Executive Certificate in NGO Management in Nigeria A Training Programme for NGO Leaders and Managers

Transcription

1 Knowledge, Skills and Strategies for Non-Profit Professionals Executive Certificate in NGO Management in Nigeria A Training Programme for NGO Leaders and Managers

2 1. Strategic Management From Strategic Planning to Implementation Strategic management is a process of making and implementing strategic decision concerning how to continuously improve organisational performance and impact in an ever changing environment. A coherent strategy provides an organisation with clear direction as a basis for important ongoing decision-making concerning the use of available resources. Strategic and implementation planning helps an organisation to formulate its strategy for how best to achieve its aims and the steps necessary to get there. This introductory course focuses on the strategic management of non-profit organisations and its importance to the success of an organisation. It provides you with core knowledge, practical skills and tools to provide strategic management and to prepare you to undertake strategic and implementation planning in organisation. Emphasis is placed on action learning and the course features presentations, structured learning experiences, facilitated discussions, individual and group activities. On this course, participants will be able to: Understand why strategic management is important to the success of an NGO Identify the main strategic challenges facing NGOs Identify the key elements of a strategic plan and learn what is involved in strategic planning Practice strategic planning drawing on different frameworks and tools Understand how to translate strategy into an implementation plan Recognise and address the potential challenges and risks associated with translating a strategic plan into action Practice developing annual operating plans Monitor and evaluate implementation of strategic and implementation plans Introduction to Strategic NGO Management Identifying strategic challenges facing NGOs: Introduction to the international development system Accountability, performance, impact, relevance and value Strategic management in context: growth, retrenchment or stability in a changing environment Using strategy and strategic thinking for NGO management: Introduction to strategy and strategic thinking Characteristics of good strategy: such as positioning, synergy and fit Key principles and common pitfalls, distortions and deceptions of strategic thinking Strategic Planning: Achieving Vision Identifying the key elements of a strategic plan: Understanding the importance of strategic planning Key stages of strategic planning: 1. Where are you now? (Analysis) 2. Where do you want to go? (Choice or appraisal) 3. How do you get there? (Implementation or action) Essential components of a strategic plan: vision, mission, values, aims, objectives, strategies, performance indicators, and action plans Characteristics of a good strategic plan

3 (continued) Prerequisites for successful strategic planning: Dimensions of Analysis : a) investigation of mandate, b) identification of stakeholder requirements, c) internal (7S) and external (PEST) environmental analysis, d) SWOT analysis (strengths, weaknesses, opportunities, threats), and e) identification of strategic issues Practicalities of strategic planning: Who should be involved? How long will it take? How to structure the process? What will it cost? Strategic planning readiness assessment Strategic Planning: Achieving Vision (continued) Prerequisites for successful strategic planning: (continued) Dimensions of Choice or appraisal : a) identification of options, b) establishment of decision-making criteria, and c) decision-making Selecting appropriate strategy frameworks and formulating a strategic plan: Introduction to different strategic planning tools Comparing and contrasting the application and limitations of different strategic planning tools Implementation Planning: Translating Strategy into Action Identifying the key elements of an implementation plan: Programmatic and institutional dimensions: Understanding the importance of implementation planning Key stage of implementation planning: How do you get there? (Implementation or action) Essential components of an implementation plan: from desired impact to key result areas, organisational milestones, s and projects (action plans), results based management, organisational structure resource implications (physical, human, financial and systems and procedures), and resource mobilisation Characteristics of a good implementation plan Implementation Planning: Translating Strategy into Action (continued) Selecting appropriate implementation planning tools: Introduction to different implementation planning tools for the effective operationalisation and rapid deployment of an organisation s strategy Comparing and contrasting the application and limitations of different implementation planning tools Addressing the challenges associated with translating strategy into action: Potential challenges and risks associated with translating strategy into action at the programmatic and organisational levels Strategies for mitigating these risks: communications and managing change Defining success: Monitoring and evaluation: Measuring progress towards the achievement of strategic plan. Monitoring the implementation of operation plan. Managing uncertainty and adjusting to change

