strengthening citizens' voice and accountability of project partner
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3-Days Program Focused Training
Strengthening Citizens’ Voice
and Accountability
Of
Project Partners Civil Society Organizations
PARTICIPANT’S HANDBOOK
Disclaimer:
This project was made possible with support from the American people through the U.S. Agency
for International Development (USAID). The contents is the responsibility of The Trust for
Democratic Education and Accountability (TDEA) and do not necessarily reflect the opinion of
USAID or the U.S. Government.
3-Day Training on
‘STRENGTHENING CITIZENS’ VOICE & ACCOUNTABILITY’
for Civil Society Organizations
Agenda
Day 01 Topics
09:00 – 9:30 Registration
09:30 – 10:30 Session 0: Setting the Stage
10:30 – 10:45 Tea Break
10:45 – 11:15 Session 1: Introduction to the USAID Citizens’ Voice Project
11:15 - 01:30 Grantees Presentations
01:30 - 02:30 Lunch Break
02:30 - 05:00 Session 2: Political history, system understanding and
functioning of Legislature, Executive and Judiciary
05:00 – 05:15 Feedback, Self-Reflections & Close
Day 02
09:00 – 09:30 Recap
09:30 – 11:30 Session 3: Understanding the Need for Good Governance
11:30 – 11:45 Tea Break
Energizer
11:45 -01:30 Session 4: Conceptual Clarity: Voice & Accountability
01:30- 02:30 Lunch Break
02:30 – 04:30 Session 5: Leadership & You
3:30-3:45 Tea Break
04:30 – 04:45 Feedback, Self-Reflections & Close
Day 03
09:00 – 9:30 Recap
09:30 – 11:30 Session 6: Project Management
11:30 – 11:45 Tea Break
11:45 – 01:30 Session 7: Advocacy and Lobbying
01:30 – 02:30 Lunch Break
02:30- 03:30 Session 8: Working with Media
03:30 – 04:00 Formal Closing
Day One
1
Session 0: Setting the Stage
STORY OF THE STARFISH
Once upon a time, an old man was walking along a beach. The sun was shining and it was a beautiful
day. Off in the distance he could see a young girl going back and forth between the surf's edge and
the beach. Back and forth this girl went as if indulging in a strange dance. As the man approached,
he could see that she was one by one picking starfish from the shore and throwing them back into
the sea before they could die.
The man was struck by the apparent futility of the task. There were hundreds of starfish stranded
on the sand, as the result of the natural action of the tide, many of them were sure to perish. As
he approached, the girl continued the task of picking up starfish one by one and throwing them
into the surf. As he came up to the girl, the man said: "You must be crazy! There are thousands of
miles of beach covered with starfish. You can't possibly make a difference."
The little girl looked at the man. She then stooped down and picked up one more starfish and
threw it back into the ocean. She turned back to the man and said: "I definitely made a
difference to that one!"
Remember!
All of us are walking down this beach hoping to make as much
of a difference as we possibly can. Together, one starfish at a
time, we WILL bring about change!
Extracted From: ‘Changing Hearts & Minds through Selected Stories & Quotes’
Compiled by Dr. Taiyeb Kapadia
2
Session 1: Introduction to the USAID Citizens’ Voice Project
Brief introduction of the Organizations:
The Citizen’s Voice Project (CVP) is a 5 years grant-making project, funded under a contract by
the United State Agency for International Development (USAID). The overall goal of CVP is to
improve engagement between citizens and government in order to promote good governance. The
project has three main objectives:
1. Strengthened Voice (Policy Advocacy and Government Oversight): This component
supports civic advocacy and citizens’ oversight within the context of specific policy or
program areas.
2. Enhanced Capacity (Organizational Development and Targeted Courses): Activities
implemented under this component aim to enhance the organizational capacity of civil
society actors.
3. Improved Accountability (Public-Private Connections): This component promotes
activities that bring state and non-state actors together, facilitating the emergence of
effective networks and productive partnerships and improving accountability.
United States Agency for International Development (USAID)
programmes in Pakistan focus on energy, economic growth and
agriculture, health, education and stabilization efforts. USAID also
provides assistance towards democratic reforms, working closely
with government, civil society and other partners.
Trust for Democratic Education and Accountability (TDEA) is a
trust based in Pakistan, operational since 2008 with the primary
mandate to strengthen all forms of democratic accountabilities in
the country. TDEA governs the Free and Fair Election Network
(FAFEN). TDEA is the prime partner of USAID for the Citizens’
Voice Project.
The Asia Foundation (TAF) has had a continuous presence in
Pakistan since 1952. A non-government, non-profit organization
working to foster openness and shared prosperity in the region,
TAF is a sub-partner for the Citizens’ Voice Project.
3
Project Details:
Grants:
The Citizens’ Voice Project is implemented through competitive grants to civil society
organizations and others partners. Grant applications are solicited each quarter on issues of local
and national priority, including energy, economic growth, municipal services, agriculture, education,
health and governance. Project has developed a reliable Grants Information Management System
(GIMS). The whole grants management from application to award is online and transparent in
nature.
Implementation:
TAF role is central in the execution of the project with USD 37 million share for grant making and
capacity building of the civil society organizations. Grant awardees implement their projects
following USAID rules and regulations, including branding requirements, and submit regular project
narrative and financial reports according to required formats.
1. Summary
Project Life: Five years
Start Date: May 20I I
End Date: May 20I6
Contractor: Trust for Democratic Education and Accountability
(TDEA)
Sub-Contractors: The Asia Foundation (TAF)
Total Contract Value: $45 Million
Value of Grants: $50,000-$250,000, with some larger grants
Themes:
Energy, water, economic growth, agriculture, education,
youth, ombudsmen, local government, law and order,
FCR, and health
4
Participants’ Project Presentations
Instructions:
In organizational groups, use the format below to briefly
present the following specific to the project you will be
implementing using grant funds from the USAID Citizens
Voice Project.
Time: 10 minutes each
1. Awarded project overall objective
2. Provide project details including scope, size, geographical area, key activities
3. Stakeholder analysis
4. Methodology
5
Session 2: Political history, system, understanding and functioning of
Legislature, Executive and Judiciary
Legislature is a structured body, which is elected by the people, to uphold its founding principle,
to make laws, allocate resources, to act as a bridge between people and policy makers, and to
perform the role of a watchdog of state institutions/ideology.
Purpose of Legislature: The house which represents the elected representatives of the people
exercises its power to not only legislate but also bestows authority to government, executive and
judicial branches of the state besides working as a watchdog for all of them and giving all of them
support through continuous legislation, revenue collection and oversight. It regulates, authorizes,
proscribes, provides funds, sanctions, grants authorizations, declares or restricts any act on behalf
of the government and represents the state at national and international forums.
Legislation: A statutory law is promulgated by a legislature or governing body, or process of
making one from scratch as per the requirements of the society. Another source of law is Judgment
Law or Case Law when judges pass a verdict on any constitutional, criminal or civil case after
hearing all the concerned parties.
Legislative Process: Before an item of legislation becomes law it may be known as a Bill or
Legislation
Constitution: It helps the state determine its goals/objectives as per its founding principles. Article
50 of the Constitution of Islamic Republic of Pakistan requires creation of bicameral parliament to
dispense a:
Democratic
Multi-party
Federal Parliamentary System
Parliament (Majlis-Shoora) comprises of:
I. President of Pakistan: elected by both the houses and all four provincial assemblies
II. Senate of Pakistan (Upper House): Elected by National Assembly and provincial
assemblies on proportionate basis with quotas allocations). Senate was created to ensure
equal representation of all federating units to ensure equality, harmony, balancing the
National Assembly and above all to stabilize the system. Senate Seats (104) includes a
reserved quota of 16% for Women and 4% for Non-Muslim, 16% Technocrats / Ulema and
general seats 64%.
6
III. National Assembly (Lower House): Directly elected by the people with certain quotas
reserved for minorities, females and technocrats. National Assembly is the country's
sovereign legislative body which upholds the sanctity of the Constitution. It is directly
elected (79 %) with quotas for Non-Muslim (3 %), Women (18%). It is sovereign in passing
the Money Bill, while for other legislations it has to seek the approval of the Upper House.
Reserved Seats: As per the Constitutional provisions there has to be 60 of the 342 seats in the
National Assembly i.e. 18 %. These are indirectly elected female legislators and allocation of this
quota is dispensed proportionally to all political parties on the basis of their electoral strength in
the Lower House (Constitution, Article 51 [1, 1A, 4(d)]).
Local Bodies consists of three tiers which include:
District/City District Administration
Tehsil/Town Administration and
Union Administration.
It has 33 % reserved seats for women, 5 % for peasants and workers and 5 % for minorities
(Local Government Ordinance, Articles 37, 65 & 87)
Provincial Assemblies: In all four assemblies there are 728 total seats out of which 18 % are
reserved for women (128 seats). Number of women elected for each party is based on the number
of votes each party gets in election (Constitution, Article 106 [1 & 3])
Parliamentary Procedures in National Assembly include introducing bills/acts independently,
besides introducing Constitutional Amendments in Collaboration with the Upper House. Bills have
to be passed with a simple majority while the Constitutional amendments have to be adopted with
a two thirds majority.
Legislative Process: Usually a bill or legislation is proposed by a Member of the Parliament or it
can also come from the Executive or even Judiciary. After introduction, it is initially debated by
members and if found appropriate as per the checklist of constitution is sent to a parliamentary
committee. The committee is represented by all political parties in the House and thus reviews the
clauses of the bill and has the right to reject or amend it but what matters most is the will of
government because when it does not want something to go through the legislative process, it can
be killed at any stage of the process.
7
Bill
•Proposed by Members, Executive, Judiciary
First Reading
•Presented in the House by any member for initial debate
Second Reading
•Members come up with suggestions or cut motions if its is a money bill
Committee
•Referred to a Parliamentary Committee for clauses by clause reading and suggestions
Back to Parliament
•Amended Bill gets back to parliament for further processing
Third Reading
•Parliament debates the amended version of Bill
Sent to Other House
•NA to Senate or Vice Versa
President•Sent to
President for assent
ACT
•ACT comes into force
Legislative Process:
The Journey
8
Committees’ Process: The bill is usually referred to as Standing Committee, which can
deliberate upon it, amend it, and call all concerned for consultations and then returns to the House
for voting. The National Assembly is not bound to adopt the bill as sent by the committee. It can
reject it and also refer it back to a Select Committee in case of dispute, either amongst the
members of the standing committee or members of the House. Select Committee has the same
options of consultations and deliberations and then sends it back. If the National Assembly adopts
with consensus of the House, then the bill stands passed and if it rejects it then it stands annulled.
Voyage of Bills: Once the bill is passed from National Assembly it is sent to the Upper House or
vice versa. After adopting the same procedure of committees and voting, if senate passes it than it
is sent to the President. President has to give his assent within 10 days or return the voted bill with
suggestions to be considered in a joint sitting of the parliament. If the joint sitting passes with simple
majority, President has to sign the bill so that it becomes an Act within 10 days, otherwise after
lapse of 10 days the bills under question will automatically stand adopted.
Standing Committee Select Committee
NA Senate
Bill Drafted
NA Senate
Need for Legislation
Government Opposition
President
Civil
Society
Public Demand or Judgment
Induced
9
Legislation for Provinces: National Assembly can legislate for provinces provided provinces ask
for it, during Imposition of Emergency, regarding Foreign Affairs, pertaining to defense matters,
pertaining to money matters (coinage).
Functions of the National Assembly: It elects the Prime Minister with a majority vote, it also
elects the President in collaboration with senate and all four provincial assemblies. The President
appoints cabinet ministers on the recommendations of the Prime Minister. The Prime Minister
nominates cabinet as per constitutional provisions, which refers to getting 75% from National
Assembly and 25 % from Senate. The National Assembly also entertains Question Hour, Privilege
Motions, Adjournment Motions, Call Attention Notices, debates on issues of importance like
motions and Point of Order. It is the forum where members can remove Prime Minister. The
Constitution requires 20% members to move a Vote of Confidence and if majority rejects the vote,
then the Prime Minister has to abandon his office. The National Assembly is elected for five years
and in case of emergency, the Parliament can extend the tenure of National Assembly to a
maximum of one year. Parliament can, with consent of Federal government confer responsibilities
of probe, carrying out an order, etc. on any officer of Federal Government. The Constitution
requires the National Assembly to ensure smooth transfer of power. Following the General
Elections in the country, newly elected members take oath from outgoing speaker, then it elects
the Speaker and his/her Deputy is elected. It is followed with the election of Leader of the House
and then Leader of the Opposition. Committees get elected by the members.
Impeachment of President: Half the members of any of two houses can move a resolution to
impeach the President. This kind of resolution has to be submitted to Speaker of National Assembly
or Chairman Senate. A joint sitting votes on impeachment and if it is carried out, the President has
to go.
Legislative Business (National Assembly)
Government Introduces bills/acts to improve and carry out or modify its executive powers for
provision of good governance. Private Members, from any side of the House can also think of and
introduce bills. Though all the bills passed by National Assembly have to go to Senate for ratification
before heading towards Presidency for assent but Money Bill is laid in National Assembly alone and
does not need ratification from Senate. National Assembly can bring Resolutions to reflect the
sentiments of the House on any given issue. It also entertains various kinds of motions
(Adjournment, Privilege) besides scrutinizing Ministries via Question Hour, except for private
members day. It can give recommendations (through resolutions, motions or Speaker rulings) to
the government or provincial governments on any issue of public importance. Any proceedings of
the House have complete immunity from Contempt of Court proceedings.
10
Parliamentary Committees: These are empowered to go into all matters of the assigned
ministry. Speaker can use Suo-Muto on any issue of public importance without waiting for the
House to take up the issue and send the same to a committee. Committees are empowered to
summon any expert/member/public for any matter under consideration or even hold public
hearing, it wishes or if the concerned public invites them to do so.
Committees’ Mosaic: Amongst host of committees the most prominent one stands out to be
the Public Accounts Committee, which is elected by the members and is traditionally headed
by the leader of Opposition to ensure fair play, transparency and accountability. It oversees the
Auditor General Reports, accounts and expenditures of all the departments by holding periodic
meetings and its composition represents all political parties in parliament on proportional basis.
Watchdogs: There are hosts of watchdogs on different levels. These are as follows:
Federal (Executive, Judiciary, Ombudsman, PMIT, etc.)
Provincial (Executive, Judiciary, Ombudsman, CMIT, etc.)
Local (Panchayat, Magistrates, EDOs, DCOs, etc.)
Communities (Forums, Groups, Surveys, CRCs, etc.)
We can oversee by submitting our requests of representations in these committees on issues
such as:
Budgets
Functioning of Federal/Provincial Ministries
Safeguarding Public Interest
Bureaucratic performances
Community Services/Procurements
Controls Pilferage
Human/Social/Ideological/Constitutional Rights
11
The Executive is the part of government that has sole authority and responsibility for the daily
administration of the state. The executive branch executes the law. The division of power into
separate branches of government is central to the idea of the separation of powers.
The separation of powers system is designed to distribute authority away from the executive
branch - an attempt to preserve individual liberty in response to tyrannical leadership throughout
history. The executive officer is not supposed to make laws (the role of the legislature) or interpret
them (the role of the judiciary). The role of the executive is to enforce the law as written by the
legislature and interpreted by the judicial system.
Federal Government
The President is the head of the state but the Prime Minister (PM) is the executive head of the
government. The PM is appointed by the members of the National Assembly through a vote and is
assisted by the Federal Cabinet, a council of ministers whose members are appointed by the
President on the advice of the PM. The Federal Cabinet comprises the ministers, ministers of state,
and advisers.
The functioning of the government is through a Federal secretariat where divisions, attached
departments and autonomous bodies are working under the ministries. Each division is responsible
to a minister. In addition to this there are various attached departments, independent institutions
and authorities responsible for dedicated work. Each division is headed by a Secretary to the
Government and there are other designations for other agencies.
Provincial Government
All the provinces of Pakistan have a parliamentary form of government. The ceremonial head of
the province is the Governor, who is appointed by the President of Pakistan. The Chief Minister,
the province's chief executive, is normally the leader of the largest political party or alliance of
parties in the provincial assembly. The Chief Minister is assisted by provincial cabinet, a council of
ministers and advisors whose members are appointed by the Governor on the advice of the Chief
Minister.
Provincial governments are being run through a provincial secretariat. In each secretariat the
business of following entities is in progress:
Provincial Departments (Agriculture, Energy, Finance, Home etc.)
Attached Departments (Police, Prison, Agriculture (Field) etc.)
Autonomous Bodies (Agriculture University, Punjab Seed Corp. etc.)
District Governments in the Province
Special Institutions (TEVTA, Aitchison College etc.)
12
The provincial governments promulgated the Local Government Ordinance, 2001 in their
respective provinces to install a new integrated Local Government System and adhere to the
Federal and Provincial laws. The new system provides three-tier local government structure in
which there is only one line of authority in the district and district bureaucracy is responsible to
the elected representatives.
13
Local Government
The integrated administrative structure from union council to district is called Local Government,
which covers the rural as well as urban areas across the whole district. However, since last three
years, there have been considerable changes in this system and now each province has its own
local government system.
Government Servants
In all these levels, ‘Servants to the Government’ refers to all those officials who perform their
duties while subordinate to their outfits in Federal/Provincial/District Government. Recruitment in
services is carried out irrespective of the gender, ethnic, racial, sectarian distinction. Moreover,
vacancies in any department/organization/ministry are allotted after the formal decision of the
legislators in respective parliament / government and each of the outfit have its authorized strength
and allocated equipment specified for official task and job. Recruitment both at tier and occupation
in service and group vary commensurate with qualification. All services are organized in hierarchal
order and officials serving there are categorized in various grades/ranks/brackets/groups for the
sake of smooth, transparent and meticulous execution of task and are paid accordingly.
There is a Supreme Court in Pakistan and a High Court in each province and Islamabad, and
other courts exercising civil and criminal jurisdiction.
Supreme Court
The Supreme Court is at the apex of the judicial systems of Pakistan. The Supreme Court and High
Courts have been established under the Constitution and other Courts have been established by
or under the Acts of Parliament or Acts of Provincial Assemblies. It consists of a Chief Justice
known as Chief Justice of Pakistan and such number of other judges as may be determined by the
Act of Parliament. At present, there are seventeen Judges in the Supreme Court. Supreme Judicial
Council is the forum for the accountability of the Judges of High courts and the Apex Court.
District and Sessions Court
Civil Court Criminal Court
High Court
District Court Sessions Court Special Court Tribunals
Supreme Court
PB High Court KP Hight Court Sindh High Court BN High Court Islamabad HCFederal Shariat
Court
14
Chief Justice of Pakistan
The Chief Justice of Pakistan and judges of Supreme Court and High Courts are appointed by the
President on the advice of the Prime Minister as per the procedure given in the 18th and 19th
Constitutional Amendment through a National Judicial Commission and a parliamentary
committee.
Jurisdiction of Supreme Court
The Supreme Court has original, appellate and advisory jurisdiction. It can decide cases on disputes
between the provincial and federal government or among provinces; can take suo moto actions on
fundamental rights issues; hear appeals against the decision of High Courts, Federal Shariat Court,
Tribunals and can also review decisions given by judges of the Supreme Court. If, at any time, it is
desirable to obtain the opinion of the Supreme Court on any question of law which is of public
importance, it may be referred to the Supreme Court for consideration and Supreme Court can
give an interpretation of law. The Jurisdiction of Supreme Court and High Court of Pakistan does
not extend to FATA and Provincially Administered Tribal Areas (PATA), according to Article 247
and Article 248, of existing 1973 Constitution of Pakistan. The Khyber Pakhtunkhwa Provincial
Assembly has no power in FATA, and can only exercise its powers in PATA that are part of Khyber
Pakhtunkhwa.
Federal Shariat Court
Federal Shariat Court consists of Muslim Judges and Ulemas. The Court, on its own motion or
through petition by a citizen or a government (Federal or provincial), may examine and determine
as to whether or not a certain provision of law is repugnant to the injunctions of Islam. Appeal
against its decision goes to the Shariat Appellate Bench of the Supreme Court. If a certain provision
of law is declared to be repugnant to the injunctions of Islam, the Government is required to take
necessary steps to amend the law so as to bring it in conformity with the injunctions of Islam. The
Court also exercises appellate and revisional jurisdiction over the criminal courts, deciding Hudood
cases.
High Court
The High Court exercises original jurisdiction in the enforcement of Fundamental Rights and
appellate jurisdiction in judgments/orders of the subordinate courts in civil and criminal matters.
High Court can take action and try any case pending in the District level courts. All appeals against
the decisions of subordinate judiciary go to High Court. Appeals against the decisions given by
Judges of High Courts go to The Supreme Court. Accountability of conduct of District Courts is
responsibility of High Court in the Provinces.
15
Court of District and Civil Judges
In every district of a province, there is a Court of District Judge which is the principal court of
original jurisdiction in civil matters. Besides the Court of District Judge, there are courts of Civil
Judges. Civil Judges function under the superintendence and control of District Judge and all matters
of civil nature originate in the courts of Judges. Appeals against the judgments and decrees passed
by the Civil Judges in cases where the value of the suit does not exceed the specified amount lie
to the District Judge.
Courts of Session Judges and Magistrates
In addition, in every district, there is also a Court of Sessions Judge and Courts of Magistrates.
Criminal cases punishable with death and cases arising out of the enforcement of laws relating to
Hudood are tried by Sessions Judges. The Court of a Sessions Judge is competent to pass any
sentence authorized by law. Offences not punishable with death are tried by Magistrates. Among
the Magistrates there are Magistrates of 1st Class, 2nd Class and 3rd Class. Appeals against the
sentence passed by a Magistrate go to the Sessions Judge if the term of sentence is up to four years.
District and Sessions Judge
The District and Sessions Judge heads both types of courts. An appeal against the sentence passed
by a District and Sessions Judge goes to the High Court.
Consumer Protection Courts
At district level, Consumer Protection courts perform their duties to protect the rights of the
consumers. These courts are established at district level and headed by District Judge or Additional
District Judge. Appeal against the decision of the District Judge goes to High Court. If the
consumers of the products or services face any problems then they can file a legal notice to the
respondent to pay for the damages caused by the faulty product or sub-standard services. These
courts settle the disputes according to Consumer Protection Act and Rules.
Special Courts and Tribunals
To deal with specific types of cases Special Courts and Tribunals are constituted. These are:
Special Traffic Courts
Insurance Appellate Tribunal
Special courts under the Customs Act
Courts of Special Judges Anti-Corruption
Special Courts for Recovery of Bank Loans
Special Courts for Trial of Offences in Banks
16
Commercial Courts; Drug Courts; Labor Courts
Income Tax Appellate Tribunal and Services Tribunals
Appeals from the Special Courts go to the High Courts, except in case of Labor Courts and Special
Traffic Courts, which have separate forums of appeal.
Offices of Ombudsman
Various Ombudsmen offices e.g. Federal Ombudsman, Provincial Ombudsman and Tax
Ombudsman are also part of the judicial system of the country. Ombudsman office is non-partisan
and non-political. The chief purpose of the Ombudsman/ ‘Mohtasib’ is to diagnose, investigate,
redress and rectify any injustice done to a citizen through maladministration on the part of a Federal
or Provincial Agency or a Federal or Provincial Government official. The primary objective of the
office is to institutionalize a system for enforcing administrative accountability. There is scope of
District Ombudsman but this is not in practice according to the law.
Post 18th Amendment Scenario
After the 18th Amendment, most of the development and social sector has become a provincial
domain and provinces can make their own laws and implement them without the consent of the
federal government. Similarly, provinces have more financial autonomy and there is increased
responsibility for the executive to avail this opportunity.
Private Institutions
Private and autonomous institutions have their own nomenclature but anybody who executes laws
of the organizations is called the executive. The constitution of private bodies and institutions is
also governed by law of private institutions and there are many forms of such institutions and legal
frameworks.
Non-Governmental Organizations
The operation in a Non-Government Organization (NGO) or Civil Society Organization (CSO) is
run by its members within the overall paradigm and according to a structure and rules approved
by the government. An NGO can be in the form of a non-profit entity, a trust or a foundation.
There are different legal requirements and obligations for each set-up and peculiar checks and
balances for such entities regulated by the state.
17
Day 1: Pause for Self-Reflection
Instructions:
How did the day go? Take a couple of minutes to write
down your immediate thoughts and feelings, and any
significant learning that emerged for you:
Time: 10 minutes
Today’s Date:
1. What have you
learnt about Political
History and it’s
system
2. What is your
understanding about
Pakistan function of
Legislature
3. Write your
understanding
regarding Pakistan
function of Executive
4. What have your
learnt about the
Judicial system of
Pakistan
18
Day Two
19
Session 3: Understanding Good Governance
There is no universal definition of these concepts, however, according to
- World Bank (1992)
Governance is a method through which power is exercised in the management of a Country’s
political, economic and social resources for development.
- Asian Development Bank (1995)
Governance is the manner in which power is exercised in the management of a country’s social
and economic resources for development.
- Canada Institute of Governance (2002)
Governance is the process whereby societies or organizations make important decisions,
determine whom they involve and how they render account.
- Asian Development Bank defines Governance as:
• The processes by which governments are chosen, monitored, and changed.
• The systems of interaction between the administration, the legislature, and the judiciary.
• The ability of government to create and to implement public policy.
• The mechanisms by which citizens and groups define their interests and interact with
institutions of authority and with each other.
Stake holder in Governance:
Executive
Legislature
Judiciary
MediaPrivate Sector
Civil Society Organization
s
Political Parties
20
Defining Good Governance:
Similarly there are various ways to define Good Governance…
“Sound public sector Management (efficiency, effectiveness and economy), accountability, exchange
and free flow of information (transparency) and legal framework for development (justice, respect
for human rights and liberties)” World Bank
Another definition of Good Governance is as follows:
It “… encompasses the role of public authorities in establishing the environment in which economic
operators function and in determining the distribution of benefits as well as the relationship
between the ruler and the ruled.” OECD (www.oecd.org/dac/)
Eight Principles of Good Governance:
‘Good governance’ includes 8 guiding principles that are used in the processes of decisions
making and implementation. They help leaders make the right decisions with the most effective
outcomes. Mentioned below are the principles and their explanation for understanding.
PRINCIPLES OF GOOD GOVERNANCE
# Principles Explanation For Example*
1
Participation
Informed, organized and legitimate
participation of both men and women
either directly or indirectly through
legitimate representatives at various levels.
2
Rule of Law
Fair legal frameworks that protect
fundamental rights and freedoms for all
citizens including minorities. Impartial
enforcement of law by an independent
judiciary and an efficient and accountable
police force.
3
Transparency is a characteristic of
governments, companies, organizations and
individuals that are open in the clear
21
Transparency disclosure of information, rules, plans,
processes and actions.
4
Accountability
Not only governmental institutions, but
also the private sector and civil society
organizations must be accountable to the
public for their policies and actions and to
their institutional stakeholders through a
legitimate process.
5
Responsiveness
Institutions and processes serve the needs
of all stakeholders. Mechanisms established
that allow citizens to express their interests
to policy makers/government institutions
and receive a timely response.
6
Consensus
Orientation
Mediate the different demands of society to
reach a broad consensus in on what is in
the best interest of the whole community
and how this can be achieved.
7
Equity and
inclusiveness
All groups, but particularly the most
vulnerable, have opportunities to
participate in all processes without
discrimination to maintain and improve
their wellbeing.
8
Effectiveness
and Efficiency
Processes and institutions produce results
that meet the needs of society while making
the best use of resources at their disposal.
*Think about a practical example of each principle
22
Session 4: Conceptual Clarity: Voice and Accountability
POWER CUTS SPARK VIOLENT PROTESTS
- By Imran Chaudhry
LAHORE: Owing to excessive load shedding across the province, the outraged citizens staged
protests at different locations across the city on Sunday. The protests led to massive traffic jams
and clashes between police and the protesters that left several injured.
The protesters torched several vehicles and destroyed different government properties, including
Chung police station and several grid stations. The city witnessed scenes of burning tyres and
protesting mobs at key locations throughout the day.
Hundreds of people blocked different roads across the metropolis and chanted slogans against the
government and WAPDA officials for unprecedented load shedding.
An atmosphere of panic was seen among the non-protesting citizens and a large number of people
shopping or working in and around the areas where the protests were being staged, tried to rush
to their homes or to other safer locations. This eventually led to massive traffic jams across the
city, featuring numerous cases of road accidents as well.
The protest continued for about six hours that brought traffic on Main Multan Road, GT Road and
Band Road to a standstill. The protestors were of the view that the discriminatory attitude of the
federal government in terms of power supply to Lahore had left the citizens in turmoil who were
already busy in fighting dengue that had claimed the lives of over 150 citizens until now. They
23
demanded immediate and uninterrupted supply of electricity, warning that they would launch a long march against the federal government if the demand was not met.
Heavy contingent of police reached the scene to disperse the protestors and started thrashing
them when they refused to move. As a result, the angry mob set the official vehicle of a DSP on
fire, also damaging the vehicle of an SP.
In reaction to this, police launched a crackdown against the protestors and arrested 34 persons
from their houses.
Meanwhile, residents of Prem Nagar also came out on the roads as a mark of protest against the
excessive load shedding and set the LESCO office on fire. Local police reached the scene and
managed to disperse the protestors.
Separately on Multan Road, a heavy contingent of police reached the scene to clear the main road
by dispersing the protestors. Initially, police officers tried to convince them through dialogue but
when the protesters refused to succumb, they resorted to baton charge and aerial firing. They also
opened tear-gas shelling on the protesters that further infuriated them.
Resultantly, the angry mob attacked the Chung police station. The protestors broke the building’s
windowpanes and damaged parked motorcycles and cars. A sub-inspector of Chung Police also
received wounds during the scuffle.
Senior officers of Saddar Division reached the scene along with officers from other police stations
and arrested 12 protestors. Most of the protestors dispersed after police resorted to aerial firing.
Later, a case was registered against 12 protesters and dozens of unidentified locals of the area.
Source: Daily Times, Monday, October 3, 2011
24
Instructions:
In your assigned groups, read the case study entitled ‘Power
Cuts Spark Violent Protests’ above carefully and answer
the following questions:
Time: 30 minutes
Q1. What was the issue?
Q2. What went wrong?
Q3. Were the protestors able to make any decision? If “yes” what was the decision,
if “no” why?
Q4. What actions were taken and by whom?
Q5. What could have been a better way to resolve the issue?
25
EXPLAINING KEY CONCEPTS
Voice is the capacity of all people - including the poor and most marginalized - to:
Express views,
interests and
opinions
Access information
and demand
answers
Demand action
from those in power
to improve the
situation
Influence
governance
processes
Voice can be directed to processes of decision-making or/and policy implementation
or/and service delivery
Citizen’s Voice Refers to the capacity of citizens to influence the decisions
made by others on the issues that affect their lives.
Accountability refers to the obligation of an individual or organization to account for its activities, accept responsibility for them, and to disclose the results in a transparent manner to
relevant authorities and citizens for whom they work.
Accountability is…
a proactive process by which officials inform about and justify their plans of action, their
behavior, and results, and are sanctioned accordingly
the ability of the citizens to evaluate the performance of institutions/individuals and to hold them responsible for fulfilling their public duties
incomplete without the two following aspects:
Answerability Enforceability
When an official/institution is answerable
for its actions/policies to the citizens
When the citizens can take public
official/government to task if the performance
is not satisfactory according to agreed
standard
Example: Example:
26
Vertical Accountability Horizontal Accountability
occurs when citizens hold
public officials accountable for
their actions/policies
occurs when state bodies hold
each other accountable for their
respective actions/policies
Example: Example:
Accountability is important because it…
1 2 3
Is an essential
component of good
governance
Involves citizens in the
process of governance
Results in citizens’ freedom
and wellbeing
RELATIONSHIP BETWEEN ‘VOICE & ACCOUNTABILITY’
ACCOUNTABILITY MECHANISMS
RESPONSIVENESS
Duty Bearer
VOICE
Right Holder
RELATIONSHIP
27
RELATIONSHIP BETWEEN ‘CITIZEN’S VOICE & ACCOUNTABILITY’
28
1
Citizen
Who is the ‘Citizen’?
Are all citizen’s equally equipped to express their voice?
As a CSO, what are some considerations to keep in
mind when working with citizens?
2
State/Public
Institutions
What are the State/Public Institutions? What level of institution does the citizen have direct access to?
What is the mandate of State/Public institutions vis-à-vis
citizens?
As a CSO, how can we work with State/Public Institutions?
3
Institutional
Framework
What is the relationship between State/Public institutes and the Institutional Framework?
How does the Institutional Framework affect the
Enabling Environment?
As a CSO, how can we influence the Institutional Framework?
4
Channels
What is the role played by channels vis-à-vis Voice and Accountability?
What are some channels through which a citizen can
express their voice or demand accountability?
