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The five-day national level workshop for NGOs and CBOs was a project of Global Fund Round 9 organized by the Association of People Living with HIV. The technical assistance for the project was provided by the Nur Center for Research and Policy, the technical arm of the Fatima Memorial Hospital. Both Fatima Memorial Hospital and the Association of People Living with HIV are both sub recipients of the Global Fund Round 9 and the present workshop was a joint collaborative project of both the SRs for which they worked closely together.
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NUR CENTER FOR RESEARCH AND POLICY
FIVE DAY NATIONAL LEVEL WORKSHOP ON
ORGANIZATIONAL DEVELOPMENT FOR
NGOS AND CBOS A Joint Collaborative Project of the
Fatima Memorial Hospital and the Association of People Living with HIV
Dr. Shabnum Sarfraz Chief Operating Officer,
Nur Center for Research and Policy February, 2013
FIVE DAY WORKSHOP ON ORGANIZATIONAL DEVELOPMENT FOR NGOS AND CBOS
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Contents Contents ...................................................................................................................... 2
Introduction ................................................................................................................. 3
Objective of training................................................................................................... 3
To strengthen civil society and foster institutional capacity building on care and support
for PLHIV. ................................................................................................................. 3
Scope ....................................................................................................................... 3
Facilitator’s Profile ...................................................................................................... 3
Training Methodology................................................................................................. 4
Agenda ........................................................................................................................ 5
Workshop evaluation ................................................................................................. 10
Feedback ................................................................................................................. 11
Trainer’s Feedback: ............................................................................................... 11
Participants’ Feedback: .......................................................................................... 11
Annex 1- Registration Sheet ( 1 of 3) ............................................................. A
Annex 1- Registration Sheet ( 2 of 3) ............................................................. B
Annex 1- Registration Sheet ( 3 of 3) ............................................................. C
Annex 2- Trainer Evaluation Form .................................................................. D
Annex 3- Training Evaluation Form ................................................................. E
Annex 4- Participants Evaluation of the Facilitators( 1 of 2) .............................. F
Annex 4- Participants Evaluation of the Facilitators (2 of 2) .............................. G
Annex 5- Pictures from the Worksho .............................................................. H
Annex 5- Pictures from the Workshop.............................................................. I
FIVE DAY WORKSHOP ON ORGANIZATIONAL DEVELOPMENT FOR NGOS AND CBOS
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Introduction The five-day national level workshop for NGOs and CBOs was a project of Global Fund Round 9
organized by the Association of People Living with HIV. The technical assistance for the project was
provided by the Nur Center for Research and Policy, the technical arm of the Fatima Memorial
Hospital. Both Fatima Memorial Hospital and the Association of People Living with HIV are both sub
recipients of the Global Fund Round 9 and the present workshop was a joint collaborative project of
both the SRs for which they worked closely together.
Objective of training
To strengthen civil society and foster institutional capacity building on care and support for PLHIV.
Scope The aim of the training was to help the staff of different NGOs in gaining practical skills and the ways
they can work effectively towards their goals and objectives. The topics covered in this workshop
included:
1. Organizational development
2. Management and governance
3. Planning
4. Building community linkages, collaboration and coordination
5. Advocacy
6. Monitoring & Evaluation
7. Gender & human rights aspect
Participant Profile
The workshop was designed for middle and upper level staff of NGOs and CSOs working for PLHIV
and they were selected in consultation with PR, UNAIDS, SRs and the association. Participants
included program managers, M&E managers, field officers and health care providers from NGOs,
CHBCs, COPCs from all over the country.
Facilitator’s Profile
Keeping in view the need of the content, the modules were taken up by the following, to cover
maximum ground, while maintaining the effectiveness of the module.
The module on need of management and organization development was led by Prof. Dr. Aman Ullah
Khan, Dean Faculty Fatima Memorial Hospital Medical and Dental College, Supervisor for FCPS
FIVE DAY WORKSHOP ON ORGANIZATIONAL DEVELOPMENT FOR NGOS AND CBOS
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Community Medicine and Senior Technical Advisor to Nur Center for Research and Policy. He is a
senior academician in public health with numerous publications and trainings to his credit.
The modules on Governance, Planning, Rights-Based Approach, Advocacy and Linkages were taken
up by Dr. Roomi Aziz. She is the Senior Manager Strategy and Planning at Fatima Memorial Hospital,
working as one of the lead trainers at Nur Foundation. Dr. Aziz is an MBBS Doctor with an MBA from
LUMS. She has in-country and international experience in trainings on leadership development,
governance and planning in social and corporate sector. She has done a leadership development for
social sector module from LUMS-REDC Hewlett & Packard Foundation.
