FIVE DAY NATIONAL LEVEL WORKSHOP ON ORGANIZATIONAL DEVELOPMENT FOR NGOS AND CBOS by Nur Center for Research and Policy

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

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

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

FIVE DAY WORKSHOP ON ORGANIZATIONAL DEVELOPMENT FOR NGOS AND CBOS

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

Management and governance

Planning

Building community linkages, collaboration and coordination

Advocacy

Monitoring & Evaluation

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.

Facilitatorâ&#x20AC;&#x2122;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

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

FIVE DAY WORKSHOP ON ORGANIZATIONAL DEVELOPMENT FOR NGOS AND CBOS

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.

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

FIVE DAY WORKSHOP ON ORGANIZATIONAL DEVELOPMENT FOR NGOS AND CBOS

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

Registration

9:00 –9:15 am

Orientation to Workshop

9:15 –10: 15 am

Session #1: Managing

10: 15 –11:15 am

Objectives

Introduction of participants

Pre-workshop assessment

To understand the need to manage NGOs

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

FIVE DAY WORKSHOP ON ORGANIZATIONAL DEVELOPMENT FOR NGOS AND CBOS

NGOs

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

Lunch & Prayer Break

1:00 – 2:00 pm

To develop a fair idea about the differences between an NGOs and other organizations?

To look at the local perspective in a glance

To understand the specific needs of an NGO To discuss the capacity needs of an NGO

o Session #3: NGOs and Governance

2:00 –3:00 pm

Tea/Coffee Break

Session #4: A Corporate Governance Guide for NGOs

To develop an understanding of corporate governance To understand the need of corporate governance in NGOs To learn about the key players in corporate governance of NGOs

3:00 –3:15 pm

3:15 - 4:00pm

To develop an understanding of the role of the Board

To understand Accountability from an NGO perspective

To implement a governance system

Date: 29 January 2013 Day 2: PLANNING Venue: Embassy Lodge Hotel, Club Road Session Name

Time

Recap

9:15 –9:30 am

Session #1 Strategic Planning

9:30 –10:30 am

Objectives

To understand the need of a strategic focus

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

FIVE DAY WORKSHOP ON ORGANIZATIONAL DEVELOPMENT FOR NGOS AND CBOS

Activity

10:30 –11:00 am

Tea/Coffee Break

11:00 –11:30 am

Session #2: Project Planning

11:30 –12:30 noon

To understand the impact of vision and mission for an NGO

To work on developing strategic themes to accomplish the vision and mission

To develop an understanding of project planning To design project management steps from start to close To understand the roles of key players

o o

Activity:

12:30 1:00pm

Lunch & Prayer Break

1:00 – 2:00 pm

Session #3: Financial Planning

Tea/Coffee Break

Session #4: HR planning and evaluation

2:00 –3:00 pm

3:00 –3:15 pm

To develop a basic understanding of financial workings of an NGO

To develop a working understanding of financial workings of a project

Mini-budgeting exercise

3:15 4:00pm

Evaluating human resource for NGOs

Capacity Assessment of Existing HR

Mini-Exercise: Where my organization needs people?

Date: 30th January 2013 Day 3: BUILDING PARTNERSHIPS Venue: Embassy Lodge Hotel, Club Road Session Name

Time

Recap

9:15 –9:30 am

Session #1:

9:30 – 10:30 am

Objectives

Understanding the scale and scope of Rights Based Approach

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

FIVE DAY WORKSHOP ON ORGANIZATIONAL DEVELOPMENT FOR NGOS AND CBOS

Right Based Approach

Activity#1: Implementing Rights Based Approach

10:30 –11:00 am

Tea/Coffee Break

11:00 –11:30 am o

Session #2: Understanding the need of referrals and linkages

11:30 – 12:30 noon

Activity#2: The story of Anwer Mirza and HIV/AIDS Referral System

Learning the applicability of Rights Based Approach in the local context

To understand the significance of referral networking specifically in HIV/AIDS To develop an understanding of the functions of ART Center, VCT center, PPTCT and CHBC Center

