journalists will have a feeling that you are defending yourself.) ==Bibliography== Brankovič, Jure (2007): ''Odnosi z javnostmi. Priročnik za nevladne organizacije''. Ljubljana, Mladinski svet Slovenije. [[Category:Localwiki]] [[Category:Totranslate]] [[Category:NGO support activities]] 15 621 2009-03-25T22:03:20Z Admin 1 translating An '''organizer''' is any natural or legal person for which a gathering or an event is carried out. Every person who publicly declares himself as the organizer, is responsible to the state authorities. [[Category:Localwiki]] [[Category:Totranslate]] [[Category:Project planning]] 53 697 2009-03-26T21:46:10Z 93.103.155.248 A poster is a means of advertising that directly presents a certain [[project]] or event on specially designated public poster grounds. It contains only key information and information that attracts the public. Its creation is in the domain of the organisation’s graphic designer and is ordered by the project leader. ==Creating== Before creating a flyer, the designer needs some essential information: *'''Printing in a printing house, with a printer, or a photocopier?''' Based on the decision, the designer chooses the number of colours contained in the poster and time availability. Printed posters will be discussed in greater detail bellow. *'''Paper Format (Size)''' Based on the flyer's size, the designer and project leader decide on the amount of information that it will contain. Size makes it more noticeable; more important projects are generally printed onto a larger paper format (e.g. B1, 100 x 70 m). *'''The Contents of a Poster''' The most important quality of a poster is high information value. Information, however, is worthless if not accurate and verified. Before starting work, the designer should receive all information that will appear on the poster. This allows for a rapid assessment regarding the space required, which allows the designer to make further decisions. The information should be as compact as possible and simple, because people do not read posters, they see them. The person must remember the most important information - '''Where?, When?, What?''', and additionally - '''Who? and Why?'''. When all the information is assembled by the project leader, the organisation's designer may begin work. He should make it his mission to present the project to the user in a clear and direct way, employing creativity as much as possible, since the graphic design is memorable when unique. It should form associations about the project and provide everyting an average visitor would want to know about the project. '''Attention!''' Should the organisation be located in a bilingual area, all the posters displayed in public must be bilingual as well! ==Marketing== An important part of the flyer are also the sponsors that help the organisation realise the project in exchange for publicity. The principle “you get what you paid for” also applies here, so make sure that the larger investors are more visible. The approximate sizes are determined by the organisation's marketing department, which also provides the logos. At the request of a sponsor, they can forward the finished product to them and see whether they agree on the size and recognisability. Under no circumstances may the designer change the logos, except if the flyer only has three colours or less and the logos need to be altered accordingly. In such an event, the designer must respect their structure: the darker parts should be dark, the whiter white. ==Printing Posters in a Printing House== If flyers are being printed on a organisation printer, there are normally no difficulties. There is only the issue of efficiently using up paper space (on one A4 sheet, it is possible to create two A5, four A6, and eight A7 flyers). However, if the flyer is being printed in a printing house, greater attention is required. *'''Colours:''' The price of printing is heavily influenced by the amount of colour. To obtain all the colours, four essential colours are required ('''cyan, magenta, yellow, black - CMYK'''). This is known as full-colour printing. Should the project leader decide on fewer colours, i.e. one, two, or three, the designer must be notified. The designer must take special care and not allow unwanted shades, as the printing house or the prepress studio have no right to change the product without prior agreement. Most graphic programs allow the choice of shades from a standardised scale '''PANTONE'''. In the case of a two-colour product, the designer decides on two colours, which give him the entire shade scale to choose from. '''ATTENTION!''' The colours on the computer screen often differ from those on the printed final product. The designer should make use of a printed '''PANTONE scale''' that can be obtained in the organization's conference room (in the desk drawer, next to the Apple Macintosh). The scale is divided into two parts: '''solid coated''' that shows colours on coated paper (Example: PANTONE 539 C), and '''uncoated''' that shows colours on uncoated paper (Example: PANTONE 567 U). The codes in the parentheses designate the colours that can be accessed in practically every graphic-design program. *'''Cropping:''' When printing, it is also important to consider cropping, i.e. the part of the graphic that will be cut after the printing. No print is 100% accurate, so the printer needs some “leeway”. The designer must thus take into consideration at least a 3 mm edge on each side of the product, meaning that the graphic should go 3 mm over the actual format. *'''File Format:''' When sending the product to the presses, it should either be in a .pdf or .cdr (CorelDraw) format, because this allows for a quality print. Since many printing houses have older versions of the Corel program, the designer should take this into account when saving, providing the product in, say, three newest versions. *'''Deadlines:''' Since printing through a printing house takes time, the designer and project leader should take this into consideration. A printing request can also be made some time before actually finishing the graphic design. Thus, a hand-in date can be “reserved” and the printing house can start work immediately after receiving the product. [[Category:Promotion]] [[Category:Localwiki]] [[Category:Totranslate]] 54 651 2009-03-25T22:16:07Z Admin 1 translating A '''dance performance''' is a specific performance that, along with the technical equipment needed for a theatre performance, above all requires a big enough stage or space for the performers and appropriate floor for the dancers to dance. '''Appropriate floor''' is actually the prerequisite of a dance performance so it is of high importance to know the demands and needs of the dance groups. If the '''stage''' is temporary, make sure the elements are securely jointed, the stage is stable and the floor even before the performance. If you cover the floor, use materials that allow dancing (also barefoot). Make sure the performers have available '''dressing rooms''' (which should not be too far away from the stage) where they can dress and prepare for their performance. [[Category:Localwiki]] [[Category:Totranslate]] [[Category:Project]] 16 620 2009-03-25T22:03:18Z Admin 1 translating A '''contract''' is an agreement or consent regarding particular provisions or obligations. It is concluded when both contracting parties agree about its essential elements. Concluding a contract is important for the protection of someone’s interests and for ensuring the proof about conclusion or the content of the contract. Two or more subjects can conclude a contract. Subjects are natural and legal persons. There are '''commercial''' and '''non-commercial contracts'''. '''Commercial contracts''' are contracts concluded between economic operators who are commercial companies and other legal persons exercising gainful activities as well as independent business persons. Other legal persons take part in this group when exercising gainful activities in accordance with regulation of their occasional or everyday activities if their contracts concern such gainful activities. There are several types of contracts. The following ones are most relevant for student organisations: *freelance agreement *contract of sale *tenancy agreement. In the terms of legal transaction a student organisation is an association represented by its president as its legal representative. More info: Obligacijski zakonik RS http://www.uradni-list.si [[Category:Localwiki]] [[Category:Totranslate]] [[Category:Project planning]] 55 594 2009-03-25T21:45:58Z Admin 1 moved [[Ponudba za tisk]] to [[Printing offer]] An example of a printing offer by the Government Communication Office '''SPECIFICATIONS:''' PUBLICATION FOR YOUNG PEOPLE '''Number of Copies''': 20,000 '''Number of Pages''': 8 pages + jacket '''Format''': A5 '''Printing''': On all the pages '''Colour''': The jacket and the interior 4/4 '''Paper''': The jacket and he interior: min 140 g, gloss '''Binding''': Wire '''Films''': Inexistent Binding of the printed issues: into 50, 100 or 200-part issues, depending on the contractor’s choice Upon signing the contract with the client, the contractor will receive a CD-Rom from the latter, containing the designed publication in .pdf or .prn format. The chosen contractor is bound by the contract to provide a sample print of the publication that must be approved by the designer before it goes into print. '''Distribution of Publications''': To the client’s address. '''Deadline''': Six days from signing the contract or receiving all required material from the client at the latest. [[Category:Localwiki]] [[Category:Totranslate]] 66 699 2009-03-26T21:47:12Z 93.103.155.248 /* Organisational Definition */ ==General Definition== The president (formed from the Latin roots prae- "before" + sedere "to sit"; thus etymologically, “the one who presides, who sits in leadership”) is normally the highest elected official of a state, institution, or organisation. ==Organisational Definition== The president of a society or association is the president an administrative, executive body of an organisation. The president heads and represents an organisation (is responsible for the organisation) and is the first link the organisation has with the public. The president is elected by the General Assembly. ==The Role of the President within an Organisation== The role of the president of a society or association is similar to the role of a [[project leader|project leader]], since it could be said that leading an organisation is a society's or association's largest project. In addition, the president of an organisation also performs other tasks. '''Administrative Tasks''' * Representing the organisation before state and other bodies, other organisations, and third person parties * Calling and chairing meetings of the Executive, administrative body * Monitoring work in the organisation’s bodies * Proposing a mandate or an exclusion of a member in the organisation body * Proposing changes and amendments of the organisation’s Basic Act * Ensuring the adequate archiving of the organisation’s documentation * Ensuring regular communication between the organisation and the ŠKIS Association '''Leadership Tasks''' * Delegating work and tasks within the organisation * Ensuring that the work and tasks are completed within the determined deadline * Ensuring the appropriated spending of funds ==The Responsibilities of the President within an Organisation== ===Basic Responsibility=== The president of a society or association is strictly liable for everything (really everything) that goes on at the organisation during his term. ===Legal Liability=== The president of an organisation is liable for any asset loss the organisation incurs as a result of his deliberate attempt to gain profit from the organisation (either for himself or someone else) during the course of his presidency. ==Conclusion== The president of a society or association embodies the organisation he runs. Consequently, he must conduct himself accordingly, either inside or outside of the organisation. The president’s term never finishes at the end of the work day. He is sworn to maintain the decorum and values embodied by the organisation during his leisure time as well. [[Category:NGO departments]] [[Category:Localwiki]] [[Category:Totranslate]] 17 626 2009-03-25T22:04:04Z Admin 1 translating A '''report of a public event''' needs to be made in a prescribed form at a '''police station''', division or office of the municipality where the event is taking place. The organizer must provide: *a copy of the supporting document stipulating that he has informed the local community (the municipality) where the gathering or event is taking place *a permit of the venue's owner or management (a lease agreement or another type of [[contract]] or a written agreement) * a copy of the permit for temporary excessive environmental noise pollution if devices which cause excessive noise will be used (the permit is issued by the Environmental Agency) *a detailed description of the place, time, duration, programme of the event - gathering, or way of ensuring security (description of the project) *a supporting document stipulating the technical devices are without fault and the safe use of objects if the event involves the use of devices or objects that could endanger the life, health or property of the participants *a permit for a road block including technical traffic documentation if the event requires prohibition, limitation or re-routing of traffic *other supporting documents of safe execution A report of a public event must be delivered '''at least 5 days before the event''' BUT! Even though the legal deadlines are short, it is advisable to deliver reports and applications as soon as possible. This gives you enough time for possible corrections and improvements of the application; it is important to know that the organizer commits a violation if the report is made too late. The report of the event must be delivered by the organizer on the prescribed '''form'''. The forms are available on the police station, divison or office. You can also obtain it [[Media:Vloga.pdf|here]]. ===Street public event=== The organizer must deliver an '''application for the issue of the permit for a street public event''' to the appropriate administrative unit '''at least 30 days before the event'''. If the event is taking place on the street of two or more administrative units, the organizer must deliver an application for the permit issue to the administrative unit in the territory of which the event is to begin. ===Permit application=== The application for permission of a public event needs to be delivered to the main office of the administrative unit in the territory of which the public event is to take place. The application must be made '''at least 7 days before the event'''. The organizer must report the application for a permit in a prescribed form. These forms are available in every administrative unit and on their websites. A permit is needed for the following events: *street gatherings and events *events involving the danger of drowning (if the venue is on the water, in the water, above the water and also beside the water on a land at the water site) *events involving the gathering of animals *international sporting events and competitions between the clubs of the premier national league in team sports *events that involve open fire or the use of objects and devices that could endanger the life and health of the participants or damage property *events for which over 3000 people are expected The event does not need to be reported if it is organized by an organization in its premises intended for these activities. A permit for public events can also be issued for several events of the same type for the duration determined by a designated authority that does not exceed 6 months. If the organizer of the gathering or event does not fulfill the measures determined in the issued permit, the designated authority revokes the issued permit. ===Other obligations of the organizer=== *The organizer must designate a leader of the event. The leader can be a person that is at least 18 years of age and has the appropriate mental and physical abilities to do the work of a leader. *According to the type of event and expected number of participants, [[security]] must be provided for the event. *If the gathering or event involves activities regulated by other regulations (i.e. construction of temporary facilities, catering etc.), conditions determined by these regulations must also be met. More on meeting conditions and permits or agreements at http://euprava.gov.si ===Legal basis=== Article 7 and 8 of the Public Gathering Act – Official Gazette of the Republic of Slovenia, no. 59/2002 http://e-gov.gov.si/servlets/Zakonodaja_vstop?naslov=http://zakonodaja.gov.si/rpsi/r05/predpis_ZAKO1455.html [[Category:Localwiki]] [[Category:Totranslate]] [[Category:Project planning]] 56 598 2009-03-25T21:50:53Z Admin 1 moved [[Program Mladi v akciji]] to [[Youth in Action programme]] The '''Youth in Action programme (YiA)''' is primarily intended for young people between 15 and 28 years of age to increase their commitment and engagement in forming and managing societies, including the European Union. The programme enables the young to gain and strengthen key competences for life-long learning on the basis of their own effort, in order to increase their employability and integration in the society. The national agency of an individual country examines the received [[project|projects]] of every of the five application deadlines (1 February, 1 April, 1 June, 1 September and 1 November) of the year and, if a particular project meets the criteria, it is granted the sources for the execution of the [[project|project]]. The fact that every [[project|project]] involves co-financing does not count here, so the applying organization must also provide (its own) additional sources of financing the [[project|project]]. According to the date of the beginning of the [[project|project]], applications are sent until the appropriate deadline. The YiA programme consists of the five following actions: ACTION 1 – YOUTH FOR EUROPE ACTION 2 – EUROPEAN VOLUNTARY SERVICE (EVS) ACTION 3 – COOPERATION WITH NEIGHBOURING PARTNER COUNTRIES ACTION 4 – TRAINING AND NETWORKING ACTION 5 – YOUTH GATHERINGS The most relevant for student associations are Action 1 - Subaction 1.1. Youth exchange and Action 4 - Subaction 4.3. Training course (TC). Individual [[project|projects]] (depending on individual actions) can involve cooperation of a programme country (EU members + Iceland, Norway, Liechtenstein, Turkey) and