The activities on advocacy capacity building were taken up by Dr Amina Khan. Dr. Khan is a public
health professional with an MBBS and and MPH from HSA. She is currently working as an
independent consultant and technical advisor to Nur Center for Research and Policy for various
activities in Islamabad. She has vast experience of public health exposure in the United Kingdom and
has been a regular part of various seminars, sessions and workshops on advocacy and public health.
The module on monitoring and evaluation was taken up by Dr. Shabnum Sarfraz, Chief Operating
Officer, Nur Foundation and Lead Trainer for Nur. Dr. Sarfraz is a senior health management
professional holding an MBA from the Surrey University (UK) with a degree in medicine from
Pakistan. She has over 20 years of in-country and international experience in strategic planning &
management, resource mobilization, project designing, monitoring and evaluation, hospital
administration, marketing, human resource development in the health & social sector. She has
conducted various workshops on LFA, M&E and Gender. She has also completed the Social
Enterprise Management Programme from LUMS-McGill and is currently doing a Health Economics
Module from London School of Hygiene. Dr Sarfraz has worked extensively for the Global Fund on
Pakistan and represented Pakistan on national and international forums on HIV AIDS. She is
overseeing the implementation of the sub recipient grant to the Fatima Memorial Hospital, an SR to
the Global Fund Round 9. She is also one of the country representatives of the International Planned
Parenthood Federation (IPPF).
Training Methodology Design and delivery of the training was via powerpoint presentations with aim of strengthening civil
society and foster institutional capacity building on care and support for PLHIV. The training
followed the following protocol:
a. Participants were registered as they come in and seated.
b. At 9:15 am, registration was closed and there was recitation of Holy Quran, followed by a
short welcome speech by the keynote speaker.
c. Moderator introduced the participants to the main objective of the training, the
stakeholders, set the ground rules and the expected outcome of the trainings.
d. This was followed by the first session on introduction to the workshop.
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e. The senior trainer began with the objectives of the workshop, followed by various sessions
on different topics.
f. The sessions were also accompanied by activities to improve the understanding of
participants. At the end of training, evaluations were collected and after that the
participants were asked to share their experiences with the rest of the group.
g. The workshop ended on the 5th day with certificate distribution and a group photograph,
followed by message dedication.
h. The workshop was divided among different sessions over a time period of five days. The
methodology is based on theory, using a mixture of presentations, interactive discussions,
and group work. The training methodology included:
i. Illustrated lectures, visual aids in addition to verbal explanation
ii. Discussion/ Brainstorming to share views and problems using reasoning power, to
get all possible ideas from the group members
iii. Group work, to interact with each other and learn together
iv. Self study, to gain deeper insight and more profound knowledge
Agenda
WORKSHOP PROGRAM
Instructor Name: Prof. Dr. Amanullah Khan, Dr. Roomi Aziz, Dr. Shabnum Sarfraz
Date: 28th January 2013
Day 1: MANAGEMENT AND GOVERNANCE
Venue: Embassy Lodge Hotel, Club Road
Session Name Time Objectives
Registration 9:00 –9:15 am
Orientation to Workshop 9:15 –10: 15 am o Introduction of participants
o Pre-workshop assessment
Session #1: Managing 10: 15 –11:15 am o To understand the need to
manage NGOs
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NGOs o To develop a fair idea about the
differences between an NGOs and
other organizations?
o To look at the local perspective in
a glance
Tea/Coffee Break 11:15 –11:45 am
Activity#1: The Road
Journey Diagram 11:45 –12:15 am
Session #2: The NGO
niche 12:15 –01:00 noon
o To understand the specific needs
of an NGO
o To discuss the capacity needs of
an NGO
Lunch & Prayer Break 1:00 – 2:00 pm
Session #3: NGOs and
Governance 2:00 –3:00 pm
o To develop an understanding of
corporate governance
o To understand the need of
corporate governance in NGOs
o To learn about the key players in
corporate governance of NGOs
Tea/Coffee Break 3:00 –3:15 pm
Session #4: A
Corporate Governance
Guide for NGOs 3:15 - 4:00pm
o To develop an understanding of the
role of the Board
o To understand Accountability from an
NGO perspective
o To implement a governance system
Date: 29th January 2013
Day 2: PLANNING
Venue: Embassy Lodge Hotel, Club Road
Session Name Time Objectives
Recap 9:15 –9:30 am
Session #1 Strategic
Planning 9:30 –10:30
am
o To understand the need of a strategic
focus
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o To understand the impact of vision and
mission for an NGO
o To work on developing strategic themes to
accomplish the vision and mission
Activity 10:30 –11:00 am
Tea/Coffee Break 11:00 –11:30 am
Session #2: Project
Planning 11:30 –12:30
noon
o To develop an understanding of project
planning
o To design project management steps from
start to close
o To understand the roles of key players
Activity: 12:30 -
1:00pm o
Lunch & Prayer Break 1:00 – 2:00 pm
Session #3: Financial
Planning 2:00 –3:00
pm
o To develop a basic understanding of
financial workings of an NGO
o To develop a working understanding of
financial workings of a project
o Mini-budgeting exercise
Tea/Coffee Break 3:00 –3:15
pm o
Session #4: HR
planning and
evaluation
3:15 -
4:00pm
o Evaluating human resource for NGOs
o Capacity Assessment of Existing HR
o Mini-Exercise: Where my organization needs
people?
