3-Days Program Focused Training

Strengthening Citizens’ Voice

and Accountability

Of

Project Partners Civil Society Organizations

PARTICIPANT’S HANDBOOK

Disclaimer:

This project was made possible with support from the American people through the U.S. Agency

for International Development (USAID). The contents is the responsibility of The Trust for

Democratic Education and Accountability (TDEA) and do not necessarily reflect the opinion of

USAID or the U.S. Government.

3-Day Training on

‘STRENGTHENING CITIZENS’ VOICE & ACCOUNTABILITY’

for Civil Society Organizations

Agenda

Day 01 Topics

09:00 – 9:30 Registration

09:30 – 10:30 Session 0: Setting the Stage

10:30 – 10:45 Tea Break

10:45 – 11:15 Session 1: Introduction to the USAID Citizens’ Voice Project

11:15 - 01:30 Grantees Presentations

01:30 - 02:30 Lunch Break

02:30 - 05:00 Session 2: Political history, system understanding and

functioning of Legislature, Executive and Judiciary

05:00 – 05:15 Feedback, Self-Reflections & Close

Day 02

09:00 – 09:30 Recap

09:30 – 11:30 Session 3: Understanding the Need for Good Governance

11:30 – 11:45 Tea Break

Energizer

11:45 -01:30 Session 4: Conceptual Clarity: Voice & Accountability

01:30- 02:30 Lunch Break

02:30 – 04:30 Session 5: Leadership & You

3:30-3:45 Tea Break

04:30 – 04:45 Feedback, Self-Reflections & Close

Day 03

09:00 – 9:30 Recap

09:30 – 11:30 Session 6: Project Management

11:30 – 11:45 Tea Break

11:45 – 01:30 Session 7: Advocacy and Lobbying

01:30 – 02:30 Lunch Break

02:30- 03:30 Session 8: Working with Media

03:30 – 04:00 Formal Closing

Day One

1

Session 0: Setting the Stage

STORY OF THE STARFISH

Once upon a time, an old man was walking along a beach. The sun was shining and it was a beautiful

day. Off in the distance he could see a young girl going back and forth between the surf's edge and

the beach. Back and forth this girl went as if indulging in a strange dance. As the man approached,

he could see that she was one by one picking starfish from the shore and throwing them back into

the sea before they could die.

The man was struck by the apparent futility of the task. There were hundreds of starfish stranded

on the sand, as the result of the natural action of the tide, many of them were sure to perish. As

he approached, the girl continued the task of picking up starfish one by one and throwing them

into the surf. As he came up to the girl, the man said: "You must be crazy! There are thousands of

miles of beach covered with starfish. You can't possibly make a difference."

The little girl looked at the man. She then stooped down and picked up one more starfish and

threw it back into the ocean. She turned back to the man and said: "I definitely made a

difference to that one!"

Remember!

All of us are walking down this beach hoping to make as much

of a difference as we possibly can. Together, one starfish at a

time, we WILL bring about change!

Extracted From: ‘Changing Hearts & Minds through Selected Stories & Quotes’

Compiled by Dr. Taiyeb Kapadia

2

Session 1: Introduction to the USAID Citizens’ Voice Project

Brief introduction of the Organizations:

The Citizen’s Voice Project (CVP) is a 5 years grant-making project, funded under a contract by

the United State Agency for International Development (USAID). The overall goal of CVP is to

improve engagement between citizens and government in order to promote good governance. The

project has three main objectives:

1. Strengthened Voice (Policy Advocacy and Government Oversight): This component

supports civic advocacy and citizens’ oversight within the context of specific policy or

program areas.

2. Enhanced Capacity (Organizational Development and Targeted Courses): Activities

implemented under this component aim to enhance the organizational capacity of civil

society actors.

3. Improved Accountability (Public-Private Connections): This component promotes

activities that bring state and non-state actors together, facilitating the emergence of

effective networks and productive partnerships and improving accountability.

United States Agency for International Development (USAID)

programmes in Pakistan focus on energy, economic growth and

agriculture, health, education and stabilization efforts. USAID also

provides assistance towards democratic reforms, working closely

with government, civil society and other partners.

Trust for Democratic Education and Accountability (TDEA) is a

trust based in Pakistan, operational since 2008 with the primary

mandate to strengthen all forms of democratic accountabilities in

the country. TDEA governs the Free and Fair Election Network

(FAFEN). TDEA is the prime partner of USAID for the Citizens’

Voice Project.

The Asia Foundation (TAF) has had a continuous presence in

Pakistan since 1952. A non-government, non-profit organization

working to foster openness and shared prosperity in the region,

TAF is a sub-partner for the Citizens’ Voice Project.

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Project Details:

Grants:

The Citizens’ Voice Project is implemented through competitive grants to civil society

organizations and others partners. Grant applications are solicited each quarter on issues of local

and national priority, including energy, economic growth, municipal services, agriculture, education,

health and governance. Project has developed a reliable Grants Information Management System

(GIMS). The whole grants management from application to award is online and transparent in

nature.

Implementation:

TAF role is central in the execution of the project with USD 37 million share for grant making and

capacity building of the civil society organizations. Grant awardees implement their projects

following USAID rules and regulations, including branding requirements, and submit regular project

narrative and financial reports according to required formats.

1. Summary

Project Life: Five years

Start Date: May 20I I

End Date: May 20I6

Contractor: Trust for Democratic Education and Accountability

(TDEA)

Sub-Contractors: The Asia Foundation (TAF)

Total Contract Value: $45 Million

Value of Grants: $50,000-$250,000, with some larger grants

Themes:

Energy, water, economic growth, agriculture, education,

youth, ombudsmen, local government, law and order,

FCR, and health

4

Participants’ Project Presentations

Instructions:

In organizational groups, use the format below to briefly

present the following specific to the project you will be

implementing using grant funds from the USAID Citizens

Voice Project.

Time: 10 minutes each

1. Awarded project overall objective

2. Provide project details including scope, size, geographical area, key activities

3. Stakeholder analysis

4. Methodology

5

Session 2: Political history, system, understanding and functioning of

Legislature, Executive and Judiciary

Legislature is a structured body, which is elected by the people, to uphold its founding principle,

to make laws, allocate resources, to act as a bridge between people and policy makers, and to

perform the role of a watchdog of state institutions/ideology.

Purpose of Legislature: The house which represents the elected representatives of the people

exercises its power to not only legislate but also bestows authority to government, executive and

judicial branches of the state besides working as a watchdog for all of them and giving all of them

support through continuous legislation, revenue collection and oversight. It regulates, authorizes,

proscribes, provides funds, sanctions, grants authorizations, declares or restricts any act on behalf

of the government and represents the state at national and international forums.

Legislation: A statutory law is promulgated by a legislature or governing body, or process of

making one from scratch as per the requirements of the society. Another source of law is Judgment

Law or Case Law when judges pass a verdict on any constitutional, criminal or civil case after

hearing all the concerned parties.

Legislative Process: Before an item of legislation becomes law it may be known as a Bill or

Legislation

Constitution: It helps the state determine its goals/objectives as per its founding principles. Article

50 of the Constitution of Islamic Republic of Pakistan requires creation of bicameral parliament to

dispense a:

Democratic

Multi-party

Federal Parliamentary System

Parliament (Majlis-Shoora) comprises of:

I. President of Pakistan: elected by both the houses and all four provincial assemblies

II. Senate of Pakistan (Upper House): Elected by National Assembly and provincial

assemblies on proportionate basis with quotas allocations). Senate was created to ensure

equal representation of all federating units to ensure equality, harmony, balancing the

National Assembly and above all to stabilize the system. Senate Seats (104) includes a

reserved quota of 16% for Women and 4% for Non-Muslim, 16% Technocrats / Ulema and

general seats 64%.

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III. National Assembly (Lower House): Directly elected by the people with certain quotas

reserved for minorities, females and technocrats. National Assembly is the country's

sovereign legislative body which upholds the sanctity of the Constitution. It is directly

elected (79 %) with quotas for Non-Muslim (3 %), Women (18%). It is sovereign in passing

the Money Bill, while for other legislations it has to seek the approval of the Upper House.

Reserved Seats: As per the Constitutional provisions there has to be 60 of the 342 seats in the

National Assembly i.e. 18 %. These are indirectly elected female legislators and allocation of this

quota is dispensed proportionally to all political parties on the basis of their electoral strength in

the Lower House (Constitution, Article 51 [1, 1A, 4(d)]).

Local Bodies consists of three tiers which include:

District/City District Administration

Tehsil/Town Administration and

Union Administration.

It has 33 % reserved seats for women, 5 % for peasants and workers and 5 % for minorities

(Local Government Ordinance, Articles 37, 65 & 87)

Provincial Assemblies: In all four assemblies there are 728 total seats out of which 18 % are

reserved for women (128 seats). Number of women elected for each party is based on the number

of votes each party gets in election (Constitution, Article 106 [1 & 3])

Parliamentary Procedures in National Assembly include introducing bills/acts independently,

besides introducing Constitutional Amendments in Collaboration with the Upper House. Bills have

to be passed with a simple majority while the Constitutional amendments have to be adopted with

a two thirds majority.

Legislative Process: Usually a bill or legislation is proposed by a Member of the Parliament or it

can also come from the Executive or even Judiciary. After introduction, it is initially debated by

members and if found appropriate as per the checklist of constitution is sent to a parliamentary

committee. The committee is represented by all political parties in the House and thus reviews the

clauses of the bill and has the right to reject or amend it but what matters most is the will of

government because when it does not want something to go through the legislative process, it can

be killed at any stage of the process.

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Bill

•Proposed by Members, Executive, Judiciary

First Reading

•Presented in the House by any member for initial debate

Second Reading

•Members come up with suggestions or cut motions if its is a money bill

Committee

•Referred to a Parliamentary Committee for clauses by clause reading and suggestions

Back to Parliament

•Amended Bill gets back to parliament for further processing

Third Reading

•Parliament debates the amended version of Bill

Sent to Other House

•NA to Senate or Vice Versa

President•Sent to

President for assent

ACT

•ACT comes into force

Legislative Process:

The Journey

8

Committees’ Process: The bill is usually referred to as Standing Committee, which can

deliberate upon it, amend it, and call all concerned for consultations and then returns to the House

for voting. The National Assembly is not bound to adopt the bill as sent by the committee. It can

reject it and also refer it back to a Select Committee in case of dispute, either amongst the

members of the standing committee or members of the House. Select Committee has the same

options of consultations and deliberations and then sends it back. If the National Assembly adopts

with consensus of the House, then the bill stands passed and if it rejects it then it stands annulled.

Voyage of Bills: Once the bill is passed from National Assembly it is sent to the Upper House or

vice versa. After adopting the same procedure of committees and voting, if senate passes it than it

is sent to the President. President has to give his assent within 10 days or return the voted bill with

suggestions to be considered in a joint sitting of the parliament. If the joint sitting passes with simple

majority, President has to sign the bill so that it becomes an Act within 10 days, otherwise after

lapse of 10 days the bills under question will automatically stand adopted.