As a CSO, how can we be effective channels for Citizen’s
Voice?
Instructions:
In assigned groups, discuss each element of the Citizen’s Voice &
Accountability Diagram, and answer the questions below:
Time: 20 minutes
29
5
Enabling
Environment
What constitutes an ‘Enabling Environment’ for Citizen’s Voice?
Who are the key stakeholders responsible for creating
an Enabling Environment?
As a CSO, what are some ways we can work to improve
the enabling environment?
ACCOUNTABILITY FRAMEWORK
Adapted from: UNDP Capacity Development Paper titled
“Mutual Accountability Mechanisms: Accountability, Voice and Responsiveness”
30
Session 5: Leadership & You
Setting the Stage: Nature of Leadership Traits & Skills
“Nearly all men can stand adversity, but if you want to test a man's character, give him power.”
- Abraham Lincoln
Discussion Plenary: What is leadership? In your opinion what characteristics and skills a leader should
have? Are leaders born or made?
What is Leadership?
The most profound finding related to research on leadership over the past ten years has been
that ‘great leaders deliver great results’. Many forward thinking top managers and astute
experts articulate this phenomenon as a vital factor in building real competitive advantage. Stronger
leadership and better leadership-development strategies that are vital determinants of success
help organizations in delivering superior results. (Fulmer & Bleak, 2010). Organizational
success or failure more than anything depends on the quality of leadership. Leadership can be
defined in multifaceted terms, most commonly, by definition Leadership is a process where an
individual influences others to achieve common tasks, guides and directs others in the organization
more cohesively and coherently.
The definition of leadership has evolved over time: “Leadership is the mobilization of a group’s
resources to do work. It is accomplished by providing the tools, skills, and knowledge for
collaborative problem solving” (Heifetz, 1990).
“Leadership – getting people to tackle the tough problems” (Heifetz, 1990).
“Leadership is not necessarily a title or a powerful position; it is a process, it is relational, it is
making something happen, it is leaving a mark” (Matusak, 1997).
“Leadership is that intangible quality exhibited by a person who encourages and influences
people to take action” (Palmetto Leadership, 2002).
"Think of managing change as an adventure. It tests the skills and abilities. It brings forth
talent that may have been dormant. Change is also a training ground for leadership. When we
think of leaders, we remember times of change, innovation and conflict. Leadership is often
about shaping a new way of life. To do that, you must advance change, take risks and accept
responsibility for making change happen." Charles E. Rice, CEO of Barnett Bank
31
‘Leadership means vision, cheerleading, enthusiasm, love, trust, verve, passion, obsession, consistency, the use of symbols, paying attention as illustrated by the content of one’s calendar,
out and out drama (and the management thereof), creating heroes at all levels, coaching,
effectively wandering around, and numerous other things. Leadership must be present at all levels
in the organization.’
Tom Peters & Nancy Austin
‘Effective leadership is not about making speeches or being liked; leadership is defined by results not
attributes.’ Peter F Drucker
My Definition of a Leader
● ‘Someone who inspires me, takes an interest in me as a person and who works with me
and others to achieve a commonly shared vision or goal.’
● What is your definition?
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
Leadership - Some of the Theories
There have been many theories, approaches and ideas about leadership which have been written
about over the years - here are some of the most common ones:
Leadership Theories - 8 Major Leadership Theories “By Kendra Cherry,
About.com Guide” Interest in leadership increased during the early part of the twentieth century. Early leadership
theories focused on what qualities distinguished between leaders and followers, while subsequent
theories looked at other variables such as situational factors and skill levels. While many different
leadership theories have emerged, most can be classified as one of eight major types:
1. "Great Man" Theories:
Great man theories assume that the capacity for leadership is inherent – that great leaders are
born, not made. These theories often portray great leaders as heroic, mythic and destined to rise
to leadership when needed. The term "Great Man" was used because, at the time, leadership was
thought of primarily as a male quality, especially in terms of military leadership.
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2. Trait Theories:
Similar in some ways to "Great Man" theories, trait theories assume that people inherit certain
qualities and traits that make them better suited to leadership. Trait theories often identify
particular personality or behavioral characteristics shared by leaders. If particular traits are key
features of leadership, then how do we explain people who possess those qualities but are not
leaders? This question is one of the difficulties in using trait theories to explain leadership.
3. Contingency Theories:
Contingency theories of leadership focus on particular variables related to the environment that
might determine which particular style of leadership is best suited for the situation. According to
this theory, no leadership style is best in all situations. Success depends upon a number of variables,
including the leadership style, qualities of the followers and aspects of the situation.
4. Situational Theories:
Situational theories propose that leaders choose the best course of action based upon situational
Variables. Different styles of leadership may be more appropriate for certain types of decision-
making. For example, in a situation where the leader is the most knowledgeable and experienced
member of a group, an authoritarian style might be most appropriate. In other instances where
group members are skilled experts, a democratic style would be more effective.
5. Behavioral Theories:
Behavioral theories of leadership are based upon the belief that great leaders are made, not born.
Rooted in behaviorism, this leadership theory focuses on the actions of leaders not on mental
qualities or internal states. According to this theory, people can learn to become leaders through
teaching and observation.
6. Participative Theories:
Participative leadership theories suggest that the ideal leadership style is one that takes the input
of others into account. These leaders encourage participation and contributions from group
members and help group members feel more relevant and committed to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others.
7. Management Theories:
Management theories, also known as transactional theories, focus on the role of supervision,
organization and group performance. These theories base leadership on a system of rewards and
punishments. Managerial theories are often used in business; when employees are successful, they
are rewarded; when they fail, they are reprimanded or punished.
8. Relationship Theories:
Relationship theories, also known as transformational theories, focus upon the connections formed
between leaders and followers. Transformational leaders motivate and inspire people by helping
group members see the importance and higher good of the task. These leaders are focused on the
performance of group members, but also want each person to fulfill his or her potential. Leaders
33
with this style often have high ethical and moral standards.
In order to understand the nature of leadership, we look at how various leadership roles,
characteristics and traits affect several leadership and managerial tasks. We then
understand how influence and power that comes from a number of sources are key to
leadership. (Jones, et al, 1998)
Are leaders born or made? Trait vs. Process Leadership
Excellent leaders are made because of a continuous process comprising self-study, education,
training, and experience (Jago, 1982).
According to Jago, application of leadership knowledge and skills helps leaders in carrying their
processes. This is known as Process Leadership which shows that leaders can be made.
On the other hand, it is known that a person’s traits can influence his or her actions. This is called
Trait Leadership, according to which it was believed that leaders are born rather than made. The
two leadership types are illustrated in a diagram below (Northouse, 2007,):
A leaders attributes which include beliefs, ethical values, morals as well as character that make him
or her unique influence the knowledge and skills that help in learning leadership
34
Conclusion
Managing and leading are two different ways of organizing people. The manager uses a formal,
rational method whilst the leader uses passion and stirs emotions. William Wallace is one excellent
example of a brilliant leader but could never be thought of as the manager of the Scots!
Leaders and Power
Anyone who is a leader or takes on a leadership position takes on a position of power. But what
is power? The Oxford Dictionary of Current English (1992) defines it as: the ability to do or act
and influence/authority. So what does this mean for the leader?
We all have many sources of power:
● Position or role - in the organization ● Information - ability to access it
● Control of, or access to, resources ● Personality - our own
● Relationship or network - accessibility ● Skills or knowledge
to relevant others
The important issue about power is not so much the source of our power but rather how we use
it.
How you use or misuse power is absolutely your own choice. We’ve all heard the saying, the
power has gone to his/her head, and no doubt we can all think of people who fit this description.
The important thing is to ensure it is never used to describe you.
Consider your own sources of power and how you use them.
Exercise: Think of someone you have known who has mis-used their power, note down who it
was, what they did and how it made you feel:
35
Power in Leadership
“Some people have more net influence than others and hence … more power.”
– Larison
The word ‘Power' has a different meaning for different people. To some, power is seen as
something corrupt, while some others think that if they have more power they would be more
successful. There are people to whom having power doesn’t interest at all.
Power is defined as “the ability to exert influence over others while authority is the
foundation on which that power is built.”
Leaders and managers manage powers by knowing
a) What different types of powers are?
b) How to use them suitably in their organizational
context?
French and Raven (1959) identified five bases of power
whether explicit or hidden in a research that showed that
different types of power have an effect n one’s leadership ability and achievement in a
leadership role. These power types are further categorized into two i.e.
a) Formal power
b) Informal power.
Another type of power known as Personal power (informal power) is also exercised
which is based on the leader’s personal traits. People generally identify, like and admire
leaders having high personal power because of their personality. This liking also serves as
a source for influencing others.
Successful leaders use lesser formal power and maximize using informal power which
increases commitment, enthusiasm and passion of their subordinates. Formal power is only used in situations that need it extremely. On the other hand, for effective managers use of
formal power is needed more.
In their book, The Leadership Challenge, Kouzes and Posner note that leaders truly begin to
lead when they give up some of their power. “People often think of power as belonging
to the leader. Scholars who have studied leadership and power, however, point out
that power is actually a function of the leader, the followers, and the situation. In other
words, power is a function of a relationship.”
Leader’s powers are derived from their followers; leaders are allowed to lead, by their
followers.
36
Formal Power
Legitimate
Power
An individual can exercise
power by following formal
and legitimate rights by law.
When the authority of the
person is recognized by
others in the organization,
power is seen.
* Cordiality, politeness, and
confidence
* making suitable requests
* following and working through
proper channels
* Applying power bases
regularly and enforcing
compliance
Coercive
Power
This type of power is related
to fear, when a person
threatens or manipulates
others psychologically. A
leader using coercive power
often punishes reprimands,
or relies on dismissal.
* Information about rules and
penalties
* Understanding of situations and
giving warnings.
* Consistent administration &
punish privately
Reward
A leader offers rewards and
exercised power.
* Verification of compliance as
well as accomplishments
* Offering rewards for preferred actions and behaviors that are
appreciated by subordinates
Informal Power
Expert Power
Expert power relates to the
one that comes from the
experiences, skills or
knowledge gained over time
in particular areas that makes
one become thought leader.
* confidence and decision making *
Keeping others informed and sharing
knowledge
* Being approachable and not hurting
subordinates ‘self- esteem. * Be willing
to share your knowledge with others
Referent
Power
Personal charisma is the base
of referent power as others
may look up to other person
and take him or her as role
model.
* Fairly treating subordinates *
subordinates ‘interests are
defended
* the leaders are sensitive to others
needs & feelings
37
Leadership - Assigned or Emergent
When a person is appointed to a leadership position this is an assigned leadership role. However,
on occasions some people can and do emerge from a group to take on a leadership role. Often
these emergent leaders are people who have specific skills to suit a particular situation.
For instance, in my role as a management trainer I often work with groups in the outdoors. It
never ceases to surprise me when the least likely person takes on the role of the leader in some
of the more puzzling exercises. In these situations often a quieter member of the group comes to
the fore and leads the team to success. Have you ever unexpectedly found yourself in the role of
a leader? Reflect on when, why and what you did including the skills you used.
Skills, knowledge, and attributes make the Leader.