partner countries (Albania, Bosnia and Herzegovina, Croatia, Macedonia, Montenegro, Serbia, Kosovo, Armenia, Azerbaian, Belarus, Georgia, Moldova, Russia, Ukraine, Algeria, Egypt, Israel, Jordan, Lebanon, Marocco, Palestine, Syria, Tunisia). More info: http://ec.europa.eu/youth/index_en.htm [[Category:Localwiki]] [[Category:Totranslate]] 18 701 2009-03-26T21:50:39Z 93.103.155.248 /* Goals of the project */ A '''project''' is a precisely determined, usually demanding and complex set of tasks which has to be finished in a specified period of time. The project needs to achieve the expected or required goals and consider all of the foreseen and unforeseen limitations. ''When beginning a project, the following key questions must be set:'' WHAT ? is the purpose or goal of the project WHO ? will lead and carry out the project HOW ? the project will be led, how will it be carried through, what kind of methods will be employed WHEN ? what are the time frames for the beginning and finishing of the project and its interim phases HOW MUCH ? will the project cost HOW SUCCESSFUL ? will the project be, will it achieve the set goals WHAT RISKS ? can you encounter during the process of project planning ==Complexity of the project== The complexity of the project depends on the intricacy of the project's content and often also on the size of the group working on the project. It demands the coordination of a significant number of people with different professional profiles, different degrees of motivation and different experiences. That is why choosing a coordinator or [[project leader]] is very important. ==Deadline== Every project also has a deadline at which it must be finished. Usually, the deadline is set by taking into consideration the goals defined at the beginning of the project planning. The project is, especially if it is worked on for a longer period of time, divided into individual phases for which deadlines are also set. These phases are set into a timeline to increase the project's transparency. ==Goals of the project== The goals and results of the project depend on available sources. Along with financial sources, the following are also important: the knowledge of collaborators in the project, tools, equipment, outside participants you are prepared to involve etc. In planning a successful project, it is necessary to provide enough time and money to those who will be carrying out the project so that they will actually be able to finish it. ==Examples of projects== {{Seznam|Projekt}} [[Category:Localwiki]] [[Category:Totranslate]] [[Category:Project planning]] [[Category:NGO support activities]] 5 666 2009-03-26T17:24:05Z 86.61.73.129 There are different kinds of [[project]]s, for example cultural and sporting events, different actions, sets of courses and lectures etc. They all have common elements that are needed for organising a project which is a complex process, so we have to plan it carefully if we want to carry it out successfully and then hold to individual stages and elements. With planning a project that we want to carry out, we determine when and how will we carry out a certain task, what working tools and equipment do we need, how many people will we need, how much will the task cost and where will we get financial resources. Planning is one of the basis that good management relies on. We plan according to individual stages of the organisation. For more complex projects it's recommended to introduce each stage and time limit so that we draw them on a time line. This way we get a graphical presentation about the progress and dates for carrying out individual tasks what is the basis for a good project plan. The plan, where all stages that are needed for carrying out the project are described, follows bellow: #[[idea]] #[[project planning]] #[[project conclusion]] Project management depends on the [[project type|kind of project]] that we are carrying out. [[Category:Localwiki]] [[Category:Totranslate]] [[Category:Project management]] 32 738 2009-03-26T22:24:23Z 93.103.155.248 /* Copyright */ __TOC__ A '''publication''' is a book, newspaper, or other printed matter that is meant for the public. The article will mostly focus on publications that are of greatest value to organisations, i.e. newspapers, brochures, flyers, etc. To start of, let us look at the types of publications that fall under the [http://www.uradni-list.si/1/objava.jsp?urlid=200669&stevilka=2977 Legal Deposit Act]: * '''Printed matter''' in all printing and copying techniques or on any medium (book, brochure, serial publication, offprint, sheet music, cartographic material, and fine print, together with supplements or annexes) * '''Sound recordings''' on various media * '''Image recordings''' on different media * '''Electronic publications''', distributed on various physical media, and electronic publications, available on computer networks or the Internet, if published in the Republic of Slovenia or meant for partial access in the Republic of Slovenia * '''Publications combining various types of recordings''' from previous points * '''Publications on media that have yet to be developed'''. The Act requires that every publication that ''exceeds four pages'' needs to be saved. Persons liable (publishers, issuing bodies, and distributors) are required to send or submit ''four copies'' of the publication to the National Depository Organisation after it is published [http://www.nuk.uni-lj.si/] (National and University Library). If the ''publication was published with public funds'' (funds from the Republic of Slovenia, the European Union, the local community, a public trust, or a public agency, etc.), or if its publisher or co-publisher is either a local legal person or a foreign legal person, with a subsidiary in Slovenia, the liable person is required to submit ''16 copies'' of the publications from the previous paragraph, except fine print, to the National Depository. '''Periodical Publications''' '''A newspaper''' is a daily or weekly gazette for informing the general public. Its main distinguishable features are: * '''Publicity''' – It is a publication that contributes information to a host of readers * '''Periodicity''' – This means that the newspaper is published in period gaps, ranging from once per day to once per year * '''Universality''' – This includes universal and diverse content, because the newspaper must also satisfy the needs of a public that has various degrees of education * '''Actuality/Currency''' – A newspaper should be able to report on new, important, and interesting content for its readers as soon as possible '''A magazine''' is a periodical publication with specific content. Compared to a newspaper, it has more in depth content and deals with more permanent information that often relate to trends and various issues. Its approach is closer to a report than to news. The magazine is a unique medium that is not daily. Depending on its orientation, it can be published weekly or in longer time intervals. From the advertising point of view, a newspaper and magazine differ in certain respects. A newspaper has a wide circulation, and a local nature (as well as complete coverage within that locality), its weak points being a short life span, bad reproduction, technical and editorial inflexibility, and reading by skimming. A magazine offers more prestige, high-quality reproduction, a defined readership, a flexible format, and various additional possibilities, for example the inclusion of samples. '''An informant''' is a publication meant for informing and reporting on new developments. It is usually smaller, giving key and essential information that have a specific readership (e.g. organisation informants) '''In the following paragraphs, we will look at the basic characteristics of periodical publications.''' ==Content== '''The editorial philosophy''' or the mission statement explains the purpose of the publication, how it will approach these interests, and how it will express its views. The key to this philosophy is understanding the target audience. The editorial philosophy is embodies in the publication’s title that represents its image and identity. One can also refer to '''editorial policy'''. A declaration of policy clearly defines the editorial goals. It includes a description of the readership, its special interests, and responsibilities. Based on this, it determines the types of content, the way in which they will suit the reader’s interests and needs, as well as items that do not fall under the content category. ==Volume== '''The editorial formula''' connects the elements of a publication into a logical, coherent, readable, and useful framework. It is a practical application of editorial philosophy and represents the plan of each issue. Questions, connected to this formula, are: * ''What will the normal volume be?'' * ''How many regular columns will the publication have and which are they?'' * ''How long will they be?'' * ''What will the amount of longer articles be and what will their exact volume be?'' * ''What will the advertisements – content ratio be?'' (This question arises with longer publications that provide advertising space) The editorial board must thus precisely know which areas must be filled in each issue. Consequently, readers know what to expect. Well-planned and designed areas are the easiest path toward a consistent publication. It is recommended that areas/columns have permanent names and a permanent length, number, and type of contributions that go with them. The editor should determine the number of word or characters, as well as the font and the line spacing for every individual column. If not, he can find himself with a large number of unsuitable contributions that do not follow these criteria. ==Style of Writing== Described are a few guidelines for writing, which are not obligatory, since the style primarily depends on the idea for the publication. '''Stress the central idea.''' The central idea should be concise and clear. Enumerate facts that develop and support the central hypothesis. The writing should not strongly divert from the main theme. The purpose of a text (especially a short one) is to answer as many reader questions and dilemmas as quickly as possible. It is thus important to provide direct information, avoiding the marketing approach to writing. '''Develop a recognisable style and tone of writing.''' Individuality is a much welcomed trait when writing. It prevents monotony and gives a sense of creativity and precision. However, an adequate border between originality and exaggeration must be found. '''Write succinctly and to the point.''' Concentrate on the main idea and the important details, leaving out all unimportant ones. '''Employ known expressions and words that are highly informative.''' Narrative clarity is welcomed. No word is off-limits, if the target public knows it well and uses it frequently. '''Be careful when using abbreviations and lesser-known acronyms.''' If using abbreviations and acronyms, make sure to spell out their full meaning first. '''Titles should be short and to the point.''' ==Editing== Every author imprints his personal style, his linguistic knowledge, and his ear for language onto the text. However, it still needs to be checked by a linguist that is a professional in the field. The text is '''edited'''. A good editor will not change the author’s personal style, but will only correct his language errors. When writing a contribution, one must take care to keep a uniform style of writing throughout the text, i.e. the same amount of taciturnity/verbosity, passion/stiff-upper-lip, etc. ==Shaping the text== '''The process of shaping the text''' is the continuation of the organisational procedure that starts when the idea for the project is first developed. A good design creates order out of chaos. Shaping a text should be a form of communication, not decoration. Make sure that it is appropriate for the target audience. ==== Organisational instruments ==== * '''Grids''': The general structure of a page can be determined by setting up the text, fonts, and pictures onto a grid. * '''Columns''' are the basic part of a grid, as they manage the flow of text and images on a page. The more columns there are, the greater possibilities for creating. The font size depends on the column’s width (narrow columns work best with small letter and the other way around). * '''Styles''' allow direct access to the design specifics of a particular project. Styles are the most important when designing a multi-page publication or when making a template for multiple reuses. * '''Connectors''': When shaping a multi-page publication, pay attention to the connector, i.e. the additional edge that links neighbouring pages. The length of the connector mostly depends on the type of binding. The stitched or glued spine needs a 12&nbsp;mm wide connector, s spiral connector, however, needs a wider one: from 16 to 20&nbsp;mm. * '''Edge width''' are deviations of the columns and frames from the edge of the page. The wider the edges, the lighter the publication. Narrow edges darken and “suffocate” the page. ==== Instruments for organising texts ==== * '''Titles''' draw readers to the articles. They must be quickly readable and understandable, which makes their clarity and simplicity all the more important. The greatest effect is achieved by clearly differentiating between the title and the text. The titles are written in linear writing (sans serif), while the text usually uses serifs. This is a very popular combination for all types of publications. * '''Headlines''' introduce the title with a generalised summary of one or two articles. They can also categorise the article. * '''Leads''' introduce the readers to the organisational structure of the article’s contents and soften the transition to the main body of the text. They provide a visual contrast to the page and give the reader additional information on the contents of the article. * '''Captions''' are usually the most read parts of a publication. They are thus best used to sum up the article’s main points. Always bear in mind consistency when writing captions to images or illustrations throughout a publication, regardless of the style of writing chosen. * '''The header and footer of a page''' can be used to strengthen the publication’s identity or as additional information that help with the reader’s searching (possibly containing the chapter name and number, the page number, a summary of the content, etc.). * '''Quotations and extracts''' give an editorial sound to the page and contribute towards style variety. * '''Heads of the publications and logos''' (together known as the banner) are a regular feature of web pages, helping readers find their way in virtual space. Banners are also important for readers and designers; the readers wish to know their location at every moment, while the designers want to create an identity and attract attention. * '''A logo''' is a graphic element that represents the type of business, an association, or the organisation’s style. Logos should be as simple as possible, making them legible at all times. A carefully crafted logo expresses the philosophy, credibility, character, and style of an organisation. If well-designed, their meaning is so clear that it is for ever imprinted into the brain. ==== Common design errors ==== * '''Rivers of white''' appear because of the spaces between the words. They most often occur with large letters and narrow columns, and also when, instead of just one, two spaces follow a full stop. By choosing a smaller font, a wider column, or a combination of both, the error can be fixed. The text can also simply be aligned left. * '''Inappropriate spaces between two columns:''' The larger the letters, the larger the spacing required between columns. This prevents the reader from unintentionally jumping to the neighbouring line, instead of to the next one. * '''Emptiness''', caught between the side elements, it functions as a hole. This confuses the reader and disturbs the rhythm of the text and image. The problem can be remedied with larger letters for titles, larger images, or by rearranging the setting. * '''Compressed pages''' are created when the text, the lines, the images, and other elements are too close together and concentrated on the edges. * '''Shy titles:''' Titles should be noticeably larger and bolder than the font used for the body of the text. * '''Jumping horizons:''' A multi-page publication should have the columns always beginning on each side at the same height. * '''Floating headings and subheadings:''' Move the headings and subheadings closer to the text. This will give you spacing and distinguish it from the previous text. * '''Lineisis and Frameisis:''' Do not overdo it with the frames and lines, because the page can look pigeonholed and broken up. The pages can look confusing and make reading difficult. * '''Inverted letters''' are most effective on labels and short so announcements. Inverted letters are hard to read, especially if there is a lot of text and the font is small. The reader is forced to turn his head, the publication, or the pages themselves. * '''Orphans and widows:''' An orphan is the first solitary line at the bottom of a column or page, while a widow is a solitary word or short sentence at the top of a column or page. Orphans and widows can be eliminated by rearranging the text, or better yet, by fixing the word division at the end of the lines or by setting the line spacing between words and letters. * '''Uneven spacing:''' The readers notice the smallest of differences in spacing. Uneven spacing will make your work seem sloppy and unworthy of attention. * '''Excessive word splitting:''' When splitting too many words, you must disable automatic splitting or modify it on your word processor. * '''Excessive use of fonts:''' Take care to avoid mixing various fonts, as well as font sizes and word emphases. Reading can otherwise be quite difficult. * '''Lack of contrast between the text and other elements:''' If there is a lack of contrast, it is difficult to distinguish text-covered elements from the background. * '''Using too similar images:''' If the images are the same size and shape, they can confuse the reader, because he does not know which one to look at first. * '''Overdoing it with the graphics:''' Do not replace and outshine the contents with graphics and images. Excessive elements make the page too full, a point especially valid for web pages. * '''Crammed pages:''' Cramming the smallest recesses of the page with data will tire the reader. * '''Too much gray:''' A reader, when faced with a page with a large amount of text and no images, will be