Standing Committee Select Committee

NA Senate

Bill Drafted

NA Senate

Need for Legislation

Government Opposition

President

Civil

Society

Public Demand or Judgment

Induced

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Legislation for Provinces: National Assembly can legislate for provinces provided provinces ask

for it, during Imposition of Emergency, regarding Foreign Affairs, pertaining to defense matters,

pertaining to money matters (coinage).

Functions of the National Assembly: It elects the Prime Minister with a majority vote, it also

elects the President in collaboration with senate and all four provincial assemblies. The President

appoints cabinet ministers on the recommendations of the Prime Minister. The Prime Minister

nominates cabinet as per constitutional provisions, which refers to getting 75% from National

Assembly and 25 % from Senate. The National Assembly also entertains Question Hour, Privilege

Motions, Adjournment Motions, Call Attention Notices, debates on issues of importance like

motions and Point of Order. It is the forum where members can remove Prime Minister. The

Constitution requires 20% members to move a Vote of Confidence and if majority rejects the vote,

then the Prime Minister has to abandon his office. The National Assembly is elected for five years

and in case of emergency, the Parliament can extend the tenure of National Assembly to a

maximum of one year. Parliament can, with consent of Federal government confer responsibilities

of probe, carrying out an order, etc. on any officer of Federal Government. The Constitution

requires the National Assembly to ensure smooth transfer of power. Following the General

Elections in the country, newly elected members take oath from outgoing speaker, then it elects

the Speaker and his/her Deputy is elected. It is followed with the election of Leader of the House

and then Leader of the Opposition. Committees get elected by the members.

Impeachment of President: Half the members of any of two houses can move a resolution to

impeach the President. This kind of resolution has to be submitted to Speaker of National Assembly

or Chairman Senate. A joint sitting votes on impeachment and if it is carried out, the President has

to go.

Legislative Business (National Assembly)

Government Introduces bills/acts to improve and carry out or modify its executive powers for

provision of good governance. Private Members, from any side of the House can also think of and

introduce bills. Though all the bills passed by National Assembly have to go to Senate for ratification

before heading towards Presidency for assent but Money Bill is laid in National Assembly alone and

does not need ratification from Senate. National Assembly can bring Resolutions to reflect the

sentiments of the House on any given issue. It also entertains various kinds of motions

(Adjournment, Privilege) besides scrutinizing Ministries via Question Hour, except for private

members day. It can give recommendations (through resolutions, motions or Speaker rulings) to

the government or provincial governments on any issue of public importance. Any proceedings of

the House have complete immunity from Contempt of Court proceedings.

10

Parliamentary Committees: These are empowered to go into all matters of the assigned

ministry. Speaker can use Suo-Muto on any issue of public importance without waiting for the

House to take up the issue and send the same to a committee. Committees are empowered to

summon any expert/member/public for any matter under consideration or even hold public

hearing, it wishes or if the concerned public invites them to do so.

Committees’ Mosaic: Amongst host of committees the most prominent one stands out to be

the Public Accounts Committee, which is elected by the members and is traditionally headed

by the leader of Opposition to ensure fair play, transparency and accountability. It oversees the

Auditor General Reports, accounts and expenditures of all the departments by holding periodic

meetings and its composition represents all political parties in parliament on proportional basis.

Watchdogs: There are hosts of watchdogs on different levels. These are as follows:

Federal (Executive, Judiciary, Ombudsman, PMIT, etc.)

Provincial (Executive, Judiciary, Ombudsman, CMIT, etc.)

Local (Panchayat, Magistrates, EDOs, DCOs, etc.)

Communities (Forums, Groups, Surveys, CRCs, etc.)

We can oversee by submitting our requests of representations in these committees on issues

such as:

Budgets

Functioning of Federal/Provincial Ministries

Safeguarding Public Interest

Bureaucratic performances

Community Services/Procurements

Controls Pilferage

Human/Social/Ideological/Constitutional Rights

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The Executive is the part of government that has sole authority and responsibility for the daily

administration of the state. The executive branch executes the law. The division of power into

separate branches of government is central to the idea of the separation of powers.

The separation of powers system is designed to distribute authority away from the executive

branch - an attempt to preserve individual liberty in response to tyrannical leadership throughout

history. The executive officer is not supposed to make laws (the role of the legislature) or interpret

them (the role of the judiciary). The role of the executive is to enforce the law as written by the

legislature and interpreted by the judicial system.

Federal Government

The President is the head of the state but the Prime Minister (PM) is the executive head of the

government. The PM is appointed by the members of the National Assembly through a vote and is

assisted by the Federal Cabinet, a council of ministers whose members are appointed by the

President on the advice of the PM. The Federal Cabinet comprises the ministers, ministers of state,

and advisers.

The functioning of the government is through a Federal secretariat where divisions, attached

departments and autonomous bodies are working under the ministries. Each division is responsible

to a minister. In addition to this there are various attached departments, independent institutions

and authorities responsible for dedicated work. Each division is headed by a Secretary to the

Government and there are other designations for other agencies.

Provincial Government

All the provinces of Pakistan have a parliamentary form of government. The ceremonial head of

the province is the Governor, who is appointed by the President of Pakistan. The Chief Minister,

the province's chief executive, is normally the leader of the largest political party or alliance of

parties in the provincial assembly. The Chief Minister is assisted by provincial cabinet, a council of

ministers and advisors whose members are appointed by the Governor on the advice of the Chief

Minister.

Provincial governments are being run through a provincial secretariat. In each secretariat the

business of following entities is in progress:

Provincial Departments (Agriculture, Energy, Finance, Home etc.)

Attached Departments (Police, Prison, Agriculture (Field) etc.)

Autonomous Bodies (Agriculture University, Punjab Seed Corp. etc.)

District Governments in the Province

Special Institutions (TEVTA, Aitchison College etc.)

12

The provincial governments promulgated the Local Government Ordinance, 2001 in their

respective provinces to install a new integrated Local Government System and adhere to the

Federal and Provincial laws. The new system provides three-tier local government structure in

which there is only one line of authority in the district and district bureaucracy is responsible to

the elected representatives.

13

Local Government

The integrated administrative structure from union council to district is called Local Government,

which covers the rural as well as urban areas across the whole district. However, since last three

years, there have been considerable changes in this system and now each province has its own

local government system.

Government Servants

In all these levels, ‘Servants to the Government’ refers to all those officials who perform their

duties while subordinate to their outfits in Federal/Provincial/District Government. Recruitment in

services is carried out irrespective of the gender, ethnic, racial, sectarian distinction. Moreover,

vacancies in any department/organization/ministry are allotted after the formal decision of the

legislators in respective parliament / government and each of the outfit have its authorized strength

and allocated equipment specified for official task and job. Recruitment both at tier and occupation

in service and group vary commensurate with qualification. All services are organized in hierarchal

order and officials serving there are categorized in various grades/ranks/brackets/groups for the

sake of smooth, transparent and meticulous execution of task and are paid accordingly.

There is a Supreme Court in Pakistan and a High Court in each province and Islamabad, and

other courts exercising civil and criminal jurisdiction.

Supreme Court

The Supreme Court is at the apex of the judicial systems of Pakistan. The Supreme Court and High

Courts have been established under the Constitution and other Courts have been established by

or under the Acts of Parliament or Acts of Provincial Assemblies. It consists of a Chief Justice

known as Chief Justice of Pakistan and such number of other judges as may be determined by the

Act of Parliament. At present, there are seventeen Judges in the Supreme Court. Supreme Judicial

Council is the forum for the accountability of the Judges of High courts and the Apex Court.

District and Sessions Court

Civil Court Criminal Court

High Court

District Court Sessions Court Special Court Tribunals

Supreme Court

PB High Court KP Hight Court Sindh High Court BN High Court Islamabad HCFederal Shariat

Court

14

Chief Justice of Pakistan

The Chief Justice of Pakistan and judges of Supreme Court and High Courts are appointed by the

President on the advice of the Prime Minister as per the procedure given in the 18th and 19th

Constitutional Amendment through a National Judicial Commission and a parliamentary

committee.

Jurisdiction of Supreme Court

The Supreme Court has original, appellate and advisory jurisdiction. It can decide cases on disputes

between the provincial and federal government or among provinces; can take suo moto actions on

fundamental rights issues; hear appeals against the decision of High Courts, Federal Shariat Court,

Tribunals and can also review decisions given by judges of the Supreme Court. If, at any time, it is

desirable to obtain the opinion of the Supreme Court on any question of law which is of public

importance, it may be referred to the Supreme Court for consideration and Supreme Court can

give an interpretation of law. The Jurisdiction of Supreme Court and High Court of Pakistan does

not extend to FATA and Provincially Administered Tribal Areas (PATA), according to Article 247

and Article 248, of existing 1973 Constitution of Pakistan. The Khyber Pakhtunkhwa Provincial

Assembly has no power in FATA, and can only exercise its powers in PATA that are part of Khyber

Pakhtunkhwa.

Federal Shariat Court

Federal Shariat Court consists of Muslim Judges and Ulemas. The Court, on its own motion or

through petition by a citizen or a government (Federal or provincial), may examine and determine

as to whether or not a certain provision of law is repugnant to the injunctions of Islam. Appeal

against its decision goes to the Shariat Appellate Bench of the Supreme Court. If a certain provision

of law is declared to be repugnant to the injunctions of Islam, the Government is required to take

necessary steps to amend the law so as to bring it in conformity with the injunctions of Islam. The

Court also exercises appellate and revisional jurisdiction over the criminal courts, deciding Hudood

cases.

High Court

The High Court exercises original jurisdiction in the enforcement of Fundamental Rights and

appellate jurisdiction in judgments/orders of the subordinate courts in civil and criminal matters.

High Court can take action and try any case pending in the District level courts. All appeals against

the decisions of subordinate judiciary go to High Court. Appeals against the decisions given by

Judges of High Courts go to The Supreme Court. Accountability of conduct of District Courts is

responsibility of High Court in the Provinces.

15

Court of District and Civil Judges

In every district of a province, there is a Court of District Judge which is the principal court of

original jurisdiction in civil matters. Besides the Court of District Judge, there are courts of Civil

Judges. Civil Judges function under the superintendence and control of District Judge and all matters

of civil nature originate in the courts of Judges. Appeals against the judgments and decrees passed

by the Civil Judges in cases where the value of the suit does not exceed the specified amount lie

to the District Judge.

Courts of Session Judges and Magistrates

In addition, in every district, there is also a Court of Sessions Judge and Courts of Magistrates.

Criminal cases punishable with death and cases arising out of the enforcement of laws relating to

Hudood are tried by Sessions Judges. The Court of a Sessions Judge is competent to pass any

sentence authorized by law. Offences not punishable with death are tried by Magistrates. Among

the Magistrates there are Magistrates of 1st Class, 2nd Class and 3rd Class. Appeals against the

sentence passed by a Magistrate go to the Sessions Judge if the term of sentence is up to four years.

District and Sessions Judge

The District and Sessions Judge heads both types of courts. An appeal against the sentence passed

by a District and Sessions Judge goes to the High Court.