It may be sad to say, but some people are not ready—emotionally, intellectually, or
professionally—to step up, embrace the vision, and help to make it happen. If they are willing but
unable, then they can be trained and developed. If they are neither willing nor able, then there
may not be much you can do to help them. (Maxwell, 2011)
For example, a leader could be someone meticulous about cleanliness and environment, so he
picks up the stuff thrown on the ground and does not leave it there. A leader may be someone
who provides customer care and greets people who visit the store as if there was no one more
important than each visitor. They can be a worker who comes in time, is enthusiastic about work
and has a positive energy. Or they can be people who take initiative to help others who have
some personal problems. If we look around us we will find many different types of leaders making
a difference.
Leadership & Influence:
“You can lead from anywhere. Leadership doesn’t have to come from the top.”
Influencing others is more than ever needed for successful leadership, which means being able to
have an impact on others’ ideas, their opinions and actions. A valuable managerial skill has always
been being able to influence and today’s complex and collaborative organizations essentially need
it. To have organizational objectives accomplished, managers and leaders often need to influence
others who don’t even directly report to them.
In order to get the work done, have support from people and be an inspiration leaders have to
influence people just about all the time. Enhancing the interpersonal, presentation,
communication and assertiveness skills is the most effectual way of improving the ability to influence
others.
Influencing is about having and understanding of one’s own self and the effect or impact you
can make on others. It is a two way relationship primarily, however occasionally it can be one way.
38
It can be about how a person can change his or her own perception by others. Social skills, information skills and judgment are key influencing skills.
For example here are some influence tactics mentioned by Malhotra Deepak (2011) in his note
on Strategies of Influence:
a. “Party A ‘puts a gun to the head’ of Party B, or imposes costs if Party B does not comply;
this is influence via threats.”
b. “Party A offers to ‘sweeten the deal’ for Party B, or offers other benefits to Party B for
compliance; this is influence via incentives.”
c. “Party A provides additional factual information to Party B in order to convince B that
compliance will be of value to Party B; this is influence via reasoning.”
d. “Party A provides additional faulty information to Party B, in order to convince B that
compliance is a better option than it really is; this is influence via deception.”
What's Your Influencing Style?
To have an understanding of your own influencing style, reflect on the following ideas given
by Chris Mussel white and Tammie Plouffe:
Rationalize: Putting forward thoughts and ideas for logical
and rational reasoning so that others are convinced of your
point of view. Leveraging the facts, logic, expertise, and
experience that help in persuasion of others.
Assert: Relying on ones’ personal confidence, rules, law,
and authority for influencing others and insisting that the
ideas are listened to and consideration is given even if others
do not agree. Those who can challenge the ideas others have especially when they are not agreeing to you as
well as pressurizing them to make them see what your
point of view is.
Negotiate: To reach an outcome satisfying the organizations greater interest, and looking for
compromises and concessions. This may require delaying a discussion for a later more
opportune occasion in order to make tradeoffs and exchanges in a better way.
Inspire: Followers are inspired when a sense of shared and common mission is
communicated that encourages others towards leadership. Using motivating appeals,
39
inspirational stories, metaphors and narrations encourages others to have a shared sense of purpose.
Bridge: By uniting and connecting with others, leadership outcomes are influenced more. To
have people agree with a leader’s positions, a leader relies on using reciprocation, better
support, consultation, forming coalitions and building personal relationships.
When leaders operate based on their own preferences (style) and do not see the expected
results, without realizing they are actually intensifying the tendency to focus on their own
preferred behavior, even though it is not really working for them! Therefore, in today’s fast
paced and dynamic organizational environments it is imperative that as a leader one gains
awareness about his or her influencing style as well as of others. Also, gaining the cooperation
and confidence of those whom you do not have any direct authority over is a concern for many leaders.
Research has identified five types of influencing styles to increase the probability influence more people that anyone who wants to lead in any way must learn to recognize and use. To start with,
one must first know that there are influencing styles other than one’s own. To develop
influencing skills, one needs to learn how each style is like and whether it is being used
effectively or not. Being aware of this helps to identify if the style being used in a certain
situation is effective or not and to find out which one will actually work.
Thinking about your ability to influence?
Assume that you are an elected member and think about your day to day role. Prepare a list of
situations where you would need or want to influence others. Also, mention or write anything
you would feel is difficult about influencing people in such situations: What is your particular
influencing style? Would you want to do anything about it? What?
Activity: Individual exercise 15-20 minutes
Accomplishment of tasks and activities requires using some kind of power. Everyone has some sort
of power, but we often do not recognize it. An activity will help you assess your power bases in a
situation. (Details will be provided by the instructor)
Leadership Behavior: Leadership Grid
Activity: Individual exercise 15-20 minutes: Assessment exercise in terms of the leadership
dimensions i.e. task orientation and people orientation.
With no prior discussion, fill out the Leadership Questionnaire that will be given to you. Do no
read the rest of this until you have completed the test.
40
In order to locate yourself on the Leadership Style Profile Sheet, score yourself on the dimensions of task orientation (T) and people orientation (P).
The Blake and Mouton Managerial Grid, which is also known as the Leadership Grid created in 1985
shows evidence of a leader’s behavior or attitudes towards two dimensions i.e:
a) "Concern for people" (People orientations) -plotted along the vertical axis
b) "Concern for task or results" (task orientation) - plotted along the horizontal axis.
Both the dimensions range from 0 to 9 and can be drawn as a graph or grid. This leadership grid is
a simple tool to describe leader behavior and is frequently referred to in various studies. Research
on leadership behaviors of people has identified that most people lie somewhere around the
middle of the two axes i.e. Middle of the Road. But, there are some people whose scores lie in
one of the four quadrants or on the far ends of the scales. The four quadrants show four types of
leaders.
a) Authoritarian— emphasize more on asks, less on people skills
b) Country Club — have stronger people skills, but weaker on tasks
c) Impoverished— weak task orientation, weak on people skills
d) Team Leader — strong task orientation, strong on people skills
The aim is to be at the least be in the’ Middle of the Road’ but being a Team Leader is preferable
— which means that the score needs to at least between a 5,5 to 9,9. Also, a better leader
functions at the extreme end of the two axes, according to the situation.
Some final thoughts!
Finally, Leadership is not a genetic gift or a family legacy; we have sympathetically observed some
failures of those assumptions. It is not a warranty with a degree from an excellent graduate business
school, though a rigor of that experience can provide valuable returns. Becoming a leader is an
intentional process of growth that must be lived out experientially.
One must have the will to say “yes” and even “no’ to an unending series of tests, large and small,
each demanding that we take one more step toward a definition of all who we are.
We must be ready to define our values, our character, and our leadership style.
41
Leadership Grid
High 9
Co
ncern
fo
r P
eo
ple
8.5
8
7.5
7 Country Club Team Leader
6.5
6
5.5
5
4.5
4
3.5
3 Impoverished Authoritarian
2.5
2
1.5
1
Low 0.5
0.5 1 1.5 2 2.5 3 3.5 4 4.5 5 5.5 6 6.5 7 7.5 8 8.5 9
Low High
Concern for Results
42
Day 2: Pause for Self-Reflection
Instructions:
How did the day go? Take a couple of minutes to write
down your immediate thoughts and feelings, and any
significant learning that emerged for you:
Time: 10 minutes
Today’s Date:
1. Write down your
understanding about
Good Governance
2. How can you use
citizens’ Voice to
achieve
Accountability
according to your
project objectives
3. Set your Leadership
objective for 2014
43
Day Three
44
Session 6: Project Management
Project Management
In the world of depleting resources, project management ensures effective and efficient use
of these resources. It is education and process development to help project stakeholders to focus
on their project objectives, set attainable objectives and be accountable for their project results.
Project Management helps develop skills of individuals to achieve their objectives in spite of scope,
time and cost constraints. These constraints should be treated as project assets to ensure timely
delivery of committed scope to satisfied and happy customers.
Triple constraints of a project – Scope, time and cost.
Scope/Requirements
Time / Schedule Cost
Why Project Management?
Organizations operate in increasingly global, complex, dynamic and uncertain environments. Every
organization, whether in the public-sector, corporate sector, or the non-governmental
organizations, undertake projects. Projects come in many categories and can range from the very
simple to the very complex. Every project is unique and presents unique challenges.
Project Management is essential to manage projects. The pressures on these organizations to
change and adapt are immense. Some factors causing them to pursue projects and apply project
management methodologies to enable this change include but are not limited to the following; y
Quality
45
Who should study Project Management?
Anyone who is directly or indirectly involved in;
Initiating, planning, implementing, monitoring, evaluating and/or controlling a project.
In a position which involves a substantive level of decision-making,
responsibility, communication and coordination.
The above mentioned professionals should be familiar with most of the subject areas, methodology, processes and tools and techniques of project management.
What is a project?
A temporary endeavor undertaken to create a unique product or service (Guide to the Project
Management – Body of Knowledge, Project Management Institute)
Operations (such as manufacturing) and projects differ primarily in that operations are
repetitive and ongoing while projects are unique and temporary (Project Management
Institute)
A unique process, consisting of coordinated and controlled activities with start and finish dates, to
achieve an objective conforming to specific requirements, including constraints of schedule, cost
and resources (ISO 10006)
What is a program?
A group of projects managed in a coordinated way to obtain benefits not available
from managing them individually
A program is inherently more complex than a constituting project – it has a broader scope
and may require extensive coordination between its various constituting projects
A project results in the creation of an output and is then ended; a program must integrate
and maintain the operability of that output for a specified period of time.
Redefining Project Management
For Companies to reach excellence in Project Management, executives and senior managers
must communicate and define project success in terms of what is good for the project and what
is good for the organization
46
Project Management is the application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations.
Project Management is a formalized and structured method, comprising a set of
interrelated processes and tools that ranges from simple to complex.
Project Management is application o f processes, b a s e d o n the accepted p r i n c i p l e s o f management that are used for planning, estimating and controlling work
activities.
Project Management is used to produce outputs that are to be delivered by a certain
time, to a defined quality standard and with a given level of resources so that the
project goal and outcomes/benefits are realized.
Irrespective of definition used for project management; Effective project management is
essential for the success of any project – whether in the private or public sectors – and
irrespective of its category, size and complexity.
Major Project Management components
Start and End date, allocated budget and available resources
Dedicated Stakeholders
Informed and Knowledgeable End user
Empowered Project Office personnel
Strict documentation
Change management and risk mitigating process
Estimation process for additional or in-scope deliverables
PLANNING, CONTROLLING AND MANAGING.
Knowing and using industry specific LINGO – Terms and terminology.
Award and Reward - Ensure everyone understands the benefit of project completion within scope, schedule and budget.
Understand and Use cultural influences to your advantage.
Functions of Project Management
The basic functions of general management equally apply to project management. Project Manager
along with sponsors of the project spend a lot of effort in planning, organizing, motivating,
Directing and controlling the project resources to ensure effective and efficient utilization of
the project resources.
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The Functions of Project Management
Project Goal and objective
Projects should be used as a vehicle of change. The main purpose of a project is to create
something unique. All projects have a goal of creating something new: development of a new
product, creating new service, re-engineering a process for efficient production, polio eradication,
etc.
