CSO Management

1. CSO Management

2. CSOs agenda furthered CAPACITY DEVELOPMENT of CSOs Course Objectives Trainer’s training Practice (coaching) Training CSO Man.

3. Case studies • Role play • Sharing of experience • Examples from the practice • Mind-set changing interactive exercises • Games 1. EXPERIENCING 4. APPLYING 2.PROCESSING 3. GENERALISING • Group work • Case studies • Personal advising, facilitation and coaching, supervision • Practising tools • Group work (3) • Discussions • Mini-lectures • Detailed handouts • Presentation of tools

4. IDOS Working Definitions • Institutional Development is: Creation or reinforcement of a network of organisations and/or the external operational framework to effectively generate, allocate and use human, material and financial resources to attain specific objectives on a sustainable basis • Organisation Strengthening is: Measures to improve the organisation’s capability to execute selected activities to achieve its objectives (mission)

5. Institutional assessment (IA) focuses on the external working environment of organisations (positioning and relationship vis-à-vis other players and the formal and informal rules and conditions under which the game is played) Organisation assessment (OA) focuses on the internal capacity of an organisation to play its intended role (are we able to perform well given our role and position in the playing field). Therefore IA precedes OA! Institutional vs. Organisational Asses.

6. Request Diagnostic Steps Intake (BQ / Process Set-up) Fact Finding Organisation Analysis Institutional Analysis Analysis Assessment Recommendation and Feedback (Strategic Orientation) Opportunities & Threats Strengths & Weaknesses Implementation intervention

7. Integrated Organisation Model (IOM)

8. A good Basic Question has: • A clear description of the issue at stake • A clear identification of the subject of analysis • Performance criteria to be assessed • Main actors to be involved in the exercise • Open ended and action oriented

9. Quick Scan exercise • Identify the first Basic Question. • Describe outputs, mission and inputs of the organisation. • Pose questions to understand how the various elements relate to each other in terms of feasibility, efficiency and effectiveness. • Make a first analysis/Draw initial conclusions. • Reformulate, if considered necessary and in agreement with the ‘problem-owner’ the Basic Question and/or formulate sub-questions

10. Environmental Scan

11. Integrated Organisation Model (IOM)

12. Environmental scan To identify external factors concerning access to supplies, demand, policy setting and collaboration / competition that help (= opportunity) or hinder (= threat) the delivery of CSO outputs.

13. Steps Environmental Scan • Brainstorm on factors that influence work of your case CSO for each of the following dimensions: • Policy/regulations • Supply/resource base/input • Demand/output • Competition/collaboration • Identify the impact of the external factor as positive (opportunity) or negative (threat): put them on cards • Identify the probability (how likely is it to happen?) • Identify the span of control over the external factor • Place each factor in the diagram

14. Staff Motivation

15. Systematic approach in staff motivation Individual characteristic ( personal capacities, needs, attitude) Job characteristics (responsibility, clear and understandable tasks, learning opportunities, nature of job) Working environment ( policies and systems, organizational culture, structure, management style, colleagues).

16. Clear task Clarify Is staff competent Staff development Strengthen organizational capacity Is organization have capacity? Establish incentive system Is staff willing? NO Yes NO Yes NO Yes NO

17. From SWOT to SOR

18. Organisation Diagnosis process Planning & Implementation selected Cap. Building interventions Strategic Orientation = set priorities Total inventory of S, W, O, T BQ = purpose of OA SWOT analysis Intake

19. Steps in Strategic Orientation 1. Define the entity or problem area 2. Identification of Strengths, Weaknesses, Opportunities and Threats • External Analysis: OT • Internal Analysis: SW 3. Develop Strategic Options • Convert (clustered) Opportunities and Threats in Strategic Options • Rate the relevance of Strategic Options to Basic Question (s) (L/M/H)

20. Steps in Strategic Orientation • 4. Matching Strategic Options with Strengths and Weaknesses • Use the Strategic Orientation Matrix • Identify the combinations that will have the major positive impact on the entity/problem field • 5. Formulate Major Strategies • Formulate strategies for those combinations that provide the highest positive impact • 6. Follow up • Identify areas for further investigation • Or if possible, formulate strategic plans for each strategy

21. Opportunities + Threats 3. Strategic Options Strengths + Weaknesses WANT Opportunities + 4. SOR Threats Strat . Options 5 8 S CAN 2 3 4 1 2 2 W 1 4 2 5 3 BQ to planning 1. Basic Question NOW 2. IOM Operational Planning

22. From SOR to Change

23. The Love Story of Irina and Marek

24. Change as Organisational learning Awareness of need to change Fact- Finding / Monitoring Doing / Re-doing. Reflecting Analysis Willingness to change Ability to change Build capacity Assess- ment. Planning Deciding Thinking Commitment to change

25. Dilemma in Organisational Learning Situation: An alliance of 8 CSOs is implementing a programme to lobby / advocate the need for community participation among senior government staff and politicians. Progress in the implementation of the programme appears to be slow. As programme manager you did a round of consultations among staff of the participating CSOs from which it appears that around 40% of the people state this is caused by the unclear task distribution (many activities allocated to more than one CSO, hence nobody takes responsibility). Around 25% of people interviewed indicate they don’t really feel that progress is slow, since it is a long term process. The remaining people (approx 35%) agree that progress is slow, but are not sure why or give other reasons. Do you now start a process to clarify task distribution? Issue: not all people in the organisation in same phase of learning cycle.

26. Doing Explorer shortcut Pragmatist shortcut Academics shortcut Jump to conclusion Some shortcuts to avoid learning Awareness Reflecting New Doing Ability Willingness Deciding Thinking Commitment

27. 3 Dimensions of resistance Content Person Process

28. Individual Assignment • Conduct an organisation diagnosis for your own organisation. Select a ‘real’ performance concern, preferably in consultation with colleagues. • Don’t make it too complex. • Close to your own area of responsibility • Formulation Basic Question: 12 March • SWOT inventory: 8 April • SOR matrix + tentative strategies: 22 April • Send results to your personal coach for comments.

29. e-Coaching • Irma and Ljiljana will be coaches • Comment on results of your work • Answers to questions related to process use e-learning environment.