Consumer Protection Courts

At district level, Consumer Protection courts perform their duties to protect the rights of the

consumers. These courts are established at district level and headed by District Judge or Additional

District Judge. Appeal against the decision of the District Judge goes to High Court. If the

consumers of the products or services face any problems then they can file a legal notice to the

respondent to pay for the damages caused by the faulty product or sub-standard services. These

courts settle the disputes according to Consumer Protection Act and Rules.

Special Courts and Tribunals

To deal with specific types of cases Special Courts and Tribunals are constituted. These are:

Special Traffic Courts

Insurance Appellate Tribunal

Special courts under the Customs Act

Courts of Special Judges Anti-Corruption

Special Courts for Recovery of Bank Loans

Special Courts for Trial of Offences in Banks

16

Commercial Courts; Drug Courts; Labor Courts

Income Tax Appellate Tribunal and Services Tribunals

Appeals from the Special Courts go to the High Courts, except in case of Labor Courts and Special

Traffic Courts, which have separate forums of appeal.

Offices of Ombudsman

Various Ombudsmen offices e.g. Federal Ombudsman, Provincial Ombudsman and Tax

Ombudsman are also part of the judicial system of the country. Ombudsman office is non-partisan

and non-political. The chief purpose of the Ombudsman/ ‘Mohtasib’ is to diagnose, investigate,

redress and rectify any injustice done to a citizen through maladministration on the part of a Federal

or Provincial Agency or a Federal or Provincial Government official. The primary objective of the

office is to institutionalize a system for enforcing administrative accountability. There is scope of

District Ombudsman but this is not in practice according to the law.

Post 18th Amendment Scenario

After the 18th Amendment, most of the development and social sector has become a provincial

domain and provinces can make their own laws and implement them without the consent of the

federal government. Similarly, provinces have more financial autonomy and there is increased

responsibility for the executive to avail this opportunity.

Private Institutions

Private and autonomous institutions have their own nomenclature but anybody who executes laws

of the organizations is called the executive. The constitution of private bodies and institutions is

also governed by law of private institutions and there are many forms of such institutions and legal

frameworks.

Non-Governmental Organizations

The operation in a Non-Government Organization (NGO) or Civil Society Organization (CSO) is

run by its members within the overall paradigm and according to a structure and rules approved

by the government. An NGO can be in the form of a non-profit entity, a trust or a foundation.

There are different legal requirements and obligations for each set-up and peculiar checks and

balances for such entities regulated by the state.

17

Day 1: Pause for Self-Reflection

Instructions:

How did the day go? Take a couple of minutes to write

down your immediate thoughts and feelings, and any

significant learning that emerged for you:

Time: 10 minutes

Today’s Date:

1. What have you

learnt about Political

History and it’s

system

2. What is your

understanding about

Pakistan function of

Legislature

3. Write your

understanding

regarding Pakistan

function of Executive

4. What have your

learnt about the

Judicial system of

Pakistan

18

Day Two

19

Session 3: Understanding Good Governance

There is no universal definition of these concepts, however, according to

- World Bank (1992)

Governance is a method through which power is exercised in the management of a Country’s

political, economic and social resources for development.

- Asian Development Bank (1995)

Governance is the manner in which power is exercised in the management of a country’s social

and economic resources for development.

- Canada Institute of Governance (2002)

Governance is the process whereby societies or organizations make important decisions,

determine whom they involve and how they render account.

- Asian Development Bank defines Governance as:

• The processes by which governments are chosen, monitored, and changed.

• The systems of interaction between the administration, the legislature, and the judiciary.

• The ability of government to create and to implement public policy.

• The mechanisms by which citizens and groups define their interests and interact with

institutions of authority and with each other.

Stake holder in Governance:

Executive

Legislature

Judiciary

MediaPrivate Sector

Civil Society Organization

s

Political Parties

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Defining Good Governance:

Similarly there are various ways to define Good Governance…

“Sound public sector Management (efficiency, effectiveness and economy), accountability, exchange

and free flow of information (transparency) and legal framework for development (justice, respect

for human rights and liberties)” World Bank

Another definition of Good Governance is as follows:

It “… encompasses the role of public authorities in establishing the environment in which economic

operators function and in determining the distribution of benefits as well as the relationship

between the ruler and the ruled.” OECD (www.oecd.org/dac/)

Eight Principles of Good Governance:

‘Good governance’ includes 8 guiding principles that are used in the processes of decisions

making and implementation. They help leaders make the right decisions with the most effective

outcomes. Mentioned below are the principles and their explanation for understanding.

PRINCIPLES OF GOOD GOVERNANCE

# Principles Explanation For Example*

1

Participation

Informed, organized and legitimate

participation of both men and women

either directly or indirectly through

legitimate representatives at various levels.

2

Rule of Law

Fair legal frameworks that protect

fundamental rights and freedoms for all

citizens including minorities. Impartial

enforcement of law by an independent

judiciary and an efficient and accountable

police force.

3

Transparency is a characteristic of

governments, companies, organizations and

individuals that are open in the clear

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Transparency disclosure of information, rules, plans,

processes and actions.

4

Accountability

Not only governmental institutions, but

also the private sector and civil society

organizations must be accountable to the

public for their policies and actions and to

their institutional stakeholders through a

legitimate process.

5

Responsiveness

Institutions and processes serve the needs

of all stakeholders. Mechanisms established

that allow citizens to express their interests

to policy makers/government institutions

and receive a timely response.

6

Consensus

Orientation

Mediate the different demands of society to

reach a broad consensus in on what is in

the best interest of the whole community

and how this can be achieved.

7

Equity and

inclusiveness

All groups, but particularly the most

vulnerable, have opportunities to

participate in all processes without

discrimination to maintain and improve

their wellbeing.

8

Effectiveness

and Efficiency

Processes and institutions produce results

that meet the needs of society while making

the best use of resources at their disposal.

*Think about a practical example of each principle

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Session 4: Conceptual Clarity: Voice and Accountability

POWER CUTS SPARK VIOLENT PROTESTS

- By Imran Chaudhry

LAHORE: Owing to excessive load shedding across the province, the outraged citizens staged

protests at different locations across the city on Sunday. The protests led to massive traffic jams

and clashes between police and the protesters that left several injured.

The protesters torched several vehicles and destroyed different government properties, including

Chung police station and several grid stations. The city witnessed scenes of burning tyres and

protesting mobs at key locations throughout the day.

Hundreds of people blocked different roads across the metropolis and chanted slogans against the

government and WAPDA officials for unprecedented load shedding.

An atmosphere of panic was seen among the non-protesting citizens and a large number of people

shopping or working in and around the areas where the protests were being staged, tried to rush

to their homes or to other safer locations. This eventually led to massive traffic jams across the

city, featuring numerous cases of road accidents as well.

The protest continued for about six hours that brought traffic on Main Multan Road, GT Road and

Band Road to a standstill. The protestors were of the view that the discriminatory attitude of the

federal government in terms of power supply to Lahore had left the citizens in turmoil who were

already busy in fighting dengue that had claimed the lives of over 150 citizens until now. They

23

demanded immediate and uninterrupted supply of electricity, warning that they would launch a long march against the federal government if the demand was not met.

Heavy contingent of police reached the scene to disperse the protestors and started thrashing

them when they refused to move. As a result, the angry mob set the official vehicle of a DSP on

fire, also damaging the vehicle of an SP.

In reaction to this, police launched a crackdown against the protestors and arrested 34 persons

from their houses.

Meanwhile, residents of Prem Nagar also came out on the roads as a mark of protest against the

excessive load shedding and set the LESCO office on fire. Local police reached the scene and

managed to disperse the protestors.

Separately on Multan Road, a heavy contingent of police reached the scene to clear the main road

by dispersing the protestors. Initially, police officers tried to convince them through dialogue but

when the protesters refused to succumb, they resorted to baton charge and aerial firing. They also

opened tear-gas shelling on the protesters that further infuriated them.

Resultantly, the angry mob attacked the Chung police station. The protestors broke the building’s

windowpanes and damaged parked motorcycles and cars. A sub-inspector of Chung Police also

received wounds during the scuffle.

Senior officers of Saddar Division reached the scene along with officers from other police stations

and arrested 12 protestors. Most of the protestors dispersed after police resorted to aerial firing.

Later, a case was registered against 12 protesters and dozens of unidentified locals of the area.

Source: Daily Times, Monday, October 3, 2011

24

Instructions:

In your assigned groups, read the case study entitled ‘Power

Cuts Spark Violent Protests’ above carefully and answer

the following questions:

Time: 30 minutes

Q1. What was the issue?

Q2. What went wrong?

Q3. Were the protestors able to make any decision? If “yes” what was the decision,

if “no” why?

Q4. What actions were taken and by whom?

Q5. What could have been a better way to resolve the issue?

25

EXPLAINING KEY CONCEPTS

Voice is the capacity of all people - including the poor and most marginalized - to:

Express views,

interests and

opinions

Access information

and demand

answers

Demand action

from those in power

to improve the

situation

Influence

governance

processes

Voice can be directed to processes of decision-making or/and policy implementation

or/and service delivery

Citizen’s Voice Refers to the capacity of citizens to influence the decisions

made by others on the issues that affect their lives.

Accountability refers to the obligation of an individual or organization to account for its activities, accept responsibility for them, and to disclose the results in a transparent manner to

relevant authorities and citizens for whom they work.

Accountability is…

a proactive process by which officials inform about and justify their plans of action, their

behavior, and results, and are sanctioned accordingly

the ability of the citizens to evaluate the performance of institutions/individuals and to hold them responsible for fulfilling their public duties

incomplete without the two following aspects:

Answerability Enforceability

When an official/institution is answerable

for its actions/policies to the citizens

When the citizens can take public

official/government to task if the performance

is not satisfactory according to agreed

standard

Example: Example:

26

Vertical Accountability Horizontal Accountability

occurs when citizens hold

public officials accountable for

their actions/policies

occurs when state bodies hold

each other accountable for their

respective actions/policies

Example: Example:

Accountability is important because it…

1 2 3

Is an essential

component of good

governance

Involves citizens in the

process of governance

Results in citizens’ freedom

and wellbeing

RELATIONSHIP BETWEEN ‘VOICE & ACCOUNTABILITY’

ACCOUNTABILITY MECHANISMS

RESPONSIVENESS

Duty Bearer

VOICE

Right Holder

RELATIONSHIP

27

RELATIONSHIP BETWEEN ‘CITIZEN’S VOICE & ACCOUNTABILITY’

28

1

Citizen

Who is the ‘Citizen’?

Are all citizen’s equally equipped to express their voice?

As a CSO, what are some considerations to keep in

mind when working with citizens?

2

State/Public

Institutions

What are the State/Public Institutions? What level of institution does the citizen have direct access to?

What is the mandate of State/Public institutions vis-à-vis

citizens?

As a CSO, how can we work with State/Public Institutions?

3

Institutional

Framework

What is the relationship between State/Public institutes and the Institutional Framework?

How does the Institutional Framework affect the

Enabling Environment?

As a CSO, how can we influence the Institutional Framework?

4

Channels

What is the role played by channels vis-à-vis Voice and Accountability?

What are some channels through which a citizen can

express their voice or demand accountability?

As a CSO, how can we be effective channels for Citizen’s

Voice?