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

Tea/Coffee Break

To develop a continuum of care

To document and develop methods to implement it

3:00 –3:15 pm

Session #4: APLHIV

3:15 3:40pm

An introduction to Association of People living with HIV

Session #5: NCRP

3:40 – 4:15 pm

An introduction to Nur Center for Research and Policy

Date: 31st January 2013 Day 4: ADVOCACY Venue: Embassy Lodge Hotel, Club Road Session Name Recap

Time 9:15 –9:30 am

Session #1: Advocacy- Basic Concepts

Objectives

9:30 –10:30 am

Defining Advocacy

Difference between Organizing, Lobbying & Campaigning

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

FIVE DAY WORKSHOP ON ORGANIZATIONAL DEVELOPMENT FOR NGOS AND CBOS

Advocacy in the context of PLHIV

Foundation areas for stronger Advocacy

11:30 –12:00 noon

o o

Why develop an advocacy strategy? Steps for an developing an effective advocacy strategy

Activity:

12:00 - 1:00pm

Developing the advocacy strategy

Lunch & Prayer Break

1:00 – 2:00 pm

Understanding the target

Designing the message

Activity: Advocacy Capacity Assessment

10:30 –11:00 am

Tea/Coffee Break

11:00 –11:30 am

Session #2: Developing an Advocacy Strategy

Session #3: Developing an Advocacy Message

2:00 –3:00 pm

Tea/Coffee Break

3:00 –3:15 pm

Session #4: Implementing Advocacy

3:15 - 4:00pm

o o

Choosing the Advocacy Messenger

Resource Planning

Acton Model

Date: 1st February 2013 Day 5: MONITORING AND EVALUATION Venue: Embassy Lodge Hotel, Club Road Session Name Recap

Time 9:15 –9:30 am

Session #1:

Monitoring and Evaluation – An overview

9:30 –10:30 am

Activity:

10:30 –11:00 am

Objectives

Difference between Monitoring & Evaluation Why Advocacy M&E is different?

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

FIVE DAY WORKSHOP ON ORGANIZATIONAL DEVELOPMENT FOR NGOS AND CBOS

Developing indicators Tea/Coffee Break

11:00 –11:30 am

Session #2: LFA

11:30 –12:30 noon

Certificate Distribution: Lunch & Prayers

An overview of LFA

12:30 - 1:00pm 1:00 – 2:00 pm

Workshop evaluation

Workshop Evaluation 12 10 8 6

Strongly agreed

Agree

Disagree Strongly disagree

0 The training met my expectations.

The The activities The duration The The training The content knowledge objectives for was organized presentations were of the acquired is each topic and easy to were easy to educative and workshop was practical for were follow. follow useful enough for my present identified and the content of professional followed the workshop role

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

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

FIVE DAY WORKSHOP ON ORGANIZATIONAL DEVELOPMENT FOR NGOS AND CBOS

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.

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

FIVE DAY WORKSHOP ON ORGANIZATIONAL DEVELOPMENT FOR NGOS AND CBOS ANNEXURE

Annex 1- Registration Sheet ( 1 of 3)

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

FIVE DAY WORKSHOP ON ORGANIZATIONAL DEVELOPMENT FOR NGOS AND CBOS ANNEXURE

Annex 1- Registration Sheet ( 2 of 3)

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

FIVE DAY WORKSHOP ON ORGANIZATIONAL DEVELOPMENT FOR NGOS AND CBOS ANNEXURE

Annex 1- Registration Sheet ( 3 of 3)

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

FIVE DAY WORKSHOP ON ORGANIZATIONAL DEVELOPMENT FOR NGOS AND CBOS ANNEXURE

Annex 2- Trainer Evaluation Form

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

FIVE DAY WORKSHOP ON ORGANIZATIONAL DEVELOPMENT FOR NGOS AND CBOS ANNEXURE

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

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

FIVE DAY WORKSHOP ON ORGANIZATIONAL DEVELOPMENT FOR NGOS AND CBOS ANNEXURE

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

PROF. DR. AMANULLAH KHAN 16 14 12 10 8

Strongly agreed

Agree

Disagree

Strongly disagree

0 Trainerâ&#x20AC;&#x2122;s understanding of concepts was thorough

Trainer was wellprepared 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.

DR. SHABNUM SARFRAZ 12 10 8 6

Strongly agreed

Agree

Disagree Strongly disagree

0 Trainerâ&#x20AC;&#x2122;s understanding of concepts was thorough

Trainer was wellprepared 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.

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

FIVE DAY WORKSHOP ON ORGANIZATIONAL DEVELOPMENT FOR NGOS AND CBOS ANNEXURE

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

DR. ROOMI AZIZ 14 12 10 8 Strongly agreed

Agree

Disagree

Strongly disagree

0 Trainerâ&#x20AC;&#x2122;s understanding of concepts was thorough

Trainer was wellprepared 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.

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

FIVE DAY WORKSHOP ON ORGANIZATIONAL DEVELOPMENT FOR NGOS AND CBOS ANNEXURE

Annex 5- Pictures from the Worksho

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

FIVE DAY WORKSHOP ON ORGANIZATIONAL DEVELOPMENT FOR NGOS AND CBOS ANNEXURE

Annex 5- Pictures from the Workshop

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

08/03/2013

Agenda Why are we here today?

SESSION 1: Managing NGOs

What is an NGO and why is managing it any different?

What additional management tools are required?

How are NGOs in Pakistan doing?

To understand the need to manage NGOs

To develop a fair idea about the differences between an NGOs and other organizations

To look at the local perspective in a glance

Our Underlying Mission

WHY ARE WE HERE TODAY?

Well managed institutions are a fundamental building block for promoting changes that have a positive impact: 1. On the lives of families 2. On the lives of communities 3. Particularly on the lives of the most vulnerable

Getting to the Positive Impact

The PLHIV Context

1. BUILDING CAPACITY can help organizations deliver higher quality services for the PLHIV in a more cost effective manner. 2. An ADVOCACY NETWORK of civil society groups, who speak with one voice, is more effective in successfully promoting policy change than a disparate group of NGOs

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

40 years= 40 Million PLHIVs

08/03/2013

Some Numbers to begin with!

Males : 2 Females :1

Children : 0.2

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 HIV is still responsible for 46 % of all deaths of women of child bearing age *WHO and UNAID Figures

Defining an NGO

NGOs- Societal Actors • • • •

Origin from private sphere Cater to local need Local members NGOs promote common goals because they work for the promotion of public goods

NGOs* are 1. formal (professionalized) independent societal organizations whose primary aim is 2. to promote common goals 3. at the national 4. or the international level. Defining NGOs? Martens, K.; International Journal of Voluntary and NonProfit Organizations, 2002 Copyright 2013- Intellectual Property of Nur Center for Research and Policy

NGOs- Formal Organizations • Minimal but MANDATORY organizational structure: – To ensure continuity of work – Professionalized staff with specifically trained skills

08/03/2013

NGOs in Pakistan • According to UNDP – 8000 to 16000 registered NGOs – 25000 to 35000 NGOs if CBOs and unregistered are also included

• According to Aga Khan Foundation

– 45000 NGOs( registered and unregistered)

What NGOs in Pakistan need? • • • • • • •

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

Session 2: The NGO Niche

Agenda What does an NGO need?

How should an NGO be managed?

Developing the capacity for NGOs working in HIV

To understand the specific needs of an NGO To discuss the capacity needs of an NGO

WHAT DOES AN NGO NEED?

08/03/2013

Finding out • We can easily find out through a 5-8 hour exercise what your NGO needs! • We need to do ORGANIZATIONAL CAPACITY ASSESSMENT

• • • • •

An Organizational Capacity Assessment for an NGO • The objective of the assessment: – To identify the gaps – To identify the specific capacity building needs – To check suitability for a funding agency or a partner

Organizational Functions

Tools Online

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

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

Agenda

SESSION 3: NGOs and Governance

Defining Governance

Governance and NGOs

The key players for Governance for NGOs

To develop an understanding of corporate governance To understand the need of corporate governance with respect to NGOs To learn about the key players of corporate governance for NGOs

08/03/2013

What is Governance?

