november, 2019

25nov(nov 25)8:30 am29(nov 29)5:00 pmInstitutional Development and Organizational StrengtheningModule IV of the Diploma in Project Planning and Management8:30 am - 5:00 pm (29) EAT Luther House Centre, 15 Sokoine Drive, Dar es Salaam, TanzaniaCourse:Module IVCountry:Tanzania

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Event Details

In this Fourth Module, you learn about developing the capacity of your organisation, partnerships or networks for real performance improvements. In this unit ,you will be able to effectively answer these questions: Where do I start to develop the capacity of my organisation? What should be my priorities? What is the relation between what goes on inside my organisation and the external factors influencing it? What will really make a difference, leading to better performance?

At the end of this course you will: have gained insight into the steps of a systematic process to define capacity development needs of your organisation; know how to link capacity development with concrete performance improvements; be able to design a strategy for improving your organisational capacity using a variety of tools and methods; and you will understand the essential conditions for strengthening your organisation and what drives change in your organisation.

Time

25 (Monday) 8:30 am - 29 (Friday) 5:00 pm EAT

Location

Mviringo Hall, Tanzania

Luther House Centre, 15 Sokoine Drive, Dar es Salaam, Tanzania

Facilitators

  • John Chikati

    John Chikati

    Regional Coordinator

    Dr. John Chikati has over 20 years (15 with a second level university degree) of work experience in Personnel and Project Management, Organisational Development, Manpower Planning and more specifically in the fields of Development of Strategic Plans and Implementation, Project design and Implementation, Monitoring, Evaluation and Reporting.

    Regional Coordinator

Programme

    • Day 1
    • Day 2
    • Day 3
    • Day 4
    • Day 5
    • November 25, 2019
    • 8:30 am Overview of Non-profit Organisations’ management practices8:30 am - 1:00 pmNPO leaders often face extraordinary challenges – both at a personal and organizational level. They work long hours with limited resources in uncertain and volatile political and economic circumstances to help the most marginalized and disadvantaged members of their communities. The complex managerial challenges they face have been documented in many publications. NPO leaders are often isolated and unsupported. There is talk of a leadership deficit, because of the shortage of talented leaders and the growth of the non-profit sector generally. As a result, there is some urgency in attempts to develop a new generation of leaders, and to provide relevant support to existing and future leaders. Leadership development programmes designed for NPO leaders must as a consequence incorporate best practice and current experience rather than rehashing tired, traditional approaches to leadership training. This topic identifies the elements of successful leadership development, and assesses the skills or competencies that need be developed.Facilitator: John Chikati

    • 2:30 pm NPO Capacity Profile, an OD tool2:30 pm - 5:00 pmOrganizational development is a challenging process. Several OD instruments have been developed in recent years to diagnose organizational ills and help design strategies to strengthen organizations. They facilitate change by enabling users to look at an NPO’s systems in a structured way and providing indicators of healthy systems that point the way to positive change. The NPO Capacity Profile (also called the Organisational Capacity Assessment) which is an OD Tool has been used to teach NPO workers about how NPOs develop and what are the indicators of an NPO with a high level of capacity; build the capacity of the NPO to organize scarce resources, and to justify actions to donors or authorities; provide a vision for NPO leaders how a well-run NPO operates; promote deeper staff understanding of NPO operations; plan NPO staff development and design staff training; create organizational operating and/or strategic plans; develop an organizational monitoring and evaluation plan; and to report to donors on NPO operations.Facilitator: John Chikati

    • November 26, 2019
    • 8:30 am NPO’s Functional Systems - Programmes8:30 am - 1:00 pmPrograms are the strongest signal of the success and value of an NPO. The organization may have excellent governance, effective administrative procedures, and a highly skilled staff, but it must use these resources to deliver quality services to its constituents and community. A well-run NPO ensures that its programs are sustained in addition to being appropriate quality services delivered in cost-effective ways. Most NPOs provide services rather than products, and the variety of services NPO programs deliver is truly amazing. They provide activities for youth, increase awareness of the environment, deliver relief services, sponsor cultural events, promote health practices to prevent HIV/AIDS, run environment programmes, water and sanitation engage in micro-lending, and address women’s issues. One NPO in Thailand even collects bodies and gives them a proper burial. This list only begins to indicate the scope of NPO services. Providing effective quality programs requires an understanding of community needs, specialized technical knowledge, and unique approaches to service delivery. A for-profit service business faces similar challenges. However, one characteristic of NPO service delivery differs from for-profit businesses-the efficiency of service delivery is measured by beneficiary benefit/cost, not sales dollars/cost. Assessing the impact-what changes in beneficiary’s lives as a result of an NPO’s services-is an integral part of program capacity.Facilitator: John Chikati

