Truly great projects need all of the following: strong teams, strong project managers and GREAT SPONSORSHIP!
On our 'Wall Of fame' you will find our biggest sponsors
|STEPPES DISCOVERY UK
Sponsor the AfriCat Annual Health Check
|SOLVAY / OKORUSU FLUORSPAR MINE
Sponsor The AfriCat-Okorusu Communal Carnivore Conservation Project
Successful projects are never just about the project manager and are never just about one person.
Successful projects have skilled and enthusiastic team members and great sponsors.
Strong teams may overcome mediocre sponsorship to deliver not-bad projects. Truly great projects need all of the following: strong teams, strong project managers and great sponsorship.
Clear understanding and definite dissatisfaction with the current state:
- They understand what is wrong or not working and why
- They understand the business consequences of the issues
- They believe the current state is untenable
- They share this with everyone, often - not by blaming, rather by explaining
Clear sense of the future direction without preconceived notions of the final solution:
- They know what business results they need from the project
- They believe the project can and will provide a solution that delivers the results needed
- They trust the project team to come up with solution options and a recommended solution as part of executing on the project
- They communicate all of this with everyone, often - with a sense of passion and persistence
Active in risk management:
- They are not head-in-the-sand optimists nor are they afraid of people that bring forward risks and challenges
- They expect those identifying risks to also propose risk mitigation actions
- They see risk plans not as pessimism but as the method to ensure realistic and sustainable optimism
- They share that brand of optimism with everyone, often
Makes the right decisions:
- They set clear boundaries and a framework for decision making in partnership with the project manager and based on the needs and situation for that project
- They do not usurp the project manager and team's role in making the project-based decisions on how the project is run
- They do make the decisions they are asked to make as quickly as possible to help the team avoid delays
- They facilitate getting decisions made by others when (not if, when!) politics threatens to derail progress
- They are not afraid to make decisions and they stand behind the decisions they make and that the project team makes
- They communicate decisions needed or made as often as necessary to whoever is necessary
|Blankets and pillows sponsored by Bender & Spencer
||AfriCat Supporting a Community School called 'Blydskap' in
the Khoa di Hoas Conservancy
Willingness to serve the project and the project team:
- They expect the project manager to let them know when there are problems - yet they are not invisible until a problem arises; they check in to see how things are going not as micro-managers, but as servants to the team, ready and willing to help
- They clear roadblocks that only they, with their authority and position, can clear
- They do not take over problems the project team can handle; they trust the team to do its job
- They provide a dome of protection and focus for the project team; they support the project manager in ensuring the project team is not raided for its talent or diverted to things that do not meet project goals
- They keep the project visible and reiterate its importance to everyone, often
Expects results and is willing to pay for them:
- They set high standards of behaviour and action and expect the same from the project team
- They do not set unrealistic or unachievable goals; yet they expect the team to be better than the sum of its individual members and to stretch themselves
- They do not expect to get great results at bargain basement prices nor do they provide an open wallet
- They provide that sense of balance on the path to results to everyone, always
- Acknowledges results
- They celebrate the interim results and the final results
- They provide ongoing encouragement to the project team and to everyone involved in or impacted by the project
- They deflect the glory to those that worked on the project in any capacity
- They share their excitement and pride widely
For more information on supporting AfriCat see our support pages.
AfriCat relies on the goodwill of visitors and donors. Every penny counts, and save for statutory audit fees, all of AfriCat UK’s funds are applied to conservation in Namibia. The AfriCat website (www.africat.org) has sponsorship forms to download, which contain various animal adoption options.
DOWNLOAD A TUSK OR AFRICAT DONATION |ADOPTION FORM:
DONATE ON LINE:
To make a donation: email@example.com
Virgin Money Giving:
Pay online with Virgin Money Giving, donations will be routed to AfriCat through TUSK Trust.
AFRICAT UNITED KINGDOM BANK DETAILS FOR ALL NATIONAL AND INTERNATIONAL SWIFT TRANSACTIONS
Account name: AfriCat UK
Account number: 00767476
Bank: Barclays Bank PLC,
Address: 27 Soho Square, London W1D 3QR, UK.
Sort code: 20-52-69
AFRICAT NAMIBIAN BANK DETAILS FOR ALL NATIONAL AND INTERNATIONAL SWIFT TRANSACTIONS
Account number: 62245889186
Branch code: 28-06-73
Bank: First National Bank Namibia Ltd. Otjiwarongo Branch, Namibia
Postal Address: P.O. Box 64, Otjiwarongo, Namibia
Physical Address: 7 St Georges Street, Otjiwarongo, Namibia
SUPPORTING AFRICAT IN GERMANY:
UBUNTU – Namibia e.V.
Susanne und Roland Schäfer
76646 Bruchsal / Germany
Ihre Unterstützung unserer Projekte in Namibia freut uns sehr.
Bitte geben sie im Verwendungszweck Projekt AfriCat oder Projekt UBUNTU an.
Unser Spendenkonto in Deutschland:
Volksbank Bruchsal-Bretten eG
Konto Nr.: 64750
Bankleitzahl: 663 912 00
IBAN: DE78 6639 1200 0000 0647 50
Um Ihnen eine Spendenbescheinigung zukommen lassen zu können, teilen Sie uns bitte
Ihre Anschrift mit:
CONTACT US ON THIS PAGE FOR MORE INFORMATION: