FIVE DAY NATIONAL LEVEL WORKSHOP ON ORGANIZATIONAL DEVELOPMENT FOR NGOS AND CBOS

NUR CENTER FOR RESEARCH AND POLICY

FIVE DAY NATIONAL LEVEL WORKSHOP ON

ORGANIZATIONAL DEVELOPMENT FOR

NGOS AND CBOS A Joint Collaborative Project of the

Fatima Memorial Hospital and the Association of People Living with HIV

Dr. Shabnum Sarfraz Chief Operating Officer,

Nur Center for Research and Policy February, 2013

FIVE DAY WORKSHOP ON ORGANIZATIONAL DEVELOPMENT FOR NGOS AND CBOS

2 Copyrighted to the Nur Center for Research & Policy at the Fatima Memorial Hospital, Feb 2013

Contents Contents ...................................................................................................................... 2

Introduction ................................................................................................................. 3

Objective of training................................................................................................... 3

To strengthen civil society and foster institutional capacity building on care and support

for PLHIV. ................................................................................................................. 3

Scope ....................................................................................................................... 3

Facilitator’s Profile ...................................................................................................... 3

Training Methodology................................................................................................. 4

Agenda ........................................................................................................................ 5

Workshop evaluation ................................................................................................. 10

Feedback ................................................................................................................. 11

Trainer’s Feedback: ............................................................................................... 11

Participants’ Feedback: .......................................................................................... 11

Annex 1- Registration Sheet ( 1 of 3) ............................................................. A

Annex 1- Registration Sheet ( 2 of 3) ............................................................. B

Annex 1- Registration Sheet ( 3 of 3) ............................................................. C

Annex 2- Trainer Evaluation Form .................................................................. D

Annex 3- Training Evaluation Form ................................................................. E

Annex 4- Participants Evaluation of the Facilitators( 1 of 2) .............................. F

Annex 4- Participants Evaluation of the Facilitators (2 of 2) .............................. G

Annex 5- Pictures from the Worksho .............................................................. H

Annex 5- Pictures from the Workshop.............................................................. I



Introduction The five-day national level workshop for NGOs and CBOs was a project of Global Fund Round 9

organized by the Association of People Living with HIV. The technical assistance for the project was

provided by the Nur Center for Research and Policy, the technical arm of the Fatima Memorial

Hospital. Both Fatima Memorial Hospital and the Association of People Living with HIV are both sub

recipients of the Global Fund Round 9 and the present workshop was a joint collaborative project of

both the SRs for which they worked closely together.

Objective of training

To strengthen civil society and foster institutional capacity building on care and support for PLHIV.

Scope The aim of the training was to help the staff of different NGOs in gaining practical skills and the ways

they can work effectively towards their goals and objectives. The topics covered in this workshop

included:

1. Organizational development

2. Management and governance

3. Planning

4. Building community linkages, collaboration and coordination

5. Advocacy

6. Monitoring & Evaluation

7. Gender & human rights aspect

Participant Profile

The workshop was designed for middle and upper level staff of NGOs and CSOs working for PLHIV

and they were selected in consultation with PR, UNAIDS, SRs and the association. Participants

included program managers, M&E managers, field officers and health care providers from NGOs,

CHBCs, COPCs from all over the country.

Facilitator’s Profile

Keeping in view the need of the content, the modules were taken up by the following, to cover

maximum ground, while maintaining the effectiveness of the module.

The module on need of management and organization development was led by Prof. Dr. Aman Ullah

Khan, Dean Faculty Fatima Memorial Hospital Medical and Dental College, Supervisor for FCPS



Community Medicine and Senior Technical Advisor to Nur Center for Research and Policy. He is a

senior academician in public health with numerous publications and trainings to his credit.

The modules on Governance, Planning, Rights-Based Approach, Advocacy and Linkages were taken

up by Dr. Roomi Aziz. She is the Senior Manager Strategy and Planning at Fatima Memorial Hospital,

working as one of the lead trainers at Nur Foundation. Dr. Aziz is an MBBS Doctor with an MBA from

LUMS. She has in-country and international experience in trainings on leadership development,

governance and planning in social and corporate sector. She has done a leadership development for

social sector module from LUMS-REDC Hewlett & Packard Foundation.

The activities on advocacy capacity building were taken up by Dr Amina Khan. Dr. Khan is a public

health professional with an MBBS and and MPH from HSA. She is currently working as an

independent consultant and technical advisor to Nur Center for Research and Policy for various

activities in Islamabad. She has vast experience of public health exposure in the United Kingdom and

has been a regular part of various seminars, sessions and workshops on advocacy and public health.

The module on monitoring and evaluation was taken up by Dr. Shabnum Sarfraz, Chief Operating

Officer, Nur Foundation and Lead Trainer for Nur. Dr. Sarfraz is a senior health management

professional holding an MBA from the Surrey University (UK) with a degree in medicine from

Pakistan. She has over 20 years of in-country and international experience in strategic planning &

management, resource mobilization, project designing, monitoring and evaluation, hospital

administration, marketing, human resource development in the health & social sector. She has

conducted various workshops on LFA, M&E and Gender. She has also completed the Social

Enterprise Management Programme from LUMS-McGill and is currently doing a Health Economics

Module from London School of Hygiene. Dr Sarfraz has worked extensively for the Global Fund on

Pakistan and represented Pakistan on national and international forums on HIV AIDS. She is

overseeing the implementation of the sub recipient grant to the Fatima Memorial Hospital, an SR to

the Global Fund Round 9. She is also one of the country representatives of the International Planned

Parenthood Federation (IPPF).

Training Methodology Design and delivery of the training was via powerpoint presentations with aim of strengthening civil

society and foster institutional capacity building on care and support for PLHIV. The training

followed the following protocol:

a. Participants were registered as they come in and seated.

b. At 9:15 am, registration was closed and there was recitation of Holy Quran, followed by a

short welcome speech by the keynote speaker.

c. Moderator introduced the participants to the main objective of the training, the

stakeholders, set the ground rules and the expected outcome of the trainings.

d. This was followed by the first session on introduction to the workshop.



e. The senior trainer began with the objectives of the workshop, followed by various sessions

on different topics.

f. The sessions were also accompanied by activities to improve the understanding of

participants. At the end of training, evaluations were collected and after that the

participants were asked to share their experiences with the rest of the group.

g. The workshop ended on the 5th day with certificate distribution and a group photograph,

followed by message dedication.

h. The workshop was divided among different sessions over a time period of five days. The

methodology is based on theory, using a mixture of presentations, interactive discussions,

and group work. The training methodology included:

i. Illustrated lectures, visual aids in addition to verbal explanation

ii. Discussion/ Brainstorming to share views and problems using reasoning power, to

get all possible ideas from the group members

iii. Group work, to interact with each other and learn together

iv. Self study, to gain deeper insight and more profound knowledge

Agenda

WORKSHOP PROGRAM

Instructor Name: Prof. Dr. Amanullah Khan, Dr. Roomi Aziz, Dr. Shabnum Sarfraz

Date: 28th January 2013

Day 1: MANAGEMENT AND GOVERNANCE

Venue: Embassy Lodge Hotel, Club Road

Session Name Time Objectives

Registration 9:00 –9:15 am

Orientation to Workshop 9:15 –10: 15 am o Introduction of participants

o Pre-workshop assessment

Session #1: Managing 10: 15 –11:15 am o To understand the need to

manage NGOs



NGOs o To develop a fair idea about the

differences between an NGOs and

other organizations?

o To look at the local perspective in

a glance

Tea/Coffee Break 11:15 –11:45 am

Activity#1: The Road

Journey Diagram 11:45 –12:15 am

Session #2: The NGO

niche 12:15 –01:00 noon

o To understand the specific needs

of an NGO

o To discuss the capacity needs of

an NGO

Lunch & Prayer Break 1:00 – 2:00 pm

Session #3: NGOs and

Governance 2:00 –3:00 pm

o To develop an understanding of

corporate governance

o To understand the need of

corporate governance in NGOs

o To learn about the key players in

corporate governance of NGOs

Tea/Coffee Break 3:00 –3:15 pm

Session #4: A

Corporate Governance

Guide for NGOs 3:15 - 4:00pm

o To develop an understanding of the

role of the Board

o To understand Accountability from an

NGO perspective

o To implement a governance system


Day 2: PLANNING



Recap 9:15 –9:30 am

Session #1 Strategic

Planning 9:30 –10:30

am

o To understand the need of a strategic

focus



o To understand the impact of vision and

mission for an NGO

o To work on developing strategic themes to

accomplish the vision and mission

Activity 10:30 –11:00 am


Session #2: Project

Planning 11:30 –12:30

noon

o To develop an understanding of project

planning

o To design project management steps from

start to close

o To understand the roles of key players

Activity: 12:30 -

1:00pm o


Session #3: Financial

Planning 2:00 –3:00

pm

o To develop a basic understanding of

financial workings of an NGO

o To develop a working understanding of

financial workings of a project

o Mini-budgeting exercise

Tea/Coffee Break 3:00 –3:15

pm o

Session #4: HR

planning and

evaluation

3:15 -

4:00pm

o Evaluating human resource for NGOs

o Capacity Assessment of Existing HR

o Mini-Exercise: Where my organization needs

people?


Day 3: BUILDING PARTNERSHIPS



Recap 9:15 –9:30 am

Session #1: 9:30 –

10:30 am

o Understanding the scale and scope of

Rights Based Approach



Right Based Approach o Learning the applicability of Rights

Based Approach in the local context

Activity#1: Implementing

Rights Based Approach 10:30 –11:00 am


Session #2: Understanding the

need of referrals and linkages

11:30 –

12:30

noon

o To understand the significance of

referral networking specifically in

HIV/AIDS

o To develop an understanding of the

functions of ART Center, VCT center,

PPTCT and CHBC Center

Activity#2: The story of Anwer

Mirza and HIV/AIDS Referral

System

12:30 - 1:00pm


Session #3: Establishing a

referral system and the

continuum of care

2:00 –

3:00 pm

o To develop a continuum of care

o To document and develop methods

to implement it

Tea/Coffee Break 3:00 –3:15 pm

Session #4: APLHIV 3:15 -

3:40pm

o An introduction to Association of People

living with HIV

Session #5: NCRP 3:40 –

4:15 pm

o An introduction to Nur Center for

Research and Policy

Date: 31st January 2013

Day 4: ADVOCACY



Recap 9:15 –9:30 am

Session #1:

Advocacy- Basic

Concepts

9:30 –10:30 am

o Defining Advocacy

o Difference between Organizing,

Lobbying & Campaigning



o Advocacy in the context of PLHIV

o Foundation areas for stronger Advocacy

Activity:

Advocacy Capacity

Assessment

10:30 –11:00 am


Session #2:

Developing an

Advocacy Strategy

11:30 –12:00

noon

o Why develop an advocacy strategy?

o Steps for an developing an effective

advocacy strategy

Activity: 12:00 - 1:00pm o Developing the advocacy strategy


Session #3:

Developing an

Advocacy Message

2:00 –3:00 pm o Understanding the target

o Designing the message

Tea/Coffee Break 3:00 –3:15 pm o

Session #4:

Implementing

Advocacy 3:15 - 4:00pm

o Choosing the Advocacy Messenger

o Resource Planning

o Acton Model

Date: 1st February 2013

Day 5: MONITORING AND EVALUATION



Recap 9:15 –9:30 am

Session #1:

Monitoring and Evaluation

– An overview

9:30 –10:30 am

o Difference between Monitoring & Evaluation

o Why Advocacy M&E is different?

Activity: 10:30 –11:00 am



Developing indicators


Session #2: LFA 11:30 –12:30

noon o An overview of LFA

Certificate Distribution: 12:30 - 1:00pm

Lunch & Prayers 1:00 – 2:00 pm

Workshop evaluation

Workshop evaluation forms were filled and collected from the participants after the end of each day.

This was done in order to gain better insight about the different aspects of the workshop. All

participants showed satisfaction with the achievements of the program objectives stating that the

training met their expectations. They also believed that the acquired knowledge would help them in

their professional fields in future. The objectives of the each session were clearly explained and

stated to the participants with the content being easy to follow. However they did suggest adding

more field base work along with theory. The participants showed satisfactions with the trainer and

0

2

4

6

8

10

12

The training met my

expectations.

The knowledge acquired is

practical for my present professional

role

The training objectives for

each topic were

identified and followed

The content was organized

and easy to follow.

The presentations were easy to

follow

The activities were

educative and useful

The duration of the

workshop was enough for

the content of the workshop

Workshop Evaluation

Strongly agreed

Agree

Disagree

Strongly disagree



stated that they had full command of the subject. The group activities were appreciated as well by

the participants.

Feedback

Trainer’s Feedback:

The trainers believed that the participants were eager to learn and share the knowledge. Their

backgrounds were relevant to the scope of the program and hence not only were the participants

better informed but also stood at gaining the most out of this workshop.

There should be followed up series to see the actual outcome of this workshop. The outcome of the

workshop shouldn’t be judged only on the improvements suggested and discussed by the participant

rather it should be of wider scope as it is a full five training workshop.

Participants’ Feedback:

The participants insisted on provision of reading material before the beginning of the workshop.

Budgetary allowance for provision of support material needs to be made. Participants were also of

the view that session like monitoring and evaluation needed to be taken up in more detail.

The group breakdown was done on the random basis but this should be done on basis of

background of participants. This would help us in understanding and evaluating their performance

better over the duration of workshop.

There was no social activity or gathering planned for participants and trainers after the normal

training period. An informal gathering/outing brings out constructive discussion among the

participants as well as helps as an ice-breaker.