discouraged, if not very interested. A gray page inspires the feeling that reading will require a lot of effort. == Authors == Who is responsible for content? '''The head (chief) editor''' is responsible for the state and development of content. He works in a project group. '''The Editor''' is responsible for an individual chapter. '''The author''' writes and maintains content for an adequate content part. '''The language editor''' is responsible for the grammatical and stylistic adequacy of the texts. '''An editor''' fixes the author’s language errors. '''The designer''' gives the publication a visual image. '''A marketer''' deals with the process of planning and executing a concept, prices, promotion, the distribution of ideas, products, and services, with the goal of setting up a trade process and meeting the needs of the individual and organisation. The publication’s extent naturally determines the types of needed associates (e.g. the ŠKISopis team is made up of chief editor, editor, marketer, and designer. The authors are either regulars or write from time to time) == Copyright == [http://www.uradni-list.si/1/objava.jsp?urlid=200494&stevilka=4203 Copyright and Related Rights Act] The Act deals with the rights of authors and contractors of certain works and with the collective management and enforcement of copyright and related rights. '''Copyright''' is a common term for many rights that enable the author to pursue financial (material) and personal (moral) interests in connection with benefiting from a copyrighted work. They are divided into [[Material copyrights|material copyrights]], [[Moral copyrights|moral copyrights]], and other copyrights. Part of the contents of the journalist’s manual that is used for writing articles: * In the interest of free information flow, there is not need for media or someone else to obtain a permit for using news, facts, and information from journalistic articles. However, good media ethics, in the interests of proving legitimacy, demands that the information sources are quoted Example: A journalist that uses information from an article by another journalist in order to write his own is not violating any copyrights. However, a journalist that simply copies an important part of someone else’s article verbatim infringes copyright. This is known as plagiarizing. When dealing with reporting on a current event, the reproduction of work that one is able to see or hear during an event is permitted (for example a poster, situated in the background of a reporter’s photograph, when it is justified by the need to publish concrete information). It is not the information contained within the article that is copyrighted, but rather the entire article itself. However, generally the way in which facts and data are arranged and compared is also protected. This is both true for unabridged work, as well as for databases that contain only data relating to facts and the data is individually available, although they required a great deal of systematic work to put together. Consequently, it is not always legal to use all the data from a particular article, for example, when it is made up of factual data like a list of dates and places. In European Union member states, all copyright for written and photographic material expires 70 years after the author’s death. ==Circulation== When the decision has been made to publish a publication, the target interest group must be defined. The defined target group than determines the number of issued copies. Example: Student clubs association of Slovenia publishes an informant that is primarily directed at student organisations and the interested general public. The number of organisations is known (55) and ŠKIS also ascertained the number of other potential interested parties (kindred organisations). By deciding to send every organisation five issues, ŠKIS arrived at the optimum number of printed issues (i.e. 400 copies). The circulation often depends on the financial capabilities of the publisher. It is recommended that you draw up a [[printing offer]] and send it to as many printing houses as possible (e.g. [http://www.grafex.si Grafex], [http://www.tiskarna-radovljica.si Tiskarna Radovljica], [http://www.sinet.si Sinet] ...) and choose the most attractive offer. The distance of the printing house from your organisation also needs to be taken in to account. Also make sure (by contacting other clients, organisations, etc.) if they are capable of fast reactions in crises situations. == Print == '''Printing Types''' * '''''The Screen''''' Silk-screen printing is a technique that employs a screen. This is a thick taut net that lets colours pass in only certain places. Special rubber is used to spread colour over the screen and the surface is left with a colour print in places where the colour made it through. Silk-screen printing is a very widely used printing technique. It is used in almost all branches of industry. Silk-screen printing is used to apply colours, glues, silica, various pasts, dust, etc. Of all the printing techniques, silk-screen printing allows the thickest colour coating onto the material. It allows us to print on all kinds of materials. The surfaces can either be straight, oval, or cylindrical, they cannot however be 3D. * '''''Tampo''''' Tampo printing is a scientific process that involves the printing colour (ink) to be transferred from the printing plate onto the printing material. During most procedures, the printed material is impressed onto a printing plate (in this case, onto a cliché) that has a layer of colour. Upon touching, the colour is transferred from the plate (the cliché) onto the printing material. *'''''Digital''''' In this type of technique, the material printing plate is replaced by digital data that enable the printing device to be operated. The graphic process for digital printing techniques is digitalised from the input of textual and pictorial data to the digital printing process itself (however, despite its name, it is an analogue end to the entire process). What concerns the used imaging technology, digital printing techniques hardly differ from widely used printers. The differences mostly lie in quality, format, speed, and costs that are comparable to and rival conventional printing techniques, also offering additional possibilities. Today, digital printing techniques almost exclusively employ (non impact) imaging techniques that have no need for printing pressure. Digital printing techniques include: - ''Xerography'' (laser print) - ''Iconography'' - ''Magnetography'' - ''Droplet printing'' (ink-jet printing) - ''Thermography'' (thermo transfer, sublimation) * '''''Flexo''''' Modern flexographic printing, especially in printing packaging, poses a serious threat to the deep printing of foils and laminates for flexible packaging, to offset printing for printing cardboard packaging and, with its direct multicolour printing of wavy cardboard, for the production of quality coated packaging. It has also gained popularity for printing labels, objects, and also newspapers in Italy, Great Britain, and the US. * '''''Offset printing''''' Today, offset printing is the most widespread printing technique, having a good 50% market share. Its advantage mostly lies in its universal nature, because it can be used to print various prints onto a wide selection of different materials. '''Characteristics Relevant for Printing Houses:''' First we have to choose an appropriate '''format''' – the width and dimension of the sheet (and how many will be printed on one sheet), grammage newspaper paper … There are many different formants in used through Europe and the world: - Berliner (~ 315&nbsp;mm * 470&nbsp;mm) - Rheine (~ 360&nbsp;mm * 530&nbsp;mm) - Nordic (~ 400&nbsp;mm * 570&nbsp;mm) - US-format (~ 317.2&nbsp;mm * 578&nbsp;mm) - Tabloid (½ of the basic four formats) The Slovenian newspapers Dnevnik and Večer use the Berliner format, and a slightly changed Nordic format for Delo ( ~ 420&nbsp;mm * 578&nbsp;mm ). ŠKISopis is printed in 165&nbsp;mm * 235&nbsp;mm format. '''Table of Formats for Paper Sizes''' Media:formati.doc '''Image Examples''' [[Image:A.png|alt text]] [[Image:B.png|alt text]] [[Image:C.png|alt text]] '''The meaning of:''' print 4/0, print 4/4, and print 4/1? 4/0 – Printed in 4 full-colour mode (CMYK) on one side of the paper 4/4 – Printed in 4 full-colour mode (CMYK) on both sides of the paper 4/1 – Printed in 4 full-colour mode (CMYK) on one side of the paper, the other being black-and-white 1/0 – Black-and-white printing on one side of the paper 1/1 – Black-and-white printing on both sides of the paper '''What does »no-margin printing« and »bleed« mean?''' '''»No-margin printing«''' means that the printing surfaces reaches all the way to the margins of the print. Since completely accurate trimming without white edges is not possible, an additional 3 millimetres of '''“bleeding”''' is always considered. '''How to prepare a file for printing?''' – Basic Advice *Prepare the file in vector programs ('''Adobe Illustrator, Corel Draw, Page Maker, Free Hand, Quark Xpress, Adobe InDesign'''), since the printing quality is better. It is important to create outlines or send the used fonts with the file. The bitmap should have the highest resolution possible (300 dpi – CMYK colour scheme). *'''Bleed''': Printing that touches the margins should take into account the bleed (+ 3&nbsp;mm to the left + 3&nbsp;mm to the right + 3&nbsp;mm up + 3&nbsp;mm down) and have crop marks. *'''Moving the contents from the crop margins''': The content (texts and images) should be held separate from the crop margins (inside) a minimal 5&nbsp;mm. *Texts should not be smaller than 7 pt (points) and the lines should not be smaller than 0.5 pt. *Create black colour from CMYK colours > C=30% , M=20% ,Y=20% , K=100% *Colour-density should not be under 10% [[Category:Localwiki]] [[Category:Totranslate]] [[Category:NGO support activities]] 19 671 2009-03-26T21:01:35Z 93.103.155.248 ==What are the EU and State Sources of Funding== *'''Structural Funds''' These are a financial instrument of the EU that encourages development in lesser-developed EU regions (less than 75% of the EU27 GDP average). There exist regional development, social, agricultural, and fishing funds. To whom and for what the 2007-13 funds will be allocated is determined in the Single Programming Document (SPD) that is based on the priorities, outlined in the Strategy for Regional Development (SRD). A portion of the funding is reserved for priorities, determined by local self-government in regional development plans (RDP), for example the Upper Carniolan RDP or the South Littoral RDP. The understanding of these documents is crucial in the search for possible EU funding. Additional information: http://www.gov.si/euskladi - An ABC course on funds, the Single Programming Document http://www.arr.si – Regional development plans http://evropa.gov.si – Slovenia, At Home in Europe *'''Community Initiatives and Programmes''' In addition to structural funds, there are other programmes and initiatives that encourage specific sectors. The following two are of interest to organisations: '''INTERREG – International Cooperation''' It supports all kinds of projects, which include obligatory international cooperation. This can either be achieved by organising a joint project with a cross-border partner; a cultural event, a meeting, an educational course, a sporting event, etc., or by carrying out a project that was already successful in another European county, in cooperation with a partner that organised the project (a mirror project). Examples of successful [[project]]s include printing albums and brochures on a particular topic, organising festivals and cultural events, cross-border mountaineering, singing and biology societies, and many others. http://www.arr.si '''YOUTH in ACTION''' [[Youth in Action programme]] is meant for all young European citizens and is consequently of great interest of organisaitons. It allows funds for [[youth exchange]]s, youth initiatives, and youth network [[project]]s from all over Europe. Everything there is to know about the Youth in Action Programme is available in the Youth in Action Programme Guide, found on the following web site. http://www.movit.si *'''National Calls for Application''' The state also encourages the development of the economy, human resources, culture, and art through financial instruments. These calls for applications are simpler and usually offer less funding. Some calls for applications are also combined (EU and, for example, Slovenia) and the bearers of these calls for applications are (Slovenian) institutions (ministries, offices, philanthropic societies, etc.). ==How to Find Calls for Application== EU and national calls for applications are issued by various institutions, especially ministries and government offices, as well as other organisations. There are three ways to find a call for applications you might be interested in: *There are search engines that find current calls for applications according to key words or topics: http://www.razpisi.info http://ec.europa.eu/europeaid/cgi/frame12.pl http://razpisi.javni-razpisi.com *If we already know what kind of a call for applications to expect and from what institution, it is best to visit their official web page. Information can be found under “current calls for applications”, “public calls for applications”, or similar: http://www.kultura.gov.si/index.php?id=2133 http://www.uradzamladino.gov.si/si/javni_pozivi_razpisi_narocila/javni_poziv_2006/ http://www.uvi.si/slo/urad/razpisi/ *All calls for applications are published in the Official Gazette of the Republic of Slovenia. This might take longer, but it is the only site, where we can be sure we will not miss any calls for applications. Municipal calls for applications can be found on the municipality’s official web page. Sadly, only some municipalities make parts of their budget available. ==What to Watch Out For When Reading Calls for Applications== First, we have to see whether our organisation fulfils the '''conditions for participating in the call for applications'''. Some are meant for NGOs, others for companies, still others for both. Since Slovenian student organising has a special character, some calls for applications explicitly exclude student organisations, especially calls for applications for the young. Thus, this is something that needs to be verified. Every call for applications has its '''purpose and goals''' that it tries to achieve. Our [[project]]s must naturally strive to attain these goals. The '''minimum and maximum amount''' are also specified for each [[project]]s, as well as the '''percentage of co-funding'''. The percentages of co-funding for the EU and state are between 50% and 85%. The remaining funds must be sought from sponsors, donators, or user contributions. The same project can also apply to a local call for applications, where the financing thus obtained is considered as co-funding from the user. However, it is not possible to apply the same [[project]] to two different calls for applications that are offered by the same institution (for example, the ministry of culture). The applicant can cover his share with goods, such as materials and work or the use of space, and not necessarily with money. It all depends on the '''recognised costs of the [[project]]''', which clearly define the justified and unjustified costs (e.g. buying land, worker fees, airline tickets, etc.). When drawing up a financial plan, all this must naturally be considered. The applicants must especially pay attention to the annexes and the '''method of submitting the application'''. Signed contracts on cooperation, excerpts from registers, and similar documents, must be taken care of in advance to avoid complications. The instructions for handing in the application must also be observed (e.g. if stated in the application instructions that it must be submitted in two separate envelopes, one containing the original and the CD, … for the attention of, … they must be followed to the letter.). [[Category:Localwiki]] [[Category:Totranslate]] [[Category:Project planning]] [[Category:NGO support activities]] 57 650 2009-03-25T22:16:05Z Admin 1 translating An '''exhibition''' is a shorter cultural event where particular works of art are exhibited. There are various types of exhibitions: '''exhibitions of fine art pieces''' (paintings, photographs, sculptures...), '''handcrafts''', '''books''', '''exhibitions presenting the work of a group or association''' etc. ==Programme of the exhibition== It is advisable to have a '''presenter''' who opens the exhibition (this can be the event's organizer or someone else). First, the presenter should say a few words on the purpose of the exhibition, the author and the displayed works. Then follows a '''speech''' by the person who prepared the exhibition (if this is the author, he should briefly present the content of the exhibition, if there are several authors, one of them should do this presentation). During individual speeches, the event can be enliven by a short '''cultural programme'''. The most appropriate are musical acts (instrumental or vocal). The last words should belong to the person who opens the exhibition and makes a short speech, finally inviting the gathered visitors to see the exhibition. '''The entire ceremonial''' of the exhibition's opening should not be longer than 30 or 40 minutes as the visitors usually stand in such events and their feet can start to hurt if the introduction is too long. If the space is big, it is good to provide a sound reinforcement system. Otherwise, the people in the back rows may not hear well. Usually, '''food and drinks''' are prepared for exhibition openings - a small buffet, some pastry or canapes and drinks. [[Category:Localwiki]] [[Category:Totranslate]] [[Category:Project]] 58 743 2009-03-27T15:56:24Z 193.77.151.104 A '''web banner''' or '''banner''' ad is a form of online advertising that entails embedding an advertisement into a [[website|website]] in the form of an image (formats jpg, gif, png, or Java, Shockwave and Flash), by which the viewer is encouraged to click on the banner and is thus redirected to the ''website'' advertised. A banner mostly employs animation and sound affects to maximize presence, although the latter can sometimes be disturbing. When a website with banner is loaded, the display of the banner is referred to as impression. When the viewer clicks on the banner, they are redirected to the website advertised in the banner. This event is known as a »click-through«. Advertisers follow the statistical data on banner efficiency and then decide on future