The goal must be as specific as possible so that there is no ambiguity about what the project
intends to achieve.
In addition to the prime goal, projects may have sub goals and subsidiary goals.
Project Resources
Controling
Directing
Organizing
Motivation
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The project goal and project deliverables along with all the requirements and specifications, which
must be met by the project for it to be considered complete, determine the project‘s scope.
A project which does not achieve its goal is seen as failed.
Major components of managing a project
Managing a project involves the following major components;
Estimating the scope and work that needs to be performed.
Developing mechanisms to acquire identified products
Develop a project plan
Getting commitments to the plan
Working with suppliers to acquire identified products
Monitoring progress against the plan
Identifying and analyzing risks
Taking actions to appropriately mitigate risks and issues
Taking actions to address significant deviations from the plan
Representative Project Life Cycle (typical)
Initiation/Concept/Feasibility
Planning/Development
Execution/Implementation
Control/Monitoring
Close-out/Termination/Finish
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Project Life cycle
Initiating
Processes
Planning
Processes
Controlling
Processes
Executing
Processes
Closing
Processes
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Initial Responsibilities of Project Manager to initiate the project
Plan the projects
Technical activities
Project management activities Initiate project kickoff meeting
Manage triple constraints to sponsor satisfaction
Requirements, Schedule and Cost Organize the project, including
Forming the project team
Setting up systems to document the project
Setting up project plans and processes for controlling
Confirming the project charter
Main tasks to organize the Project and the project team
Project Charter should be issued by the project sponsor. It gives the Project Manager authority to apply resources to the project activities.
Conflict Management - Understand how to effectively manage conflict in
project environment.
Scope – Explain clear scope of project with all team members
Team – Plan and actively develop team through entire project.
Risk – Reduce and manage risk continually
Politics – Develop political awareness
Know the project stakeholders and sponsors
Know your strength and weakness
Know who has influence to help your project
Plan globally, think and act locally
Who are project Stakeholders?
Any or all individuals or units directly involved in project deliverables or
Are part of the project organization responsible for the project or
Are Individuals that are positively or negatively affected by the project?
Project Stakeholders include;
a) Project Manager
b) Performing Organization and Project Team Members
c) Customer
d) Government agencies
e) Media
f) Academia
g) Sponsor
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h) End Users and many others
Identifying major stakeholders and developing a communication plan for stakeholder
involvement and interaction is one of the major responsibilities of a project manager.
Work Breakdown Structure (WBS)
The WBS serves as the framework on which project is built and as the “map” for
project execution.
WBS focuses attention on project objectives and encourages detailed planning and documentation.
It clarifies responsibilities and identifies elements for estimating and work assignment.
WBS is used throughout the project; it needs to be revised in event of any changes or updates.
WBS is the cornerstone of quality project planning!!
Developing WBS
Gather all project-related materials that define solution, approach and scope.
Review WBS for similar projects
Prepare a hi-level WBS representing “WHAT”
Refine and decompose to manageable and track-able level
Involve responsible project team members in developing WBS
Include project support elements such as PMIS, quality assurance
Avoid developing details before it is needed
Review structure with responsible stakeholders; get buy-in from those
responsible for deliverables
Add appropriate elements to manage risk
Use good judgment-there are no hard and fast rules
Project Planning Checkpoint
As a project manager you must;
Validate financial commitment to the business
Set expectation with client and project sponsor
Recognize that this is hard go/no go decision
Have your project team committed to the plan
Be ready to be accountable for the project execution
Project Planning is crucial point in the project life cycle when you decide if the project is
ready to commit to future execution tasks
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Few Causes of troubled projects (Planning Phase)
Failure to set and manage customer expectations
Customer unprepared to take on project responsibilities
Lack of common understanding of requirements
Poor quality proposals
Lack of information in charter
Unclear organization roles and responsibilities
Failure to plan and manage project risks
Lack of defined quality control mechanisms
Inaccurate and uncommitted project estimates
It is primary process to implement the plans of “how work should be done”. It is important
to ensure that responsibility and accountability of each team member exist to ensure
successful operation of the project plan.
Project execution phase is focused on “how work is being performed”. The focus of this
project phase is to ensure that all defined project objectives are successfully met and project
management processes are followed.
Following are high level guidelines to remember during all project execution. These are points
to remember but should not be limited to only these ideas during execution of project
activities.
Execute the work according to the Project Management plan
Document and validate the product and project scope with the customer
Implement only approved and signed off changes by the customer and sponsors
Manage human resources appropriately
Document and Use issue logs throughout the project
Hold regular meetings with an agenda and followed by meeting minutes
Facilitate timely conflict resolution
Develop and adhere to the agreed upon project communication plan
Identify and Manage stakeholders throughout the project especially in initiation and
closure phase
Perform quality assurance activities
Develop processes to appraise and recognize employee performance
Evaluate team and provide constructive feedback when needed
Project Management Processes need to be followed!
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Project Monitoring:
Project Monitoring phase is “the process of monitoring, evaluating, and comparing planned
results with actual results to determine the progress towards the project cost, schedule, and
technical performance objectives, as well as the project’s ‘strategic fit’ with enterprise
purposes.
(Cleland & Ireland, Strategic Design and Implementation, 2002, (pp. 377-378))
Project Monitoring is essentially about systematically keeping track of project progress
through careful observation and application of specialized tools, measurement and recording
of project environment which may have an impact on attainment of the project goal and
objectives.
It is to ensure that project is on track and to enable the project stakeholders and the project
team to make informed decisions related to the project.
The purpose of Project Monitoring and Control is to; Monitor and understand the project
progress so that corrective actions can be taken when project’s performance deviates from
the project plan.
An effective project monitoring and controlling system requires that the project’s constituent
parts sub-systems and its totality as well as its external environment be taken into
consideration.
A good monitoring system should be integrated so well into the fabric of the project
that its application becomes more of a routine rather than a conscious effort by stakeholders.
Note: Detailed information with regards to Project Monitoring and Control will
be discussed in the Module “Monitoring and Evaluation”.
Role of Project Manager:
a) PMs provide strategic direction
b) PMs represent their project
c) PMs ensure project quality
d) PMs ensure compliance with mandatory systems and processes
e) PMs Co-ordinate project stakeholders and activities
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Project Management Framework
Knowledge areas describe the key competencies that project managers must develop
Four core knowledge areas lead to specific project objectives (scope, time, cost, and
quality)
Four facilitating knowledge areas are the means through which the project objectives are achieved (human resources, communication, risk, and procurement management
One knowledge area (project integration management) affects and is affected by all of
the other knowledge areas
All knowledge areas are important!
Project Closure Phase
Project Closure activities consist of documenting project results to formalize acceptance of
the product of the project by the project sponsor or the customer. Project Close out plan
and its activities are part of the WBS tasks and resources should be committed to ensure
successful closure.
Project Closure may result from;
a) Project Completion as agreed by the sponsor.
All project activities and work is complete.
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b) Mutual agreement to close out the project.
Lack of funds, change in policy etc.
c) Either party does not want to proceed further
Breach of Contract, legal proceedings, law suits etc.
The purpose of Project Closure is to ensure;
Project is formally accepted or terminated
Contractual obligations are met
Project records are completed, saved and archived
Essential documentation is retained
Resources (3M-Man, machine, material) are released
Finance books are complete
Final Remarks:
As the number and complexity of projects continue to grow, it is becoming even
more important to practice good project management.
A project has several attributes, such as being unique, temporary and developed incrementally.
A framework for project management includes project stakeholders, the nine
knowledge areas, tools and techniques, and creating project portfolios to ensure
enterprise success.
Successful project managers must possess and development many skills and lead their teams by example.
The project management profession continues to mature as more
people become certified and more tools are created.
The formal Project Closure phase includes but is not limited to the following activities
Project plan updates complete
Documentation Archived
Legal Contract Closure
Administrative Closure for Resources
Team appraisal with development suggestions
Positive team closure
Corrective actions
Lessons learned
Sponsor and end user sign off document
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Some responsibilities of a Project Manager during the closure phase are;
a) Completion of project documentation
Completeness of tasks
All terms of agreement
b) Releasing technical environment
Transfer assets
Transfer warranty and maintenance support
c) Secure intellectual capital
Include methods and processes developed
Products developed during the project
d) Prepare project evaluation report
Document and communicate lessons learned to management
Performance reviews submitted to the functional managers
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Session 7: Advocacy and Lobbying
When an individual or a group of people collectively decide(s) to enter into a
process of influencing another group, power actors or decision makers for bringing about
changes in laws, rules, procedures, resource allocation, practices or services within political,
economic, social and institutional sphere by using various tools of communication, persuasion,
negotiations and research.
Advocacy ensures engagement of communities in a meaningful exercise where they are not
only involved in the process of bringing a change but realize it themselves that they have an
issue on hand. It’s the participatory approach of advocacy, which empowers the community
and gives them a sense of equality, belonging and inclusiveness.
There can be many motivations to develop an advocacy exercise which ranges from
moral, ethical, faith principles or simply a desire to protect an asset of interest for facilitating
civic engagement which should ultimately lead to a collective action by the community, for
the community and ideally from within the community.
Advocacy Tools ranges from commissioning, publishing Research or Polls or Citizen Report
Cards, Community Service Cards, Media campaigns, Public speaking, Social Media and even
face to face communication to influence, persuade and negotiate a settlement for any issue of
concern for the community.
There can be multiple forms of advocacy which may include Political, Budgetary,
Bureaucratic, Express versus Issue, Health, Ideological, Interest Group, Legislative, Mass Media which can further be linked to social, cultural and economic sensitivities of any given
community.
Lobbying
Lobbying is attempting to influence legislators to support or oppose a particular issue or piece
of legislation and is allowed for non-profits within certain parameters.
Direct lobbying is defined as communication with a legislator, legislative staff or
legislative body, or any covered executive branch or other government employee who
may participate in the formulation of legislation. The communication refers to a specific
piece of legislation and expresses a view on that legislation.
Grassroots Lobbying is defined as an attempt to influence specific legislation by
encouraging the public to contact legislators about that legislation. A communication
constitutes grassroots lobbying if it refers to specific legislation, reflects a view on that
specific legislation and encourages the recipient of the communication to take
lobbying action. This type of communication is known as a call to action.
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Difference between Advocacy and Lobbying
Lobbying Versus Advocacy: Often are intertwined but lobbying remains just another form
of Advocacy, which is considered a more direct approach and is usually made to legislators
on any issue of significance in the name of communities and is usually done in various forms
and for various outputs ranging from corporate, social to constitutional and even regulatory
mechanisms.
