Developing a core group
It is usually a small, core group of founders which will determine the purpose of the potential organization, whom it will be designed to serve and what kind of activities it will undertake first to achieve its purpose. Lesbian, gay, bisexual and transgender organizations are often created out of a group that first meets for discussions on a regular basis. If there are only a few people you know who would like to create an organization, this can be a useful method to gather enough people who are interested. By creating a discussion group, advertising it and writing a brochure about its topics, you can soon find people who have similar interests, or possible members who begin to think in political terms during those discussions.

Once there are at least a few people who would like to found and work in an organization, it is important for those opting for an initial planning meeting to structure its content carefully, as the meeting will create the first impression of the group's seriousness and potential for success, even to those who are committed to work, but have not participated in an organization before. There are several ingredients that will lead to a successful first meeting:
1. organizing it at non-working hours;
2. setting the time far enough in advance so that people can plan to attend, but not so far ahead that they forget about the meeting;
3. choosing a wise and convenient location for the meeting: it should be safe, quiet, comfortable, inexpensive, having a neutral or positive reputation;
4. planning the meeting carefully:
a. identify someone to chair or facilitate the meeting
b. identify a person from the initial core group to present its initial thoughts on what the group should do, how the mandate should be undertaken, who should do it and why it is necessary
c. decide how to structure the larger group discussion following the presentation
d. identify someone who takes notes;
5. even if you more or less know each other, it is good to have initial introductions;
6. identifying one or two initial concrete projects for the group to undertake;
7. starting and ending the meeting on time, and respecting explicit time limits for each agenda item;
8. having refreshments in an open period, when people can talk to each other;
9. a follow-up by the core members about commitments made, soon after the meeting.

Determining mandate
There are usually two strategies when forming a group and determining its purposes. One is to identify a broader concern, and organize a group to undertake specific activities or campaigns to address that concern (like setting up a lesbian, gay, bisexual and transgender organization with the purpose eliminating discrimination, and determining what it can and should do for that goal). The second is to form an ad hoc group to engage in a campaign or pilot project on one specific issue, and determine whether an organization to address the broader range of issues attached to it is advisable at a later date. Whichever strategy is pursued, the purpose or mandate of the group should be determined at the initial planning stage.

The mandate answers the following questions: What does the organization do? What are its primary goals and objectives? To determine these, it should answer these questions: Why is a group necessary? What is the problem to be addressed? Who will it serve, and who will its members be? What will it do, and where and when will it do it? What is realistically possible to accomplish? Determine and define the organization's first activities.

The goal of a group is usually to pursue a broad and sometimes wishful ultimate purpose - to raise awareness of human rights issues, to stop human rights abuses, or to empower a community. The objectives are much more specific: they address what particular outcomes the group hopes to achieve in measurable terms. Be realistic! It is important to make careful assessment of the human, material and communications resources at a group's disposal, as well as the environment in which it is to operate. Be it a bigger or a small organization, with one purpose or with several programs at the start, choosing a specific, clearly defined and manageable mandate is crucial to success.

Together with the mandate, it is also necessary to define methods: e.g. advocacy, documentation, human rights education, publication, community services (like a helpline or counseling), organizing events (festivals, campaigns, etc.).

Groups should also periodically review their mandates: as the organization grows older, and it might take on new projects, or drop old projects. It is inevitable to have strategic planning sessions now and then, to define and plan future activities, and to change or restructure the mandate of the group.
 

Writing organizational statutes
Statutes are internal rules - written by a group's founders -, which govern the structure, organization and operation of the new organization. They specify internal practices and procedures, and define the roles and relationships between members, board (or the leaders of the organization) and staff (if there is a staff). Serving as an organizational constitution, statutes also set forth the powers, rights and duties of the constituent bodies of the group. If thoughtfully cast from the beginning, statutes can help an organization avoid power struggles and disputes over procedure.

Deciding to operate without bylaws does not necessarily pose a problem for groups composed of only a few individuals, where a formal structure is deemed impossible or unnecessary. Statutes are required by law, however, if you want to officially register the organization, and most groups regard them as essential to the smooth functioning of their organizations. Legal registration offers many advantages: it is prerequisite to opening a bank account and receiving funding, and can also make access to the press and international organizations easier.

What kind of information is usually included in statutes?

They vary in their length and comprehensiveness, depending on the complexity and scope of activities contemplated by the new group. New organizations may wish to consult similar, successfully functioning NGOs on the type of information and procedures included in their statutes for ideas. The statutes of another organization should not, however, be simply adopted as they are, as no two organizations are exactly alike, and your slightly different composition and mandate will require a unique organizational structure.

Most groups fall into one or two structural categories: those governed by their membership (where it is the general assembly of members that makes the most important decisions), and those which are governed by boards of directors (who employ the staff), whether or not they also have members. Organizations governed by their membership will usually have an assembly of members which meets periodically and votes on issues relating to policy and personnel. The criteria for and different levels or types of membership should also be enumerated in the statutes. The section on membership would also specify how often and when the membership meets, and include the terms of membership including voting, policy and decision-making rights, membership dues, duration of membership, etc.

The specific role regarding the policy and decision-making power of the board of directors is also detailed by the statutes. The statutes would also indicate some or all of the following:

1. How board members are chosen and by whom.
2. On what basis are they chosen (eligibility criteria).
3. Whether board members may also be members of the staff.
4. Whether board members may receive compensation for special services provided.
5. How long their terms of office are and how many times they may be re-elected.
6. How often the board will meet and the number of board members required for a decision.
7. How specific officers of the board, such as its chairperson, secretary, treasurer, etc. will be chosen and how long they will hold their positions.
8. Procedures for removing members of the board - in case they are inactive, or make steps the members do not approve with.
9. What fiscal responsibilities will be exercised by the board.

There may be other committees composed of subsets of the membership. For each body, rights and responsibilities, rules governing elections and appointments, etc. should be enumerated in the statutes.

The statutes should also state how the organization will define its fiscal year and which individuals or entities are entitled to receive and handle funds.

Finally, the statutes should outline a procedure for its amendment. As the mandate of the organization, its activities or structures change, it is also necessary to change the statutes once in a while. Some groups additionally include a provision for the case of the organization's dissolution.