FIVE DAY WORKSHOP ON ORGANIZATIONAL DEVELOPMENT FOR NGOS AND CBOS ANNEXURE

A Copyrighted to the Nur Center for Research & Policy at the Fatima Memorial Hospital, Feb 2013

Annex 1- Registration Sheet ( 1 of 3)


B Copyrighted to the Nur Center for Research & Policy at the Fatima Memorial Hospital, Feb 2013



C Copyrighted to the Nur Center for Research & Policy at the Fatima Memorial Hospital, Feb 2013



D Copyrighted to the Nur Center for Research & Policy at the Fatima Memorial Hospital, Feb 2013

Annex 2- Trainer Evaluation Form


E Copyrighted to the Nur Center for Research & Policy at the Fatima Memorial Hospital, Feb 2013

Annex 3- Training Evaluation Form TRAINING EVALUATION FORM

Please check against the box which states the extent of your agreement to the following statements

about this training program:

STRONGLY

AGREED AGREE DISAGREE

STRONGLY

DISAGREE

1. The training met my expectations.

2. The knowledge acquired is

practical for my present professional

role

3. The training objectives for each

topic were identified and followed.

4. The content was organized and

easy to follow.

5. The handouts and readings were

given to me before the sessions

began.

6. The material distributed was easy

to follow and useful

7. The presentations were easy to

follow

8. The activities were educative and

useful

9. The video was educative and

useful

10. The duration of the workshop was

enough for the content of the

workshop


F Copyrighted to the Nur Center for Research & Policy at the Fatima Memorial Hospital, Feb 2013

Annex 4- Participants Evaluation of the Facilitators( 1 of 2)

PROF. DR. AMANULLAH KHAN

DR. SHABNUM SARFRAZ

0

2

4

6

8

10

12

14

16

Trainer’s understanding of

concepts was thorough

Trainer was well-prepared and

answered to the questions raised by

participants appropriately

Trainer has good presentation

skill/style, knowledge and command over

the subject

Trainer has an interactive teaching

style, involving participants in

discussion.

Strongly agreed

Agree

Disagree

Strongly disagree

0

2

4

6

8

10

12








the subject



discussion.

Strongly agreed

Agree

Disagree

Strongly disagree


G Copyrighted to the Nur Center for Research & Policy at the Fatima Memorial Hospital, Feb 2013

Annex 4- Participants Evaluation of the Facilitators (2 of 2)

DR. ROOMI AZIZ

0

2

4

6

8

10

12

14








the subject



discussion.

Strongly agreed

Agree

Disagree

Strongly disagree


H Copyrighted to the Nur Center for Research & Policy at the Fatima Memorial Hospital, Feb 2013

Annex 5- Pictures from the Worksho


I Copyrighted to the Nur Center for Research & Policy at the Fatima Memorial Hospital, Feb 2013

Annex 5- Pictures from the Workshop

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SESSION 1: Managing NGOs

Agenda

Copyright 2013- Intellectual Property ofNur Center for Research and Policy

To understand theneed to manage

NGOs

To understand theneed to manage

NGOs

To develop a fairidea about the

differencesbetween an NGOs

and otherorganizations

To develop a fairidea about the

differencesbetween an NGOs

and otherorganizations

To look at the localperspective in a

glance

To look at the localperspective in a

glance

Why are we here today?

What is an NGO andwhy is managing it

any different?

What additional managementtools are required?

How are NGOs in Pakistandoing?

WHY ARE WE HERE TODAY?


Our Underlying Mission

Well managed institutions are a fundamentalbuilding block for promoting changes thathave a positive impact:

1. On the lives of families2. On the lives of communities3. Particularly on the lives of the most

vulnerable


Getting to the Positive Impact

1. BUILDING CAPACITY can help organizationsdeliver higher quality services for the PLHIVin a more cost effective manner.

2. An ADVOCACY NETWORK of civil societygroups, who speak with one voice, is moreeffective in successfully promoting policychange than a disparate group of NGOs


The PLHIV Context

• Communities impacted by HIV/AIDS facemultiple challenges at once:– Economic– Health– Social discrimination

• Strong knowledge networks can also facilitatethe flow of information and promote theuptake of promising practices.


08/03/2013

2

Females: 1

Children: 0.2

Males :2

40 y

ears

=40

Mill

ion

PLHI

Vs Some Numbers to beginwith!


Global Picture*

• 33.2 million adults and children worldwide• 90% of the affected are adults• 2.5 – 3.5 million affected are children• 7000 new cases are added daily


*WHO and UNAID Figures

• HIV is still responsible for 46 %of all deaths of women of childbearing age

WHAT IS AN NGO AND WHY IS MANAGING ITANY DIFFERENT?


Defining an NGO

NGOs* are1. formal (professionalized) independent

societal organizations whose primary aim is2. to promote common goals3. at the national4. or the international level.


Defining NGOs? Martens, K.; International Journalof Voluntary and NonProfit Organizations, 2002

NGOs- Societal Actors

• Origin from private sphere• Cater to local need• Local members• NGOs promote common goals because they

work for the promotion of public goods


NGOs- Formal Organizations

• Minimal but MANDATORY organizationalstructure:– To ensure continuity of work– Professionalized staff with specifically trained skills


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WHAT ADDITIONAL MANAGEMENT TOOLS AREREQUIRED?


NGOs in Pakistan

• According to UNDP– 8000 to 16000 registered NGOs– 25000 to 35000 NGOs if CBOs and unregistered

are also included

• According to Aga Khan Foundation– 45000 NGOs( registered and unregistered)


What NGOs in Pakistan need?

• Organization Structure• Strategic vision• Organizational Development• Processes• Skilled HR• Governance• URGENCY- The HIV element


Session 2: The NGO Niche

Agenda


Tounderstandthe specificneeds of an

NGO

Tounderstandthe specificneeds of an

NGO

To discussthe

capacityneeds of an

NGO

To discussthe

capacityneeds of an

NGO

What does an NGO need?

How should an NGObe managed?

Developing the capacity forNGOs working in HIV

WHAT DOES AN NGO NEED?


08/03/2013

4

Finding out

• We can easily find out through a 5-8 hourexercise what your NGO needs!

• We need to do ORGANIZATIONAL CAPACITYASSESSMENT


An Organizational CapacityAssessment for an NGO

• The objective of the assessment:– To identify the gaps– To identify the specific capacity building needs– To check suitability for a funding agency or a

partner


Organizational Functions

• Mission, Vision and Strategy• Structure• Management Systems• Partnerships• Leadership and Governance


Tools Online

• MCAT: Management Control Assessment Tool• BAIT : BONGA Advocacy Index tool


SESSION 3: NGOs andGovernance

Agenda


To develop anunderstanding of

corporategovernance

To develop anunderstanding of

corporategovernance

To understandthe need ofcorporate

governance withrespect to NGOs

To understandthe need ofcorporate

governance withrespect to NGOs

To learn aboutthe key players

of corporategovernance for

NGOs

To learn aboutthe key players

of corporategovernance for

NGOs

Defining Governance

Governance and NGOs

The key players forGovernance for NGOs

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DEFINING GOVERNANCE


What is Governance?

‘A transparent decision-making process inwhich the leadership of a nonprofitorganization, in an effective andaccountable way, directs resources andexercises power on the basis of sharedvalues.’


-The Working Group on NGO Governance in Central andEastern Europe

GOVERNANCE AND NGOS


NGOs accountable to communities

NGOs are founded on the principlethat citizens have a right to associate

freely.

For an NGO, being accountable means• Demonstrating regularly that it uses its resources wisely• Not taking advantage of its special privileges• Not pursuing activities contrary to its nonprofit status


THE KEY PLAYERS IN GOVERNANCE IN NGOS


Board- Principle Governing Body

• Highest Governing Body- Ultimate Decisions• Principal Governing Body- Governance

The BoardA Collective Leadership Body


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Governance and Management

• Separate Entities!• Checks and balances to ensure that the

organization is well run and importantdecisions are made with the public interest inmind

• DANGER! If not, A perpetual state of real orperceived conflict of interest, becauseoversight and executive functions are mixed


Possible Relations between Boardand Staff

• Multiple relationships can exist at the sametime, ideally generating a positive tension thatstrengthens decision-making and deepensorganizational capacity.


SESSION 4: A CORPORATEGOVERNANCE GUIDE FOR NGOs

Agenda


To develop anunderstandingof the role of

Board

To develop anunderstandingof the role of

Board

To understandAccountabilityfrom an NGOperspective

To understandAccountabilityfrom an NGOperspective

To implementa governance

system

To implementa governance

system

Defining Board for an NGO

Defining Accountability for anNGO

Starting Good Governance

Defining Corporate Governance

• Corporate governance is "the system by whichcompanies are directed and controlled“.

• A system of law and sound approaches bywhich corporations are directed andcontrolled with the intention of monitoringthe actions of management and directors andthereby mitigating possible agency risks


STEP 1 towards CorporateGovernance

• Systems in place• Systems on paper• There is a need for an individual organization

to “comply or explain” when determining itsspecific approach to corporate governance.


Board SOPs Policies Protocols

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DEFINING BOARD FOR AN NGO


Dual Strategic Obligation• Principle No.1:

– The Board must understand that it has the dualstrategic obligations

• To control the activities of the organization• To promote its operational success

• Rationale:– The Board should be able to direct and control the

actions of management towards delivery of theBoard’s strategic goals.