advertising strategies. Web banners come in standard sizes, most of which are vertical or horizontal rectangles. This is also where the name banner derives from. A '''web banner''' ad can attract traffic to a website and improve the recognisability of a project advertised there by displaying the project's web banner on ''other websites''. The viewer clicks on the banner and is then redirected to the website advertised. The web banner should be placed on a website with relevant additional information for your website's target viewers, convincing them to click on the banner. [[Category:Promotion]] [[Category:Localwiki]] [[Category:totranslate]] 20 627 2009-03-25T22:04:07Z Admin 1 translating '''Sponsors''' and '''donors''' can help us realising our projects with '''financial resources'''. Sponsors are business entries (usually companies or sometimes non-profit institutions) who offer an organisation a particular amount of money in exchange for advertising. On the other hand, donors make a financial payment on the organisation’s account and don’t demand any advertising for their contribution. ===Looking for sponsors=== The process to obtain sponsors begins with looking for '''potential sponsors''' as they are not just all companies. We have to focus on market-oriented companies or companies who care for their recognition. Experience has shown that in most cases local companies decide for being sponsors as it helps them building their recognition and social value among residents of a particular region. It is important to know what the project is about. It applies that more successful sponsors are those whose activities are connected with the project. ===Writing a request=== The next step is '''writing a reuest''' or more politely '''an invitation to participate'''. We have to know that we don't ask sponsors for money because they are our (business) partners as they pay a fixed amount for the service that we carry out for them. Requests for cooperation may be universal, it means that they are the same for all potential sponsors, or they may be written for each sponsor individually. We choose the request form in accordance with the type of the project, potential sponsors and time. In general it is better to have less gold sponsors than more bronze ones. We can assume that it's better to write an '''individual request''' for each potential sponsor. But it takes a lot of time and therefore a '''universal request''' is also applicable. Writing a request is the most important step in the process of looking for sponsors. A request shall not be too long or it distracts attention of potential sponsors. Essential and basic information only should be written in a few sentences. A request shall include the organisational and marketeer contact information so that potential sponsors can contact marketeers. The project shall not be described in the request, but it should be added as an annex. It is recommended to add some photographs (for example from a project carried out in previous years). Some marketeers write strictly formal and official requests, still others prefer less official, but more “poetic” requests. Which version is better depends on the reader. The truth is most probably somewhere in between. Requests are normally sent by post because it is more efficient than e-mail. Each request must be stamped and signed by its marketeer or responsible person. A request usually contains '''advertising fees ''' where different '''types of advertising''' (for example publication of a logo on posters, flyers, publication of videoprojections, hanging banners where the event takes place, promoting sponsors by sound reinforcement system and so on) are listed and described. Don’t forget to write the price. Normally, the most expensive is hanging the banner and the cheapest is the publication of a logo on posters but it is a matter of agreement. It applies that gold sponsors have a larger logo on flyers and posters. ===Expecting an answer=== Sponsors are expected to '''contact''' marketeers from organisations after having received their requests. Some companies send a letter (by e-mail or post) where they explain their decision, but unfortunately it doesn’t happen often. In most cases marketeers call a potential sponsor a few days after having sent a request. They try to get in touch with the person responsible for marketing or in smaller companies with the director general. It often happens that it takes quite a long time to make a contact (the responsible person is absent, too busy, and so on). The marketeer asks if the company has already received the request and if they might have already made any decision. If the first call is unsuccessful he tries again until he gets right information. A marketeer has to be very persistent and patient because employees in companies often don’t have time or they forget things such as requests. ===Agreeing with a company=== If a company decides for sponsorship we have to '''agree''' about what '''sort of advertisement''' would they like. Companies can remit financial resources in two ways. The first way is that the organisation issues an '''advertisement invoice ''' to the company and it pays for it. The second way is that the company and organisation enter and sign a '''sponsorship contract ''' on the basis of which the sponsor remits financial resources into the organisation’s account. If it is about a '''donation''' the donor can remit financial resources into the organisation’s account without a concluded contract. If the organisation or donor demands a '''donation contract''' it may be signed. It defines the relationship between the organisation and donor company. Financial resources could be remitted into the organisation's account before or after the event. It's the matter of agreement in the contract. ===Implementation of the provisions of the contract=== Before the event, marketeers have to arrange everything to '''implement the provisions of the contract'''. They have to send the logos of the sponsors to the designer so he can add them on posters, flyers etc. At the event, the marketeer has to take care that banners are hung, videoprojections are broadcast, sponsors are promoted by sound reinforcement system etc. He has to tell to the photographer to take photos of the banners, videoprojections etc (so called exhibits). ===A thank-you letter to sponsors=== It is every important that after the event the sponsors and donors receive a '''thank-you letter for their cooperation at the project'''. The thank-you letter shortly summarises the '''project developments''' and it is supported by '''exhibits''' in the form of photographs from the project, where the sponsor’s advertising is well seen as well as photographs from the project itself. A flyer or a video could be added. The process is the same for '''donation''' with the exception of exhibits that are not enclosed in the thank-you letter which is very important and helps the organisation to prove its maturity and business behaviour in relation to the sponsor. [[Category:Localwiki]] [[Category:Totranslate]] [[Category:Project planning]] 6 714 2009-03-26T21:59:12Z 93.103.155.248 /* Trip */ The key stages in an organisation of a [[project|project]] ('''idea''', '''team composition and leading''' and '''completion''') do not vary much with different types of [[project|projects]]. The stage at which organisation varies the most with different project types is '''planning a project'''. Different [[project|projects]] are divided into five groups or '''project types''' as listed below. Clicking on ''planning'' gives you additional information on how to organize a particular project type. ===Concert=== A concert is a live performance of one or more musical artists. The focus point of a concert is the performance of the artist, but among the most important parts of its organization are the scene setting, sound reinforcement system, stage, backstage, getting the authorizations, sound checking, etc. Without these preparations no concert can take place. [[Organising a concert]] ===Lecture, workshop=== A lecture is an oral presentation intended to present information or teach people about a particular subject. The most common are travelogues or lectures from experts. A workshop is a type of seminar that involves creative activities for the participants. Depending on their contents, we know various different types, for example workshops dealing with: literature, dance, music, fine arts, theater, cooking, cirus, etc. All these workshops share a common goal - to actively involve the participants and offer them a useful and dynamic way to spend their spare time acquiring new skills or being creative. [[Organising a lecture or a workshop]] ===Cultural event=== A cultural event is any type of event that involves the human mind, especially its artistic activity and creativity. Among the most common cultural events are literary evenings, exhibitions, celebrations, concerts, theatrical performances, dance performances, etc. [[Organising a cultural event]] ===Sporting event=== A sporting event is any event whose main purpose is the sports activity of its participants. There exist several types of sporting events: competitions (matches, tournaments, leagues), amateur sports events ... [[Organising a sporting event]] ===Trip=== A trip is usually a short journey outside one's local area. A trip can last from one to more days, and the end point of the trip can be relatively near or far from its starting point. The end point depends on the purpose of the trip: sightseeing, education, different activities (cultural, sports) or any other reason to see a place outside one's local area. [[Organising a trip]] [[Category:Project management]] [[Category:Localwiki]] [[Category:totranslate]] 21 614 2009-03-25T21:56:52Z Admin 1 moved [[Varovanje]] to [[Security]] To ensure '''security in an event''' the organizer hires one of the security services with '''security guards''' for different types of events. The law provides that '''one security guard per one hundred expected visitors''' must be hired (if 300 people are expected to come, three security guards should be hired). The organizer informs the chosen security service about the exact date and time when the security guards are needed, provides the company with a security plan (usually a plan of the venue with facility settings specified, e.g. stage, bar, stands, etc.) and signs a contract. [[Category:Project planning]] [[Category:Localwiki]] [[Category:totranslate]] 22 624 2009-03-25T22:03:58Z Admin 1 translating The '''project leader''' plans, implements, coordinates and controls a project. He is responsible for the success of the project in whole. He needs a sufficient amount of knowledge, experience, leadership competences and some other qualities that are important for the project implementation. For the project leader is usually chosen someone who in addition to all previously stated characteristics shows greater interest and motivation for the project realisation. ''For the project leader is important that he:'' *encourages team work, cooperation and controlling results. *encourages project discussion until an agreement is reached. Exceptionally, he takes measures if there is a matter of urgency or if it is impossible to reach an agreement. *provides his team with information about the project development. *occasionally changes work among the team members in order that they have a chance to know each other better and encourages mutual assistance. *encourages his team for searching as many facts and ideas for solutions as possible and encourages creativity with creative thinking techniques. *discusses about all conflicts either together or separately with each individual team member. *is available for all team members. *often uses praises and reprimands. A criticism has to be constructive and told in an appropriate manner. *encourages that work is equally divided and so prevents that an individual team member is too busy while others are free of work. *always supports the team members’ ideas and efforts. [[Category:Localwiki]] [[Category:Totranslate]] [[Category:Project planning]] 60 616 2009-03-25T21:57:20Z Admin 1 moved [[Vstopnina]] to [[Entrance fee]] '''Entrance fee''' is the sum paid in order to participate in an event. '''Tickets''' can be prepared by the association/organizer themselves. Tickets (that can be bought in any stationery store) have to be stamped by the association and include information on the event name, place, date and ticket price, for which computer design can be used. If the association is a '''taxable person''' (which student organisations are), a 8,5 % tax is also also charged in Slovenia and its amount must be stated on the ticket. The compulsory information on the ticket is: *name and address of the association *event name *place and date of the event *row and seat number if the seats are numbered *ticket serial number *price/entrance fee After the event, the entrance fee account settlement must be made. The cash deposit to the transaction account must be carried out within 8 days. [[Category:Project planning]] [[Category:Localwiki]] [[Category:totranslate]] 40 652 2009-03-25T22:17:09Z Admin 1 translating When all of the above is set and at least the general expenses are known, it is time to make a financial plan. A financial plan is an estimate of future expenses and income. Since a financial plan is a '''cost estimation''' of the project, it is not necessary for it to match the financial report, yet it should come close. The expenses are only estimated (the exact numbers are usually unknown) therefore the costs can be rounded up. Exact numbers appear in our financial report that is done after the project is over. When organizing a concert, our financial plan needs to comprise everything from hiring the facilities, the stage, lighting and sound reinforcement system, performers' price, hiring the workers and security service, to promotion (the costs of poster design, print and sticking, running an advertisement in the media,...) etc. If we plan on charging an entrance fee, we estimate how much money the fees will raise. '''Nota bene!''' Make sure you put down '''gross amounts''' (VAT included). Net amounts do not include VAT and as such do not represent the final cost an organisation, which has to pay taxes, has to cover. An example of a financial plan: ''link'' [[Category:Localwiki]] [[Category:Totranslate]] [[Category:Totranslate]] [[Category:Project management]] 43 648 2009-03-25T22:16:00Z Admin 1 translating A '''theatrical performance''' usually requires: a stage, curtains, lights and technical equipment for producing music and other sound effects. Look into the '''technical requirements''' of a performance. Contemporary theatrical performances do not necessarily involve a stage; they can be staged in the open air or in a special setting (a yard, a basement...), which allows room for the audience and the performers, but certainly demand all stage technical equipment. Make sure the electrical installation can manage the expected load so that it does not fail when all the lights are turned on etc. [[Category:Localwiki]] [[Category:Totranslate]] [[Category:Project]] 24 678 2009-03-26T21:20:29Z 93.103.155.248 /* The purpose of an info point */ ==The purpose of an info point== The primary purpose of any student organisation's info point is creating a link between an organisation and its members. An info point can serve as a physical place of connection for its users or it can use different media communication channels. In the modern era of technological advancements, these new ways of communication deserve a special emphasis. The most basic task of any organisation's info point is to affiliate students. To become a full member of the organisation, a student must submit a proof of student status. It is thus of great importance to attract the potential members to the organisation's premises or its info point by using using different methods, e.g. offer some free beer and a T-shirt or any additional service that could improve the quality of members' student life outside universities. This is the primary aim of any student organisation and the main reason for its financing. ==Infrastructure and opening hours== [[Image:IMG_0257.jpg|thumb|An example of an info point's premises]] The basic condition for any info point are, of course, the premises for the performance of the organisation's activities. If the organisation already has an office or a similar working environment, the basic conditions are met. If, however, the organisation does not have any premises, the following options are available: ===Renting=== The easiest solution is renting a office space of your own, but unfortunately it is also the most expensive one. The price for office space rental in Slovenia ranges from 6€ to 15€ per square meter. The recommended size for an info point is 15m2, which means that the average monthly rental cost is around 150 €. If an organisation decides to invest such sum in an info point, location has to be chosen next. It is recommended that the info point is located at a crossroad of the majority of students, i.e. in the vicinity of a high school, university, library, café, bus or rail station, etc. ===Acquisition of premises subsidized from municipal resources=== Some municipalities lease their premises at subsidized price to associations working in its area. It is worth inquiring about such solutions in your own municipality. Granting of the status of association in public interest and acquisition of premises free of charge On the basis of the [http://www.uradni-list.si/1/content?id=73792&part=&highlight=zakon+o+dru%C5%A1tvih Societies Act] - section V., any society can obtain the status of an association in public interest in the field of culture. In Slovenia, cultural organisations in public interest are entitled to privileges specified in Articles 74, 75 and possibly 79 of the Act on Enforcing Public Interest in the Field of Culture. The Ministry of Culture or the competent body in the local community can grant the public cultural infrastructure to be managed or used by other legal entities implementing public cultural programs and projects on the basis of a public tender and a contract. According to the Article 80 of the Act on Enforcing Public Interest in the Field of Culture, the management and the use of public cultural infrastructure can be granted to an organisation in public interest without a public tender. The management and the use of public cultural infrastructure is granted free of charge on the condition that the cultural activity provider enters into commitment of regular maintenance. A provider who offers