    • 2:30 pm NPO’s Functional Systems - Governance2:30 pm - 5:00 pmGovernance provides the leadership, direction, and legitimacy for an organization. Typical NPO founders are charismatic individuals with a strong commitment to a cause or purpose and a definite set of ideas about how to serve that cause. However, other staff and constituents need to share the founders’ understanding and commitment if the organization is to be sustained. Leadership is more effective if it is open to a wide variety of opinions and talents. Effective NPO leaders use the talents and enthusiasm of all NPO stakeholders-board members, staff, community members, clients, and even donors. Leaders are also more effective if they are focused and consistent, so they will be trusted and followed. Above all, good NPO leadership fosters the involvement and participation of the NPO’s stakeholders and the community. NPO leadership must articulate and maintain the organization’s mission. An NPO’s leadership includes members of the organization’s board and staff in management positions.Facilitator: John Chikati

    • November 27, 2019
    • 8:30 am NPO’s Functional Systems - Human Resources8:30 am - 1:00 pmDevelopment workers are a distinguishing human resource characteristic of NPOs and why these organizations achieve their missions at relatively low cost. Development workers serve on governing boards, deliver services to beneficiaries, and often act in management positions. As the organization grows, the NPO’s human resources become a mix of paid staff and volunteers. The model NPO determines what functions need to be performed to achieve its mission and allocates the work or assigns tasks.Facilitator: John Chikati

    • 2:30 pm NPO’s Functional Systems - Financial Resources2:30 pm - 5:00 pmWhat an organization can achieve depends to a certain extent on the financial resources it has available and how well they are managed. A viable NPO has systems and procedures in place to ensure it has the funds to purchase the goods and services needed to conduct its affairs and is delivering services to constituents in a cost-effective manner. NPOs cannot be burdened with unnecessarily complicated procedures or systems. An NPO will be better served if it has simple mechanisms in place for organizing cash disbursements and receipts, maintaining ledgers/journals and bank accounts, and meeting payroll, petty cash, and daily expenses. It is critical as well that the financial systems meet the requirements of donors, lenders, or clients who pay for the goods and services.Facilitator: John Chikati

    • November 28, 2019
    • 8:30 am NPO’s Functional Systems - External Relations8:30 am - 1:00 pmExternal relations are essential for an NPO to build links and supportive partnerships. These relationships depend on the NPO becoming known within pertinent communities and establishing an image and track record that reflects its achievements. Building these types of relationships will strengthen and widen its impact through partnerships and collaboration with government agencies and other organizations and NPOs active in the same sectors and geographic areas. The NPO’s primary relationship is with the community or constituency it serves, whether as an advocate or as a direct service provider.Facilitator: John Chikati

    • 2:30 pm NPO’s Functional Systems - Sustainability2:30 pm - 5:00 pmSustainability of non-profit organizations is a key concern for today’s non-profit scholars and practitioners. In an environmental context, "sustainability" generally means finding a way to use resources in a manner that prevents their depletion. For charitable non-profits, the phrase “sustainability” is commonly used to describe a non-profit that is able to sustain itself over the long term, perpetuating its ability to fulfill its mission. Sustainability in the non-profit context includes the concepts of financial sustainability, as well as leadership succession planning, adaptability, and strategic planning.Facilitator: John Chikati

    • November 29, 2019
    • 8:30 am Application of Organizational Capacity Assessment Tool (OCAT)8:30 am - 1:30 pmOrganizational development is a challenging process. Several OD instruments have been developed in recent years to diagnose organizational ills and help design strategies to strengthen organizations. They facilitate change by enabling users to look at an NPO’s systems in a structured way and providing indicators of healthy systems that point the way to positive change. The NPO Capacity Profile (also called the Organisational Capacity Assessment) which is an OD Tool has been used to help NPO workers about how NPOs develop and what are the indicators of an NPO with a high level of capacity; build the capacity of the NPO to organize scarce resources, and to justify actions to donors or authorities; provide a vision for NPO leaders how a well-run NPO operates; promote deeper staff understanding of NPO operations; plan NPO staff development and design staff trainings; create organizational operating and/or strategic plans; develop an organizational monitoring and evaluation plan; and to report to donors on NPO operations.Facilitator: John Chikati

    • 2:30 pm Conclusion2:30 pm - 5:00 pmWorkshop review, awards, and closing.

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