– The Board must clearly identify the responsibilities ofthe Board, which are clear and distinct from theresponsibilities of management.


Regular Review of Mission

• Principle No. 2:– The Board must regularly review its stated mission

to allow for adaptation as circumstances change.

• Rationale:– Necessary to review the stated mission

periodically to take account of changes.– This will enable flexibility in the way it operates,

seeking and applying resources in whatevermanner best serves the stated mission.


Independent Directors

• Principle No. 3:– The Board should primarily contain independent

Directors with the requisite skills and experienceto enable the Board to control and promote theorganisation.

• Rationale:– The organization needs to be guided by Directors

who have sufficient independence from theorganization to be capable of behavingobjectively in managing Board affairs.


Timely determination• Principle No. 4:

– The Board must determine its information needs, andseek it from management in a timely and appropriatemanner.

• Rationale:– To be able to perform effectively, a Board must receive

appropriate information.– Such prompt information will lead to good analysis by

the Board regarding the state of the organization– It will permit the Board to monitor management

behavior and performance.


DAY 2: Strategic Planning forNGOs

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8

Agenda


To understand theneed of a

strategic focus

To understand theneed of a

strategic focus

To understand theimpact of visionand mission for

an NGO

To understand theimpact of visionand mission for

an NGO

To work ondeveloping

strategic themesto accomplish thevision and mission

To work ondeveloping

strategic themesto accomplish thevision and mission

Strategic Focus ( all in themind)

Vision and Mission

Strategic Themes

STRATEGIC FOCUS (ALL IN THE MIND)


What is Strategy?

• Strategy is a process of– Looking forward to a new way of operating– Developing the means of planning a journey to get

there.• Strategy is about:-

– Direction setting– The medium to longer term– Strategic thinking and taking a strategic perspective– A template for current actions– Providing for the long-term sustainability of the NGO


Strategy is about having a plan of where youare going and why you are going.


Strategy’s significance in contextof HIV/AIDS

Working in SilosDifferent JourneysSuper-ordinate GoalShared ValuesJoint EffortsCollaborationEconomies of Scale, Scope and Conjunction


Strategy Clouds


NGO 2: Tosupport andrehabilitate

PLHIVs

NGO 5: To providetreatment, build

capacities andrehabilitate

PLHIVs

NGO 1: To buildcapacities of PLHIV

NGO 4: To providetreatment, both

medical andpsychological, to

PLHIVs

NGO 3: Toprovide ARV

Drugs to PLHIVs

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VISION AND MISSION


Developing a Strategic Vision

• Involves thinking strategically about– Firm’s future business plans– Where to “go”

• Tasks include– Creating a roadmap of the future– Deciding future business position to

stake out– Providing long-term direction– Giving organization a strong identity


Missions vs. Strategic Visions• A mission statement

focuses on currentorganizational activities -- “who we are and whatwe do”

– Current serviceofferings

– Public needs beingserved

– Technological andbusiness capabilities

• A strategic visionconcerns an organization’sfuture path -- “where weare going”

– Arenas to be pursued– Specialties to be

developed– Kind of organization that

management and boardis trying to create


Communicating the Vision—Mission

• An exciting, inspirational vision

– Challenges and motivates workforce

– Arouses strong sense of organizational purpose

– Induces employee buy-in

– Galvanizes people to live the business


Managerial Value of a Well-Conceived Strategic Vision and

Mission

• Marks out a long-term direction

• Reduces risk of irrational decision-making

• Conveys organizational purpose and identity

• Helps organization prepare for the future


STRATEGIC THEMES


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10


Form & Impact of Strategic Intent

• Be expressed in few words• Pithy and credible• Publicised• Should not be a surprise – rather should state

what is already known• Inspire employees, stakeholders, partners and

beneficiaries• Guide decision making

Day 2: Project Planning for NGOs

Agenda


To develop anunderstanding

of projectplanning

To develop anunderstanding

of projectplanning

To designproject

managementsteps from start

to close

To designproject

managementsteps from start

to close

To understandthe roles of key

players

To understandthe roles of key

players

What is project managementand project planning?

Steps in projectmanagement

Roles of the projectmanagement team

WHAT IS PROJECT MANAGEMENT?


Defining Project Management

Project management is the discipline ofplanning, organizing, motivating, andcontrolling resources to achieve specific goals


Defining Project PlanningThe approach to be used by the Project team todeliver the intended project scope of the project.