DEFINING GOVERNANCE

‘A transparent decision-making process in which the leadership of a nonprofit organization, in an effective and accountable way, directs resources and exercises power on the basis of shared values.’ -The Working Group on NGO Governance in Central and Eastern Europe

NGOs accountable to communities NGOs are founded on the principle that citizens have a right to associate freely. GOVERNANCE AND NGOS

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 Copyright 2013- Intellectual Property of Nur Center for Research and Policy

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

THE KEY PLAYERS IN GOVERNANCE IN NGOS

08/03/2013

Governance and Management • Separate Entities! • Checks and balances to ensure that the organization is well run and important decisions are made with the public interest in mind • DANGER! If not, A perpetual state of real or perceived conflict of interest, because oversight and executive functions are mixed

Possible Relations between Board and Staff • Multiple relationships can exist at the same time, ideally generating a positive tension that strengthens decision-making and deepens organizational capacity.

Agenda

SESSION 4: A CORPORATE GOVERNANCE GUIDE FOR NGOs

Defining Board for an NGO

Defining Accountability for an NGO

Starting Good Governance

To develop an understanding of the role of Board To understand Accountability from an NGO perspective To implement a governance system

Defining Corporate Governance • Corporate governance is "the system by which companies are directed and controlled“. • A system of law and sound approaches by which corporations are directed and controlled with the intention of monitoring the actions of management and directors and thereby mitigating possible agency risks

STEP 1 towards Corporate Governance • Systems in place • Systems on paper • There is a need for an individual organization to “comply or explain” when determining its specific approach to corporate governance. Board

SOPs

Policies

Protocols

08/03/2013

Dual Strategic Obligation • Principle No.1:

– The Board must understand that it has the dual strategic obligations • To control the activities of the organization • To promote its operational success

• Rationale:

DEFINING BOARD FOR AN NGO

– The Board should be able to direct and control the actions of management towards delivery of the Board’s strategic goals. – The Board must clearly identify the responsibilities of the Board, which are clear and distinct from the responsibilities of management.

Regular Review of Mission

Independent Directors

• 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 whatever manner best serves the stated mission. Copyright 2013- Intellectual Property of Nur Center for Research and Policy

• Principle No. 3: – The Board should primarily contain independent Directors with the requisite skills and experience to enable the Board to control and promote the organisation.

• Rationale: – The organization needs to be guided by Directors who have sufficient independence from the organization to be capable of behaving objectively in managing Board affairs. Copyright 2013- Intellectual Property of Nur Center for Research and Policy

Timely determination • Principle No. 4:

– The Board must determine its information needs, and seek it from management in a timely and appropriate manner.

• Rationale:

– To be able to perform effectively, a Board must receive appropriate information. – Such prompt information will lead to good analysis by the Board regarding the state of the organization – It will permit the Board to monitor management behavior and performance.

DAY 2: Strategic Planning for NGOs

08/03/2013

Agenda Strategic Focus ( all in the mind)

Vision and Mission

Strategic Themes

To understand the need of a strategic focus

To understand the impact of vision and mission for an NGO

STRATEGIC FOCUS (ALL IN THE MIND)

To work on developing strategic themes to accomplish the vision and mission

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

• Strategy is about:– – – – –

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

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

Strategy’s significance in context of HIV/AIDS

Strategy Clouds

Working in Silos Different Journeys Super-ordinate Goal Shared Values Joint Efforts Collaboration Economies of Scale, Scope and Conjunction Copyright 2013- Intellectual Property of Nur Center for Research and Policy

NGO 3: To provide ARV Drugs to PLHIVs

NGO 1: To build capacities of PLHIV NGO 2: To support and rehabilitate PLHIVs

NGO 4: To provide treatment, both medical and psychological, to PLHIVs

NGO 5: To provide treatment, build capacities and rehabilitate PLHIVs

08/03/2013

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

VISION AND MISSION

Missions vs. Strategic Visions • A mission statement • A strategic vision focuses on current concerns an organization’s organizational activities future path -- “where we - “who we are and what are going” we do” – Arenas to be pursued – – –

