Module 3 Building the Team

1. Module 3 Building the Team Session 3.6 Using a Workshop Approach for Project Launch; Project Launch Workshops (PLWs)

2. Instructional Objectives At the end of this session, learners will be able to: • Describe the process for holding National Launch and Stakeholder Implementation Planning Workshops. • Use a worksheet to plan project launch workshops. • Appreciate the value of PLWs. • Develop a plan to sell the value of PLWs to senior management.

3. The Workshop Approach • Fosters stakeholder understanding & commitment • Builds teams • Is not a seminar, training, or a meeting! • Maximizes participant involvement & decision making

4. The Workshop Is a Planning Tool • Use to start up any phase of project life cycle • Framework for implementation planning • Project and program evaluation • Best when done regularly throughout implementation

5. Project Launch or Startup Workshops • Structured project startup activities • A gathering of stakeholders from implementing and coordinating organizations • A public launch of implementation • 3 Types: • National Project Launch (broad, “political”) • 100 participants • Stakeholder Implementation Planning • 50 participants • Project Startup (core team) • 10 participants Produce practical result: action plan for participants

6. Benefits of Project Launch Workshops • Accelerates transition from design to implementation • Shifts “ownership” to implementors • Improves implementation skills & self-reliance • Supports team development & builds enthusiasm • Expands boundaries of the team

7. Benefits of Project Launch Workshops • Builds feeling of joint participation • Orients new staff • Commits current political leadership • Encourages exchange of views among coordinating agencies • Enables donor staff to provide information & learn about issues

8. Design of Project Launch Workshops • Duration: 2 to 5 days • Configuration: one or a series? • Goals • Phase of program • Number of implementing organizations • Circumstances in the field • Our focus: National Launch and Stakeholder Implementation Workshops

9. National Launch Workshop • Duration: 1 to 2 days • Objectives: • Promote common understanding • Identify key issues • Develop strategic recommendations • Structure: • Opening ceremony • Working sessions

10. Opening Ceremony —National Launch Workshop • Participation by senior officials • Inclusive invitation list • Ministers of state and general managers of public corporations • Key government, political, and business leaders • Community leaders and officials • Representatives of beneficiaries, donor agencies

11. Working Sessions — National Launch Workshop • Typically follows Opening Ceremony (fewer participants) • Participants represent key organizations • Purpose: • Provide information • Develop strategic action recommendations • Obtain commitment and cooperation

12. Stakeholder Implementation Planning Workshop • Usually follows National Launch Workshop • Lasts 4 or 5 days • May have as many as 50 people • Participants: • Staff who have responsibility for implementation, including regional/local agencies, middle management, and project management core team • Other important stakeholders

13. Objectives for Stakeholder Implementation Planning Workshops • Common understanding of project and status of implementation • Identify and discuss key issues and priorities • Develop detailed action plans (12 month duration) • Obtain commitment and cooperation of key staff

14. Common Elements in PLWs • Opening ceremony • Project description • Prioritizing project activities • Identifying problems and constraints • Assessing or mapping project environment • Developing a strategy • Preparing a plan of action

15. Summary: Project Launch Workshops • Design elements are similar for all types, but each must be customized • Project Startup Workshops for core team are more detailed • Two types emphasized in this session: • National (1 1/2 - 2 days) • Stakeholder (4-5 days) • Action oriented • Inclusive • Build understanding, commitment, and cooperation

16. Thought Problems • Project: Lagos Water Supply Project • Problem 1. What cadres of staff to invite to: • National Project Launch (3 days) • Stakeholder Implementation Planning (4-5 days) • Problem 2. What criteria to use for deciding whom to invite. • Problem 3. How to ensure communication between workshops.

17. Solution to Thought Problems • Problem 1. • National Launch: Everyone! • Stakeholder Implementation Planning: • Who needs to be coordinated? • Problem 2. Selection Criteria • Who needs to know what level of detail? • Whose input is necessary? • Whom do you want to involve? • Who has a role to play?