It caters to four questions.1. Why? - What is the problem or value proposition

addressed by the project?2. What? - What is the work that will be performed on

the project? What are the major deliverables?3. Who? - Who will be involved and what will be

their responsibilities within the project?4. When? - What is the project timeline and when

will milestones be complete?


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11

Remember

“If you fail to plan, you fail to do”.

“Proper Planning Prevents Poor performance”


PESTLE Analysis

• Primarily a technique used for predicting theaffects of external influences on anorganisation. Frequently used fororganisational change management.

• It’s useful for medium-large scale projects. Notreally necessary for small scale projects


Why create a WBS?

• Cost Estimating• Cost Budgeting• Resource Planning• Risk Management Planning• Activity Definition


Gantt Chart

• A Gantt chart is a graph which illustrates on atimeline when each activity will start, finishand end. It’s a pictorial representation of eachstage of the project.


The Gantt Chart

Time (s)Fill Kettle 10Switch Kettle On 3Boil Water (Initial) 180Scold Pot 10Put Tea Bag in Pot 5Re-boil 10Pour Water 15Put Milk in Jug 15Put Sugar in Bowl 15Get Tray 10Place Milk, Sugar, Cup & Saucer on Tray10 SLACK - SLACK - SLACK - SLACKPlace Pot on Tray 5Serve 20Tea has been served


Bar / Gantt Charts Advantages:

• Plan, schedule and progress are all depictedgraphically on a single chart

• Easily read• Provides simple way to schedule small

undertaking• Provides summary display of more detailed

plans and schedules• Best used for management briefings


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Bar / Gantt Charts Disadvantages:

• Planning and scheduling are consideredsimultaneously

• Simplicity precludes sufficient detail for timelydetection of slippages

• Activity dependencies cannot adequately beshown

• Difficult to determine how activity progressdelays affect project completion

• Difficult to establish and maintain for largeprojects.


Project Wrap-Up

• Collect data on actual time spent and actualamount of material produced.

• Conduct a post-mortem to identify positiveexperiences and areas for improvement.

• Produce a written report and store thisinformation for use when planning futureprojects.


ROLES OF PROJECT MANAGEMENT TEAM


Roles in projects – who isresponsible for what?

One of the the benefits of project managementtechniques is the opportunity to clarify roles.

• Project sponsor – person who’s paying for it• Project champion - person who wants to see it

happen• Project manager – will ensure it happens• Project team – will make it happen• Stakeholders – those affected by it and with an

interest in it, but not necessarily part of it.• Audience – we’ll consider them later!


Human Resource Planning andEvaluation

Agenda


EvaluatingHuman

Resource forNGOs

EvaluatingHuman

Resource forNGOs

CapacityAssessment ofExisting Human

Resource

CapacityAssessment ofExisting Human

Resource

Mini- Exercise:Where does my

organizationneed people?

Mini- Exercise:Where does my

organizationneed people?

The special HR needs of NGOs

Evaluating theCurrent HRLandscape

Planning HR Replenishment

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THE SPECIAL HR NEEDS OF AN NGO


What an NGO needs

• Technical knowledge• Operational knowledge• Visionary leadership• Passion to work and serve the community• Flexibility• Responsibility


Making it simpler

• Skills• Effort• Physical Demand• Responsibilities• Conditions


Skills1. Analytical Capabilities

– Technical knowledge– Analytic frame of mind– Problem Solving– Critical Thinking– Native intellectual ability

2. Managerial Capabilities– Ability/promise as a manager– Organizational ability– Attention to Detail– Ability to meet a deadline– Ability to work with others


Effort

1. Effort2. Hard work3. Dedication4. Readiness to work


Physical Demand

• Physical Work• Physical Active-ness


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Responsibilities

1. Responsibility– Innate responsibility– List Checker

2. Ownership– Proactive Approach– Commitment to project

3. Accountability– Formal Accountability– Readiness to face consequences


Using the Point System

• Scoring against each quality• Designing a perfect description for each job

role• Hiring against the criteria• Developing the lacking trait


Conditions

• Working Conditions• Working Hours


A Combination for each Role

• Players:1. The Operating Executive: COO2. The Project Manager: PM3. The Finance Manager: FM4. The Project Team5. The Support Staff


EVALUATING THE CURRENT HR LANDSCAPE


Current Need Assessment

• Demographics:– Current work– Past work experiences– Past trainings


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HR Gaps

You don’t have the right HR. Now What?• Hire more?• Fire the current people?• Complain about it?• Manage this?• Capacity-Building


Customized Capacity BuildingNeed in HIV/AIDS Sector today:• Management Skills

– Advocacy and Community Mobilization– Service Delivery– Project Planning– Strategic Intent– Organizational Systems Strengthening– Monitoring and Evaluation

• Specific Issues– Technical Assistance– Addressing stigma and discrimination against sex workers, gay men,

transsexuals– Addressing gender-related vulnerability– Addressing most vulnerable groups


What can we do?