Current service offerings Public needs being served Technological and business capabilities

– –

Specialties to be developed Kind of organization that management and board is trying to create

Communicating the Vision— Mission • An exciting, inspirational vision – Challenges and motivates workforce – Arouses strong sense of organizational purpose – Induces employee buy-in – Galvanizes people to live the business

Managerial Value of a WellConceived Strategic Vision and Mission • Marks out a long-term direction • Reduces risk of irrational decision-making • Conveys organizational purpose and identity • Helps organization prepare for the future

STRATEGIC THEMES

08/03/2013

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 What is project management and project planning?

Steps in project management

Roles of the project management team

To develop an understanding of project planning To design project management steps from start to close

WHAT IS PROJECT MANAGEMENT?

To understand the roles of key players

Defining Project Management

Defining Project Planning

Project management is the discipline of planning, organizing, motivating, and controlling resources to achieve specific goals

The approach to be used by the Project team to deliver 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? Copyright 2013- Intellectual Property of Nur Center for Research and Policy

08/03/2013

Remember “If you fail to plan, you fail to do”. “Proper Planning Prevents Poor performance”

Why create a WBS? • • • • •

Cost Estimating Cost Budgeting Resource Planning Risk Management Planning Activity Definition

PESTLE Analysis • Primarily a technique used for predicting the affects of external influences on an organisation. Frequently used for organisational change management. • It’s useful for medium-large scale projects. Not really necessary for small scale projects

Gantt Chart • A Gantt chart is a graph which illustrates on a timeline when each activity will start, finish and end. It’s a pictorial representation of each stage of the project.

Bar / Gantt Charts Advantages: The Gantt Chart Time (s) Fill Kettle 10 Switch Kettle On 3 Boil Water (Initial) 180 Scold Pot 10 Put Tea Bag in Pot 5 Re-boil 10 Pour Water 15 Put Milk in Jug 15 Put Sugar in Bowl 15 Get Tray 10 Place Milk, Sugar, Cup &Saucer 10on Tray Place Pot on Tray 5 Serve 20 Tea has been served

SLACK - SLACK - SLACK - SLACK

• Plan, schedule and progress are all depicted graphically 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 Copyright 2013- Intellectual Property of Nur Center for Research and Policy

08/03/2013

Bar / Gantt Charts Disadvantages: • Planning and scheduling are considered simultaneously • Simplicity precludes sufficient detail for timely detection of slippages • Activity dependencies cannot adequately be shown • Difficult to determine how activity progress delays affect project completion • Difficult to establish and maintain for large projects. Copyright 2013- Intellectual Property of Nur Center for Research and Policy

Project Wrap-Up • Collect data on actual time spent and actual amount of material produced. • Conduct a post-mortem to identify positive experiences and areas for improvement. • Produce a written report and store this information for use when planning future projects.

Roles in projects – who is responsible for what?

ROLES OF PROJECT MANAGEMENT TEAM

One of the the benefits of project management techniques 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! Copyright 2013- Intellectual Property of Nur Center for Research and Policy

Agenda

Human Resource Planning and Evaluation

The special HR needs of NGOs

Evaluating the Current HR Landscape

Planning HR Replenishment

Evaluating Human Resource for NGOs Capacity Assessment of Existing Human Resource Mini- Exercise: Where does my organization need people?

08/03/2013

What an NGO needs

THE SPECIAL HR NEEDS OF AN NGO

• • • • •

1. 2. 3. 4.

