technical assistance for civil society organisations regional office cso management

Technical Assistance for Civil Society OrganisationsRegional Office

CSO Management

This project is funded by the European Union


CAPACITY DEVELOPMENT of CSOs

Course Objectives

Training CSO Man.

CSOs agenda furthered

Trainer’s training

Practice (coaching)



1. EXPERIENCING

2.PROCESSING4. APPLYING

3. GENERALISING

Group work Case studies Personal

advising, facilitation and coaching, supervision

Practising tools

Case studies Role play Sharing of experience Examples from the

practice Mind-set changing

interactive exercises Games

Group work (3) Discussions

Mini-lectures Detailed handouts Presentation of tools



IDOS Working Definitions

• Institutional Development is: Creation or reinforcement of a network of

organisations and/or the external operational framework to effectively generate, allocate and use human, material and financial resources to attain specific objectives on a sustainable basis

• Organisation Strengthening is:Measures to improve the organisation’s

capability to execute selected activities to achieve its objectives (mission)



Institutional vs. Organisational Asses.

• Institutional assessment (IA) focuses on the external working environment of organisations (positioning and relationship vis-à-vis other players and the formal and informal rules and conditions under which the game is played)

• Organisation assessment (OA) focuses on the internal capacity of an organisation to play its intended role (are we able to perform well given our role and position in the playing field).

• Therefore IA precedes OA!



Diagnostic Steps

Org

an

isatio

n

An

aly

sis

Institu

tion

al

An

aly

sis

Intake(BQ / Process Set-up)

Fact Finding

Analysis

Assessment

Recommendation and Feedback

(Strategic Orientation)

Opportunities & Threats

Strengths & Weaknesses

Request

Implementation intervention



MissionInput

Output

Strategy

Structure

Systems

Staff

Culture

ManagementStyle

Organisation

Actors: suppliers, financiers, competitors, partners, target groups

Factors: economic, technical, political, socio-cultural influences

Integrated Organisation Model (IOM)



A good Basic Question has:

• A clear description of the issue at stake

• A clear identification of the subject of analysis

• Performance criteria to be assessed

• Main actors to be involved in the exercise

• Open ended and action oriented



Quick Scan exercise

• Identify the first Basic Question.• Describe outputs, mission and inputs of the

organisation.• Pose questions to understand how the

various elements relate to each other in terms of feasibility, efficiency and effectiveness.

• Make a first analysis/Draw initial conclusions.• Reformulate, if considered necessary and in

agreement with the ‘problem-owner’ the Basic Question and/or formulate sub-questions


Environmental Scan



MissionInput

Output

Strategy

Structure

Systems

Staff

Culture

ManagementStyle

Organisation

Actors: suppliers, financiers, competitors, partners, target groups

Factors: economic, technical, political, socio-cultural influences

Integrated Organisation Model (IOM)



Environmental scan

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



Steps Environmental Scan

1. Brainstorm on factors that influence work of your case CSO for each of the following dimensions:

– Policy/regulations– Supply/resource base/input– Demand/output– Competition/collaboration

2. Identify the impact of the external factor as positive (opportunity) or negative (threat): put them on cards

3. Identify the probability (how likely is it to happen?)4. Identify the span of control over the external factor5. Place each factor in the diagram


Staff Motivation



Systematic approach in staff motivation

• Individual characteristic ( personal capacities, needs, attitude)

• Job characteristics (responsibility, clear and understandable tasks, learning opportunities, nature of job)

• Working environment ( policies and systems, organizational culture, structure, management style, colleagues).



Clear task

Is staff competent

Is staff willing?

Clarify

Staff development

Strengthen organizational

capacity

Is organization have capacity?

Establish incentive system

NO

YesNO

NO

NO

Yes

Yes


From SWOT to SOR



Organisation Diagnosis processIn

tak

e

BQ = purpose of OA

SW

OT

ana

lysi

s

Tot

al in

vent

ory

of

S,

W,

O,

T

Str

ateg

icO

rient

atio

n=

set

prio

ritie

s Planning & Implementation selected Cap.

Building interventions



Steps in Strategic Orientation

1.Define the entity or problem area2.Identification of Strengths, Weaknesses,

Opportunities and Threats• External Analysis: OT • Internal Analysis: SW3.Develop Strategic Options• Convert (clustered) Opportunities and

Threats in Strategic Options• Rate the relevance of Strategic Options to

Basic Question (s) (L/M/H)



Steps in Strategic Orientation

4.Matching Strategic Options with Strengths and Weaknesses

• Use the Strategic Orientation Matrix• Identify the combinations that will have the major

positive impact on the entity/problem field5.Formulate Major Strategies• Formulate strategies for those combinations that

provide the highest positive impact6.Follow up• Identify areas for further investigation• Or if possible, formulate strategic plans for each

strategy



BQ to planning

1. Basic Question

2. IOM

Opportunities +

Threats

Opportunities +

Threats

Strengths +

Weaknesses

3. Strategic Options

NOW

4. SOR

WANT

5 8

2

3 4 1

2 2

1

4 2 5 3

Strat. Options

S

W

CANOperational Planning


From SOR to Change



The Love Story of Irina and Marek



Fact-Finding /

Monitoring

Ability to change

Commitmentto change

Willingness to change

Deciding Thinking

Reflecting

Analysis

Assess-ment.

Awareness of need to change

Doing / Re-doing.

Planning

Build capacity

Change as Organisational learning



Dilemma in Organisational Learning

Situation: An alliance of 8 CSOs is implementing a programme to lobby / advocate the need for community participation among senior government staff and politicians. Progress in the implementation of the programme appears to be slow.

As programme manager you did a round of consultations among staff of the participating CSOs from which it appears that around 40% of the people state this is caused by the unclear task distribution (many activities allocated to more than one CSO, hence nobody takes responsibility). Around 25% of people interviewed indicate they don’t really feel that progress is slow, since it is a long term process. The remaining people (approx 35%) agree that progress is slow, but are not sure why or give other reasons.

Do you now start a process to clarify task distribution?

Issue: not all people in the organisation in same phase of learning cycle.



Ability

Commitment

Willingness

Deciding Thinking

Reflecting

Awareness

Doing

New Doing

Pragmatistshortcut Academics

shortcut

Jump toconclusion

Explorershortcut

Some shortcuts to avoid learning



3 Dimensions of resistance

Content

ProcessPerson



Individual Assignment

• Conduct an organisation diagnosis for your own organisation. Select a ‘real’ performance concern, preferably in consultation with colleagues.– Don’t make it too complex.– Close to your own area of responsibility

• Formulation Basic Question: 12 March• SWOT inventory:8 April• SOR matrix + tentative strategies: 22 April• Send results to your personal coach for

comments.



e-Coaching

• Irma and Ljiljana will be coaches– Comment on results of your work– Answers to questions related to process

use e-learning environment.

technical assistance for civil society organisations regional office cso management

Documents