• Identify the gaps• Join hands: Make use of HIV networks and

collaborations• Learn from partner organizations• Rotate HR• Invest in HR• A comprehensive capacity-building service

packageCopyright 2013- Intellectual Property of

Nur Center for Research and Policy

DEVELOPING A RIGHTS-BASEDAPPROACH

Agenda


Understandingthe scope ofRights Based

Approach

Understandingthe scope ofRights Based

Approach

Learning theapplicability ofRights BasedApproach in

Local Context

Learning theapplicability ofRights BasedApproach in

Local Context

Defining the Rights Based Approach

Rights and Duties

A Response to Poverty

DEFINING RIGHTS BASED APPROACH{RBA}


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What is Rights Based Approach?

• RBA is– Identifying root causes of poverty,– Empowering rights-holders to claim their rights

and– Enabling duty-bearers to meet their obligations


RBA calls attentions to

• Re-emergence of the state and governance asa central element in development

• Acknowledgement that severe poverty is ahuman rights violation

• The growing recognition that poverty is aboutmore than economic needs.


RIGHTS AND DUTIES


ANCIENT WISDOM

RIGHT حقAn individual has a right on another, whether heexercises it or notDUTY فرضAn individual has a duty towards another,whether he acknowledges or not


Foundation of RBA

• Rights and Duties of individuals Vs. Duties andRights of Organizations

• Role of Organizations

“With great power, comes great responsibility”- Spiderman


RBA- A RESPONSE TO POVERTY


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Defining Poverty

Poverty is the deprivation of commonnecessities such as food, clothing, shelter andsafe drinking water, all of which determine ourquality of life."


How to focus on Most VulnerableGroups

• Target the groups• Pay attention to inclusion or lack of these

groups in public policies, organizationalstructures and cultural practices

• Highlight not just what was done and forwhom but also what was NOT done and whowas missed.


How to focus on Root Causes

• Describe a situation not just in terms of needsbut society’s obligation to it.

• Comprehensive efforts• Expand the MVG’s choices and capabilities


How to focus on Right-holdersand Duty-Bearers

• Include beneficiaries, stakeholders andpartners in decisions

• Participation is not just a tool but a goal fordevelopment

• Accountability is important both for thedevelopment process and the outcome

• Promote platforms and networks onmobilization


How to focus on Empowerment

• Follow the recommendations of internationalhuman rights bodies

• Target the abilities of right holders to enablethem to claim their rights

• Target the abilities of duty bearers to fulfiltheir obligations towards the right holders

• Install legal and administrative procedures tostrengthen accountability


UNDERSTANDING ADVOCACY

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Advocacy/ advocates

• Problem solver• Community mobilizing• Enabling environment• Seeking cooperation for achieving common goals• Informing others• RBA• Awareness• Equity and inclusion of community and

stakeholders


THE CONCEPT!


“ Never doubt that a small group of thoughtful,committed citizens can change the world.Indeed, it is the only thing that ever has.”

Margaret Mead


What is your definition of Advocacy?

• Use cards to write your definition and paste iton the wall.


Advocacy

• Stems from a Latin Word, i.e. Advocare• Advocare means “call to one’s aid’ or to speak

out on behalf of someone


Who is an advocate?

• An advocate is someone who publiclysupports or recommends a particular cause orpolicy

• A person who pleads a case on someone else’sbehalf.

• Advocacy involves delivering evidence-basedrecommendations to decision makers,stakeholders and/or those who influencethem


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What are the benefits of Advocacy

• Advocacy is a means of seeking change in:– governance,– attitudes,– power,– social relations and– institutional functions.


DEVELOPING AN ADVOCACY STRATEGY


• “ A journey of a thousand miles begins with asingle step.”

– Lao-tzu


Questions for planning your strategy

• What do we want?• Who can make it happen?• What do they need to hear?• Who do they need to hear it from?• How can we make sure they hear it?• What do we have?• What do we need?• How do we begin to take action?• How can we tell if it’s working?


Generating an evidence base

• Essential for successful advocacy.• Provides legitimacy to the advocate• Created by gathering information from

primary and secondary sources and thenanalysing it in a way that illustrates theproblem and narrates the solutions.


Setting priorities

• Situation analysis will identify many issues• Choosing just a few is necessary to ensure

focus keeping in view the limited resources


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Questions?

Thank you


Documents

FIVE DAY NATIONAL LEVEL WORKSHOP ON ORGANIZATIONAL DEVELOPMENT FOR NGOS AND CBOS