• • • • • •

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

Making it simpler

Skills 1. Analytical Capabilities

Skills Effort Physical Demand Responsibilities Conditions

– – – – –

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

2. Managerial Capabilities – – – – –

Ability/promise as a manager Organizational ability Attention to Detail Ability to meet a deadline Ability to work with others

Effort

Physical Demand

Effort Hard work Dedication Readiness to work

• Physical Work • Physical Active-ness

08/03/2013

Responsibilities 1. Responsibility – Innate responsibility – List Checker

2. Ownership – Proactive Approach – Commitment to project

Using the Point System • Scoring against each quality • Designing a perfect description for each job role • Hiring against the criteria • Developing the lacking trait

Conditions

A Combination for each Role

• Working Conditions • Working Hours

• Players: 1. 2. 3. 4. 5.

The Operating Executive: COO The Project Manager: PM The Finance Manager: FM The Project Team The Support Staff

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

EVALUATING THE CURRENT HR LANDSCAPE

08/03/2013

HR Gaps

Customized Capacity Building

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

Need 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 Copyright 2013- Intellectual Property of Nur Center for Research and Policy

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 package

DEVELOPING A RIGHTS-BASED APPROACH

Agenda Defining the Rights Based Approach

Rights and Duties

Understanding the scope of Rights Based Approach

Learning the applicability of Rights Based Approach in Local Context

08/03/2013

What is Rights Based Approach? • RBA is – Identifying root causes of poverty, – Empowering rights-holders to claim their rights and – Enabling duty-bearers to meet their obligations

RBA calls attentions to • Re-emergence of the state and governance as a central element in development • Acknowledgement that severe poverty is a human rights violation • The growing recognition that poverty is about more than economic needs.

ANCIENT WISDOM

RIGHTS AND DUTIES

RIGHT ‫ﺣﻖ‬ An individual has a right on another, whether he exercises it or not DUTY ‫ﻓرض‬ An individual has a duty towards another, whether he acknowledges or not

Foundation of RBA • Rights and Duties of individuals Vs. Duties and Rights of Organizations • Role of Organizations “With great power, comes great responsibility” - Spiderman

RBA- A RESPONSE TO POVERTY

08/03/2013

Defining Poverty Poverty is the deprivation of common necessities such as food, clothing, shelter and safe drinking water, all of which determine our quality of life."

How to focus on Most Vulnerable Groups • Target the groups • Pay attention to inclusion or lack of these groups in public policies, organizational structures and cultural practices • Highlight not just what was done and for whom but also what was NOT done and who was missed.

How to focus on Root Causes

How to focus on Right-holders and Duty-Bearers

• Describe a situation not just in terms of needs but society’s obligation to it. • Comprehensive efforts • Expand the MVG’s choices and capabilities

• Include beneficiaries, stakeholders and partners in decisions • Participation is not just a tool but a goal for development • Accountability is important both for the development process and the outcome • Promote platforms and networks on mobilization Copyright 2013- Intellectual Property of Nur Center for Research and Policy

How to focus on Empowerment • Follow the recommendations of international human rights bodies • Target the abilities of right holders to enable them to claim their rights • Target the abilities of duty bearers to fulfil their obligations towards the right holders • Install legal and administrative procedures to strengthen accountability

UNDERSTANDING ADVOCACY

08/03/2013

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 Copyright 2013- Intellectual Property of Nur Center for Research and Policy

THE CONCEPT!

What is your definition of Advocacy? “ 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

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

Advocacy

Who is an advocate?

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

• An advocate is someone who publicly supports or recommends a particular cause or policy • A person who pleads a case on someone else’s behalf. • Advocacy involves delivering evidence-based recommendations to decision makers, stakeholders and/or those who influence them Copyright 2013- Intellectual Property of Nur Center for Research and Policy

08/03/2013

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

DEVELOPING AN ADVOCACY STRATEGY

Questions for planning your strategy • “ A journey of a thousand miles begins with a single step.” – Lao-tzu

• • • • • • • • •

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

Generating an evidence base

Setting priorities

• Essential for successful advocacy. • Provides legitimacy to the advocate • Created by gathering information from primary and secondary sources and then analysing it in a way that illustrates the problem and narrates the solutions.

• Situation analysis will identify many issues • Choosing just a few is necessary to ensure focus keeping in view the limited resources

08/03/2013

Questions? Thank you