a durable satisfaction of cultural requirements in a particular field and whose operation is in public interest, but has not been allocated any funds in the form of public financing, nor have they been granted the management and the use of public cultural infrastructure, can be entitled to resources from the state or the local community for the payment of the costs connected to meeting the space requirements for the society's action. Additional information on the procedure in Slovenia can be found on the following website: [http://www.mk.gov.si/si/postopki/statusi_in_pravice/pridobitev_statusa_drustva_v_javnem_interesu/ Ministrstva za kulturo] ===Furnishing=== To ensure a smooth functioning of an info point, we need basic office furniture (i.e. desk, storage cabinet), computer, internet connection, power connection, telephone connection and a mobile phone. The start-up cost of an info point ranges from (depending on your resourcefulness) 500€ to 2000€, whereas the running costs range from 70€ to 150€. ===Opening hours=== Opening hours depend on the services that the info point offers. If student meal tickets are sold at the info point, it will probably also be open on weekdays. If not, it is sensible that the info point is open during weekend, preferably in late afternoon. ==Informing members about the organisation's activities== This information can be sent through different communication channels: through Internet with a direct e-mail, through notifications on the organisation's website, directly in a printed form given to a member or indirectly through posting notifications in the organisation's premises (on the notice board). Beside the mode of informing, a key element is also the information's content that needs to be accurately specified. The author must think about their purpose and the desired effects of the information. They have to know what they want the purpose of information is, what information he will offer to other and what content and mode of informing he intends to choose. The content usually covers the basic journalistic questions: What? Who? Where? When? How? and Why? that are indispensable for quality and comprehensive information. The mode of informing and the information content are closely interwoven and go hand in hand. It is thus extremely important to adjust the contents to the chosen mode. For example, web resources enable a more visually presented content. We have to be aware of the advantages of a particular mode of informing and then, in accordance with the organisation's function, vision and mission, choose the best one. ==Becoming a member== The mission, vision and work of an organisation constantly converge to its members that represent its centre of attention and a compass for its diverse activities. An organisation is founded on account of its members and should always try to enable them numerous activities, discounts and different shortcuts to meet their needs and interests. In short, an organisation works for its members, that is why it should always strive for new and actively involved members. To become a member of an organisation, an individual has to fill out an application form, confirming that they wish to become a member. If this is a student organisation, any university student residing within the administrative unit of the organisation, becomes a full member of the organisation. Whereas after signing the application form, a high school student or a university student residing outside the administrative unit of the organisation, becomes an associate member. The application form must include the member's personal data and a consent that the personal data given will only be used in in accordance with the law and for the purpose of keeping a membership record and for the purpose of correspondence between the organisation and its members. By affiliating with some organisations, members get certain benefits and privileges with acitvities organized by the organisation or in agreement with some other independent organisation or company. ==Conveying interesting contents to youth== The vision and the mission of an organisation are based on its members, that is why it should offer them a variety of different activities, discounts or any other benefits. ===Sale of event tickets=== If an organisation thinks that certain youth-intended events could be of potential interest to its members, it can make an arrangement with the organizer of the event to obtain tickets and then sell them at its info point or other premises. Members have precedence over non-members and a discount can also be offered to them. These events are usually theatrical performances, music concerts or sports events. An organisation can also be the point of sale for certain companies and thus brings their services nearer the youth, facilitates the view over the range of choices and enables them to access those services in an easier way. In Slovenia, it applies as reasonable to make an arrangement with [http://www.eventim.si/ Eventim], the biggest ticket provider for different events in Slovenia with the most widespread distribution network. ===Sale of student meal tickets=== In association with some university student organisations: ([http://www.sou-lj.si/ ŠOU Ljubljana], [http://www.soum.si/ ŠOU Maribor] and [http://soup.si/ ŠOU Primorska]) the organisation can make an arrangement that its info point becomes the point of sale for student meal tickets. However, the organisation must comply with certain standards in order to realize the sale: it needs a salesroom that can also be a part of the organisation's premises, a computer, a printer and a person - student to sell the tickets. Selling the meal tickets is one of the most visible benefits that a student organisation can offer to its memebers. ===Sale of youth cards=== An organisation can also be the point of sale for youth and student cards that facilitate educational and transport services for youth at home or abroad. In an arrangement with the organisations [http://www.mva.si/ Zavod za razvoj mobilnosti mladih (MOVIT)] and [http://www.erazem.net/ Erazem] student organisations in Slovenia can obtain the youth cards for an easier access to the chosen services. In this way the members also learn more about other activities available at home or abroad. ===Sale of ski passes=== If organisations, especially those outside university cities, wish to offer their members an easier access to ski passes, an agreement can be made with [http://www.sousport.si/ ŠOU Šport] for a participation in selling the ski passes. An organisation thus becomes the point of sale for ski passes, obtained from the Študentska organizacija Univerze v Ljubljani, and sells them to its members. This brings the organisation closer to youth, since it facilitates and simplifies the access to different services. ==Informing citizens about events in their local area== The same as informing members about the organisation's events, informing citizens about events in their municipality can be done through different communication channels: through Internet with a direct e-mail, through notifications on the organisation's website or directly in a printed form given to the receiver. We have to always consider who is the target reader (seniors, youth, everyone) and choose the proper mode of informing. Beside the mode of informing, a key element is also the information's content that needs to be accurately specified. The author must think about their purpose and the desired effects of the information. They have to know what they want the purpose of information is, what information he will offer to other and what content and mode of informing he intends to choose. The content usually covers the basic journalistic questions: What? Who? Where? When? How? and Why? that are indispensable for quality and comprehensive information. The mode of informing and the information content are closely interwoven and go hand in hand. It is thus extremely important to adjust the contents to the chosen mode. For example, web resources enable a more visually presented content. We have to be aware of the advantages of a particular mode of informing and then, in accordance with the organisation's function, vision and mission, choose the best one. We have to always consider who is the receiver of information about events. If the target audience is truly diverse, as for example all citizens, then certain news should be adjusted to the event's target audience. [http://www.novomesto.info/ An example of web announcement] [[Media: Napovednik_april_2008.pdf‎| An example of a monthly announcement in print] [[Category:NGO support activities]] [[Category:Localwiki]] [[Category:Totranslate]] 48 649 2009-03-25T22:16:02Z Admin 1 translating A '''literary evening''' is a type of event where literary authors present their '''literary works''' (a book, a poem collection etc.). A literary evening requires a '''presenter''' who opens the evening by introducing the authors and says a few words about them (presents a short biography, their works, possible awards etc.). The presenter usually has a talk with the author about his work and the literary work can be read by the author himself or by a specifically assigned person (the reader). If you decide for the '''reader''', he has to be chosen very carefully. The literary evening with this person has to be prepared by someone who has experience in this field as the reading of a literary work is a very important element of literary events and has to be carried out in a correct and professional manner. [[Category:Localwiki]] [[Category:Totranslate]] [[Category:Project]] 8 692 2009-03-26T21:40:53Z 93.103.155.248 /* Trip */ ==Trip Framework== We have to decide what we want from the trip, what activities we want, how many people would come, how long it would last, how far our destination would be, and - last but not least - how high the expenses could go. One thing can lead to another. When an approximate decision has been made, we start planning the details: we choose possible destinations on what they have to offer, we set the date and the duration of the trip, consider types of transport, decide on the sleeping arrangements, etc. ==Choice of destination and activities== Choosing the destination depends on what we want to do on the trip. If we want to see tourist attractions, we find a destination that offers them; if we want to attend cultural, sport or any other events, we look for those; if we want to join specific activities, we probably need to look elsewhere. It is not necessary that the trip has only one goal; there may be several different goals, the main thing is that they compliment each other. We adapt the closeness of the destination in regards to the framework of the trip. The final destination can be within the borders of our contry or we can travel abroad. If our destination is further away, we may want to think about how we could enrich the trip. Let's take an example of a trip to a far-away place where the participants are to join a certain activity. What we can do is organise a guided tour of the area after the activity to make the trip more interesting. This is a way of compensating for the long drive that took us to reach the final destination. ==Choice of date and duration of the trip== Once a possible destination or destinations have been decided upon, we can start thinking about the date of the trip. Certain conditions have to be taken into consideration: * the destination or the activities that condition the date or the season of the trip (if your activities include skiing, summer is hardly the time to go) * trip participants: we have to time the trip so that people are free to go (it is very difficult to plan a trip in the middle of the final exams and achieve a one-hundred percent participation; attention needs to be given to other events at that particular time as well) The duration usually depends on the destination. If getting to the final point takes several hours, it is a good idea that the fun part of the trip lasts several days; if driving took a bigger amount of time, the participants would not enjoy the trip to the maximum due to tiredness and wearyness of the drive. One of the options is dividing the trip into several parts, each of them comprising of one or two smaller goals in the vicinity of each other. ==Choice of transport== Choosing the transport depends on: * how far our destination lies * the number of participants * the costs of the trip and the transport In most cases four different types of transport are available: car, bus, van or plane. Certain destinations may include taking a ship. The most frequent choice is travelling by bus, even more so if the distances are long and the number of participants big. The advantage of travelling by bus is that the bus company is responsible for reaching the destination safely. If the distance we need to travel is shorter and the number of participants smaller, the best solutions are having volunteers driving with their own cars or renting a van. ==Accomodation== If our trip lasts for several days, we need to find a suitable accomodation. We can spend one ore more nights at one place or find several different locations. We have to find a hotel, hostel or other types of accomodation that respond to our needs. Before taking the trip, we have to make a number of reservations so that no participant is left out. We also have to inquire about the quality of the accomodation, what it has to offer for a certain price, and whether it offers other activities. ==Trip Schedule== After establishing the programme, we can write the trip schedule. We set the time and date of the arrival and the departure, the duration of the trip, the time dedicated to tours and other activities, the price of the trip and what the price includes. Let's look at an illustrative example of a trip schedule. '''New Year's trip to Sarajevo''' ''Detailed trip schedule:'' ''29 December 2008'' ''Departure from the bus station at midnight. Driving through Novo mesto, Zagreb, Slavonski Brod and Zenica to Sarajevo.'' ''30 December 2008'' ''Upon arrival, driving by the Ali Pasha's Mosque followed by a short bus tour of the city. Accomodation and rest. In the afternoon, a guided tour through the old city centre with Baščaršija, Gazi Husrev-Beg Mosque, the old ant the new Orthodox Church, Jewish Synagogue, cathedral, sahat kula (watch tower), the old town hall. Surrounded by burakdžinice and čevapdžinice (inns, serving traditional food), we will take an evening walk along Morića han karavan saraj, Bezistan and Fehradija to the eternal flame. We will have a traditional Bosnian dinner with "sač" specialities, followed by the Ice breaker party at one of Sarajevo's clubs.'' ''31 December 2008'' ''An optional trip through war Sarajevo, remembering the situations in the 90s. A local guide will take us to the former first lines of battles, the Sniper Alley, Koševo Stadium, RTV television station, Jewish Cemetary, Grbavica, the bullet-ridden Dobrinja neighbourhood and the famous tunnel under the airport that was the only way out of the city for months during the war. A tour through the Tunnel museum with a short film on the Sarajevo siege and a walk through a part of the Tunnel. In the afternoon, preparations for the New Year's Eve. We'll celebrate New Year on the main square or in one of Sarajevo's clubs.'' ''1 January 2009'' ''Last walk through the city, shopping in Baščaršija's small stores. The gourmets among you will have your last delicious burek or čevapčiči. A walk to the Austro-Hungarian Garrison and an old Turkish fort that offers a great view over Sarajevo. In the afternoon we leave the city and follow the same road back to Slovenia.'' ''The price includes:'' * ''2 nights at a bed & breakfast,'' * ''travelling with a modern tourist bus,'' * ''organisation, assistance/guides,'' * ''basic accident insurance.'' ''We will staj at the Bjelave hostel, a 15-minute dive from the city centre.'' ==Promotion== Once all the details and the trip schedule have been decided upon, we can start promoting the trip. Use all possible promotion methods: * website * posters * mass media * information sent via e-mail, SMS Means of transport and accomodation usually set the final number of participants. We promote the trip until there is no vacancies, yet having a certain number of people in stand-by is always recommended in case of cancellations. ==Finances== Like any other project, a trip requires financial planning. We also need to search for additional funding, perhaps search for sponsors, especially if the trip is an educational excursion. The largest part of the finances is of course contributed by the participants. What portion of the trip we want to subsidize depends on our decision. When making the financial plan, we need to take into consideration all expenses (accomodation, transport, food, entry fees,...) and incomes (participants' and sponsors' contributions, our share,...). ==Trip== The trip itself requires a person with a complete overview of the activities who keeps an eye on the entire group and informs the participants about the course of trip (where to meet and when, when to leave) and has all of the contact numbers. For this job, we may want to hire a guide, who will also be a source of information about the chosen destination. It is always good to have a map of our destination prepaired, especially if we plan to visit a bigger city in a foreign country, and have it marked for important places and places we want to see. All necessary telephone numbers have to be collected beforehands (the guide, the trip leader, taxies,...). The trip should go as much as possible the way we had planned it. If any problems arise, they need to be taken care of immediately and in agreement. The participants have to be informed when and if thera are changes in the plan. [[Category:Localwiki]] [[Category:Totranslate]] [[Category:Project type]] 9 683 2009-03-26T21:28:29Z 93.103.155.248 /* Permits */ {{Glej|Tip projekta}} In order to make a successful concert, all of the following elements need to be carried out in the planning phase of the project. ==Choice of location== When we decide to organize a concert, we have to choose its location. Once a location is chosen, we know what our options are (how big an ensamble we can afford) and how much renting the location will cost. We can choose between '''open air concerts''' (in public areas) and '''indoor concerts''' (in pubs or halls). Having our own facilities is of course the easiest. Not only do we save money because we do not have to rent anything else, we also know what the place has to offer, which makes our preparational work less difficult. Nevertheless, we