Instructions:

In assigned groups, discuss each element of the Citizen’s Voice &

Accountability Diagram, and answer the questions below:

Time: 20 minutes

29

5

Enabling

Environment

What constitutes an ‘Enabling Environment’ for Citizen’s Voice?

Who are the key stakeholders responsible for creating

an Enabling Environment?

As a CSO, what are some ways we can work to improve

the enabling environment?

ACCOUNTABILITY FRAMEWORK

Adapted from: UNDP Capacity Development Paper titled

“Mutual Accountability Mechanisms: Accountability, Voice and Responsiveness”

30

Session 5: Leadership & You

Setting the Stage: Nature of Leadership Traits & Skills

“Nearly all men can stand adversity, but if you want to test a man's character, give him power.”

- Abraham Lincoln

Discussion Plenary: What is leadership? In your opinion what characteristics and skills a leader should

have? Are leaders born or made?

What is Leadership?

The most profound finding related to research on leadership over the past ten years has been

that ‘great leaders deliver great results’. Many forward thinking top managers and astute

experts articulate this phenomenon as a vital factor in building real competitive advantage. Stronger

leadership and better leadership-development strategies that are vital determinants of success

help organizations in delivering superior results. (Fulmer & Bleak, 2010). Organizational

success or failure more than anything depends on the quality of leadership. Leadership can be

defined in multifaceted terms, most commonly, by definition Leadership is a process where an

individual influences others to achieve common tasks, guides and directs others in the organization

more cohesively and coherently.

The definition of leadership has evolved over time: “Leadership is the mobilization of a group’s

resources to do work. It is accomplished by providing the tools, skills, and knowledge for

collaborative problem solving” (Heifetz, 1990).

“Leadership – getting people to tackle the tough problems” (Heifetz, 1990).

“Leadership is not necessarily a title or a powerful position; it is a process, it is relational, it is

making something happen, it is leaving a mark” (Matusak, 1997).

“Leadership is that intangible quality exhibited by a person who encourages and influences

people to take action” (Palmetto Leadership, 2002).

"Think of managing change as an adventure. It tests the skills and abilities. It brings forth

talent that may have been dormant. Change is also a training ground for leadership. When we

think of leaders, we remember times of change, innovation and conflict. Leadership is often

about shaping a new way of life. To do that, you must advance change, take risks and accept

responsibility for making change happen." Charles E. Rice, CEO of Barnett Bank

31

‘Leadership means vision, cheerleading, enthusiasm, love, trust, verve, passion, obsession, consistency, the use of symbols, paying attention as illustrated by the content of one’s calendar,

out and out drama (and the management thereof), creating heroes at all levels, coaching,

effectively wandering around, and numerous other things. Leadership must be present at all levels

in the organization.’

Tom Peters & Nancy Austin

‘Effective leadership is not about making speeches or being liked; leadership is defined by results not

attributes.’ Peter F Drucker

My Definition of a Leader

● ‘Someone who inspires me, takes an interest in me as a person and who works with me

and others to achieve a commonly shared vision or goal.’

● What is your definition?

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

Leadership - Some of the Theories

There have been many theories, approaches and ideas about leadership which have been written

about over the years - here are some of the most common ones:

Leadership Theories - 8 Major Leadership Theories “By Kendra Cherry,

About.com Guide” Interest in leadership increased during the early part of the twentieth century. Early leadership

theories focused on what qualities distinguished between leaders and followers, while subsequent

theories looked at other variables such as situational factors and skill levels. While many different

leadership theories have emerged, most can be classified as one of eight major types:

1. "Great Man" Theories:

Great man theories assume that the capacity for leadership is inherent – that great leaders are

born, not made. These theories often portray great leaders as heroic, mythic and destined to rise

to leadership when needed. The term "Great Man" was used because, at the time, leadership was

thought of primarily as a male quality, especially in terms of military leadership.

32

2. Trait Theories:

Similar in some ways to "Great Man" theories, trait theories assume that people inherit certain

qualities and traits that make them better suited to leadership. Trait theories often identify

particular personality or behavioral characteristics shared by leaders. If particular traits are key

features of leadership, then how do we explain people who possess those qualities but are not

leaders? This question is one of the difficulties in using trait theories to explain leadership.

3. Contingency Theories:

Contingency theories of leadership focus on particular variables related to the environment that

might determine which particular style of leadership is best suited for the situation. According to

this theory, no leadership style is best in all situations. Success depends upon a number of variables,

including the leadership style, qualities of the followers and aspects of the situation.

4. Situational Theories:

Situational theories propose that leaders choose the best course of action based upon situational

Variables. Different styles of leadership may be more appropriate for certain types of decision-

making. For example, in a situation where the leader is the most knowledgeable and experienced

member of a group, an authoritarian style might be most appropriate. In other instances where

group members are skilled experts, a democratic style would be more effective.

5. Behavioral Theories:

Behavioral theories of leadership are based upon the belief that great leaders are made, not born.

Rooted in behaviorism, this leadership theory focuses on the actions of leaders not on mental

qualities or internal states. According to this theory, people can learn to become leaders through

teaching and observation.

6. Participative Theories:

Participative leadership theories suggest that the ideal leadership style is one that takes the input

of others into account. These leaders encourage participation and contributions from group

members and help group members feel more relevant and committed to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others.

7. Management Theories:

Management theories, also known as transactional theories, focus on the role of supervision,

organization and group performance. These theories base leadership on a system of rewards and

punishments. Managerial theories are often used in business; when employees are successful, they

are rewarded; when they fail, they are reprimanded or punished.

8. Relationship Theories:

Relationship theories, also known as transformational theories, focus upon the connections formed

between leaders and followers. Transformational leaders motivate and inspire people by helping

group members see the importance and higher good of the task. These leaders are focused on the

performance of group members, but also want each person to fulfill his or her potential. Leaders

33

with this style often have high ethical and moral standards.

In order to understand the nature of leadership, we look at how various leadership roles,

characteristics and traits affect several leadership and managerial tasks. We then

understand how influence and power that comes from a number of sources are key to

leadership. (Jones, et al, 1998)

Are leaders born or made? Trait vs. Process Leadership

Excellent leaders are made because of a continuous process comprising self-study, education,

training, and experience (Jago, 1982).

According to Jago, application of leadership knowledge and skills helps leaders in carrying their

processes. This is known as Process Leadership which shows that leaders can be made.

On the other hand, it is known that a person’s traits can influence his or her actions. This is called

Trait Leadership, according to which it was believed that leaders are born rather than made. The

two leadership types are illustrated in a diagram below (Northouse, 2007,):

A leaders attributes which include beliefs, ethical values, morals as well as character that make him

or her unique influence the knowledge and skills that help in learning leadership

34

Conclusion

Managing and leading are two different ways of organizing people. The manager uses a formal,

rational method whilst the leader uses passion and stirs emotions. William Wallace is one excellent

example of a brilliant leader but could never be thought of as the manager of the Scots!

Leaders and Power

Anyone who is a leader or takes on a leadership position takes on a position of power. But what

is power? The Oxford Dictionary of Current English (1992) defines it as: the ability to do or act

and influence/authority. So what does this mean for the leader?

We all have many sources of power:

● Position or role - in the organization ● Information - ability to access it

● Control of, or access to, resources ● Personality - our own

● Relationship or network - accessibility ● Skills or knowledge

to relevant others

The important issue about power is not so much the source of our power but rather how we use

it.

How you use or misuse power is absolutely your own choice. We’ve all heard the saying, the

power has gone to his/her head, and no doubt we can all think of people who fit this description.

The important thing is to ensure it is never used to describe you.

Consider your own sources of power and how you use them.

Exercise: Think of someone you have known who has mis-used their power, note down who it

was, what they did and how it made you feel:

35

Power in Leadership

“Some people have more net influence than others and hence … more power.”

– Larison

The word ‘Power' has a different meaning for different people. To some, power is seen as

something corrupt, while some others think that if they have more power they would be more

successful. There are people to whom having power doesn’t interest at all.

Power is defined as “the ability to exert influence over others while authority is the

foundation on which that power is built.”

Leaders and managers manage powers by knowing

a) What different types of powers are?

b) How to use them suitably in their organizational

context?

French and Raven (1959) identified five bases of power

whether explicit or hidden in a research that showed that

different types of power have an effect n one’s leadership ability and achievement in a

leadership role. These power types are further categorized into two i.e.

a) Formal power

b) Informal power.

Another type of power known as Personal power (informal power) is also exercised

which is based on the leader’s personal traits. People generally identify, like and admire

leaders having high personal power because of their personality. This liking also serves as

a source for influencing others.

Successful leaders use lesser formal power and maximize using informal power which

increases commitment, enthusiasm and passion of their subordinates. Formal power is only used in situations that need it extremely. On the other hand, for effective managers use of

formal power is needed more.

In their book, The Leadership Challenge, Kouzes and Posner note that leaders truly begin to

lead when they give up some of their power. “People often think of power as belonging

to the leader. Scholars who have studied leadership and power, however, point out

that power is actually a function of the leader, the followers, and the situation. In other

words, power is a function of a relationship.”

Leader’s powers are derived from their followers; leaders are allowed to lead, by their

followers.

36

Formal Power

Legitimate

Power

An individual can exercise

power by following formal

and legitimate rights by law.

When the authority of the

person is recognized by

others in the organization,

power is seen.

* Cordiality, politeness, and

confidence

* making suitable requests

* following and working through

proper channels

* Applying power bases

regularly and enforcing

compliance

Coercive

Power

This type of power is related

to fear, when a person

threatens or manipulates

others psychologically. A

leader using coercive power

often punishes reprimands,

or relies on dismissal.

* Information about rules and

penalties

* Understanding of situations and

giving warnings.

* Consistent administration &

punish privately

Reward

A leader offers rewards and

exercised power.

* Verification of compliance as

well as accomplishments

* Offering rewards for preferred actions and behaviors that are

appreciated by subordinates

Informal Power

Expert Power

Expert power relates to the

one that comes from the

experiences, skills or

knowledge gained over time

in particular areas that makes

one become thought leader.

* confidence and decision making *

Keeping others informed and sharing

knowledge

* Being approachable and not hurting

subordinates ‘self- esteem. * Be willing

to share your knowledge with others

Referent

Power

Personal charisma is the base

of referent power as others

may look up to other person

and take him or her as role

model.

* Fairly treating subordinates *

subordinates ‘interests are

defended

* the leaders are sensitive to others

needs & feelings

37

Leadership - Assigned or Emergent

When a person is appointed to a leadership position this is an assigned leadership role. However,

on occasions some people can and do emerge from a group to take on a leadership role. Often

these emergent leaders are people who have specific skills to suit a particular situation.

For instance, in my role as a management trainer I often work with groups in the outdoors. It

never ceases to surprise me when the least likely person takes on the role of the leader in some

of the more puzzling exercises. In these situations often a quieter member of the group comes to

the fore and leads the team to success. Have you ever unexpectedly found yourself in the role of

a leader? Reflect on when, why and what you did including the skills you used.

Skills, knowledge, and attributes make the Leader.

