1. Technical Assistance for Civil Society Organisations Regional Office CSO Management

2. This project is funded by the European Union Technical Assistance for Civil Society Organisations Regional Office CAPACITY DEVELOPMENT of CSOs Course Objectives Training CSO Man. CSOs agenda furthered Trainer’s training Practice (coaching)

3. This project is funded by the European Union Technical Assistance for Civil Society Organisations Regional Office CSO Management Course After the course participants: Have acquired tools to analyse organisations and the institutional context in which they operate. Are able to assess the performance of organisations (in terms of leadership style and motivation) Know how to set strategic priorities for institutional development and organisational strengthening.

4. This project is funded by the European Union Technical Assistance for Civil Society Organisations Regional Office 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

5. This project is funded by the European Union Technical Assistance for Civil Society Organisations Regional Office 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)

6. This project is funded by the European Union Technical Assistance for Civil Society Organisations Regional Office 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!

7. This project is funded by the European Union Technical Assistance for Civil Society Organisations Regional Office Diagnostic Steps Organisation Analysis Institutional Analysis Intake (BQ / Process Set-up) Fact Finding Analysis Assessment Recommendation and Feedback (Strategic Orientation) Opportunities & Threats Strengths & Weaknesses Request Implementation intervention

8. This project is funded by the European Union Technical Assistance for Civil Society Organisations Regional Office Integrated Organisation Model (IOM)

9. This project is funded by the European Union Technical Assistance for Civil Society Organisations Regional Office 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

10. This project is funded by the European Union Technical Assistance for Civil Society Organisations Regional Office 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

11. Technical Assistance for Civil Society Organisations Regional Office Environmental Scan

12. This project is funded by the European Union Technical Assistance for Civil Society Organisations Regional Office Integrated Organisation Model (IOM)

13. This project is funded by the European Union Technical Assistance for Civil Society Organisations Regional Office Policy / Regulatory Framework Demand Supply Collaboration / Coordination / Competition Control Influence Appreciation Donor priorities shift social => democracy Government open and dev. oriented Demand for diverse training subjects Few services in policy influencing Most partner in search for funds Good relations with government Many training inst. offering same services Little expertise in democr. issues left in NGOs Some links with service providers abroad

14. This project is funded by the European Union Technical Assistance for Civil Society Organisations Regional Office 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.

15. This project is funded by the European Union Technical Assistance for Civil Society Organisations Regional Office 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 factor 5.Place each factor in the diagram

16. Technical Assistance for Civil Society Organisations Regional Office Staff Motivation

17. This project is funded by the European Union Technical Assistance for Civil Society Organisations Regional Office Some theories on staff motivation Frederic Taylor theory ( traditional) Hertzberg ( Factors of satisfaction and factors of non-satisfaction) Adams theory ( Equality)

18. This project is funded by the European Union Technical Assistance for Civil Society Organisations Regional Office Some theories on staff motivation Maslow pyramid B Basic needs Social needs Security Recognition Self esteem

19. This project is funded by the European Union Technical Assistance for Civil Society Organisations Regional Office 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).

20. This project is funded by the European Union Technical Assistance for Civil Society Organisations Regional Office Clear task Is staff competent Is staff willing? Clarify Staff development Strengthen organizational capacity Is organization have capacity? Establish incentive system NO Yes NO Yes

21. Technical Assistance for Civil Society Organisations Regional Office From SWOT to SOR

22. This project is funded by the European Union Technical Assistance for Civil Society Organisations Regional Office What is it? SOR makes logical and explicit link between SWOT analysis and strategic planning Invites for more participation and transparent decision making, transferring a SWOT into actual strategic options A method combining external and internal analyses in order to identify suitable Strategic Options which may form part of a future organisational strategy

23. This project is funded by the European Union Technical Assistance for Civil Society Organisations Regional Office Organisation Diagnosis process Intake BQ = purpose of OA SWOT analysis Total inventory of S, W, O, T Strategic Orientation = set priorities Planning & Implementation selected Cap. Building interventions

24. This project is funded by the European Union Technical Assistance for Civil Society Organisations Regional Office Steps in Strategic Orientation 1.Define the entity or problem area 2.Identification of Strengths, Weaknesses, Opportunities and Threats External Analysis: OT Internal Analysis: SW 3.Develop Strategic Options Convert (clustered) Opportunities and Threats in Strategic Options Rate the relevance of Strategic Options to Basic Question (s) (L/M/H)

25. This project is funded by the European Union Technical Assistance for Civil Society Organisations Regional Office Steps in Strategic Orientation 4.Matching Strategic Options with Strengths and Weaknesses Use the Strategic Orientation Matrix Identify the combinations that will have the major positive impact on the entity/problem field 5.Formulate Major Strategies Formulate strategies for those combinations that provide the highest positive impact 6.Follow up Identify areas for further investigation Or if possible, formulate strategic plans for each strategy

26. This project is funded by the European Union Technical Assistance for Civil Society Organisations Regional Office BQ to planning 1. Basic Question 2. IOM Opportunities + Threats Opportunities + Threats Strengths + Weaknesses 3. Strategic Options NOW 4. SOR WANT 58 2 341 22 1 4253 Strat. Options S W CAN Operational Planning

27. Technical Assistance for Civil Society Organisations Regional Office From SOR to Change

28. This project is funded by the European Union Technical Assistance for Civil Society Organisations Regional Office The Love Story of Irina and Marek

29. This project is funded by the European Union Technical Assistance for Civil Society Organisations Regional Office Fact- Finding / Monitoring Ability to change Commitment to 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

30. This project is funded by the European Union Technical Assistance for Civil Society Organisations Regional Office 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.

31. This project is funded by the European Union Technical Assistance for Civil Society Organisations Regional Office Ability Commitment Willingness DecidingThinking Reflecting Awareness Doing New Doing Pragmatist shortcut Academics shortcut Jump to conclusion Explorer shortcut Some shortcuts to avoid learning

32. This project is funded by the European Union Technical Assistance for Civil Society Organisations Regional Office 3 Dimensions of resistance Content ProcessPerson

33. This project is funded by the European Union Technical Assistance for Civil Society Organisations Regional Office 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.

34. This project is funded by the European Union Technical Assistance for Civil Society Organisations Regional Office e-Coaching Irma and Ljiljana will be coaches –Comment on results of your work –Answers to questions related to process use e-learning environment.