have to make sure the facilities are clean, heated duing the winter and have easy access for the performers as well as for the visitors. If we decide to rent a place, the price, accessibility and size play the decisive roles. We need to make an exact agreement (sign a [[contract]]) on the price and what the price includes. Don't forget to set the time period in which you will be using the facilities. If the concert takes place on a public area, '''corresponding permissions''' should be obtained and '''the event reported''' . If a pub or a hall is used as a concert venue, a '''consent of the owner or the manager''' should be obtained. If the facilities already serve as a venue, no problems will arise in regards to the lighting and other necessary equipment (stage, lights...). If not, all of the equipment has to be obtained; we need to make sure the facilities have electrical power, rent lighting equipment and sound reinforcement system (if the performers are not bringing their own), organize the backstage where the performers will change clothes and get ready to go on stage, etc. Whether the place we choose is designed to host event or not, for a successful concert we need to take care of the following: *'''Bar''': a bar poses no problem if the concert takes place in a pub. But if we want to organize an open-air concert or a concert in a hall, we need to make arrangements to have it set up. *'''Toilet''': if the facilites are not equipped with toilets, '''portable toilets''' can be rented. *[[Security]]: if more than one hundred visitors are expected, hiring security is obligatory. Several security companies provide professional security services. *'''Cleaning service''' (machine or water), that will clean the facilities after the event (it is not obligatory, and is hired with the venue owner's agreement). In the case of the '''open air concert''', undispensable elements include: *Renting patio heaters (if the concert takes place during the winter) *If the concert takes place '''near the water''' (sea, river, lake) a special permit should be obtained and lifeguards hired. ==Choosing the date== When choosing the date, pay special attention to [[target audience]]. For example, it your target audience consists of students and the majority of students are not at home during the week, the appropriate choice of date is during the weekend, when students are mostly at home. If you get the chance, try and consult a calendar of events happening in the same time period that you wish to organize yours and then choose a free date, avoiding other concerts or events that could interest your target audience. Pay attention not only to local events but also to bigger events happening in the larger area that could draw your target audience and reduce the number of visitors at your concert. ==Programme== The '''choice of the performers''' depends on previously set purpose and goal, wishes and taste of our target audience, and our financial capacities. The questions we need to ask are: *What is the goal of our concert? *What is our target audience? *How much money are we prepared to give to the performers? Once we set the highest price we wish to pay for the performers, specify the target audience, and consider the types of performances that will appeal to the target audience, we are ready to choose the performers. When organizing an event - a concert being no different - it is of key importance to start preparing in time. If we set our mind on a group that performs a lot, it may happen that it will already have a previous engagement on the day our concert is planned. This is why the chosen band needs to be contacted and invited as soon as possible - a '''contract''' has to be signed, agreeing on the method of payment, the price and requests of the group. '''Accompanying programme''': At the concert, you may provide an accompanying programme. This can consist of play contests before the concert or during the breaks, To so lahko razne nagradne igre za obiskovalce, ki se izvajajo pred koncertom ali med pavzami, animator oz. povezovalec, ki povezuje program, prodajne stojnice, delavnice,... ==Rehearsal== '''The rehearsal''' is one of the most important elements of the concert. That is why we need to enable the performers enough time to rehearse and get ready for the concert. A suggested time for the rehearsal is two hours before the concert. To prevent the concert from running late, it is best that the rehearsal ends an hour before the event. Talk with the performers in advance to see how much time they need to rehearse for, and then inform the sound technician to be on the set in time to prepare the necessary equipment. Logistically it is easiest to have the first performing band rehearse the last. This will save you time not having to arrange the stage and the instruments again. ==Financial support== A concert is an event that usually gathers a large mass of people, making it a good opportunity for companies to advertise. Try and attract sponsors who will pay to advertise in your concert. More: [[sponsors and donors]] ==Promotion== Good promotion is the key to well attended concerts. Without it, all our efforts are in vain - we may plan a great concert but nobody will turn up if people are not informed about it. Be sure to use '''as many promotion methods as possible:''' *Publisizing the news/invitation in mass media: '''radio''', '''press''', and, ''' most of all, the Internet''', which is by far the most efficient media of today; do not forget the possibility of embedding [[Web banner]]s. *[[Poster]]s and [[flyer]]s: larger their quantity and their noticeableness (not to mention clarity), more people will learn about the upcuming event. *Sending invitation to organisation members via e-mail. Concerts are less and less advertised by posters and flyers and more through '''the Internet'''. Make use of local as well as music and popular websites, but keep in mind that '''event advertising is forbidden in Internet forums'''. Local media are also an efficient way of advertising; if the concert is bigger, however, advertising in specialized music magasines will pay off. ==Financial plan== When all of the above is set and at least the general expenses ar known, it is time to make a '''financial plan'''. A financial plan is an estimate of future expenses and income. Since a financial plan is a '''cost estimation''' of the project, it is not necessary for it to match the financial report, yet it should come close. The expenses are only estimated (the exact numbers are usually unknown) therefore the costs can be rounded up. Exact numbers appear in our [[financial report]] that is done after the project is over. When organizing a concert, our financial plan needs to comprise everything from hiring the facilities, the stage, lighting and sound reinforcement system, performers' price, hiring the workers and security service, to promotion (the costs of poster design, print and sticking, running an advertisement in the media,...) etc. If we plan on charging an [[entrance fee]], we estimate how much money the fees will raise. '''Nota bene!''' Make sure you put down '''gross amounts''' (VAT included). Net amounts do not include VAT and as such do not represent the final cost an organisation, which has to pay taxes, has to cover. '''An example of a financial plan:''' {| border='1' cellpadding='1' width='500px' !Expences || gross |- !Promotion |- |Poster design ||60 € |- |Poster print||250 € |- |Poster sticking||100 € |- |Radio commercials||100 € |- !Programme |- |Band No. 1||200 € |- |Band No. 2||800 € |- |Lighting and sound reinforcement system||550 € |- |Hiring the facilities||0 € |- |Hiring the cleaning service||100 € |- !Material costs |- |Patio heaters||170 € |- |Providing food and drinks for the performers||50 € |- !Work costs |- |Security||250 € |- |Cleaning||100€ |- |Project leader's wages||120 € |- |Workers' wages||150 € |- |Photographer||50€ |- |Cameraman||20€ |- |Presenter||50 € |- !Total:||3.020 € |- !Income |- |Sponsor x||300€ |- |Donations||200€ |- !Total:||500€ |- !Organisations's costs:||2520€ |} ==Project description== The project (concert) description is an important element of creating and carrying out a concert. It is an exact description of the event we are planning and needs to include the following information: *Who the organizer is (the XY Student Organisation, for example) *Who the head of the event is *What our purpose is (why the concert is being organized) *Concert date *Place *Duration (when the event begins and ends) *Exact programme description: which band will perform, what time certain bands will perform and for how long; do not forget about the possible accompanying programme (play contests, stalls, etc.). It is usually the head of the event that writes the project description. The description may be used as an ''annex'' to certain ''applications for permits'' (some list it as obligatory) and as a guidance while carrying out the project. ==Permits== To organize an '''open air concert''', the following [[permit]]s should be obtained: *consent of the owner or the manager of the venue (a lease or other agreement or written consent) *supporting document of reporting the event to the local (municipal) community *permit for a temporary excessive environmental burdening with noise (issued by the Environment and Spatial Planning Office) *permit to close or block the road, if the event requires stopping, limiting or redirecting traffic Forms necessary to obtain permits are available at administrative units, the administrative units' websites or at the seat of the municipality. All obtained (original) permits have to be available on the spot on the day of the event. ==Reporting the concert== At least 5 days in advance, the concert has to be reported at a police station, police department or police office in the area where the concert is being held. More: [[report of a public event]]. ==SAZAS== Ko organizirate koncert ali kakršnokoli prireditev, kjer se bo izvajala živa glasba, jo morate v roku osmih dni pred koncertom ali prireditvijo prijaviti Združenju SAZAS. [[Združenje SAZAS]] vam bo na podlagi prijave izdalo dovoljenje, ki vas obvezuje, da v roku petnajstih dni po prireditvi na Združenje SAZAS dostavite pravilno izpolnjen spored na prireditvi izvedenih del in podatke o ustvarjenem prihodku od prireditve. Na podlagi sporočenih podatkov bo Združenje SAZAS izračunalo vašo obveznost nadomestila za avtorske pravice. SAZASu je potrebno poslati tri obrazce: *obrazec '''Koncerti, prireditve''', s katerim koncert prijavimo. Obrazec je dostopen na http://www.sazas.org/Uporabniki/Obrazci/tabid/79/Default.aspx Ta obrazec morate poslati '''najkasneje 8 dni pred koncertom oz. prireditvijo'''! *'''Spored izvedenih del za javno izvajanje del na koncertih in prireditvah''': v ta obrazec je treba vnesti spisek vseh izvajanih skladb. Obrazec izpolnejo člani benda na dan prireditve. Nato ga (prvi delavni dan po prireditvi!) pošljete priporočeno na sedež Združenja SAZAS. Pri izpolnjevanju obrazca bodite pozorni, da: # za vsak bend izpolneš svoj obrazec (to sicer ni pravilo, je pa zelo priporočljivo, če si ne želite komplikacij) # napišeš samo avtorske skladbe! (če igra bend priredbe, naj jih ne napiše) # za glasbo in besedilo skladbe napišeš imena in priimke glasbenikov, za aranžma pa ime benda Obrazec je dostopen na http://www.sazas.org/Uporabniki/Obrazci/tabid/79/Default.aspx (Obrazec SAZAS-1) *če je bend na začetku svoje poti oz. je bolj mlad (običajno je merilo to, ali že ima izdano ploščo), se plačilu avtorskih pravic izognete tako, da izpolnete '''obrazec za odstop od avtorskega honorarja'''. Tega obrazca na spletni strani SAZASa ne boste našli, vendar ga običajno vsak klub hrani. Obrazec pošljite skupaj z drugim obrazcem, po prireditvi, po priporočeni pošti. Naslov, kamor pošljete obrazce je: Združenje SAZAS Špruha 19 1236 Trzin V kolikor je bend večji/bolj znan, vam bo SAZAS izstavil račun. Izvode vseh izpolnjenih obrazcev obvezno hranite na klubu. ==Paying the performers== *if the performer is a legal person, they issue an invoice *if the performers have the status of a student, they can be payed through the system of student work by a referral form *if no invoice can be issued and the performers do not have student status, a [[contract]] is signed [[Category:Localwiki]] [[Category:Totranslate]] [[Category:Project type]] 10 686 2009-03-26T21:31:15Z 93.103.155.248 /* Permits */ Among the most typical and most frequent cultural events in student organizations are: *[[Literary evening]] *[[Exhibition]] *[[Theatrical performance]] *[[Dance performance]] etc. To sucessfully organize all of the cultural events above, take into consideration and carry out the following: ===Choice of location=== Once we decide upon a cultural event, we have to choose its location. Once a location is chosen, we know what our programme will consist of and how much renting the location will cost. Having our own facilities is of course the easiest. Not only do we save money because we do not have to rent anything else, we also know what the place has to offer, which makes our preparational work less difficult. Nevertheless, we have to make sure the facilities are clean, heated duing the winter and have easy access for the performers as well as for the visitors. If we decide to rent a place, the price, accessibility and size play the decisive roles. We need to make an exact agreement (sign a [[contract]]) on the price and what the price includes. Don't forget to set the time period in which you will be using the facilities. If the event takes place on a public area, '''corresponding permissions''' should be obtained and '''the event reported''' . If a pub or a hall is used as a concert venue, a '''consent of the owner or the manager''' should be obtained. If the facilities already serve as a venue, no problems will arise in regards to the lighting and other necessary equipment (stage, lights...). If not, all of the equipment has to be obtained; we need to make sure the facilities have electrical power, rent lighting equipment and sound reinforcement system (if the performers are not bringing their own), organize the backstage where the performers will change clothes and get ready to go on stage, etc. Make sure the audience has comfortable seats (if we are organizing a play or literary evening) and that everyone has a view on the stage (we do not want people straining their necks behind a pillar). If we are organizing an '''open air''' event and there is no roof above, it is wise to have another place as a reserve in the case of bad weather. ==Choosing the date== When choosing the date, pay special attention to [[target audience]]. For example, it your target audience consists of students and the majority of students are not at home during the week, the appropriate choice of date is during the weekend, when students are mostly at home. If you get the chance, try and consult a calendar of events happening in the same time period that you wish to organize yours and then choose a free date, avoiding other concerts or events that could interest your target audience. Pay attention not only to local events but also to bigger events happening in the larger area that could draw your target audience and reduce the number of visitors at your concert. ===Event scenario=== A scenario is necessary for literary evenings, plays and exhibitions. It has to include an exact plan of the event: introductory speech, the introduction of guest speakers, the programme, and the conclusion. In the introduction we usually (but not necessarily) describe the purpose of the event and summarize the activities in a few sentencez. The speakers and the performers are to be introduced by their full name and function (or what they do). In the conclusion, offer a general overview of the event, thank the participants and the visitors, and invite them to the next planned event (if there is one organized shortly) or to a social gathering following the event. The organizer usually prepares the scenarion together with the presented. If the presenter is experienced, they can write their own texts; if not, it is best for the organizer to take care of that. ===Attract financing=== *Financial means may be gained with the help of [[sponsors and donors]] although the chances for that are small due to a low number of participants at such events. *An organisation may answer different [[Call for Application|calls for applications]] and gain additional funding for a large-scale project (i. e. a longer series of cultural events). ==Promotion== Good promotion is the key to well attended events. Without it, all our efforts are in vain - we may plan a great event but nobody will turn up if people are not informed about it. Be sure to use '''as many promotion methods as possible:''' *Publisizing the news/invitation in mass media: If we have a limited budget, publishing news on the upcoming cultural event will cost us the least. We simply send an announcement and a short description of the event to mass media (radio, television) that run it as a story free of charge. Trouble arise if the media are not interested in small projects and doo not cover them. Therefore '''advertising''' the event on the radio, in press, and especially on the Internet, which is by far the most efficient media of today, is more efficient. When promoting a cultural event, '''local media''' are the way to go, expecially the local newspaper or local websites, but you may want to advertise also in '''magasines and websites on culture'''. *[[Poster]]s and [[flyer]]s: the larger their quantity and their noticeableness (not to mention clarity), the more people will learn about the upcoming event. *Sending invitation to organisation members via e-mail. While promoting a cultural event, keep in mind the capacities of the facilities where the event ttakes place. If the facilities are small, sticking posters and making a big media story is probably redundant. It may very well happen that the posters and the media campaign will attract a bigger number of people than we have room for. Since the event is of a cultural nature, we do not want crowding and hustling; a moderate promotion is therefore advised, which will also save us some money. ===Financial plan=== When all of the above is set and at least the general expenses ar known, it is time to make a '''financial plan'''. A financial plan is an estimate of future expenses and income. Since a financial plan is a '''cost estimation''' of the project, it is not necessary for it to match the financial report, yet it should come close. The expenses are only estimated (the exact numbers are usually unknown) therefore the costs