Lobby and advocacy goals and objectives
Objectives should be as specific as possible. Raising awareness, agenda setting and public
information campaigns are not lobby and advocacy objectives in themselves, but activities which
support your final objective. Raising awareness doesn’t necessarily lead to the desired policy change. Take the example of female circumcision. The topic has been successfully put on the
political agenda, however without providing clear solutions and clear directions. Meanwhile,
the measures taken by decision-makers (more severe punishment in Europe) are not
welcomed by the target group (women from risk countries and their daughters). There is a
fear that the proposed measures will not have the desired effect and will force people to go
underground. Successful approaches (such as encouraging communities in the countries of
origin to abandon the practice of circumcision) have never even entered the debate. It is
therefore crucial to distinguish between these possible means, in order to keep a sharp focus
on the final objective. Try to formulate your objectives as SMART-ly as possible:
Specific
Measurable
Achievable
Realistic and
Time-bound
This will help you to maintain your focus and to set up effective monitoring and evaluation of
your influencing process. Remember: Less is more! A lobby objective aims to change the
policies, programmes or positions of decision-makers (at any level, from village head to prime
minister). Your lobby objective is determined by:
What you want to change
For whom
Who will make the change?
By how much and
By when.
An objective is thus an incremental and realistic step towards a larger goal or vision; it is not
a general goal (for example, to increase family planning among couples). An objective must
focus on specific and tangible action that decision-makers may take.
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Examples of lobby objectives
Useful framing of lobby objectives
The Minister of Education will start a national government programme to build twelve schools for children between the ages of 6 to 12 in each district in the next two years.
In the next year, the Minister of Social Affairs will increase funding for family planning
education programmes for married couples through the family planning council.
Avoid overly general lobby objectives
Increase girls’ attendance at district level primary schools.
Increase the use of family planning among married couples.
Designing and Implementation of Advocacy Campaign
Know your Issue:
Addressing problems requires in-depth knowledge about their underlying causes. The better
your knowledge about problems and their causes, the easier it is to design solutions with high
potential impact. Good solutions can only be found when problems are well understood.
Once you have chosen an advocacy theme or programmatic issue you want to examine
further, you can use policy analysis to help identify the underlying policy causes of poverty and
discrimination. This will help you choose a focus for your advocacy initiative
Policy analysis examines plans and regulations set by governments, business or other
institutions, and how these policies (or a lack of policies) affect specific groups. Given below
is an example of policy analysis for water pollution
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Example: A Policy Analysis Matrix for Water Pollution
What is the problem?
High infant and child mortality in Macondo due to high
prevalence of diarrhea.
2. Who does it affect? Where?
Children younger than five from remote rural areas.
Children drink contaminated water from rivers.
3. SUPPORTIVE POLICIES
Do any policies exist for ensuring
the quality of water?
There are no polices that regulate what private
companies are allowed to dispose in rivers. Policies
have been proposed and discussed by several
administrations, but none have been approved.
Environmental policies are not viewed as a priority by
the current administration. There are also no
programs or significant government funds to build
water systems for rural and poor communities.
4. RESTRICTIVE POLICIES
Do any policies adversely affect
the quality of water?
There are no polices that adversely affect the quality of
water. The main policy cause is lack of policies, i.e. no
regulations for ensuring safe water sources and no
programs to promote safe water in rural and remote
communities.
5. POLICY ENFORCEMENT
Which programs promote or
restrict access to safe water?
Since there are no policies in place, policy enforcement
is not an issue.
1. Selecting an Advocacy Objective
Problems can be extremely complex. In order for an advocacy effort to succeed, the goal
must be narrowed down to an advocacy objective based on answers to questions such as:
Can the issue bring diverse groups together into a powerful coalition? Is the objective
achievable? Will the objective really address the problem?
2. Conduct a stakeholder analysis or identify your target group
Once you have identified a policy issue, it is important to describe the actors that make critical
decisions about these policies. Actors can be either individuals or groups. A policy analysis
should identify the actual individuals who make direct policy decisions, and may be referred
to as Primary such as government ministries, parliament etc. Other target group is those who
can influence primary decision makers. These may be called secondary. Informing or
persuading the primary audience about a policy issue is the centerpiece of any advocacy
strategy it is important to determine whether actors support or oppose specific policies, as
well as their degree of influence, their resources, and their interests in an issue. Identifying
policy makers and analyzing their interests is an important prerequisite to developing an
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advocacy strategy. The more information you have about the actors that may influence and
affect policy change, the easier it is to devise an advocacy strategy.
3. Developing a strategy or action plan
The following steps will help to focus on developing the basic outline of an advocacy strategy.
a) Selecting the policy issue that can effectively be addressed through advocacy and which
will have the greatest impact on the problem.
b) Identifying target audiences - those with the ability to actually influence the policy issue
you select.
c) Setting a specific policy goal for the initiative.
d) Identifying potential allies and opponents.
Budgeting
Preparing a budget is the next step. Estimating the cost of an advocacy project can be difficult,
especially for a multi-year initiative. More than with other types of programs, midcourse
corrections will occur and can sometimes lead to higher costs. For example, your initial
strategy may not include a media campaign, but later, once you have started implementing
your plan, such a campaign may seem vital. You should base your budget on your advocacy strategy and activities (such as lobbying, media work, working with coalitions, and/or
mobilizing constituencies).
4. Identify and mobilize the required resources
Where will you get financial support for your advocacy initiative? It is important to research
what donor resources are available for advocacy, as opposed to other kinds of interventions.
Some donors will not fund projects with an advocacy component, and you should ask about
such policies before you submit a proposal. However, trends show an increase in donor
funding for advocacy and civil society strengthening efforts. The questions below may help
you to identify funds for your initiative:
Which donors have funded advocacy initiatives as part of relief and development
programs in your country/region? Besides multi and bilateral aid, are there any
individuals, private businesses, foundations, or any other groups interested in advocacy?
What are the priorities for donors that have funded advocacy? Are they interested in particular issues (i.e. education policy reform)?
Are they interested in specific groups of the population (i.e. policies that affect women-
headed households or policies that affect ethnic minorities)? Do they have a
geographical focus?
What type of advocacy initiatives have they recently funded? What amounts were provided to those initiatives?
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5. Developing and Delivering Advocacy Messages (the Plan)
Different audiences respond to different messages. For example, a politician may become
motivated when he/she knows how many people in his/her district care about the problem.
A Minister of Health or Education may take action when he is presented with detailed data
on the prevalence of the problem. What message will get the selected audience to act on
your behalf?
Opportunities to influence key audiences are often limited. A politician may grant you one
meeting to discuss your issue, or a minister may have only five minutes at a conference to
speak with you. Careful and thorough preparation of convincing arguments and presentation
style can turn these brief opportunities into successful advocacy. If you have one chance to
reach the decision maker, what do you want to say and how will you say it?
6. Monitor and evaluate the campaign’s progress
Monitoring and evaluation are key activities for keeping an advocacy initiative on track, and
for assessing the changes it has achieved based on its stated goals. Effective monitoring and
evaluation requires careful planning. These plans are an integral part of designing an advocacy
initiative, since you will have to establish prior to implementation what information is
necessary for tracking progress, and how you will obtain this information. Advocacy activities often need to be adjusted, revised and re-directed. Such changes, however, should only be
made on the basis of good monitoring data. For example, what new information have you
learned through public events, meetings, or reading the newspapers? Have political conditions
changed since you first planned the initiative? Have your target audiences changed their
opinions?
One Minute Message
Action Desired
ExampleEvidenceStatement
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The one minute message
You should be able to summarize and present your advocacy messages in three to four sharp
sentences, for situations where you have very limited time to present your case, e.g. During
chance meetings (such as finding yourself standing next to Bill Gates in the elevator) and TV
interviews.
The one minute message consists of: Statement + evidence + example + action desired
Statement Education gives children in crisis the chance to rewrite their futures and
transform the societies in which they live.
Evidence More than 50 million children affected by armed conflict are facing a
future without education, without hope. This includes 200,000 children in our own
country.
Example Your own story (local if possible).
Call to action We can help rewrite the future for more than 50 million children
worldwide, including 200,000 of our own children, by meeting their educational
needs.
Our special role Save the Children has a deep and steadfast commitment to helping children to rewrite their futures.
The statement is the central idea in the message. The evidence supports the statement with
(easily understood) facts and figures. An example will add a human face to the message and
the action desired is what you want your target to do.
Group A: Participation
Prepare and perform a role play on the following situation:
Scenario 1
You represent an NGO network comprised of organizations that seek to protect the human
rights of girls and young women. Through ongoing monitoring of the parliamentary record,
your organization learns that the Provincial Government is considering a piece of draft
Instructions:
In your assigned groups, prepare one of the following
and present in the plenary.
45 minutes
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legislation on local government. After previewing the legislation, you determine that the
content is consistent with your vision and advocacy goal. You were able to secure a meeting
with the Minister of Local Government. Prepare a 10-minute role-play depicting your meeting
with the committee members where you try to persuade them to support the legislation.
Scenario 2
Your network works to promote role of media in urban and rural communities. It has come
to your attention that some news agencies have violated the ECP codes of conducts. Your
team reported the violations done by media outlets against the codes of conduct to ECP. The
ECP ignored the cases reported to them and did not take any action. Your network would
like to launch an advocacy campaign to address this issue. For the advocacy purpose draw a
one minute message discussing this with all your stakeholders.
Scenario 3
Your advocacy network works to provide reproductive health care and education to
adolescents. In the past year, the Ministry of Education (MOE) initiated a small scale, pilot
project that introduced a sexuality/reproductive health module into the secondary school
curriculum. Your initial inquiries suggest that the MOE does not intend to mainstream the
education program due to perceived opposition from religious groups. To build public support and persuade MOE officials to expand the program, your network is hosting a public debate
about the advantages and disadvantages of providing reproductive health services and
education to youth. Prepare a 10-minute role-play dramatizing the debate, including how you
manage the participation of TV journalists.
Scenario 4
Show the role of a controlling leader while developing an advocacy campaign, who is trying to
influence the group with his/her own decisions. The leader does not tolerate others in the
group and either takes over or ignores them. Even if the leader is unsure of the way forward
he/she is firm and assertive
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Session 8: Working with Media
What is Media?
Media can be understand as any channel for the storage and transmission of information
Or Tools used to store and deliver information or data.
Media and its Uses
Transmits information to a wider audience.
Time or resources to research themselves.
Influences public opinion.
Questions the government, organizations, and institutions
Exposes issues or problems
Type of Media (Statistics):
a) TV:
Roughly 40 million TV viewers
b) Radio:
Nearly 13,500,000 radio listeners
c) Telecom (SMS):
Nearly 111 million SIMs active
d) Social Media:
Roughly 20.431 million Internet users
e) Print:
Approximately 14.6 million Pakistanis read a
newspaper at least once a week
How can CSOs engage Traditional and Social Media?
Media transmits information about society to a wider audience to educate, influence and
change the social norms, cultures and even traditions. Due to its mass approach, it is
considered as the best communication tool in any kind of advocacy. Therefore, its importance
for CSOs remains paramount because without reaching it and spending resources to develop
a liaison with it, even the best of programs and projects of CSOs remain unnoticed. Since it
influences public opinion through editorials and news coverage and questions the authorities,
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governments, organizations, and institutions on behalf of the citizens, it can and should be the
considered as best friend of development sector as well as CSOs for advocacy and outreach.
Why CSOs’ need media?
It gives our advocacy campaign and organization increased credibility and exposure, it
encourages public discussion or debate on our issue and improves our fundraising potential.