Date: 30th January 2013
Day 3: BUILDING PARTNERSHIPS
Venue: Embassy Lodge Hotel, Club Road
Session Name Time Objectives
Recap 9:15 –9:30 am
Session #1: 9:30 –
10:30 am
o Understanding the scale and scope of
Rights Based Approach
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Right Based Approach o Learning the applicability of Rights
Based Approach in the local context
Activity#1: Implementing
Rights Based Approach 10:30 –11:00 am
Tea/Coffee Break 11:00 –11:30 am
Session #2: Understanding the
need of referrals and linkages
11:30 –
12:30
noon
o To understand the significance of
referral networking specifically in
HIV/AIDS
o To develop an understanding of the
functions of ART Center, VCT center,
PPTCT and CHBC Center
Activity#2: The story of Anwer
Mirza and HIV/AIDS Referral
System
12:30 - 1:00pm
Lunch & Prayer Break 1:00 – 2:00 pm
Session #3: Establishing a
referral system and the
continuum of care
2:00 –
3:00 pm
o To develop a continuum of care
o To document and develop methods
to implement it
Tea/Coffee Break 3:00 –3:15 pm
Session #4: APLHIV 3:15 -
3:40pm
o An introduction to Association of People
living with HIV
Session #5: NCRP 3:40 –
4:15 pm
o An introduction to Nur Center for
Research and Policy
Date: 31st January 2013
Day 4: ADVOCACY
Venue: Embassy Lodge Hotel, Club Road
Session Name Time Objectives
Recap 9:15 –9:30 am
Session #1:
Advocacy- Basic
Concepts
9:30 –10:30 am
o Defining Advocacy
o Difference between Organizing,
Lobbying & Campaigning
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o Advocacy in the context of PLHIV
o Foundation areas for stronger Advocacy
Activity:
Advocacy Capacity
Assessment
10:30 –11:00 am
Tea/Coffee Break 11:00 –11:30 am
Session #2:
Developing an
Advocacy Strategy
11:30 –12:00
noon
o Why develop an advocacy strategy?
o Steps for an developing an effective
advocacy strategy
Activity: 12:00 - 1:00pm o Developing the advocacy strategy
Lunch & Prayer Break 1:00 – 2:00 pm
Session #3:
Developing an
Advocacy Message
2:00 –3:00 pm o Understanding the target
o Designing the message
Tea/Coffee Break 3:00 –3:15 pm o
Session #4:
Implementing
Advocacy 3:15 - 4:00pm
o Choosing the Advocacy Messenger
o Resource Planning
o Acton Model
Date: 1st February 2013
Day 5: MONITORING AND EVALUATION
Venue: Embassy Lodge Hotel, Club Road
Session Name Time Objectives
Recap 9:15 –9:30 am
Session #1:
Monitoring and Evaluation
– An overview
9:30 –10:30 am
o Difference between Monitoring & Evaluation
o Why Advocacy M&E is different?
Activity: 10:30 –11:00 am
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Developing indicators
Tea/Coffee Break 11:00 –11:30 am
Session #2: LFA 11:30 –12:30
noon o An overview of LFA
Certificate Distribution: 12:30 - 1:00pm
Lunch & Prayers 1:00 – 2:00 pm
Workshop evaluation
Workshop evaluation forms were filled and collected from the participants after the end of each day.
This was done in order to gain better insight about the different aspects of the workshop. All
participants showed satisfaction with the achievements of the program objectives stating that the
training met their expectations. They also believed that the acquired knowledge would help them in
their professional fields in future. The objectives of the each session were clearly explained and
stated to the participants with the content being easy to follow. However they did suggest adding
more field base work along with theory. The participants showed satisfactions with the trainer and
0
2
4
6
8
10
12
The training met my
expectations.
The knowledge acquired is
practical for my present professional
role
The training objectives for
each topic were
identified and followed
The content was organized
and easy to follow.
The presentations were easy to
follow
The activities were
educative and useful
The duration of the
workshop was enough for
the content of the workshop
Workshop Evaluation
Strongly agreed
Agree
Disagree
Strongly disagree
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stated that they had full command of the subject. The group activities were appreciated as well by
the participants.
Feedback
Trainer’s Feedback:
The trainers believed that the participants were eager to learn and share the knowledge. Their
backgrounds were relevant to the scope of the program and hence not only were the participants
better informed but also stood at gaining the most out of this workshop.