It may be sad to say, but some people are not ready—emotionally, intellectually, or

professionally—to step up, embrace the vision, and help to make it happen. If they are willing but

unable, then they can be trained and developed. If they are neither willing nor able, then there

may not be much you can do to help them. (Maxwell, 2011)

For example, a leader could be someone meticulous about cleanliness and environment, so he

picks up the stuff thrown on the ground and does not leave it there. A leader may be someone

who provides customer care and greets people who visit the store as if there was no one more

important than each visitor. They can be a worker who comes in time, is enthusiastic about work

and has a positive energy. Or they can be people who take initiative to help others who have

some personal problems. If we look around us we will find many different types of leaders making

a difference.

Leadership & Influence:

“You can lead from anywhere. Leadership doesn’t have to come from the top.”

Influencing others is more than ever needed for successful leadership, which means being able to

have an impact on others’ ideas, their opinions and actions. A valuable managerial skill has always

been being able to influence and today’s complex and collaborative organizations essentially need

it. To have organizational objectives accomplished, managers and leaders often need to influence

others who don’t even directly report to them.

In order to get the work done, have support from people and be an inspiration leaders have to

influence people just about all the time. Enhancing the interpersonal, presentation,

communication and assertiveness skills is the most effectual way of improving the ability to influence

others.

Influencing is about having and understanding of one’s own self and the effect or impact you

can make on others. It is a two way relationship primarily, however occasionally it can be one way.

38

It can be about how a person can change his or her own perception by others. Social skills, information skills and judgment are key influencing skills.

For example here are some influence tactics mentioned by Malhotra Deepak (2011) in his note

on Strategies of Influence:

a. “Party A ‘puts a gun to the head’ of Party B, or imposes costs if Party B does not comply;

this is influence via threats.”

b. “Party A offers to ‘sweeten the deal’ for Party B, or offers other benefits to Party B for

compliance; this is influence via incentives.”

c. “Party A provides additional factual information to Party B in order to convince B that

compliance will be of value to Party B; this is influence via reasoning.”

d. “Party A provides additional faulty information to Party B, in order to convince B that

compliance is a better option than it really is; this is influence via deception.”

What's Your Influencing Style?

To have an understanding of your own influencing style, reflect on the following ideas given

by Chris Mussel white and Tammie Plouffe:

Rationalize: Putting forward thoughts and ideas for logical

and rational reasoning so that others are convinced of your

point of view. Leveraging the facts, logic, expertise, and

experience that help in persuasion of others.

Assert: Relying on ones’ personal confidence, rules, law,

and authority for influencing others and insisting that the

ideas are listened to and consideration is given even if others

do not agree. Those who can challenge the ideas others have especially when they are not agreeing to you as

well as pressurizing them to make them see what your

point of view is.

Negotiate: To reach an outcome satisfying the organizations greater interest, and looking for

compromises and concessions. This may require delaying a discussion for a later more

opportune occasion in order to make tradeoffs and exchanges in a better way.

Inspire: Followers are inspired when a sense of shared and common mission is

communicated that encourages others towards leadership. Using motivating appeals,

39

inspirational stories, metaphors and narrations encourages others to have a shared sense of purpose.

Bridge: By uniting and connecting with others, leadership outcomes are influenced more. To

have people agree with a leader’s positions, a leader relies on using reciprocation, better

support, consultation, forming coalitions and building personal relationships.

When leaders operate based on their own preferences (style) and do not see the expected

results, without realizing they are actually intensifying the tendency to focus on their own

preferred behavior, even though it is not really working for them! Therefore, in today’s fast

paced and dynamic organizational environments it is imperative that as a leader one gains

awareness about his or her influencing style as well as of others. Also, gaining the cooperation

and confidence of those whom you do not have any direct authority over is a concern for many leaders.

Research has identified five types of influencing styles to increase the probability influence more people that anyone who wants to lead in any way must learn to recognize and use. To start with,

one must first know that there are influencing styles other than one’s own. To develop

influencing skills, one needs to learn how each style is like and whether it is being used

effectively or not. Being aware of this helps to identify if the style being used in a certain

situation is effective or not and to find out which one will actually work.

Thinking about your ability to influence?

Assume that you are an elected member and think about your day to day role. Prepare a list of

situations where you would need or want to influence others. Also, mention or write anything

you would feel is difficult about influencing people in such situations: What is your particular

influencing style? Would you want to do anything about it? What?

Activity: Individual exercise 15-20 minutes

Accomplishment of tasks and activities requires using some kind of power. Everyone has some sort

of power, but we often do not recognize it. An activity will help you assess your power bases in a

situation. (Details will be provided by the instructor)

Leadership Behavior: Leadership Grid

Activity: Individual exercise 15-20 minutes: Assessment exercise in terms of the leadership

dimensions i.e. task orientation and people orientation.

With no prior discussion, fill out the Leadership Questionnaire that will be given to you. Do no

read the rest of this until you have completed the test.

40

In order to locate yourself on the Leadership Style Profile Sheet, score yourself on the dimensions of task orientation (T) and people orientation (P).

The Blake and Mouton Managerial Grid, which is also known as the Leadership Grid created in 1985

shows evidence of a leader’s behavior or attitudes towards two dimensions i.e:

a) "Concern for people" (People orientations) -plotted along the vertical axis

b) "Concern for task or results" (task orientation) - plotted along the horizontal axis.

Both the dimensions range from 0 to 9 and can be drawn as a graph or grid. This leadership grid is

a simple tool to describe leader behavior and is frequently referred to in various studies. Research

on leadership behaviors of people has identified that most people lie somewhere around the

middle of the two axes i.e. Middle of the Road. But, there are some people whose scores lie in

one of the four quadrants or on the far ends of the scales. The four quadrants show four types of

leaders.

a) Authoritarian— emphasize more on asks, less on people skills

b) Country Club — have stronger people skills, but weaker on tasks

c) Impoverished— weak task orientation, weak on people skills

d) Team Leader — strong task orientation, strong on people skills

The aim is to be at the least be in the’ Middle of the Road’ but being a Team Leader is preferable

— which means that the score needs to at least between a 5,5 to 9,9. Also, a better leader

functions at the extreme end of the two axes, according to the situation.

Some final thoughts!

Finally, Leadership is not a genetic gift or a family legacy; we have sympathetically observed some

failures of those assumptions. It is not a warranty with a degree from an excellent graduate business

school, though a rigor of that experience can provide valuable returns. Becoming a leader is an

intentional process of growth that must be lived out experientially.

One must have the will to say “yes” and even “no’ to an unending series of tests, large and small,

each demanding that we take one more step toward a definition of all who we are.

We must be ready to define our values, our character, and our leadership style.

41

Leadership Grid

High 9

Co

ncern

fo

r P

eo

ple

8.5

8

7.5

7 Country Club Team Leader

6.5

6

5.5

5

4.5

4

3.5

3 Impoverished Authoritarian

2.5

2

1.5

1

Low 0.5

0.5 1 1.5 2 2.5 3 3.5 4 4.5 5 5.5 6 6.5 7 7.5 8 8.5 9

Low High

Concern for Results

42

Day 2: Pause for Self-Reflection

Instructions:

How did the day go? Take a couple of minutes to write

down your immediate thoughts and feelings, and any

significant learning that emerged for you:

Time: 10 minutes

Today’s Date:

1. Write down your

understanding about

Good Governance

2. How can you use

citizens’ Voice to

achieve

Accountability

according to your

project objectives

3. Set your Leadership

objective for 2014

43

Day Three

44

Session 6: Project Management

Project Management

In the world of depleting resources, project management ensures effective and efficient use

of these resources. It is education and process development to help project stakeholders to focus

on their project objectives, set attainable objectives and be accountable for their project results.

Project Management helps develop skills of individuals to achieve their objectives in spite of scope,

time and cost constraints. These constraints should be treated as project assets to ensure timely

delivery of committed scope to satisfied and happy customers.

Triple constraints of a project – Scope, time and cost.

Scope/Requirements

Time / Schedule Cost

Why Project Management?

Organizations operate in increasingly global, complex, dynamic and uncertain environments. Every

organization, whether in the public-sector, corporate sector, or the non-governmental

organizations, undertake projects. Projects come in many categories and can range from the very

simple to the very complex. Every project is unique and presents unique challenges.

Project Management is essential to manage projects. The pressures on these organizations to

change and adapt are immense. Some factors causing them to pursue projects and apply project

management methodologies to enable this change include but are not limited to the following; y

Quality

45

Who should study Project Management?

Anyone who is directly or indirectly involved in;

Initiating, planning, implementing, monitoring, evaluating and/or controlling a project.

In a position which involves a substantive level of decision-making,

responsibility, communication and coordination.

The above mentioned professionals should be familiar with most of the subject areas, methodology, processes and tools and techniques of project management.

What is a project?

A temporary endeavor undertaken to create a unique product or service (Guide to the Project

Management – Body of Knowledge, Project Management Institute)

Operations (such as manufacturing) and projects differ primarily in that operations are

repetitive and ongoing while projects are unique and temporary (Project Management

Institute)

A unique process, consisting of coordinated and controlled activities with start and finish dates, to

achieve an objective conforming to specific requirements, including constraints of schedule, cost

and resources (ISO 10006)

What is a program?

A group of projects managed in a coordinated way to obtain benefits not available

from managing them individually

A program is inherently more complex than a constituting project – it has a broader scope

and may require extensive coordination between its various constituting projects

A project results in the creation of an output and is then ended; a program must integrate

and maintain the operability of that output for a specified period of time.

Redefining Project Management

For Companies to reach excellence in Project Management, executives and senior managers

must communicate and define project success in terms of what is good for the project and what

is good for the organization

46

Project Management is the application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations.

Project Management is a formalized and structured method, comprising a set of

interrelated processes and tools that ranges from simple to complex.

Project Management is application o f processes, b a s e d o n the accepted p r i n c i p l e s o f management that are used for planning, estimating and controlling work

activities.

Project Management is used to produce outputs that are to be delivered by a certain

time, to a defined quality standard and with a given level of resources so that the

project goal and outcomes/benefits are realized.

Irrespective of definition used for project management; Effective project management is

essential for the success of any project – whether in the private or public sectors – and

irrespective of its category, size and complexity.

Major Project Management components

Start and End date, allocated budget and available resources

Dedicated Stakeholders

Informed and Knowledgeable End user

Empowered Project Office personnel

Strict documentation

Change management and risk mitigating process

Estimation process for additional or in-scope deliverables

PLANNING, CONTROLLING AND MANAGING.

Knowing and using industry specific LINGO – Terms and terminology.

Award and Reward - Ensure everyone understands the benefit of project completion within scope, schedule and budget.

Understand and Use cultural influences to your advantage.

Functions of Project Management

The basic functions of general management equally apply to project management. Project Manager

along with sponsors of the project spend a lot of effort in planning, organizing, motivating,

Directing and controlling the project resources to ensure effective and efficient utilization of

the project resources.

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The Functions of Project Management

Project Goal and objective

Projects should be used as a vehicle of change. The main purpose of a project is to create

something unique. All projects have a goal of creating something new: development of a new

product, creating new service, re-engineering a process for efficient production, polio eradication,

etc.