18. Solution to Thought Problems (continued) • Problem 3. Communication • Summarize the results of the first workshop in the second • Distribute report • Discuss key findings with management

19. Module 3 Building the Team Session 3.6 Using a Workshop Approach for Project Launch; Planning & Getting Approval

20. Planning and Holding PLWs: 3 Stages Preparing • Discuss and plan Conducting • Run, evaluate, produce report Following up • Meet with participants and replan

21. Preparing Project Launch Workshops • Obtain agreement and commitment of senior officials • Develop preliminary budget and sources of funding • Make administrative and logistical arrangements • Prepare preliminary workshop designs and agenda

22. Thought Problem • What can happen if people are invited to a national launch prior to completing the preparation activities? • When should participants be invited?

23. Conducting Project Launch Workshops • Prepare final workshop designs and agendas • Confirm all administrative and logistical arrangements • Conduct the workshops • Prepare report on workshop proceedings

24. Following Up on Project Launch Workshops • Conduct 3 to 6 months after PLW • Take stock of developments since PLW • Replan as needed • Reinforce commitment to effective implementation • Best done in workshop setting with participants

25. Project Management’s Overall Roles & Responsibilities • Host workshops • Make preliminary plans & hire facilitators • Supervise facilitators & approve workshop agendas • Make administrative and logistical arrangements as agreed with the facilitation team

26. Project Management: Workshop Preparation • Select core team workshop coordinator • With facilitation team, determine: • Workshop configuration • Opening ceremony arrangements & details • Administrative/logistical plans • Interview/meet with sponsors and key stakeholders • Review and approve draft workshop agendas prepared by facilitators • Implement tasks on action plan

27. Project Management: Conducting the Workshop • Host opening ceremony • Describe project and deliverables • Serve as resource during workshop sessions • Participate in workshop sessions • Provide feedback and guidance during plenary sessions at stakeholder workshops

28. Project Management: Follow Up • With support of facilitation team: • Schedule follow-up meetings • Supervise planning • Participate in activities • Implement action items

29. Facilitation Team’s Overall Roles & Responsibilities • Provide three facilitators per 40 participants • Serve as neutral “outsiders” • Have experience & proven track record • Be adaptable, flexible, quick thinking, good listeners • Be able to develop trust with project management, sponsors, key stakeholders • Play a “facilitating” role (don’t be a “star”)

30. Facilitation Team: Workshop Preparation • Guide and work with project management (administrative & logistic arrangements) • Have primary responsibility for preparing agendas • Follow these design principles: • Keep design simple. • Keep design flexible. • Keep workshops active.

31. Facilitation Team: Conducting the Workshop • Work daily with project management to finalize plan (1 week before) • After the opening ceremony—be in charge of workshop process: • introduce each session • provide guidelines for working group sessions • keep processes on track yet responsive • Prepare workshop report

32. Facilitation Team: The Follow-Up • One (or more) members of facilitation team assist project management in planning • Visit participants, working groups, and stakeholders • Identify “rough spots” • Renew commitment of participants • Report to project management

33. Potential Risks • Participation threatening • Unrealistic expectations • Unacceptable proposals/demands • Nonrepresentative constituency • Inappropriate approach

34. Countering Potential Risks (Part 1) • Potential Risks of Doing PLWs and How to Address Them: 1. Perception that participation is threatening • present benefits clearly • understand concerns • include senior officials • share information 2. Unrealistic expectations by participants and officials • clearly state objectives and expectations at each stage

35. Countering Potential Risks (Part 2) • Potential Risks of Doing PLWs and How to Address Them: 3. Unacceptable proposals generated by the workshop • acknowledge proposals as valid • indicate if subject was considered and basis for alternate decisions • if appropriate, indicate that proposals will be considered in the future 4. Involvement of beneficiaries and/or other stakeholders • be inclusive at Opening Ceremony • hold mini-workshops for beneficiaries 5. Inappropriate approach and inadequate skills of the facilitators • hire experienced facilitators • work closely with facilitators

36. Getting Approval • Hard to perceive value until experience • Be ready to respond to common objections • Negative issues or criticisms will surface • Everyone knows everything about the project that they need to know • Participants can not make a contribution • Indicate how PLWs can help superior/organization succeed • Customize your approach

37. Conclusion • PLWs promote understanding, commitment, cooperation • Process/Structure similar for all types of PLWs • Planning is essential • Facilitation team critical for conducting successful workshops • Follow up important • Rewards justify the risks

38. Conclusion (continued) “The workshop served an important purpose in drawing stakeholders together and stimulating high motivation and interest.”