There should be followed up series to see the actual outcome of this workshop. The outcome of the
workshop shouldn’t be judged only on the improvements suggested and discussed by the participant
rather it should be of wider scope as it is a full five training workshop.
Participants’ Feedback:
The participants insisted on provision of reading material before the beginning of the workshop.
Budgetary allowance for provision of support material needs to be made. Participants were also of
the view that session like monitoring and evaluation needed to be taken up in more detail.
The group breakdown was done on the random basis but this should be done on basis of
background of participants. This would help us in understanding and evaluating their performance
better over the duration of workshop.
There was no social activity or gathering planned for participants and trainers after the normal
training period. An informal gathering/outing brings out constructive discussion among the
participants as well as helps as an ice-breaker.
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Annex 1- Registration Sheet ( 1 of 3)
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Annex 1- Registration Sheet ( 2 of 3)
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Annex 1- Registration Sheet ( 3 of 3)
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Annex 2- Trainer Evaluation Form
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Annex 3- Training Evaluation Form TRAINING EVALUATION FORM
Please check against the box which states the extent of your agreement to the following statements
about this training program:
STRONGLY
AGREED AGREE DISAGREE
STRONGLY
DISAGREE
1. The training met my expectations.
2. The knowledge acquired is
practical for my present professional
role
3. The training objectives for each
topic were identified and followed.
4. The content was organized and
easy to follow.
5. The handouts and readings were
given to me before the sessions
began.
6. The material distributed was easy
to follow and useful
7. The presentations were easy to
follow
8. The activities were educative and
useful
9. The video was educative and
useful
10. The duration of the workshop was
enough for the content of the
workshop
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Annex 4- Participants Evaluation of the Facilitators( 1 of 2)
PROF. DR. AMANULLAH KHAN
DR. SHABNUM SARFRAZ
0
2
4
6
8
10
12
14
16
Trainer’s understanding of
concepts was thorough
Trainer was well-prepared and
answered to the questions raised by
participants appropriately
Trainer has good presentation
skill/style, knowledge and command over
the subject
Trainer has an interactive teaching
style, involving participants in
discussion.
Strongly agreed
Agree
Disagree
Strongly disagree
0
2
4
6
8
10
12
Trainer’s understanding of
concepts was thorough
Trainer was well-prepared and
answered to the questions raised by
participants appropriately
Trainer has good presentation
skill/style, knowledge and command over
the subject
Trainer has an interactive teaching
style, involving participants in
discussion.
Strongly agreed
Agree
Disagree
Strongly disagree
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Annex 4- Participants Evaluation of the Facilitators (2 of 2)
DR. ROOMI AZIZ
0
2
4
6
8
10
12
14
Trainer’s understanding of
concepts was thorough
Trainer was well-prepared and
answered to the questions raised by
participants appropriately
Trainer has good presentation
skill/style, knowledge and command over
the subject
Trainer has an interactive teaching
style, involving participants in
discussion.
Strongly agreed
Agree
Disagree
Strongly disagree
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Annex 5- Pictures from the Worksho
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Annex 5- Pictures from the Workshop
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SESSION 1: Managing NGOs
Agenda
Copyright 2013- Intellectual Property ofNur Center for Research and Policy
To understand theneed to manage
NGOs
To understand theneed to manage
NGOs
To develop a fairidea about the
differencesbetween an NGOs
and otherorganizations
To develop a fairidea about the
differencesbetween an NGOs
and otherorganizations
To look at the localperspective in a
glance
To look at the localperspective in a
glance
Why are we here today?
What is an NGO andwhy is managing it
any different?
What additional managementtools are required?
How are NGOs in Pakistandoing?
WHY ARE WE HERE TODAY?
Copyright 2013- Intellectual Property ofNur Center for Research and Policy
Our Underlying Mission
Well managed institutions are a fundamentalbuilding block for promoting changes thathave a positive impact:
1. On the lives of families2. On the lives of communities3. Particularly on the lives of the most
vulnerable
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Getting to the Positive Impact
1. BUILDING CAPACITY can help organizationsdeliver higher quality services for the PLHIVin a more cost effective manner.
2. An ADVOCACY NETWORK of civil societygroups, who speak with one voice, is moreeffective in successfully promoting policychange than a disparate group of NGOs
Copyright 2013- Intellectual Property ofNur Center for Research and Policy
The PLHIV Context
• Communities impacted by HIV/AIDS facemultiple challenges at once:– Economic– Health– Social discrimination
• Strong knowledge networks can also facilitatethe flow of information and promote theuptake of promising practices.
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2
Females: 1
Children: 0.2
Males :2
40 y
ears
=40
Mill
ion
PLHI
Vs Some Numbers to beginwith!