The goal must be as specific as possible so that there is no ambiguity about what the project

intends to achieve.

In addition to the prime goal, projects may have sub goals and subsidiary goals.

Project Resources

Controling

Directing

Organizing

Motivation

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The project goal and project deliverables along with all the requirements and specifications, which

must be met by the project for it to be considered complete, determine the project‘s scope.

A project which does not achieve its goal is seen as failed.

Major components of managing a project

Managing a project involves the following major components;

Estimating the scope and work that needs to be performed.

Developing mechanisms to acquire identified products

Develop a project plan

Getting commitments to the plan

Working with suppliers to acquire identified products

Monitoring progress against the plan

Identifying and analyzing risks

Taking actions to appropriately mitigate risks and issues

Taking actions to address significant deviations from the plan

Representative Project Life Cycle (typical)

Initiation/Concept/Feasibility

Planning/Development

Execution/Implementation

Control/Monitoring

Close-out/Termination/Finish

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Project Life cycle

Initiating

Processes

Planning

Processes

Controlling

Processes

Executing

Processes

Closing

Processes

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Initial Responsibilities of Project Manager to initiate the project

Plan the projects

Technical activities

Project management activities Initiate project kickoff meeting

Manage triple constraints to sponsor satisfaction

Requirements, Schedule and Cost Organize the project, including

Forming the project team

Setting up systems to document the project

Setting up project plans and processes for controlling

Confirming the project charter

Main tasks to organize the Project and the project team

Project Charter should be issued by the project sponsor. It gives the Project Manager authority to apply resources to the project activities.

Conflict Management - Understand how to effectively manage conflict in

project environment.

Scope – Explain clear scope of project with all team members

Team – Plan and actively develop team through entire project.

Risk – Reduce and manage risk continually

Politics – Develop political awareness

Know the project stakeholders and sponsors

Know your strength and weakness

Know who has influence to help your project

Plan globally, think and act locally

Who are project Stakeholders?

Any or all individuals or units directly involved in project deliverables or

Are part of the project organization responsible for the project or

Are Individuals that are positively or negatively affected by the project?

Project Stakeholders include;

a) Project Manager

b) Performing Organization and Project Team Members

c) Customer

d) Government agencies

e) Media

f) Academia

g) Sponsor

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h) End Users and many others

Identifying major stakeholders and developing a communication plan for stakeholder

involvement and interaction is one of the major responsibilities of a project manager.

Work Breakdown Structure (WBS)

The WBS serves as the framework on which project is built and as the “map” for

project execution.

WBS focuses attention on project objectives and encourages detailed planning and documentation.

It clarifies responsibilities and identifies elements for estimating and work assignment.

WBS is used throughout the project; it needs to be revised in event of any changes or updates.

WBS is the cornerstone of quality project planning!!

Developing WBS

Gather all project-related materials that define solution, approach and scope.

Review WBS for similar projects

Prepare a hi-level WBS representing “WHAT”

Refine and decompose to manageable and track-able level

Involve responsible project team members in developing WBS

Include project support elements such as PMIS, quality assurance

Avoid developing details before it is needed

Review structure with responsible stakeholders; get buy-in from those

responsible for deliverables

Add appropriate elements to manage risk

Use good judgment-there are no hard and fast rules

Project Planning Checkpoint

As a project manager you must;

Validate financial commitment to the business

Set expectation with client and project sponsor

Recognize that this is hard go/no go decision

Have your project team committed to the plan

Be ready to be accountable for the project execution

Project Planning is crucial point in the project life cycle when you decide if the project is

ready to commit to future execution tasks

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Few Causes of troubled projects (Planning Phase)

Failure to set and manage customer expectations

Customer unprepared to take on project responsibilities

Lack of common understanding of requirements

Poor quality proposals

Lack of information in charter

Unclear organization roles and responsibilities

Failure to plan and manage project risks

Lack of defined quality control mechanisms

Inaccurate and uncommitted project estimates

It is primary process to implement the plans of “how work should be done”. It is important

to ensure that responsibility and accountability of each team member exist to ensure

successful operation of the project plan.

Project execution phase is focused on “how work is being performed”. The focus of this

project phase is to ensure that all defined project objectives are successfully met and project

management processes are followed.

Following are high level guidelines to remember during all project execution. These are points

to remember but should not be limited to only these ideas during execution of project

activities.

Execute the work according to the Project Management plan

Document and validate the product and project scope with the customer

Implement only approved and signed off changes by the customer and sponsors

Manage human resources appropriately

Document and Use issue logs throughout the project

Hold regular meetings with an agenda and followed by meeting minutes

Facilitate timely conflict resolution

Develop and adhere to the agreed upon project communication plan

Identify and Manage stakeholders throughout the project especially in initiation and

closure phase

Perform quality assurance activities

Develop processes to appraise and recognize employee performance

Evaluate team and provide constructive feedback when needed

Project Management Processes need to be followed!

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Project Monitoring:

Project Monitoring phase is “the process of monitoring, evaluating, and comparing planned

results with actual results to determine the progress towards the project cost, schedule, and

technical performance objectives, as well as the project’s ‘strategic fit’ with enterprise

purposes.

(Cleland & Ireland, Strategic Design and Implementation, 2002, (pp. 377-378))

Project Monitoring is essentially about systematically keeping track of project progress

through careful observation and application of specialized tools, measurement and recording

of project environment which may have an impact on attainment of the project goal and

objectives.

It is to ensure that project is on track and to enable the project stakeholders and the project

team to make informed decisions related to the project.

The purpose of Project Monitoring and Control is to; Monitor and understand the project

progress so that corrective actions can be taken when project’s performance deviates from

the project plan.

An effective project monitoring and controlling system requires that the project’s constituent

parts sub-systems and its totality as well as its external environment be taken into

consideration.

A good monitoring system should be integrated so well into the fabric of the project

that its application becomes more of a routine rather than a conscious effort by stakeholders.

Note: Detailed information with regards to Project Monitoring and Control will

be discussed in the Module “Monitoring and Evaluation”.

Role of Project Manager:

a) PMs provide strategic direction

b) PMs represent their project

c) PMs ensure project quality

d) PMs ensure compliance with mandatory systems and processes

e) PMs Co-ordinate project stakeholders and activities

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Project Management Framework

Knowledge areas describe the key competencies that project managers must develop

Four core knowledge areas lead to specific project objectives (scope, time, cost, and

quality)

Four facilitating knowledge areas are the means through which the project objectives are achieved (human resources, communication, risk, and procurement management

One knowledge area (project integration management) affects and is affected by all of

the other knowledge areas

All knowledge areas are important!

Project Closure Phase

Project Closure activities consist of documenting project results to formalize acceptance of

the product of the project by the project sponsor or the customer. Project Close out plan

and its activities are part of the WBS tasks and resources should be committed to ensure

successful closure.

Project Closure may result from;

a) Project Completion as agreed by the sponsor.

All project activities and work is complete.

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b) Mutual agreement to close out the project.

Lack of funds, change in policy etc.

c) Either party does not want to proceed further

Breach of Contract, legal proceedings, law suits etc.

The purpose of Project Closure is to ensure;

Project is formally accepted or terminated

Contractual obligations are met

Project records are completed, saved and archived

Essential documentation is retained

Resources (3M-Man, machine, material) are released

Finance books are complete

Final Remarks:

As the number and complexity of projects continue to grow, it is becoming even

more important to practice good project management.

A project has several attributes, such as being unique, temporary and developed incrementally.

A framework for project management includes project stakeholders, the nine

knowledge areas, tools and techniques, and creating project portfolios to ensure

enterprise success.

Successful project managers must possess and development many skills and lead their teams by example.

The project management profession continues to mature as more

people become certified and more tools are created.

The formal Project Closure phase includes but is not limited to the following activities

Project plan updates complete

Documentation Archived

Legal Contract Closure

Administrative Closure for Resources

Team appraisal with development suggestions

Positive team closure

Corrective actions

Lessons learned

Sponsor and end user sign off document

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Some responsibilities of a Project Manager during the closure phase are;

a) Completion of project documentation

Completeness of tasks

All terms of agreement

b) Releasing technical environment

Transfer assets

Transfer warranty and maintenance support

c) Secure intellectual capital

Include methods and processes developed

Products developed during the project

d) Prepare project evaluation report

Document and communicate lessons learned to management

Performance reviews submitted to the functional managers

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Session 7: Advocacy and Lobbying

When an individual or a group of people collectively decide(s) to enter into a

process of influencing another group, power actors or decision makers for bringing about

changes in laws, rules, procedures, resource allocation, practices or services within political,

economic, social and institutional sphere by using various tools of communication, persuasion,

negotiations and research.

Advocacy ensures engagement of communities in a meaningful exercise where they are not

only involved in the process of bringing a change but realize it themselves that they have an

issue on hand. It’s the participatory approach of advocacy, which empowers the community

and gives them a sense of equality, belonging and inclusiveness.

There can be many motivations to develop an advocacy exercise which ranges from

moral, ethical, faith principles or simply a desire to protect an asset of interest for facilitating

civic engagement which should ultimately lead to a collective action by the community, for

the community and ideally from within the community.

Advocacy Tools ranges from commissioning, publishing Research or Polls or Citizen Report

Cards, Community Service Cards, Media campaigns, Public speaking, Social Media and even

face to face communication to influence, persuade and negotiate a settlement for any issue of

concern for the community.

There can be multiple forms of advocacy which may include Political, Budgetary,

Bureaucratic, Express versus Issue, Health, Ideological, Interest Group, Legislative, Mass Media which can further be linked to social, cultural and economic sensitivities of any given

community.

Lobbying

Lobbying is attempting to influence legislators to support or oppose a particular issue or piece

of legislation and is allowed for non-profits within certain parameters.

Direct lobbying is defined as communication with a legislator, legislative staff or

legislative body, or any covered executive branch or other government employee who

may participate in the formulation of legislation. The communication refers to a specific

piece of legislation and expresses a view on that legislation.

Grassroots Lobbying is defined as an attempt to influence specific legislation by

encouraging the public to contact legislators about that legislation. A communication

constitutes grassroots lobbying if it refers to specific legislation, reflects a view on that

specific legislation and encourages the recipient of the communication to take

lobbying action. This type of communication is known as a call to action.

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Difference between Advocacy and Lobbying

Lobbying Versus Advocacy: Often are intertwined but lobbying remains just another form

of Advocacy, which is considered a more direct approach and is usually made to legislators

on any issue of significance in the name of communities and is usually done in various forms

and for various outputs ranging from corporate, social to constitutional and even regulatory

mechanisms.

