Cover Image
close this book Above and beyond
View the document Acknowledgment
View the document Preface
View the document Introduction
close this folder Part one - Seven success stories
View the document Fishing in Sierra Leone
View the document Rooftop gardening in the Dominican republic
View the document Egg production in Papua New Guinea
View the document Enterprise zones in Malawi
View the document Repairing braillwriters Nepal
View the document Organizing a women's conference in Hungary
View the document Learning from legends in Yap
close this folder Part two - A sampling of activities
View the document Appropriate technology & energy
View the document Arts & entertainment
View the document Business
View the document Construction
View the document Environmental education
View the document Health education
View the document Literacy
View the document Recreation for children & youth
View the document Resource centers & libraries
View the document Services for people with special needs
View the document World wise schools (WWS)
View the document Volunteer & vocational training
View the document Working with women
close this folder Part three - Guidelines for success
View the document Starting slowly
View the document Letting the community take the initiative
View the document Relying on local resources
View the document Enjoying the activity
View the document Paying attention to the nuts and bolts
View the document Keeping is simple and flexible
View the document Following up, documenting and sharing your experience
View the document List of acronyms
View the document Bibliography

Paying attention to the nuts and bolts

Although organizing secondary activities in the Peace Corps is usually not a formalized process, it is important to be systematic in executing them.

Goals need to be fisted end discussed both with people who can advise you and people with whom you will be working.

Defining goals and objectives gives you some yardstick against which to measure your progress. It also helps you to plan the direction your project will take. Casey Vanderbeek realized, for example, that his project had both educational as well as moneymaking objectives, and he had to focus on each separately in order to achieve them.

Plans need to be made, with the people concerned participating.

To be a Trickle Up Program Coordinator, Frank Giarrizzo had to submit detailed plans to the Trickle Up Program, specifying the number of people involved, the types of businesses, and how they would go about organizing them.

Your activity need not be so ambitious, but the planning process remains the same. All of the guidelines mentioned heretofore - deciding whether the idea is a good one; involving the community; getting information, funding, and all the other resources to get your activity underway - require planning. How the activity will be maintained in-country must be clarified. Tasks need to be defined and delegated. The people working with you must participate in this process, so they understand the steps taken and can continue the process once you leave.

The egg production project in Papua New Guinea is a good example of how you can plan an activity with your community. The SPA workshop, duplicated at the village level, enabled the Marcoves and the villagers to look at their proposed activity from a variety of angles. Spending one morning a week, carefully following instructions in the Small Projects Design and Management Training Manual for Volunteers and Counterparts, 2 they largely organized the farm themselves. The villagers prepared the funding proposal, while the Marcoves designed a simple bookkeeping system to have money available to purchase a new batch of chickens when more were needed.