Copyright 2013- Intellectual Property ofNur Center for Research and Policy
Global Picture*
• 33.2 million adults and children worldwide• 90% of the affected are adults• 2.5 – 3.5 million affected are children• 7000 new cases are added daily
Copyright 2013- Intellectual Property ofNur Center for Research and Policy
*WHO and UNAID Figures
• HIV is still responsible for 46 %of all deaths of women of childbearing age
WHAT IS AN NGO AND WHY IS MANAGING ITANY DIFFERENT?
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Defining an NGO
NGOs* are1. formal (professionalized) independent
societal organizations whose primary aim is2. to promote common goals3. at the national4. or the international level.
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Defining NGOs? Martens, K.; International Journalof Voluntary and NonProfit Organizations, 2002
NGOs- Societal Actors
• Origin from private sphere• Cater to local need• Local members• NGOs promote common goals because they
work for the promotion of public goods
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NGOs- Formal Organizations
• Minimal but MANDATORY organizationalstructure:– To ensure continuity of work– Professionalized staff with specifically trained skills
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WHAT ADDITIONAL MANAGEMENT TOOLS AREREQUIRED?
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NGOs in Pakistan
• According to UNDP– 8000 to 16000 registered NGOs– 25000 to 35000 NGOs if CBOs and unregistered
are also included
• According to Aga Khan Foundation– 45000 NGOs( registered and unregistered)
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What NGOs in Pakistan need?
• Organization Structure• Strategic vision• Organizational Development• Processes• Skilled HR• Governance• URGENCY- The HIV element
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Session 2: The NGO Niche
Agenda
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Tounderstandthe specificneeds of an
NGO
Tounderstandthe specificneeds of an
NGO
To discussthe
capacityneeds of an
NGO
To discussthe
capacityneeds of an
NGO
What does an NGO need?
How should an NGObe managed?
Developing the capacity forNGOs working in HIV
WHAT DOES AN NGO NEED?
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Finding out
• We can easily find out through a 5-8 hourexercise what your NGO needs!
• We need to do ORGANIZATIONAL CAPACITYASSESSMENT
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An Organizational CapacityAssessment for an NGO
• The objective of the assessment:– To identify the gaps– To identify the specific capacity building needs– To check suitability for a funding agency or a
partner
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Organizational Functions
• Mission, Vision and Strategy• Structure• Management Systems• Partnerships• Leadership and Governance
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Tools Online
• MCAT: Management Control Assessment Tool• BAIT : BONGA Advocacy Index tool
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SESSION 3: NGOs andGovernance
Agenda
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To develop anunderstanding of
corporategovernance
To develop anunderstanding of
corporategovernance
To understandthe need ofcorporate
governance withrespect to NGOs
To understandthe need ofcorporate
governance withrespect to NGOs
To learn aboutthe key players
of corporategovernance for
NGOs
To learn aboutthe key players
of corporategovernance for
NGOs
Defining Governance
Governance and NGOs
The key players forGovernance for NGOs
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DEFINING GOVERNANCE
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What is Governance?
‘A transparent decision-making process inwhich the leadership of a nonprofitorganization, in an effective andaccountable way, directs resources andexercises power on the basis of sharedvalues.’
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-The Working Group on NGO Governance in Central andEastern Europe
GOVERNANCE AND NGOS
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NGOs accountable to communities
NGOs are founded on the principlethat citizens have a right to associate
freely.
For an NGO, being accountable means• Demonstrating regularly that it uses its resources wisely• Not taking advantage of its special privileges• Not pursuing activities contrary to its nonprofit status
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THE KEY PLAYERS IN GOVERNANCE IN NGOS
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Board- Principle Governing Body
• Highest Governing Body- Ultimate Decisions• Principal Governing Body- Governance
The BoardA Collective Leadership Body
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Governance and Management
• Separate Entities!• Checks and balances to ensure that the
organization is well run and importantdecisions are made with the public interest inmind
• DANGER! If not, A perpetual state of real orperceived conflict of interest, becauseoversight and executive functions are mixed
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Possible Relations between Boardand Staff
• Multiple relationships can exist at the sametime, ideally generating a positive tension thatstrengthens decision-making and deepensorganizational capacity.
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SESSION 4: A CORPORATEGOVERNANCE GUIDE FOR NGOs
Agenda
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To develop anunderstandingof the role of
Board
To develop anunderstandingof the role of
Board
To understandAccountabilityfrom an NGOperspective
To understandAccountabilityfrom an NGOperspective
To implementa governance
system
To implementa governance
system
Defining Board for an NGO
Defining Accountability for anNGO
Starting Good Governance
Defining Corporate Governance
• Corporate governance is "the system by whichcompanies are directed and controlled“.