4 2. Governance, Leadership and Management Getting the basics right Effective leadership and management are key to an organization s performance and impact. Although multifaceted and difficult to define, leadership and management are ultimately about empowering and enabling those who work for you to achieve the aims and objectives set for them. There are a wide range of leadership and management skills that can be learned and enhanced. In the NGO sector, stakeholders are becoming concerned with the governance of organisations. Donors want to be sure that their money is going to a well-governed and accountable organisation. Board members want to be satisfied that the time they are contributing to an organisation is well spent. And leaders, managers and staff want to feel that their relationship with the Board is constructive and mutually supportive. This introductory course focuses on the leadership, management and governance of NGOs. It provides you with core knowledge, practical skills and tools required to be an effective leader and manager of an NGO. Emphasis is placed on action learning and the course features presentations, structured learning experiences, facilitated discussions, individual and group activities. At the end of this course, participants should be able to: Differentiate between leadership and management Assess different approaches and styles of leadership and management Take and communicate decisions effectively Delegate with confidence Build high performing teams Foster collaboration within their organisation Manage conflict in constructive ways Get the most out of diversity Organize and manage their time and workloads more effectively Manage efficient and effective meetings Explain why good governance is important for NGOs Understand why the composition of a Board is important Identify the roles and functions of Board Members, the Chairperson and Sub- Committees Assess the performance of a Board and implement strategies to enhance its effectiveness Create and maintain a constructive relationship between the Board and management Introduction to NGO Leadership & Management Understanding the difference between leadership and management: Distinguishing between the roles and functions of leadership and management Leadership and management in NGO: opportunities and constraints Approaches and styles of leadership and management: Good and bad leadership and management Key leadership and management skills Motivating and inspiring colleagues: Sharing values, vision and milestones of success

5 (continued) Charting course: effective decision-making: Setting goals and priorities Types of decisions and decision-making processes Dealing with difficult decisions: innovation and creativity Communicating decisions internally and externally Delegating with confidence: Practical steps to effective delegation Getting the balance rights: delegated authority and responsibility Monitoring performance and providing feedback Introduction to NGO Leadership & Management (continued) Building high performing teams: Designing, managing and monitoring team performance Characteristics of high performing teams Fostering collaboration in organisation Getting the most out of diversity Managing conflict in constructive ways: Understanding the sources, realities and effects of conflict Strategies for addressing conflicts Planning time effectively: Goal and priority setting: approaches to planning and scheduling time Recognizing and capitalising on individual time management preferences Tips for working effectively: managing self and environment Addressing time management challenges: procrastination, interruptions, distractions and other time wasters Time management strategies and tools Managing efficient and effective meetings: Characteristics of good and bad meetings How to ensure successful meetings Introduction to NGO Governance Understanding the importance of governance in NGOs: Governance concepts, challenges and perspectives Good Governance standards, codes and accountability Board Roles & Responsibilities Effective structuring of governing bodies: Composition of the Board The roles and responsibilities of Board Members The roles and functions of the Chairperson Sub-committees of the Board Board Relationships and Behaviours Getting the best out of governing bodies: Characteristics of effective boards The relationship between the Board and Management Board performance and development

6 3. Essentials of Sustainable Development, International Cooperation and Humanitarian Aid Human rights; development and humanitarian challenges; instruments and actors You will learn about the history and principal types of development cooperation and humanitarian aid, the main factors involved and their different approaches to development. You will then discuss perspectives and challenges of sustainable development On this course participants will be able to: Become familiar with the history of development cooperation and humanitarian aid, learn about current international trends and challenges Describe the principal types and and instruments in international development cooperation Understand the role and challenges of NGOs vis-à-vis the development concerns of the community Essentials of Sustainable Development What is sustainability? What are the origins of the concept? Work on case studies of economic, social, institutional and environmental sustainability How to put into practice sustainable management The main actors who play a role in development and humanitarian context Overview of the actor's (inventory, complexity specificities) How to do actor analysis (stakeholder analysis)? Practical work History of two specific categories of actors - Development cooperation agencies - Humanitarian organisations Doing development work respecting human rights History of the concept of human rights What is the link between human rights and development work? Practical work on cases studies about integration of human rights in development work

7 4. Needs Assessment Strategies, techniques and tools to prepare and conduct a needs assessment Whilst good information does not guarantee a good, poor information almost certainly guarantee a bad one. Assessments are a vital element of the planning process. They provide the information on which decisions will be made. This course enables participants to learn about and test how to prepare and conduct a needs assessment. The course focuses on assessment strategies, the various tasks to be done throughout the whole process as well as techniques and tools used to improve the quality of information obtained during interviews with stakeholders. This should help participants to improve the quality of their needs assessments and therefore the quality of the relevance of potential projects and operations that may follow. The course is divided into "the content of an assessment", ie: what to assess, and "the process of an assessment", ie: how to assess. The course includes a one-day field exercise to practice the newly acquired knowledge and skills. At the end of the course, participants have understood the assessment concept and methods and are able to select and use appropriate data collection tools. The training course is based on a series of modules. Modules can be adapted according to the requirements of the course participants. The emphasis is put on practice/exercises: Group work Brainstorming Questions and answers Role play Simulation Short presentations Aim of an assessment: Step 1: Process of a need assessment How to prepare the field visit Clarifying objectives and questions to answer Gathering resources Step 2: Process of a need assessment Collecting information during a field visit Interview techniques and "PRA tools Step 3: Process of a need assessment Analysing information from the field visit Analysing problems and formulating recommendations