can be rounded up. Exact numbers appear in our [[financial report]] that is done after the project is over. '''Financial plan''' schould include '''all expected costs''' such as: *Material costs: hiring a hall, reception, necessary equipment, printing the tickets (if we decide upon an [[Entrance fee|entrance fee]], printing and sending the invitations etc. *Paying the performers: if you pay the performers, make a contract that should settle what their price includes - whether it is solely the price of the performance or does it include travel expenses, a dinner and such - and the deadline of the payment. *Paying the delavcev (organizer, presenter, manual workers, photographer...) '''Nota bene!''' Make sure you put down '''gross amounts''' (VAT included). Net amounts do not include VAT and as such do not represent the final cost an organisation, which has to pay taxes, has to cover. ''An example of a financial plan:'' ==Project description== The project (concert) description is an important element of creating and carrying out a project. It is an exact description of the event we are planning and needs to include the following information: *Who the organizer is (the XY Student Organisation, for example) *Who the head of the event is *What our purpose is (why the event is being organized) *Event date *Place *Duration (when the event begins and ends) *Exact programme description: who will perform, what the programme will look like and, in the case of several performers, a schedule It is usually the head of the event that writes the project description. The description may be used as an ''annex'' to certain ''applications for permits'' (some list it as obligatory) and as a guidance while carrying out the project. ==Permits== If we are organizing an an '''open air ''' event, the following [[permit]]s should be obtained: *consent of the owner or the manager of the venue (a lease or other agreement or written consent) *supporting document of reporting the event to the local (municipal) community *permit for a temporary excessive environmental burdening with noise (issued by the Environment and Spatial Planning Office) *permit to close or block the road, if the event requires stopping, limiting or redirecting traffic Forms necessary to obtain permits are available at administrative units, the administrative units' websites or at the seat of the municipality. All obtained (original) permits have to be available on the spot on the day of the event. At least 5 days in advance, the event has to be reported at a police station, police department or police office in the area where it is being held. More: [[report of a public event]]. ==Paying the performers== *if the performer is a legal person, they issue an invoice *if the performers have the status of a student, they can be payed through the system of student work by a referral form *if no invoice can be issued and the performers do not have student status, a [[contract]] is signed [[Category:Localwiki]] [[Category:Totranslate]] [[Category:Project type]] 11 689 2009-03-26T21:38:09Z 93.103.155.248 /* Promotion */ ==Choice of topic & lecturer== If we decide to organize a lecture or a workshop, we have to pick an interesting, innovative '''topic''' that will attract many visitors and offer them something new, new knowledge, new ideas. Nonetheless, as much as a topic may be interesting, it will not attract people if it had recently already been employed in a workshop or at a lecture. On lectures, the topic usually depends on the lecturer. This is why there are two ways of planning the lecture: * choosing the topic first and then looking for the expert lecturer * finding the potential lecturers and choosing among them in the view of areas they are proficient in. When choosing the lecturer, pay attention to whether they have time to give a lecture and how much they cost. When organizing a workshop and choosing its head, it is important to employ someone familiar with the topic who will know how to guide the work. They may be visiting experts we hire or members of our team that are willing and able. ==Choice of location== Once a topic of the lecture or workshop has been chosen, we need to find a suitable place and/or environment to carry it out. The '''number of participants''' has to be taken into consideration as well. We are limited by the potential options (halls, libraries, museums, lecture halls, classes, open space, etc). After deciding what type of place would suit our purposes the most, we check its availability and hiring costs. The date(s) we chose in agreement with the lecturer or the head of the workshop need to be adjusted to fit the date(s) when the chosen place can be hired. ==Choice of date== The choice of date is determined by several factors: * dates the lecturer or the head of the workshop is available on * '''availability''' of the facilities * we strive to maximize the number of participants; that is why we need to make sure our target audience has time to come (we try to avoid dates of other events that would attract our target audience, and periods during which our potential participans are away or busy doing other things). ==Promotion== Once we know when and where the lecture or the workshop are to take place and what the topic is, we can start promoting it. Use all possible promotion methods: * website, Internet * invitations in mass media * [[poster]]s, [[flyer]]s * informing our member base vie e-mail and SMS * informer who sends information on all our events We try to make the news as interesting and appealing as possible to attract the widest possible audience. ==Lecture or workshop realization== Be adequately prepared for the day of the event. Obtain all '''necessary material''' the lecture or workshop will need, make sure that the participants will not be hungry or thirsty (a small buffet is advised). Prepare the facilities (if they need to be further prepared): set out chairs and tables, provide technical support. The appearance and guidance of the lecture and workshop should be relaxed, polite, not pushy, have a purpose, and, if possible, be innovative. ==Finances== Like any other event we are organizing, a [[financial plan]] has to be made. Take all '''expenses''' and '''income''' our event brings (paying the lecturer or the head of the workshop, the costs of hiring the facilities, material etc.) into consideration. The same as with other events a partion of the finances may be obtained by: * [[sponsors and donors]], * [[Call for Application|calls for applications]] if our event corresponds to their criteria (usually applies to bigger seminars) After the evend is over, exact amounts of all expenses and income should be listed in the [[financial report]]. ==Paying the lecturer/head of the workshop== *if the lecturer is a legal person, they issue an invoice *if the lecturer has the status of a student, they can be payed through the system of student work by a referral form *if no invoice can be issued and the lecurer does not have student status, a [[contract]] is signed [[Category:Localwiki]] [[Category:Totranslate]] [[Category:Project type]] 4 708 2009-03-26T21:55:54Z 93.103.155.248 /* Promotion */ ==Location== We need to select a location to oragnize the event at. The choice of the location depends on what we are organizing. If the concert takes place on a public area, '''corresponding permissions''' should be obtained and '''the event reported''' . If a pub or a hall is used as a concert venue, a '''consent of the owner or the manager''' should be obtained. ==Date== If we want our event to have a big turnout, the choice of the date should be carefully considered. We need to estimate how much time organizing everything will take, and pick a correspondingly distant date (or dates if it is an event lasting for several days). The [[Financial plan|financial plan]] should be drafted and confirmed at least a month before the event. If it is a bigger event, it is good to start organizing at least six months in advance. We have to take into consideration the interests and time limitations of our target audience (if our target audience consist of student organisations' members and the event we are planning is a trip, it is pointless to organize it in the middle of final exams, as most of the students will not be able to afford an entire day off; if the majority of the students are not at home during the week, pick the weekend when they are at home, etc.). == Project programme == Firstly, a general picture of the [[project]] (what the project will include) needs to be made. if we are organizing a concert, we need to set a general framework of the programme - the type of concert (classical, rock...), the potential accompanying programme (workshops, play contests, stalls...). It is very important to have an outlined purpose and goal of the project. If we know what we want to accomplish with the project and follow a certain idea, it is much easier to draw a programme. == Attract financing == *Financial means may be gained with the help of [[sponsors and donors]]. *An organisation may answer different [[Call for Application|calls for applications]] and gain additional funding. ==Promotion== Good promotion is the key to well attended concerts. Without it, all our efforts are in vain - we may plan a great concert but nobody will turn up if people are not informed about it. Be sure to use '''as many promotion methods as possible:''' *Publisizing the news/invitation in mass media: '''radio''', '''press''', and, ''' most of all, the Internet''', which is by far the most efficient media of today; do not forget the possibility of embedding [[Web banner|web banner]]s. *[[Poster]]s and [[Flyer|flyers]]: the larger their quantity and their noticeableness (not to mention clarity), the more people will learn about the upcoming event. *Sending invitation to organisation members via e-mail. Concerts are less and less advertised by posters and flyers and more through '''the Internet'''. Make use of local as well as music and popular websites, but keep in mind that '''event advertising is forbidden in Internet forums'''. Local media are also an efficient way of advertising; if the concert is bigger, however, advertising in specialized music magasines will pay off. ==Financial plan== When all of the above is set and at least the general expenses ar known, it is time to make a '''financial plan'''. A financial plan is an estimate of future expenses and income. Since a financial plan is a '''cost estimation''' of the project, it is not necessary for it to match the financial report, yet it should come close. The expenses are only estimated (the exact numbers are usually unknown) therefore the costs can be rounded up. Exact numbers appear in our [[financial report]] that is done after the project is over. When organizing a concert, our financial plan needs to comprise everything from hiring the facilities, the stage, lighting and sound reinforcement system, performers' price, hiring the workers and security service, to promotion (the costs of poster design, print and sticking, running an advertisement in the media,...) etc. If we plan on charging an [[entrance fee]], we estimate how much money the fees will raise. '''Nota bene!''' Make sure you put down '''gross amounts''' (VAT included). Net amounts do not include VAT and as such do not represent the final cost an organisation, which has to pay taxes, has to cover. '''An example of a financial plan:''' {| border='1' cellpadding='1' width='500px' !Expences || gross |- !Promotion |- |Poster design ||60 € |- |Poster print||250 € |- |Poster sticking||100 € |- |Radio commercials||100 € |- !Programme |- |Band No. 1||200 € |- |Band No. 2||800 € |- |Lighting and sound reinforcement system||550 € |- |Hiring the facilities||0 € |- |Hiring the cleaning service||100 € |- !Material costs |- |Patio heaters||170 € |- |Providing food and drinks for the performers||50 € |- !Work costs |- |Security||250 € |- |Cleaning||100€ |- |Project leader's wages||120 € |- |Workers' wages||150 € |- |Photographer||50€ |- |Cameraman||20€ |- |Presenter||50 € |- !Total:||3.020 € |- !Income |- |Sponsor x||300€ |- |Donations||200€ |- !Total:||500€ |- !Organisations's costs:||2520€ |} ==Project description== The project (concert) description is an important element of creating and carrying out a concert. It is an exact description of the event we are planning and needs to include the following information: *Who the organizer is (the XY Student Organisation, for example) *Who the head of the event is *What our purpose is (why the concert is being organized) *Concert date *Place *Duration (when the event begins and ends) *Exact programme description: which band will perform, what time certain bands will perform and for how long; do not forget about the possible accompanying programme (play contests, stalls, etc.). It is usually the head of the event that writes the project description. The description may be used as an ''annex'' to certain ''applications for permits'' (some list it as obligatory) and as a guidance while carrying out the project. ==Reporting the event== If we are organizing a [[public event]], corresponding permist shoul be obtained and the event [[report of a public event|reported]]. [[Category:Localwiki]] [[Category:Totranslate]] [[Category:Project management]] 12 691 2009-03-26T21:39:50Z 93.103.155.248 /* Planning a competition */ ==Choice of the type of event== When we decide on organizing a sporting event, we need to determine its type: * choosing the sport(s) * choosing the form of the event (if it is a competition - what kind of a competition; is it only a recreational event; is it perhaps a course... there is a wide variety of possibilities) * setting the duration (is it a single event or a part of a series of events) ==Choice of location== When we choose the type of event, we should start searching for a location that would suit the purpose and type of the event. Naturally, the choice of location depends on the sport we wish to play; if it is an indoor sport (like basketball), we will need a venue; if it is an outdoor sport (like football) we will need a court; if it is a particular activity (like bowling), we will need to find an equipped venue. Another thing that determines our location is the season of the year and the weather that make our sport possible (we will need snow to ski). It often happens that the desired location is not in the vicinity. Additional logistic problems arise: how to get the participants to the place of the event. Our event may actually turn into a [[planning a trip|trip]]. When we choose the location, we need to check for its availability so that we can set the date of our event. ==Choice of date== Choosing the date of our event depends on: * the availability of the desired location * the season of the year appropriate for the chosen sport * target audience of the event (we should choose a date on which our target audience is free to come; our event should not coincide with other events) If our sporting event consists of a series of repeating events, we need to determine the frequency of repetitions: will the events happen weekly, monthly,... we may wish to set exact dates for the future or pick a day of the week and set the dates later. ==Programme== When we decide on the type of the event, its date and location, we can put together a programme. We include all necessary information for the participant, and exact time of specific events. Here is an example of a sporting event programme. ''SNOW PARTY programme'' ''Each year, the Student clubs association of Slovenia organizes a ski competition in skiing and snowboarding for members of all of the 55 Slovenian student organisations. The purpose of the competition is to offer the students an event combining sports and fun once the exam period is over. In the past, the project was on a small organising scale but in the past two years a developed organisational structure plans an event that strives to keep the tradition with an excellent programme and high participation.'' '' This year, the competition is taking place in Rogla on 21 February. Starting in the morning, the ski and snowboard competitions will determine the best ski and snowboard student organisation in Slovenia. A rich accompanying programme will be provided, as well as a choice of food and drinks. Those among the visitors that do not ski or snowboard will be able to cheer and greet their club favourites, while at the same time enjoying a diverse accompanying programme (stimulation, games on snow, riding motor skis and fourwheelers, sledding on the Roller-bahn...). In the afternoon after the competition comes lunch and a large party with an award ceremony for the best skiers and snowboarders. The luch and the party will take place in the Ice Hall near the ski slopes. A DJ will take care of the music and laughs and good time are bound to be had.'' ''Next comes the framework of the event. Its final form depends on the number of competitors and other visitors.'' ''Schedule'' * ''9.30 Assembly and drawing of starting numbers'' * ''10.30 Start of the ski and snowboard competition'' * ''11.00 Riding motor sledges and fourwheelers for visitors'' * ''12.00 End of the first run of the ski and snowboard competition'' * ''12.00 Games on snow'' * ''12.30 Start ot the second run of the ski and snowboard competition'' * ''13.00 Roller–bahn (sledding at Zlodjevo) for visitors'' * ''14.00 End of the first run of the ski and snowboard competition'' * ''14.00 – 16.00 Assembly in teh Ice Hall (in the immediate vicinity of the ski slopes)'' * ''16.30 Lunch and award ceremony'' * ''18.00 Party with a DJ'' ==Promotion, participation== Promotion is the key factor to making our event a successful one and attracting as many participants as possible. Use all possible promotion methods: * website, Internet * invitations in mass media * [[poster]]s, [[flyer]]s * informing our member base vie e-mail and SMS * informer who sends information on all our events The number of participants usually has to be known in advance or is limited from the very beginning due to the conditions of the event. ==Planning a competition== If our event includes a competition among the participants, we should plan such a competition with great care. There are several types of competition: * match * tournament * league A referee will ensure that the competition is carried out by the rules. ==Finances== Like any other project, a sport event needs to be monitored in terms of its expenses and income. Everything should be included in the financial plan, enabling us to envisage the expenses the project will bring. Once the event is over, the exact ammounts should be included in