• A system of law and sound approaches bywhich corporations are directed andcontrolled with the intention of monitoringthe actions of management and directors andthereby mitigating possible agency risks
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STEP 1 towards CorporateGovernance
• Systems in place• Systems on paper• There is a need for an individual organization
to “comply or explain” when determining itsspecific approach to corporate governance.
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Board SOPs Policies Protocols
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DEFINING BOARD FOR AN NGO
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Dual Strategic Obligation• Principle No.1:
– The Board must understand that it has the dualstrategic obligations
• To control the activities of the organization• To promote its operational success
• Rationale:– The Board should be able to direct and control the
actions of management towards delivery of theBoard’s strategic goals.
– The Board must clearly identify the responsibilities ofthe Board, which are clear and distinct from theresponsibilities of management.
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Regular Review of Mission
• Principle No. 2:– The Board must regularly review its stated mission
to allow for adaptation as circumstances change.
• Rationale:– Necessary to review the stated mission
periodically to take account of changes.– This will enable flexibility in the way it operates,
seeking and applying resources in whatevermanner best serves the stated mission.
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Independent Directors
• Principle No. 3:– The Board should primarily contain independent
Directors with the requisite skills and experienceto enable the Board to control and promote theorganisation.
• Rationale:– The organization needs to be guided by Directors
who have sufficient independence from theorganization to be capable of behavingobjectively in managing Board affairs.
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Timely determination• Principle No. 4:
– The Board must determine its information needs, andseek it from management in a timely and appropriatemanner.
• Rationale:– To be able to perform effectively, a Board must receive
appropriate information.– Such prompt information will lead to good analysis by
the Board regarding the state of the organization– It will permit the Board to monitor management
behavior and performance.
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DAY 2: Strategic Planning forNGOs
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Agenda
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To understand theneed of a
strategic focus
To understand theneed of a
strategic focus
To understand theimpact of visionand mission for
an NGO
To understand theimpact of visionand mission for
an NGO
To work ondeveloping
strategic themesto accomplish thevision and mission
To work ondeveloping
strategic themesto accomplish thevision and mission
Strategic Focus ( all in themind)
Vision and Mission
Strategic Themes
STRATEGIC FOCUS (ALL IN THE MIND)
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What is Strategy?
• Strategy is a process of– Looking forward to a new way of operating– Developing the means of planning a journey to get
there.• Strategy is about:-
– Direction setting– The medium to longer term– Strategic thinking and taking a strategic perspective– A template for current actions– Providing for the long-term sustainability of the NGO
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Strategy is about having a plan of where youare going and why you are going.
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Strategy’s significance in contextof HIV/AIDS
Working in SilosDifferent JourneysSuper-ordinate GoalShared ValuesJoint EffortsCollaborationEconomies of Scale, Scope and Conjunction
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Strategy Clouds
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NGO 2: Tosupport andrehabilitate
PLHIVs
NGO 5: To providetreatment, build
capacities andrehabilitate
PLHIVs
NGO 1: To buildcapacities of PLHIV
NGO 4: To providetreatment, both
medical andpsychological, to
PLHIVs
NGO 3: Toprovide ARV
Drugs to PLHIVs
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VISION AND MISSION
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Developing a Strategic Vision
• Involves thinking strategically about– Firm’s future business plans– Where to “go”
• Tasks include– Creating a roadmap of the future– Deciding future business position to
stake out– Providing long-term direction– Giving organization a strong identity
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Missions vs. Strategic Visions• A mission statement
focuses on currentorganizational activities -- “who we are and whatwe do”
– Current serviceofferings
– Public needs beingserved
– Technological andbusiness capabilities
• A strategic visionconcerns an organization’sfuture path -- “where weare going”
– Arenas to be pursued– Specialties to be
developed– Kind of organization that
management and boardis trying to create
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Communicating the Vision—Mission
• An exciting, inspirational vision
– Challenges and motivates workforce
– Arouses strong sense of organizational purpose
– Induces employee buy-in
– Galvanizes people to live the business
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Managerial Value of a Well-Conceived Strategic Vision and
Mission
• Marks out a long-term direction
• Reduces risk of irrational decision-making
• Conveys organizational purpose and identity
• Helps organization prepare for the future
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STRATEGIC THEMES
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Form & Impact of Strategic Intent
• Be expressed in few words• Pithy and credible• Publicised• Should not be a surprise – rather should state
what is already known• Inspire employees, stakeholders, partners and
beneficiaries• Guide decision making
Day 2: Project Planning for NGOs
Agenda
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To develop anunderstanding
of projectplanning
To develop anunderstanding
of projectplanning
To designproject
managementsteps from start
to close
To designproject
managementsteps from start
to close
To understandthe roles of key
players
To understandthe roles of key
players
What is project managementand project planning?
Steps in projectmanagement
Roles of the projectmanagement team
WHAT IS PROJECT MANAGEMENT?