Lobby and advocacy goals and objectives

Objectives should be as specific as possible. Raising awareness, agenda setting and public

information campaigns are not lobby and advocacy objectives in themselves, but activities which

support your final objective. Raising awareness doesn’t necessarily lead to the desired policy change. Take the example of female circumcision. The topic has been successfully put on the

political agenda, however without providing clear solutions and clear directions. Meanwhile,

the measures taken by decision-makers (more severe punishment in Europe) are not

welcomed by the target group (women from risk countries and their daughters). There is a

fear that the proposed measures will not have the desired effect and will force people to go

underground. Successful approaches (such as encouraging communities in the countries of

origin to abandon the practice of circumcision) have never even entered the debate. It is

therefore crucial to distinguish between these possible means, in order to keep a sharp focus

on the final objective. Try to formulate your objectives as SMART-ly as possible:

Specific

Measurable

Achievable

Realistic and

Time-bound

This will help you to maintain your focus and to set up effective monitoring and evaluation of

your influencing process. Remember: Less is more! A lobby objective aims to change the

policies, programmes or positions of decision-makers (at any level, from village head to prime

minister). Your lobby objective is determined by:

What you want to change

For whom

Who will make the change?

By how much and

By when.

An objective is thus an incremental and realistic step towards a larger goal or vision; it is not

a general goal (for example, to increase family planning among couples). An objective must

focus on specific and tangible action that decision-makers may take.

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Examples of lobby objectives

Useful framing of lobby objectives

The Minister of Education will start a national government programme to build twelve schools for children between the ages of 6 to 12 in each district in the next two years.

In the next year, the Minister of Social Affairs will increase funding for family planning

education programmes for married couples through the family planning council.

Avoid overly general lobby objectives

Increase girls’ attendance at district level primary schools.

Increase the use of family planning among married couples.

Designing and Implementation of Advocacy Campaign

Know your Issue:

Addressing problems requires in-depth knowledge about their underlying causes. The better

your knowledge about problems and their causes, the easier it is to design solutions with high

potential impact. Good solutions can only be found when problems are well understood.

Once you have chosen an advocacy theme or programmatic issue you want to examine

further, you can use policy analysis to help identify the underlying policy causes of poverty and

discrimination. This will help you choose a focus for your advocacy initiative

Policy analysis examines plans and regulations set by governments, business or other

institutions, and how these policies (or a lack of policies) affect specific groups. Given below

is an example of policy analysis for water pollution

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Example: A Policy Analysis Matrix for Water Pollution

What is the problem?

High infant and child mortality in Macondo due to high

prevalence of diarrhea.

2. Who does it affect? Where?

Children younger than five from remote rural areas.

Children drink contaminated water from rivers.

3. SUPPORTIVE POLICIES

Do any policies exist for ensuring

the quality of water?

There are no polices that regulate what private

companies are allowed to dispose in rivers. Policies

have been proposed and discussed by several

administrations, but none have been approved.

Environmental policies are not viewed as a priority by

the current administration. There are also no

programs or significant government funds to build

water systems for rural and poor communities.

4. RESTRICTIVE POLICIES

Do any policies adversely affect

the quality of water?

There are no polices that adversely affect the quality of

water. The main policy cause is lack of policies, i.e. no

regulations for ensuring safe water sources and no

programs to promote safe water in rural and remote

communities.

5. POLICY ENFORCEMENT

Which programs promote or

restrict access to safe water?

Since there are no policies in place, policy enforcement

is not an issue.

1. Selecting an Advocacy Objective

Problems can be extremely complex. In order for an advocacy effort to succeed, the goal

must be narrowed down to an advocacy objective based on answers to questions such as:

Can the issue bring diverse groups together into a powerful coalition? Is the objective

achievable? Will the objective really address the problem?

2. Conduct a stakeholder analysis or identify your target group

Once you have identified a policy issue, it is important to describe the actors that make critical

decisions about these policies. Actors can be either individuals or groups. A policy analysis

should identify the actual individuals who make direct policy decisions, and may be referred

to as Primary such as government ministries, parliament etc. Other target group is those who

can influence primary decision makers. These may be called secondary. Informing or

persuading the primary audience about a policy issue is the centerpiece of any advocacy

strategy it is important to determine whether actors support or oppose specific policies, as

well as their degree of influence, their resources, and their interests in an issue. Identifying

policy makers and analyzing their interests is an important prerequisite to developing an

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advocacy strategy. The more information you have about the actors that may influence and

affect policy change, the easier it is to devise an advocacy strategy.

3. Developing a strategy or action plan

The following steps will help to focus on developing the basic outline of an advocacy strategy.

a) Selecting the policy issue that can effectively be addressed through advocacy and which

will have the greatest impact on the problem.

b) Identifying target audiences - those with the ability to actually influence the policy issue

you select.

c) Setting a specific policy goal for the initiative.

d) Identifying potential allies and opponents.

Budgeting

Preparing a budget is the next step. Estimating the cost of an advocacy project can be difficult,

especially for a multi-year initiative. More than with other types of programs, midcourse

corrections will occur and can sometimes lead to higher costs. For example, your initial

strategy may not include a media campaign, but later, once you have started implementing

your plan, such a campaign may seem vital. You should base your budget on your advocacy strategy and activities (such as lobbying, media work, working with coalitions, and/or

mobilizing constituencies).

4. Identify and mobilize the required resources

Where will you get financial support for your advocacy initiative? It is important to research

what donor resources are available for advocacy, as opposed to other kinds of interventions.

Some donors will not fund projects with an advocacy component, and you should ask about

such policies before you submit a proposal. However, trends show an increase in donor

funding for advocacy and civil society strengthening efforts. The questions below may help

you to identify funds for your initiative:

Which donors have funded advocacy initiatives as part of relief and development

programs in your country/region? Besides multi and bilateral aid, are there any

individuals, private businesses, foundations, or any other groups interested in advocacy?

What are the priorities for donors that have funded advocacy? Are they interested in particular issues (i.e. education policy reform)?

Are they interested in specific groups of the population (i.e. policies that affect women-

headed households or policies that affect ethnic minorities)? Do they have a

geographical focus?

What type of advocacy initiatives have they recently funded? What amounts were provided to those initiatives?

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5. Developing and Delivering Advocacy Messages (the Plan)

Different audiences respond to different messages. For example, a politician may become

motivated when he/she knows how many people in his/her district care about the problem.

A Minister of Health or Education may take action when he is presented with detailed data

on the prevalence of the problem. What message will get the selected audience to act on

your behalf?

Opportunities to influence key audiences are often limited. A politician may grant you one

meeting to discuss your issue, or a minister may have only five minutes at a conference to

speak with you. Careful and thorough preparation of convincing arguments and presentation

style can turn these brief opportunities into successful advocacy. If you have one chance to

reach the decision maker, what do you want to say and how will you say it?

6. Monitor and evaluate the campaign’s progress

Monitoring and evaluation are key activities for keeping an advocacy initiative on track, and

for assessing the changes it has achieved based on its stated goals. Effective monitoring and

evaluation requires careful planning. These plans are an integral part of designing an advocacy

initiative, since you will have to establish prior to implementation what information is

necessary for tracking progress, and how you will obtain this information. Advocacy activities often need to be adjusted, revised and re-directed. Such changes, however, should only be

made on the basis of good monitoring data. For example, what new information have you

learned through public events, meetings, or reading the newspapers? Have political conditions

changed since you first planned the initiative? Have your target audiences changed their

opinions?

One Minute Message

Action Desired

ExampleEvidenceStatement

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The one minute message

You should be able to summarize and present your advocacy messages in three to four sharp

sentences, for situations where you have very limited time to present your case, e.g. During

chance meetings (such as finding yourself standing next to Bill Gates in the elevator) and TV

interviews.

The one minute message consists of: Statement + evidence + example + action desired

Statement Education gives children in crisis the chance to rewrite their futures and

transform the societies in which they live.

Evidence More than 50 million children affected by armed conflict are facing a

future without education, without hope. This includes 200,000 children in our own

country.

Example Your own story (local if possible).

Call to action We can help rewrite the future for more than 50 million children

worldwide, including 200,000 of our own children, by meeting their educational

needs.

Our special role Save the Children has a deep and steadfast commitment to helping children to rewrite their futures.

The statement is the central idea in the message. The evidence supports the statement with

(easily understood) facts and figures. An example will add a human face to the message and

the action desired is what you want your target to do.

Group A: Participation

Prepare and perform a role play on the following situation:

Scenario 1

You represent an NGO network comprised of organizations that seek to protect the human

rights of girls and young women. Through ongoing monitoring of the parliamentary record,

your organization learns that the Provincial Government is considering a piece of draft

Instructions:

In your assigned groups, prepare one of the following

and present in the plenary.

45 minutes

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legislation on local government. After previewing the legislation, you determine that the

content is consistent with your vision and advocacy goal. You were able to secure a meeting

with the Minister of Local Government. Prepare a 10-minute role-play depicting your meeting

with the committee members where you try to persuade them to support the legislation.

Scenario 2

Your network works to promote role of media in urban and rural communities. It has come

to your attention that some news agencies have violated the ECP codes of conducts. Your

team reported the violations done by media outlets against the codes of conduct to ECP. The

ECP ignored the cases reported to them and did not take any action. Your network would

like to launch an advocacy campaign to address this issue. For the advocacy purpose draw a

one minute message discussing this with all your stakeholders.

Scenario 3

Your advocacy network works to provide reproductive health care and education to

adolescents. In the past year, the Ministry of Education (MOE) initiated a small scale, pilot

project that introduced a sexuality/reproductive health module into the secondary school

curriculum. Your initial inquiries suggest that the MOE does not intend to mainstream the

education program due to perceived opposition from religious groups. To build public support and persuade MOE officials to expand the program, your network is hosting a public debate

about the advantages and disadvantages of providing reproductive health services and

education to youth. Prepare a 10-minute role-play dramatizing the debate, including how you

manage the participation of TV journalists.

Scenario 4

Show the role of a controlling leader while developing an advocacy campaign, who is trying to

influence the group with his/her own decisions. The leader does not tolerate others in the

group and either takes over or ignores them. Even if the leader is unsure of the way forward

he/she is firm and assertive

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Session 8: Working with Media

What is Media?

Media can be understand as any channel for the storage and transmission of information

Or Tools used to store and deliver information or data.

Media and its Uses

Transmits information to a wider audience.

Time or resources to research themselves.

Influences public opinion.

Questions the government, organizations, and institutions

Exposes issues or problems

Type of Media (Statistics):

a) TV:

Roughly 40 million TV viewers

b) Radio:

Nearly 13,500,000 radio listeners

c) Telecom (SMS):

Nearly 111 million SIMs active

d) Social Media:

Roughly 20.431 million Internet users

e) Print:

Approximately 14.6 million Pakistanis read a

newspaper at least once a week

How can CSOs engage Traditional and Social Media?

Media transmits information about society to a wider audience to educate, influence and

change the social norms, cultures and even traditions. Due to its mass approach, it is

considered as the best communication tool in any kind of advocacy. Therefore, its importance

for CSOs remains paramount because without reaching it and spending resources to develop

a liaison with it, even the best of programs and projects of CSOs remain unnoticed. Since it

influences public opinion through editorials and news coverage and questions the authorities,

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governments, organizations, and institutions on behalf of the citizens, it can and should be the

considered as best friend of development sector as well as CSOs for advocacy and outreach.

Why CSOs’ need media?

It gives our advocacy campaign and organization increased credibility and exposure, it

encourages public discussion or debate on our issue and improves our fundraising potential.