8 5. Designing Projects and their Monitoring and Evaluating Systems Defining the project s objectives; developing plan of action; monitoring and evaluation approach This interactive course focuses on the planning of projects, the programming of activities and the monitoring. Participants are first introduced to Results-Based Management (RBM) and its application in project management. RBM focuses on performance and achievement of results and is the dominant management strategy in use. Then, participants are working through the projects planning and activities programming steps. The main tool used is the logical framework, which provides a structured model for identifying expected results as well as the activities and inputs needed to accomplish them. The course also provides tools to identify stakeholders, to analyse problems, to define objectives based on population s needs and to program activities in the most efficient possible way. Finally, participants will discuss how to design and implement a proper project monitoring. At the end of the course, participants have understood how to plan a project, how to its activities and how to design and use its monitoring system following the Result-Based Management approach and using the logical framework as a tool. The emphasis of this course is put on practice/exercises rather than on presentations: Group work Brainstorming Role play Case study A. Result-Based Management Linking Needs assessment and planning: the problem analysis B. Planning a Project using ahe Logical Framework Step 1: Defining objectives and activities Planning a Project using the Logical Framework Step 2: Defining Indicators Step 3: Defining Assumptions Programming activities Planning a Project using the Logical Framework (continued) Step 3: Defining Assumptions (continued) Designing the monitoring system Designing the evaluation system

9 6. Resource Mobilisation & Fundraising Mobilisation of funding; income generation; volunteers Competition among NGOs in the acquisition of donor funding is very strong. In order to face the donors expectations, the fundraisers have to improve and professionalise their work. This course is designed to give you practical and appropriate tools to raise funds successfully in favour of organisation s activities. You will familiarise with marketing and strategic elements. You will then learn how to elaborate a grant proposal and a corporate partnership, as well as how to approach individuals and major donors. At the end of the course, participants will know how to use marketing tools to raise funds. Formulate a fundraising strategy and elaborate a grant demand. They will learn how to develop corporate partnerships and become familiar with individuals and major donors approach. They will also learn how to improve communication skills. The training course is based on a series of modules, which can be adapted to the requirements of the course participants. The emphasis is put on practice and hands-on exercises and includes: Group work Brainstorming Questions and answers Role play Simulation Short presentations Strategic approach in Fundraising: Positioning, environment analysis, objectives and resources Identification of donors and their expectations: Institutional donors, private individuals including major donors, corporate, foundations, others Presentation of NGO projects: Characteristics and possible s for the donors Fundraising tools review (direct mailing, telemarketing, events, face-to-face, sponsorship, one-to-one...) Personalisation and testing How to write convincing letters, how to develop direct mailings concepts and grant proposals Action-plan and budget (income and expenses) development Donor s follow up Results analysis Most common Key Performances Indicators

10 7. Planning and Development of Human Resources Setting up the foundation for a solid approach in Human Resource Management People are an organisation s most important resource and asset. Good management of individuals and the workforce is crucial to attain the organisational goals and objectives. This intensive three-day course for practitioners provides a comprehensive and solid foundation in human resource management. Participants will first learn what a team is and how it works. They will identify its main characteristics and its source of motivation. They will develop knowledge and skills about leadership and management Particular emphasis will then be placed on one of the most important HR tool that is Job Description. Participants will develop knowledge and skills on defining and implementing a recruitment process as well as staff evaluation process with qualitative criteria. The last part of the training will focus on HR tools: participants will be able to lead successful team meetings and will work on the integration of a new staff member in a team. Pedagogical methodologies, based on participant s experiences: Lecture Role play Working-group exercices Individual exercices Sharing experiences Critical reflexion Brainstorming and debates The learning process aims to develop the participant's knowledge, skills and mindsets on HR Management. Participants will gain a hands-on experience in building and implementing HR team management On this course participants will be able to: Define the main challenges regarding team management and leadership Design a Job description Define and design a qualitative recruitment process Define and design a qualitative staff evaluation process Use and implement appropriate HR tools and methodologies regarding teammember integration Defining Teamwork Definition of a teamwork (Role play) Its main characteristics Factors of motivation What is a team spirit? What are the conditions to be successful? What are the potential difficulties to be aware of? How to feel a full member of a teamwork? What are the communication stakes? Benefits of a strong teamwork