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Defining Project Management
Project management is the discipline ofplanning, organizing, motivating, andcontrolling resources to achieve specific goals
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Defining Project PlanningThe approach to be used by the Project team todeliver the intended project scope of the project.
It caters to four questions.1. Why? - What is the problem or value proposition
addressed by the project?2. What? - What is the work that will be performed on
the project? What are the major deliverables?3. Who? - Who will be involved and what will be
their responsibilities within the project?4. When? - What is the project timeline and when
will milestones be complete?
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Remember
“If you fail to plan, you fail to do”.
“Proper Planning Prevents Poor performance”
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PESTLE Analysis
• Primarily a technique used for predicting theaffects of external influences on anorganisation. Frequently used fororganisational change management.
• It’s useful for medium-large scale projects. Notreally necessary for small scale projects
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Why create a WBS?
• Cost Estimating• Cost Budgeting• Resource Planning• Risk Management Planning• Activity Definition
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Gantt Chart
• A Gantt chart is a graph which illustrates on atimeline when each activity will start, finishand end. It’s a pictorial representation of eachstage of the project.
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The Gantt Chart
Time (s)Fill Kettle 10Switch Kettle On 3Boil Water (Initial) 180Scold Pot 10Put Tea Bag in Pot 5Re-boil 10Pour Water 15Put Milk in Jug 15Put Sugar in Bowl 15Get Tray 10Place Milk, Sugar, Cup & Saucer on Tray10 SLACK - SLACK - SLACK - SLACKPlace Pot on Tray 5Serve 20Tea has been served
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Bar / Gantt Charts Advantages:
• Plan, schedule and progress are all depictedgraphically on a single chart
• Easily read• Provides simple way to schedule small
undertaking• Provides summary display of more detailed
plans and schedules• Best used for management briefings
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Bar / Gantt Charts Disadvantages:
• Planning and scheduling are consideredsimultaneously
• Simplicity precludes sufficient detail for timelydetection of slippages
• Activity dependencies cannot adequately beshown
• Difficult to determine how activity progressdelays affect project completion
• Difficult to establish and maintain for largeprojects.
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Project Wrap-Up
• Collect data on actual time spent and actualamount of material produced.
• Conduct a post-mortem to identify positiveexperiences and areas for improvement.
• Produce a written report and store thisinformation for use when planning futureprojects.
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ROLES OF PROJECT MANAGEMENT TEAM
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Roles in projects – who isresponsible for what?
One of the the benefits of project managementtechniques is the opportunity to clarify roles.
• Project sponsor – person who’s paying for it• Project champion - person who wants to see it
happen• Project manager – will ensure it happens• Project team – will make it happen• Stakeholders – those affected by it and with an
interest in it, but not necessarily part of it.• Audience – we’ll consider them later!
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Human Resource Planning andEvaluation
Agenda
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EvaluatingHuman
Resource forNGOs
EvaluatingHuman
Resource forNGOs
CapacityAssessment ofExisting Human
Resource
CapacityAssessment ofExisting Human
Resource
Mini- Exercise:Where does my
organizationneed people?
Mini- Exercise:Where does my
organizationneed people?
The special HR needs of NGOs
Evaluating theCurrent HRLandscape
Planning HR Replenishment
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THE SPECIAL HR NEEDS OF AN NGO
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What an NGO needs
• Technical knowledge• Operational knowledge• Visionary leadership• Passion to work and serve the community• Flexibility• Responsibility
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Making it simpler
• Skills• Effort• Physical Demand• Responsibilities• Conditions
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Skills1. Analytical Capabilities
– Technical knowledge– Analytic frame of mind– Problem Solving– Critical Thinking– Native intellectual ability
2. Managerial Capabilities– Ability/promise as a manager– Organizational ability– Attention to Detail– Ability to meet a deadline– Ability to work with others
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Effort
1. Effort2. Hard work3. Dedication4. Readiness to work
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Physical Demand
• Physical Work• Physical Active-ness
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Responsibilities
1. Responsibility– Innate responsibility– List Checker
2. Ownership– Proactive Approach– Commitment to project
3. Accountability– Formal Accountability– Readiness to face consequences
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Using the Point System
• Scoring against each quality• Designing a perfect description for each job
role• Hiring against the criteria• Developing the lacking trait
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Conditions
• Working Conditions• Working Hours
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A Combination for each Role
• Players:1. The Operating Executive: COO2. The Project Manager: PM3. The Finance Manager: FM4. The Project Team5. The Support Staff
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EVALUATING THE CURRENT HR LANDSCAPE
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Current Need Assessment
• Demographics:– Current work– Past work experiences– Past trainings
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HR Gaps
You don’t have the right HR. Now What?• Hire more?• Fire the current people?• Complain about it?• Manage this?• Capacity-Building
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Customized Capacity BuildingNeed in HIV/AIDS Sector today:• Management Skills
– Advocacy and Community Mobilization– Service Delivery– Project Planning– Strategic Intent– Organizational Systems Strengthening– Monitoring and Evaluation
• Specific Issues– Technical Assistance– Addressing stigma and discrimination against sex workers, gay men,
transsexuals– Addressing gender-related vulnerability– Addressing most vulnerable groups
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What can we do?