the financial report. Try the possibility of obtaining additional means from sponsors and donators. [[Category:Localwiki]] [[Category:Totranslate]] [[Category:Project type]] 52 746 2009-03-27T15:58:37Z 193.77.151.104 __FORCETOC__ Wikipedia offers a wide range of functions. The following three should suffice to fill our needs: * '''normal link''', for example <nowiki>[[Student organization]]</nowiki>. '''Take care when writing plural nouns''': when writing ''<nowiki>[[Student organizations]]</nowiki> are members of ŠKIS'', you are linking to the wrong page. Use this pattern: <pre>[[Student organization|Student organizations]] are members of ŠKIS</pre> It would make sense to enforce the rule of using the pure singular form of the keyword as a title, i. e. organizations' -> organization :) To link to a part of an article, use the following function: [[Project planning#Location]], that is <pre>[[Planning a project#Location]]</pre> * '''categories''' - at the end of each article, add <pre>[[Category:Category title]]</pre> which comes handy especially when connected articles need to feature in an A-Z list. If you treat articles entitled Tonkli, Kamal and Pušnik, add <nowiki>[[Category:President]]</nowiki> at the end. It is of key emportance to the automatic listing of connected articles; see frame in the upper right corner. * '''template''' added at the end of every article, i. e. in the article on the monitoring committee, add a table outlining all bodies. * '''redirecting''' - useful in the case of synonims or abbreviations: the keyword [[MC]] is redirected to [[Monitoring committee]]. We simply put <pre>#REDIRECT [[Monitoring committee]]</pre> into the MC article. == Wiki first aid kit == {| style="background-color:white; font-size:small; margin:3px 3px 3px 10px" |- |style="background-color:#B9D3EE" |'''Wiki text''' |style="background-color:#B9D3EE" |'''Result''' |- |style="background-color:#B9D3EE" |<nowiki>''italisc''</nowiki> |style="background-color:#B9D3EE" |''italics'' |- |style="background-color:#B9D3EE" |<nowiki>'''bold'''</nowiki> |style="background-color:#B9D3EE"|'''bold''' |- |style="background-color:#B9D3EE" |<nowiki>'''''bold and italics'''''</nowiki> |style="background-color:#B9D3EE" |'''''bold and italics''''' |- |style="background-color:#B9D3EE" | <nowiki>==title==</nowiki><br /> <nowiki>===level 2===</nowiki><br /> <nowiki>====level 3====</nowiki><br /> <nowiki>=====level 4=====</nowiki> |style="background-color:#B9D3EE" |Different size titles (be sure to apply them because they are the basis of indexes!) |- |style="background-color:#B9D3EE" |<nowiki>[[Link to another page]]</nowiki><br /> <nowiki>[[Povezava|drugačen naslov]]</nowiki> |style="background-color:#B9D3EE" |Internal link to another page in Wiki<br /> Internal link with a different description (i. e. the singular of organisations -> organisation) |- |style="background-color:#B9D3EE" | <nowiki>http://www.example.org</nowiki><br /> <nowiki>[http://www.example.org Text]</nowiki> |style="background-color:#B9D3EE" |External link<br /> Link with a description |- |style="background-color:#B9D3EE" |<nowiki>[[Category:President]]</nowiki> |style="background-color:#B9D3EE" |Add article in category “[[:Category:Presidents|Presidents]]“ |- |style="background-color:#B9D3EE" | <nowiki>----</nowiki> |style="background-color:#B9D3EE" |horizontal line |- |style="background-color:#B9D3EE" | <nowiki>* one</nowiki><br /> <nowiki>* two</nowiki><br /> <nowiki>* three</nowiki> |style="background-color:#B9D3EE" |bulleted list |- |style="background-color:#B9D3EE" | <nowiki># one</nowiki><br /> <nowiki># two</nowiki><br /> <nowiki># three</nowiki> |style="background-color:#B9D3EE" |numbered list |- |style="background-color:#B9D3EE" |<nowiki>[[Image:File.jpg|Text]]</nowiki><br /> <nowiki>[[Image:File.jpg|frame|Text]]</nowiki><br /> <nowiki>[[Image:File.jpg|thumb|Text]]</nowiki> |style="background-color:#B9D3EE" |Image with alternative text<br /> Right side alignment of the image and text<br /> Miniature image |- |style="background-color:#B9D3EE" |<nowiki>[[Media:File.ogg]]</nowiki> |style="background-color:#B9D3EE" |Download link |- |style="background-color:#B9D3EE" |<nowiki>{{Name}}</nowiki> |style="background-color:#B9D3EE" |Include template “Name“ |- |style="background-color:#B9D3EE" |<nowiki>#REDIRECT [[Page]]</nowiki> |style="background-color:#B9D3EE" |Automatically redirects to “Page“ |} == Example of a formed wiki article == This is the form of a wiki article as seen if clicked on [http://www.competitive.si/wedge/index.php?title=Project_planning&action=edit wiki manager], its normal form is seen if clicked on [[Project planning]]. <pre> ==Location== We need to select a location to oragnize the event at. The choice of the location depends on what we are organizing. If the concert takes place on a public area, '''corresponding permissions''' should be obtained and '''the event reported''' . If a pub or a hall is used as a concert venue, a '''consent of the owner or the manager''' should be obtained. ==Date== If we want our event to have a big turnout, the choice of the date should be carefully considered. We need to estimate how much time organizing everything will take, and pick a correspondingly distant date (or dates if it is an event lasting for several days). The [[Načrtovanje projekta#Financial plan|financial plan]] should be drafted and confirmed at least a month before the event. If it is a bigger event, it is good to start organizing at least six months in advance. We have to take into consideration the interests and time limitations of our target audience (if our target audience consist of student organisations' members and the event we are planning is a trip, it is pointless to organize it in the middle of final exams, as most of the students will not be able to afford an entire day off; if the majority of the students are not at home during the week, pick the weekend when they are at home, etc.). == Project programme == Firstly, a general picture of the [[project]] (what the project will include) needs to be made. if we are organizing a concert, we need to set a general framework of the programme - the type of concert (classical, rock...), the potential accompanying programme (workshops, play contests, stalls...). It is very important to have an outlined purpose and goal of the project. If we know what we want to accomplish with the project and follow a certain idea, it is much easier to draw a programme. == Attract financing == *Financial means may be gained with the help of [[sponsors and donors]]. *An organisation may answer different [[call for applications|calls for applications]] and gain additional funding. ==Promotion== Good promotion is the key to well attended concerts. Without it, all our efforts are in vain - we may plan a great concert but nobody will turn up if people are not informed about it. Be sure to use '''as many promotion methods as possible:''' *Publisizing the news/invitation in mass media: '''radio''', '''press''', and, ''' most of all, the Internet''', which is by far the most efficient media of today; do not forget the possibility of embedding [[banner|banners]]. *[[Poster|Posters]] and [[lyer|flyers]]: the larger their quantity and their noticeableness (not to mention clarity), the more people will learn about the upcoming event. *Sending invitation to organisation members via e-mail. Concerts are less and less advertised by posters and flyers and more through '''the Internet'''. Make use of local as well as music and popular websites, but keep in mind that '''event advertising is forbidden in Internet forums'''. Local media are also an efficient way of advertising; if the concert is bigger, however, advertising in specialized music magasines will pay off. ==Financial plan== When all of the above is set and at least the general expenses ar known, it is time to make a '''financial plan'''. A financial plan is an estimate of future expenses and income. Since a financial plan is a '''cost estimation''' of the project, it is not necessary for it to match the financial report, yet it should come close. The expenses are only estimated (the exact numbers are usually unknown) therefore the costs can be rounded up. Exact numbers appear in our [[financial report]] that is done after the project is over. When organizing a concert, our financial plan needs to comprise everything from hiring the facilities, the stage, lighting and sound reinforcement system, performers' price, hiring the workers and security service, to promotion (the costs of poster design, print and sticking, running an advertisement in the media,...) etc. If we plan on charging an [[entrance fee]], we estimate how much money the fees will raise. '''Nota bene!''' Make sure you put down '''gross amounts''' (VAT included). Net amounts do not include VAT and as such do not represent the final cost an organisation, which has to pay taxes, has to cover. '''An example of a financial plan:''' {| border='1' cellpadding='1' width='500px' !Expences || gross |- !Promotion |- |Poster design ||60 € |- |Poster print||250 € |- |Poster sticking||100 € |- |Radio commercials||100 € |- !Programme |- |Band No. 1||200 € |- |Band No. 2||800 € |- |Lighting and sound reinforcement system||550 € |- |Hiring the facilities||0 € |- |Hiring the cleaning service||100 € |- !Material costs |- |Patio heaters||170 € |- |Providing food and drinks for the performers||50 € |- !Work costs |- |Security||250 € |- |Cleaning||100€ |- |Project leader's wages||120 € |- |Workers' wages||150 € |- |Photographer||50€ |- |Cameraman||20€ |- |Presenter||50 € |- !Total:||3.020 € |- !Income |- |Sponsor x||300€ |- |Donations||200€ |- !Total:||500€ |- !Organisations's costs:||2520€ |} ==Project description== The project (concert) description is an important element of creating and carrying out a concert. It is an exact description of the event we are planning and needs to include the following information: *Who the organizer is (the XY Student Organisation, for example) *Who the head of the event is *What our purpose is (why the concert is being organized) *Concert date *Place *Duration (when the event begins and ends) *Exact programme description: which band will perform, what time certain bands will perform and for how long; do not forget about the possible accompanying programme (play contests, stalls, etc.). It is usually the head of the event that writes the project description. The description may be used as an ''annex'' to certain ''applications for permits'' (some list it as obligatory) and as a guidance while carrying out the project. ==Reporting the event== If we are organizing a [[public event]], corresponding permist shoul be obtained and the event [[report of a public event|reported]]. </pre> == Tables == Simple table: {| ! One !! Two !! Three |- | A || B || C |- | D || E || F |} Looks like this in the manager: <pre> {| ! One !! Two !! Three |- | A || B || C |- | D || E || F |} </pre> '''An example of a big table:''' ===Financial plan=== {| border='1' cellpadding='1' width='500px' !Expences || gross |- !Promotion |- |Poster design ||60 € |- |Poster print||250 € |- |Poster sticking||100 € |- |Radio commercials||100 € |- !Programme |- |Band No. 1||200 € |- |Band No. 2||800 € |- |Lighting and sound reinforcement system||550 € |- |Hiring the facilities||0 € |- |Hiring the cleaning service||100 € |- !Material costs |- |Patio heaters||170 € |- |Providing food and drinks for the performers||50 € |- !Work costs |- |Security||250 € |- |Cleaning||100€ |- |Project leader's wages||120 € |- |Workers' wages||150 € |- |Photographer||50€ |- |Cameraman||20€ |- |Presenter||50 € |- !Total:||3.020 € |- !Income |- |Sponsor x||300€ |- |Donations||200€ |- !Total:||500€ |- !Organisations's costs:||2520€ |} [[Category:Wedge]] [[Category:Uredniki]] [[Category:Localwiki]] [[Category:Totranslate]] 7 702 2009-03-26T21:52:37Z 93.103.155.248 /* Project report */ ==Evaluation== Evaluation is a process, in which information gathered during the project implementation control becomes relevant. The organisation sets up a list of conclusions and measures that serve as a helpful feedback for its future work on the existing and new projects, or for improving its regular activities. Evaluation is one of the key elements of a project, since it enables an integral overview of the project, determining its positive and negative sides and evaluating its completion. It is divided into two parts: '''activity evaluation''' and '''evaluation of end products/results'''. The basis of evaluation consists of: *Defining the project goals *Defining the criteria, by which the completion of the project goals is measured *Setting up a control system for the project implementation that enables the gathering of information relative for its evaluation. Evaluation is a continuous process in the organisation's activity and needs to be thought of as early as in the stage of project planning. '''The purpose of evaluation''' is to compare the actual data from project implementation with those from the project planning and see, how closely has the implementation followed the project planning in terms of duration, costs and efficiency. If there are any discrepancies (positive or negative), reasons for it must be determined. Conclusion and findings are gathered by the project manager in a '''project report'''. A good evaluation can be of great help in justifying the project's success, the results of which are less tangible and never materialized. '''Common questions''' in the process of evaluation: *Has the project reached the goals planned? Has it caused the desired changes? If the project has not reached the goals, why not? *Have the project activities been carried out as planned? If not, why? What was good and what not? *What other useful conclusions can be drawn on the basis of the gathered information from the project organisation and its implementation, or the people involved in them? ==Project report== A project is completed when it is technically carried out (e.g. a completed concert cycle, a CD release, the end of a theater production, etc.). However, a project is not actually finished until the project report is made and then compered with the [[project planning|project plan]]. This comparison enables the determination of potential discrepancies between the plan and its implementation, from which conclusions can be drawn and the project's success can be evaluated. This is usually done by the project manager. Project report consists of a detailed description of the course of the project, an opinion on the success of its implementation and a [[financial report|financial report]]. [[Category:Project management]] [[Category:Localwiki]] [[Category:Totranslate]] 62 629 2009-03-25T22:05:34Z Admin 1 translating '''Complete graphic image (CGI)''' is the visual part of the complete image. It is the projection of what the organisation will be like in the future, an idealised image, a vision intended mainly to communicate with the environment. It includes visual reactions that are transferred into painting structures by graphic designers. ==Criteria for a good CGI== A good CGI fulfils three main criteria that are closely linked: *CGI must be simple and understandable to the target audience, *CGI must correctly set and clearly differentiate the image of our organisation from other images of similar organisations, *CGI must symbolise the beliefs and values of the organisation so that everyone who works there possesses the same values and share them inside and outside of the organisation. ==Basic elements of the CGI== *the name of the organisation, *positional motto/slogan (consists of 3-5 words that summarise the philosophy of the organisation and are used next to the name and symbol of the organisation), *the symbol and the logo of the organisation, *typography, *coloured system. The basic elements must be '''marked on all communication means''' (letter paper, envelopes, business cards, publications, new-year cards, annual reports, documents, folders, bills, etc.) as well as '''on all promotional material''' (posters, leaflets, pencils, neck ribbons, pendants). ==Development of the CGI== The organisation must develop its CGI on the basis of guidelines, which must be well-formed and clearly defined. These guidelines are essential to create an image of the organisation, because '''it needs to be stated what the CGI of the organisation will express'''. Before creating the CGI, '''the mission, the vision and the philosophy of the organisation need to be defined'''. Graphic designers should not be the only ones dealing with the scheme or the renovation. They shape the graphic image into a whole, but in order to do that, they need '''good starting-points''', which can only be defined by the employees, since they know their organisation best. The scheme must be written. All the basic strategic definitions must be considered: who are we, what do we do, our history, development, the current state of the organisation, wanted image, the mission, the vision, the values of the organisation, etc. After completing the CGI, we must work on making a whole-graphic-image manual. '''The manual of the CGI''' is basically a code of rules that precisely determine the elements that should appear in the CGI. It is especially useful to explain our complete graphic image to potential new designers, co-workers, etc. ==CGI in practice== When CGI is completed, we must keep in mind the promotion of it inside the organisation. The CGI concerns all employees of the organisation, not just the designers. That is why '''it is important that everybody follows the rules of the CGI'''. In practice, this means that every written document includes the template determined in the CGI, which is adequately equipped with all basic elements (name, logo, fonts, etc.). It also draws attention to potential violations. It is advisable to choose one person who will be in charge of following the rules of the CGI and of explaining its use in everyday practice. [[Category:Localwiki]] [[Category:Totranslate]] [[Category:NGO support activities]] 41 653 2009-03-25T22:17:11Z Admin 1 translating '''Financial report''' is the report on financial value of the project. '''All''' the expenses and '''exact''' sums must be stated. The amount of different expenses is written in nett sum as well as in gross sum. All potential profits – donations, sponsorship and such – are also written in the report. At the end, the financial report is compared with the financial plan. Less the actual expenses deviate from the anticipated expenses, better we have planned and carried out the project. [[Category:Localwiki]] [[Category:Totranslate]] [[Category:Project management]]