11 (continued) Leadership and Management Main characteristics of leadership Leadership and Power Leadership and required human Qualities Leadership and its formal Functions Role of a Team leader Leadership: Directive or participative? Motivating and de-motivating factors Job Description: a main HR Tool Why a Job Description Essentials of a Job Description 10 tips for writing a Job Description Job Description versus Job profile Team Chart Recruitment Process HR needs analysis and defining positions Opening a position Screening process Recruitment interviews Tools and criteria s Staff Evaluation Definition of Staff evaluation Staff evaluation as part of a process: steps and stakes Who assesses who? Staff evaluation versus objectives of the organization Staff evaluation versus objectives of the evaluator Staff evaluation versus objectives of the assessed person Main difficulties to assess a staff member Key points to do a successful evaluation Team Meeting Main motivations to organize a team meeting Main existing type of team meeting How to conduct efficiently a team meeting Team Member Integration Objectives of a briefing The 5 briefing milestone Tools and process

12 8. Financial Management How to manage financial resources effectively and efficiently This course is aimed at equipping NGO leaders, managers, and board members with the knowledge and skills to effectively and efficiently manage the financial resources of an NGO towards sufficiency. To reach this aim, participants learn the basics of financial management concerning accounting principles, how to best monitor revenue and expenses, how to analyse and interpret budgets, financial statements and reports, what are financial causes and effects that make an NGO successful, how to define strategies and make decisions concerning resource generation and investments, and how to prepare financial planning and budgeting. NGOs operate on limited resources - finances, staff and time - to conclude projects and programs successfully. To cope with the limited resources, the participants of this course acquire basic knowledge on financial management and learn to utilize a number of key decision-making tools. This course aims at enhancing the participants knowledge and sharpening their skills so that they are able to take action confidently and at the right time in order to manage resources efficiently in the present and sufficiently for the future. Following this course, participants will be able to manage the more efficient use of their time. More specifically, participants will be able to: Identify strengths, weaknesses and areas of improvement of an organisation s communication strategy, objectives and approach Undertake an internal audit of an organisation s communication Develop communication strategy, objectives and a plan of action Assess and review communication tools, targets and messages; make recommendations and propose measures for improvement Take concrete measures to fill an organisation s communication gaps concerning its current strategy or the implementation of communication activities, in accordance with its priorities and resources Reach out effectively and get messages across to different target audiences using the most relevant tools Build the overall capacity for managing the communication of an organisation; continued learning Finance Management Overview Interaction of financial management and organisational effectiveness Finance and funding, challenges and trends Roles of different stakeholders Finance planning and budgeting Ground rules and costing principles Budgeting case study Funding grids, monitoring and managing cash flow Financial analysis Building blocks of NGO financial records Financial statements; what do they mean and how are they used by accountants Evaluating financial information Using auditors to build capacity Project funding and relationships with donors

13 (continued) Strategic financial management and controls. Moving towards sustainability Managing reserves and core costs Becoming sustainable Using financial controls to build capacity Improving financial management in organisations and its links with effectiveness

14 9. Getting Your Message Across Sound communication from the strategic to the operational level This course follows a three-step process: First, clarifying the main communication challenges and introducing the basics of communication; second, outlining the necessary steps for defining and developing a sound strategy that will pave the way for successful communication; and finally, looking at how we can bring communication alive using the most relevant tools for maximum outreach to identified targets. : Getting started - The basics of communication : Planning for success - Developing a framework of action for impactful communication activities : Bringing sound communication alive - How to get the message across The course features presentations, experiential learning experiences, facilitated discussions, individual and group activities. By the end of this course, participants will be able to: Recognise the key components of financial management Manage budget processes and cash flow effectively and develop the building blocks for accounting systems Identify the basic principles of accounting Evaluate financial statements and how they relate to each other Highlight weaknesses in financial systems and manage audits and auditors effectively Explain the requirements of donors concerning project funding and financial reporting Use key tools to build the financial strategy of a not-for-profit organisation Build the financial management capacity of their own and partner organisations How does communication contribute to the realisation of Getting started - The basics of communication The organisation s vision, mission and strategic objectives The main modalities of communication: targets/messages/channels Differences between a communication internal audit, policy, strategy, plan of action Assessment of organisation s communication status\ Planning for success - Developing a framework of action for impactful communication activities Analysis of past actions and current aspirations: internal audit; what does it cover? What does a successful strategy look like? What does it include? Why each organisation should have a strategy? Indicators of success for communication activities and means of verification

15 Bringing sound communication alive - How to get the message across Review of communication tools available: their characteristics, differences, pros and cons Message design and writing skills Outreach: Much more than a distribution list