• Identify the gaps• Join hands: Make use of HIV networks and
collaborations• Learn from partner organizations• Rotate HR• Invest in HR• A comprehensive capacity-building service
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Nur Center for Research and Policy
DEVELOPING A RIGHTS-BASEDAPPROACH
Agenda
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Understandingthe scope ofRights Based
Approach
Understandingthe scope ofRights Based
Approach
Learning theapplicability ofRights BasedApproach in
Local Context
Learning theapplicability ofRights BasedApproach in
Local Context
Defining the Rights Based Approach
Rights and Duties
A Response to Poverty
DEFINING RIGHTS BASED APPROACH{RBA}
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What is Rights Based Approach?
• RBA is– Identifying root causes of poverty,– Empowering rights-holders to claim their rights
and– Enabling duty-bearers to meet their obligations
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RBA calls attentions to
• Re-emergence of the state and governance asa central element in development
• Acknowledgement that severe poverty is ahuman rights violation
• The growing recognition that poverty is aboutmore than economic needs.
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RIGHTS AND DUTIES
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ANCIENT WISDOM
RIGHT حقAn individual has a right on another, whether heexercises it or notDUTY فرضAn individual has a duty towards another,whether he acknowledges or not
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Foundation of RBA
• Rights and Duties of individuals Vs. Duties andRights of Organizations
• Role of Organizations
“With great power, comes great responsibility”- Spiderman
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RBA- A RESPONSE TO POVERTY
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Defining Poverty
Poverty is the deprivation of commonnecessities such as food, clothing, shelter andsafe drinking water, all of which determine ourquality of life."
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How to focus on Most VulnerableGroups
• Target the groups• Pay attention to inclusion or lack of these
groups in public policies, organizationalstructures and cultural practices
• Highlight not just what was done and forwhom but also what was NOT done and whowas missed.
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How to focus on Root Causes
• Describe a situation not just in terms of needsbut society’s obligation to it.
• Comprehensive efforts• Expand the MVG’s choices and capabilities
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How to focus on Right-holdersand Duty-Bearers
• Include beneficiaries, stakeholders andpartners in decisions
• Participation is not just a tool but a goal fordevelopment
• Accountability is important both for thedevelopment process and the outcome
• Promote platforms and networks onmobilization
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How to focus on Empowerment
• Follow the recommendations of internationalhuman rights bodies
• Target the abilities of right holders to enablethem to claim their rights
• Target the abilities of duty bearers to fulfiltheir obligations towards the right holders
• Install legal and administrative procedures tostrengthen accountability
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UNDERSTANDING ADVOCACY
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Advocacy/ advocates
• Problem solver• Community mobilizing• Enabling environment• Seeking cooperation for achieving common goals• Informing others• RBA• Awareness• Equity and inclusion of community and
stakeholders
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THE CONCEPT!
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“ Never doubt that a small group of thoughtful,committed citizens can change the world.Indeed, it is the only thing that ever has.”
Margaret Mead
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What is your definition of Advocacy?
• Use cards to write your definition and paste iton the wall.
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Advocacy
• Stems from a Latin Word, i.e. Advocare• Advocare means “call to one’s aid’ or to speak
out on behalf of someone
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Who is an advocate?
• An advocate is someone who publiclysupports or recommends a particular cause orpolicy
• A person who pleads a case on someone else’sbehalf.
• Advocacy involves delivering evidence-basedrecommendations to decision makers,stakeholders and/or those who influencethem
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What are the benefits of Advocacy
• Advocacy is a means of seeking change in:– governance,– attitudes,– power,– social relations and– institutional functions.
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DEVELOPING AN ADVOCACY STRATEGY
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• “ A journey of a thousand miles begins with asingle step.”
– Lao-tzu
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Questions for planning your strategy
• What do we want?• Who can make it happen?• What do they need to hear?• Who do they need to hear it from?• How can we make sure they hear it?• What do we have?• What do we need?• How do we begin to take action?• How can we tell if it’s working?
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Generating an evidence base
• Essential for successful advocacy.• Provides legitimacy to the advocate• Created by gathering information from
primary and secondary sources and thenanalysing it in a way that illustrates theproblem and narrates the solutions.
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Setting priorities
• Situation analysis will identify many issues• Choosing just a few is necessary to ensure
focus keeping in view the limited resources
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Questions?
Thank you
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