Types of Media

Traditional and parallel media can be defined as the ones which are surfing on the airwaves to

reach communities across the globe through print, electronic and theatrical forms or those

which are occupying the cyber-space or residing on information highways. Paid Media is

exchanged for publicity while earned media is convinced that the information is important or

relevant enough to justify a place on merit.

Developing Relationships with the Media:

Media hostilities are almost an everyday occurrence but once the media takes up any theme

or issue of the development sector, it does wonders. In the presence of all sorts of misgivings

and misperceptions, CSOs need to develop a relationship with the media which should be

based on honesty, truth and professionalism. The more accessible and informed CSOs

become for the media, more and more journalists and reporters will continue to contact us

for information and updates if we prove to be a reliable source of information.

Respect their deadlines and objectivity:

Answer their phone calls or emails promptly. Honor the differences between what we think

is important about our advocacy campaign and what they think is newsworthy.

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Speak confidently and knowledgeably:

Educate them about our advocacy campaign but also actively listen to their responses. Offer

them contact information for other experts who can support our research.

Educate ourselves about their opinions and style:

Read, watch, and evaluate the opinion and style of journalists and reporters whose stories are

in our media file. How can we focus and design our advocacy messages to match their

interests?

Tools for Working with the Media: Press Kit

Press release with details on the event or activity

Background information on the issue and a description of our organization and advocacy campaign

Quotes from important people involved in the campaign or a statement from the head

of your organization

A Question & Answer sheet that explains the issue in a simple, easy-to-read way

Copies of past media coverage about the issue, your organization, and your advocacy campaign

Charts, photographs, or other visual evidence

What is Social Media?

Social media includes web-based and mobile technologies used to turn communication into

interactive dialogue. Andreas Kaplan and Michael Haenlein define social media as "a group of

internet-based applications that build on the ideological and technological foundations of Web

2.0, and that allow the creation and exchange of user-generated content.”

Social media is media for social interaction as a super-set beyond social communication. Social

media has substantially changed the way organizations, communities, and individuals

communicate with each other.

Different Types of Social Media

Social networking - Facebook,

Twitter, LinkedIn, Google+

Social bookmarking - Digg, Delicious,

Reddit, Stumble Upon

Blogs - WordPress, TypePad,

Posterous, Tumblr

Wikis - Wikipedia

Photosharing - Flickr, Photo bucket,

Instagram

Geolocation - Gowalla, Foursquare,

FacebookPlaces

Video Sharing - YouTube, Vimeo,

iMemories

Presentation Sharing - Slideshare.net,

Scribd.

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Advantages and Disadvantages of Using Social Media

Advantages Disadvantages

Low cost Time consuming

Simplicity Risk of negative comments

Contact building Fraud

Measurability Takes on persona of author

Unlimited access News travels quickly

Global reach Slightly Impersonal

Flexibility

Top 10 Inventions of the Decade

10 Keys to Social Media Success:

1. Experiment with social media

Experiment personally before professionally

Try a variety of social media tools

Be yourself, make some friends, and share

2. Make a plan

Discovery (People, Competition and Search Engines)

Strategy (Opportunities, Objectives)

Skills (Identify Internal Resources and Gaps)

Execution (Tools, Integration, Policies and Processes)

Maintenance (Monitor and Adapt) 3. Listen

Find where your audience is participating and identify the influencers

Read Social blogs (including comments)

Google your Theme name & your competition

Find tools that can help you listen

Facebook (73%)

IPhone (62%)

Twitter (58%)

The MP3 (51%)

Satellite Navigation (46%)

IPod (43%)

YouTube (39%)

High Definition Television (30%)

GHD Hair Straighteners (23%)

3D Films (19%).

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Crowd Sourcing – Submit, Discuss, Vote

Tap into the wisdom of the crowd to access a wider talent pool and gain social insight 4. Be transparent & honest

Avoid puffery (people will ignore it)

Avoid evasion and lying (people won’t ignore it)

Admit your mistakes right away

5. Share your content

Don’t be afraid to share. People, need to share information to get the value out of

social media

Make your content easy to share

Incorporate tools that promote sharing

6. Be personal and act like a person

Don't shout. Don't broadcast. Don’t brag.

Speak like yourself – not a corporate marketing shill or press secretary

Personify your Issue – give people something they can relate to.

7. Contribute in a meaningful way

Think like a contributor, not a marketer

Consider what is relevant to the community before contributing

Don’t promote your ideas on every post

Win friends by promoting other people’s content if it interests you

8. See criticism as an opportunity

Don’t try to delete or remove criticism (it will just make it worse)

Listen to your detractors, Admit your shortcomings

Work openly towards an explanation and legitimate solution

9. Be proactive

Don’t wait until you have a campaign to launch - start planning and listening now

Build relationships so they’re ready when you need them

10. Accept you can’t do it all yourself

You need buy in from everyone in the organization

Convince your CEO that social media is relevant to your organization

Get your communications team together, discuss the options, then divide and conquer

Social Media Tools

Social Networks News & Bookmarking

Blogs Microblogging

Video Sharing Photo Sharing

Message boards Wikis

Virtual Reality Social Gaming

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Related: Podcasts

Real Simple Syndication (RSS) Social Media Press Release

SELECTING MEDIA

Which of the following media types would you choose for the

assigned target audiences and why? You may choose more than

one media type but please your choice.

20 minutes

Types of Media:

Television Radio Newspapers Social Media Telecom (sms)

Target Audience:

1. Head of

Government

Agency, very busy,

highly educated,

living in Islamabad.

2. Woman 42 years,

married with 6 children,

matric-pass, housewife,

living with family in

Sargodha.

3. Small landholding

farmer, living 20

km outside of

Multan in a Rural

Community. Non-

Literate.

4. Youth (male and

female) from

Universities in urban

centers

5. Men or women of different age-groups residing in urban and peri-

urban slums. This target audience is semi-to non-literate.

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DAY 3: PAUSE FOR SELF-REFLECTION

Instructions:

How did the day go? Take a couple of minutes to write

down your immediate thoughts and feelings, and any

significant learning that emerged for you:

Time: 10 minutes

Today’s Date:

6. How will you utilize

Project Management session learning

during your project

implementation

7. Why Advocacy and

Lobbying is

important for project

growth

8. How can you use

social media to your

project benefit

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USEFUL RESOURCES

Accountability An international, not-for-profit, professional institute dedicated to the

promotion of social, ethical and overall organizational accountability. -

http://www.accountability.org.uk

Active Learning for Accountability and Performance in Humanitarian Action

(ALNAP) An international, interagency forum working to improve learning, accountability

and quality across the humanitarian sector - http://www.alnap.org/

Bank Track A network of civil society organizations that tracks the operations of the

private financial sector and its effect on people and the environment -

http://www.banktrack.org/

CIVICUS World Alliance for Citizen Participation is an international alliance of an estimate

1000 members in about 100 countries that has worked for over a decade to strengthen citizen action and civil society throughout the world, especially in areas where participatory

democracy and citizens' freedom of association are

threatened. - http://www.civicus.org

Democratic Audit Democratic Audit is a partner organization of the Trust on the

Parliamentary Oversight Project. A collective of academics, lawyers and others, Democratic

Audit has created a framework for the auditing of democracy and Human Rights in the UK

and internationally. http://www.democraticaudit.com/index.php

Ethical Corporation Ethical Corporation magazine is an independent publisher and events

producer on the issues in and around corporate social, financial and environmental

responsibility - http://www.ethicalcorp.com/

Global Accountability project is part of the Accountability Programme at the One

World Trust which aims to generate wider commitment to the principles and values of

accountability; increase the accountability of global organizations to those they affect; and

strengthen the capacity of civil society to better engage in decision

making processes. - http://www.oneworldtrust.org

Government Accountability Project America’s leading whistleblower organization,

promoting government and corporate accountability by advocating occupational free speech,

defending whistleblowers and empowering citizen activists. - http://www.whistleblower.org/

Halifax Initiative The Halifax Initiative is a coalition of development, environment, labor,

human rights and faith groups that works on issues concerned with the international

financial institutions. Formed in the run up to the G7 meeting in Halifax in 1995 the Initiative

works through research education and advocacy. The Halifax

Initiative has produced a report of particular relevance to parliamentary oversight of IFIs:

'Who's minding the store' - http://www.halifaxinitiative.org/

77

Humanitarian Accountability Partnership (HAP) Striving to make humanitarian

action more accountable to its intended beneficiaries - http://www.hapinternational.org/en/

Institute for Global Policy The Institute is a research and educational service of the World

Federalist Movement. - http://www.inglobalpolicy.org/index.php

IYOCO The International Youth Co-operation is a registered non-profit organization

with a mission to coordinate projects, to educate the youth, to promote international

awareness, co-operation and responsible governance, and to empower the youth. -

http://www.iyoco.org/

Mandat International Hosts of a trilingual information portal for those interested in UN,

NGO and international cooperation. Mandat International aims to promote dialogue and

international cooperation. - http://www.mandint.org/

Parliamentary Network on the World Bank PNoWB is an international network of

Parliamentarians concerned with improving transparency and accountability in International

development, particularly the World Bank - http://www.pnowb.org/

Power inquiry an independent inquiry into Britain's democracy -

http://www.powerinquiry.org/

Sustainability The longest established international consultancy specializing in business

strategy and sustainable development. - http://www.sustainability.com/

The Constitution Project - War Powers Initiative This initiative seeks to contribute

to the debate in the US about the use of the War Powers Act and the reality of war in the

21st Century. - http://www.constitutionproject.org/warpowers/

The Federal Trust for Education and Research The Federal Trust is one of the

partner organizations of the One World Trust on the Parliamentary Oversight Project. A

think tank, that researches and educates on issues around federalism and federal systems of

governments, with a particular interest in the European Union - http://www.fedtrust.co.uk/

The Inter-Parliamentary Union A worldwide parliamentary organization which fosters

dialogue between parliamentarians around the world. It works for peace and co-operation

and the establishment of democracy, as seen in its recent adoption of the Universal

Declaration of Democracy. - http://www.ipu.org/

Transparency International TI works to ensure that the agendas of international

organizations give high priority to curbing corruption. It promotes new inter-governmental

agreements to fight corruption in an internationally coordinated manner. -

http://www.transparency.org/

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Bennis, W. G., &Nanus, B. (1997). Leaders: The strategies for taking charge (2nd Ed.).

New York, NY: Harper Business. Campbell, D. L. (1985).Take the road to creativity and get off you dead end. Greensboro, NC: Center for Creative Leadership. Covey, S. R. (1991).Principle-centered leadership. New York, NY: Simon & Schuster. Daugherty, R. A., & Williams, S. E. (1997).Thelong-term impacts of leadership

development. The Journal of Leadership Studies, 4(2), 101-115.

French, J. R. P., Raven, B (1959). The bases of social power. In D. Cartwright and A.

Zander.Groupdynamics. New York: Harper & Row. Fulmer R, e al. The Leadership Advantage. New York, NY: Broadway. Greenleaf Center for Servant Leadership (2003). Retrieved on February 24, 2003, from

http://www.greenleaf.org Heifetz, R. A. (1994). Leadership without easy answers. Cambridge, MA: Harvard University Press.