Types of Media
Traditional and parallel media can be defined as the ones which are surfing on the airwaves to
reach communities across the globe through print, electronic and theatrical forms or those
which are occupying the cyber-space or residing on information highways. Paid Media is
exchanged for publicity while earned media is convinced that the information is important or
relevant enough to justify a place on merit.
Developing Relationships with the Media:
Media hostilities are almost an everyday occurrence but once the media takes up any theme
or issue of the development sector, it does wonders. In the presence of all sorts of misgivings
and misperceptions, CSOs need to develop a relationship with the media which should be
based on honesty, truth and professionalism. The more accessible and informed CSOs
become for the media, more and more journalists and reporters will continue to contact us
for information and updates if we prove to be a reliable source of information.
Respect their deadlines and objectivity:
Answer their phone calls or emails promptly. Honor the differences between what we think
is important about our advocacy campaign and what they think is newsworthy.
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Speak confidently and knowledgeably:
Educate them about our advocacy campaign but also actively listen to their responses. Offer
them contact information for other experts who can support our research.
Educate ourselves about their opinions and style:
Read, watch, and evaluate the opinion and style of journalists and reporters whose stories are
in our media file. How can we focus and design our advocacy messages to match their
interests?
Tools for Working with the Media: Press Kit
Press release with details on the event or activity
Background information on the issue and a description of our organization and advocacy campaign
Quotes from important people involved in the campaign or a statement from the head
of your organization
A Question & Answer sheet that explains the issue in a simple, easy-to-read way
Copies of past media coverage about the issue, your organization, and your advocacy campaign
Charts, photographs, or other visual evidence
What is Social Media?
Social media includes web-based and mobile technologies used to turn communication into
interactive dialogue. Andreas Kaplan and Michael Haenlein define social media as "a group of
internet-based applications that build on the ideological and technological foundations of Web
2.0, and that allow the creation and exchange of user-generated content.”
Social media is media for social interaction as a super-set beyond social communication. Social
media has substantially changed the way organizations, communities, and individuals
communicate with each other.
Different Types of Social Media
Social networking - Facebook,
Twitter, LinkedIn, Google+
Social bookmarking - Digg, Delicious,
Reddit, Stumble Upon
Blogs - WordPress, TypePad,
Posterous, Tumblr
Wikis - Wikipedia
Photosharing - Flickr, Photo bucket,
Geolocation - Gowalla, Foursquare,
FacebookPlaces
Video Sharing - YouTube, Vimeo,
iMemories
Presentation Sharing - Slideshare.net,
Scribd.
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Advantages and Disadvantages of Using Social Media
Advantages Disadvantages
Low cost Time consuming
Simplicity Risk of negative comments
Contact building Fraud
Measurability Takes on persona of author
Unlimited access News travels quickly
Global reach Slightly Impersonal
Flexibility
Top 10 Inventions of the Decade
10 Keys to Social Media Success:
1. Experiment with social media
Experiment personally before professionally
Try a variety of social media tools
Be yourself, make some friends, and share
2. Make a plan
Discovery (People, Competition and Search Engines)
Strategy (Opportunities, Objectives)
Skills (Identify Internal Resources and Gaps)
Execution (Tools, Integration, Policies and Processes)
Maintenance (Monitor and Adapt) 3. Listen
Find where your audience is participating and identify the influencers
Read Social blogs (including comments)
Google your Theme name & your competition
Find tools that can help you listen
Facebook (73%)
IPhone (62%)
Twitter (58%)
The MP3 (51%)
Satellite Navigation (46%)
IPod (43%)
YouTube (39%)
High Definition Television (30%)
GHD Hair Straighteners (23%)
3D Films (19%).
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Crowd Sourcing – Submit, Discuss, Vote
Tap into the wisdom of the crowd to access a wider talent pool and gain social insight 4. Be transparent & honest
Avoid puffery (people will ignore it)
Avoid evasion and lying (people won’t ignore it)
Admit your mistakes right away
5. Share your content
Don’t be afraid to share. People, need to share information to get the value out of
social media
Make your content easy to share
Incorporate tools that promote sharing
6. Be personal and act like a person
Don't shout. Don't broadcast. Don’t brag.
Speak like yourself – not a corporate marketing shill or press secretary
Personify your Issue – give people something they can relate to.
7. Contribute in a meaningful way
Think like a contributor, not a marketer
Consider what is relevant to the community before contributing
Don’t promote your ideas on every post
Win friends by promoting other people’s content if it interests you
8. See criticism as an opportunity
Don’t try to delete or remove criticism (it will just make it worse)
Listen to your detractors, Admit your shortcomings
Work openly towards an explanation and legitimate solution
9. Be proactive
Don’t wait until you have a campaign to launch - start planning and listening now
Build relationships so they’re ready when you need them
10. Accept you can’t do it all yourself
You need buy in from everyone in the organization
Convince your CEO that social media is relevant to your organization
Get your communications team together, discuss the options, then divide and conquer
Social Media Tools
Social Networks News & Bookmarking
Blogs Microblogging
Video Sharing Photo Sharing
Message boards Wikis
Virtual Reality Social Gaming
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Related: Podcasts
Real Simple Syndication (RSS) Social Media Press Release
SELECTING MEDIA
Which of the following media types would you choose for the
assigned target audiences and why? You may choose more than
one media type but please your choice.
20 minutes
Types of Media:
Television Radio Newspapers Social Media Telecom (sms)
Target Audience:
1. Head of
Government
Agency, very busy,
highly educated,
living in Islamabad.
2. Woman 42 years,
married with 6 children,
matric-pass, housewife,
living with family in
Sargodha.
3. Small landholding
farmer, living 20
km outside of
Multan in a Rural
Community. Non-
Literate.
4. Youth (male and
female) from
Universities in urban
centers
5. Men or women of different age-groups residing in urban and peri-
urban slums. This target audience is semi-to non-literate.
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DAY 3: PAUSE FOR SELF-REFLECTION
Instructions:
How did the day go? Take a couple of minutes to write
down your immediate thoughts and feelings, and any
significant learning that emerged for you:
Time: 10 minutes
Today’s Date:
6. How will you utilize
Project Management session learning
during your project
implementation
7. Why Advocacy and
Lobbying is
important for project
growth
8. How can you use
social media to your
project benefit
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USEFUL RESOURCES
Accountability An international, not-for-profit, professional institute dedicated to the
promotion of social, ethical and overall organizational accountability. -
http://www.accountability.org.uk
Active Learning for Accountability and Performance in Humanitarian Action
(ALNAP) An international, interagency forum working to improve learning, accountability
and quality across the humanitarian sector - http://www.alnap.org/
Bank Track A network of civil society organizations that tracks the operations of the
private financial sector and its effect on people and the environment -
http://www.banktrack.org/
CIVICUS World Alliance for Citizen Participation is an international alliance of an estimate
1000 members in about 100 countries that has worked for over a decade to strengthen citizen action and civil society throughout the world, especially in areas where participatory
democracy and citizens' freedom of association are
threatened. - http://www.civicus.org
Democratic Audit Democratic Audit is a partner organization of the Trust on the
Parliamentary Oversight Project. A collective of academics, lawyers and others, Democratic
Audit has created a framework for the auditing of democracy and Human Rights in the UK
and internationally. http://www.democraticaudit.com/index.php
Ethical Corporation Ethical Corporation magazine is an independent publisher and events
producer on the issues in and around corporate social, financial and environmental
responsibility - http://www.ethicalcorp.com/
Global Accountability project is part of the Accountability Programme at the One
World Trust which aims to generate wider commitment to the principles and values of
accountability; increase the accountability of global organizations to those they affect; and
strengthen the capacity of civil society to better engage in decision
making processes. - http://www.oneworldtrust.org
Government Accountability Project America’s leading whistleblower organization,
promoting government and corporate accountability by advocating occupational free speech,
defending whistleblowers and empowering citizen activists. - http://www.whistleblower.org/
Halifax Initiative The Halifax Initiative is a coalition of development, environment, labor,
human rights and faith groups that works on issues concerned with the international
financial institutions. Formed in the run up to the G7 meeting in Halifax in 1995 the Initiative
works through research education and advocacy. The Halifax
Initiative has produced a report of particular relevance to parliamentary oversight of IFIs:
'Who's minding the store' - http://www.halifaxinitiative.org/
77
Humanitarian Accountability Partnership (HAP) Striving to make humanitarian
action more accountable to its intended beneficiaries - http://www.hapinternational.org/en/
Institute for Global Policy The Institute is a research and educational service of the World
Federalist Movement. - http://www.inglobalpolicy.org/index.php
IYOCO The International Youth Co-operation is a registered non-profit organization
with a mission to coordinate projects, to educate the youth, to promote international
awareness, co-operation and responsible governance, and to empower the youth. -
http://www.iyoco.org/
Mandat International Hosts of a trilingual information portal for those interested in UN,
NGO and international cooperation. Mandat International aims to promote dialogue and
international cooperation. - http://www.mandint.org/
Parliamentary Network on the World Bank PNoWB is an international network of
Parliamentarians concerned with improving transparency and accountability in International
development, particularly the World Bank - http://www.pnowb.org/
Power inquiry an independent inquiry into Britain's democracy -
http://www.powerinquiry.org/
Sustainability The longest established international consultancy specializing in business
strategy and sustainable development. - http://www.sustainability.com/
The Constitution Project - War Powers Initiative This initiative seeks to contribute
to the debate in the US about the use of the War Powers Act and the reality of war in the
21st Century. - http://www.constitutionproject.org/warpowers/
The Federal Trust for Education and Research The Federal Trust is one of the
partner organizations of the One World Trust on the Parliamentary Oversight Project. A
think tank, that researches and educates on issues around federalism and federal systems of
governments, with a particular interest in the European Union - http://www.fedtrust.co.uk/
The Inter-Parliamentary Union A worldwide parliamentary organization which fosters
dialogue between parliamentarians around the world. It works for peace and co-operation
and the establishment of democracy, as seen in its recent adoption of the Universal
Declaration of Democracy. - http://www.ipu.org/
Transparency International TI works to ensure that the agendas of international
organizations give high priority to curbing corruption. It promotes new inter-governmental
agreements to fight corruption in an internationally coordinated manner. -
http://www.transparency.org/
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Bennis, W. G., &Nanus, B. (1997). Leaders: The strategies for taking charge (2nd Ed.).
New York, NY: Harper Business. Campbell, D. L. (1985).Take the road to creativity and get off you dead end. Greensboro, NC: Center for Creative Leadership. Covey, S. R. (1991).Principle-centered leadership. New York, NY: Simon & Schuster. Daugherty, R. A., & Williams, S. E. (1997).Thelong-term impacts of leadership
development. The Journal of Leadership Studies, 4(2), 101-115.
French, J. R. P., Raven, B (1959). The bases of social power. In D. Cartwright and A.
Zander.Groupdynamics. New York: Harper & Row. Fulmer R, e al. The Leadership Advantage. New York, NY: Broadway. Greenleaf Center for Servant Leadership (2003). Retrieved on February 24, 2003, from
http://www.greenleaf.org Heifetz, R. A. (1994). Leadership without easy answers. Cambridge, MA: Harvard University Press.
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