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Malawi Civil Society Organization Capacity Building Project Workshop on CSO Governance April 5, 2012. Workshop Objectives. Review select information from last technical orientation Provide an overview of Governance in CSOs Discuss Governance challenges
Malawi Civil Society Organization Capacity Building Project Workshop on CSO GovernanceApril 5, 2012Workshop Objectives
  • Review select information from last technical orientation
  • Provide an overview of Governance in CSOs
  • Discuss Governance challenges
  • Discuss possible areas of technical assistance, our overall approach to capacity building and available governance approaches and tools
  • Agenda 8:30-9:00 Welcome, introductions, objectives, Norms9:00-10:00 Quick review of last orientation session10:00-10:30 Tea Break10: 30-12:30 Governance12:30-1:30 Lunch1:30-4:30 Governance4:30-5:00 Summary, evaluationRefresher: Civil Society and Civil Society Organizations
  • What is civil society?
  • What are civil society organizations?
  • What is their role in the health sector?
  • Refresher: Civil Society and Civil Society Organizations
  • Civil Society: the space, outside of family, state and the market, where people associate to advance common interests.
  • Refresher: Civil Society and Civil Society Organizations
  • Civil Society Organizations: “Non governmental organizations, and nonprofit organizations that have a presence in public life, expressing the interests and values of their members and others, based on ethical, cultural, political, scientific , religious or philanthropic considerations” World Bank 2009
  • Refresher: Civil Society and Civil Society Organizations
  • Civil Society Organizations (CSOs) include community groups, non-governmental organizations (NGOs), labor unions, indigenous groups, charitable organizations, faith-based organizations, professional associations, and foundations.
  • Refresher: Civil Society in HealthRole of civil society in health sector:
  • Direct service delivery
  • Humanitarian assistance (emergencies, crisis, conflicts)
  • Advocacy (basic health rights/access)
  • Exchange of knowledge
  • Technical expertise
  • Professional standards for education, practice
  • Research and technology transfer
  • CSO partners in AIDSTAR-Two Who are they? What services do they provide? Where are they located? CSO capacity building
  • Capacity: the ability or power of an institution to apply its skills, assets and resources to achieve its goals.
  • Capacity Building: an on-going evidence-driven process to improve the ability of an individual, team, organization, network, sector or community to create measurable and sustainable results.
  • Organizational Capacity Building: the strengthening of institutional vision, mission, strategy, structures, systems and processes, as well as management, leadership and governance capacity to enhance institutional, team and individual performance.
  • Framework Development: Anatomy of an OrganizationMission: Why do we do what we do?Strategy:How will we get where we want to go?Values: What are our core beliefs and principlesStructure:Lines of authority and accountabilityRoles and responsibilitiesDecision-makingLeadership and Governance SystemsInformation Management: Data Collection and usePlanningSupply ManagementMonitoring and EvaluationCommunicationsQuality AssuranceHuman Resource ManagementFinancial ManagementRevenue GenerationWhat do these terms mean?
  • Mission?
  • Values:
  • Strategy?
  • Structure?
  • Systems?
  • Anatomy of an organization: Unpacking the terms
  • Mission: An organization’s purpose, the reason its exists
  • Values: Beliefs and ethical principles that underlie the mission, values act as a beacon to guide the organization
  • Strategy: The broad approaches that signal how the organization will realize its mission
  • Anatomy of an organization: Unpacking the terms
  • Structure: Programs, projects and offices that make up the organization, how the organization is organized to get the work done and achieve the mission
  • Systems: The interdependent functions that allow an organization to do its work: Planning, human resource management, M&E, information management, resource generation, supply management
  • Governance: individual reflection, working in pairs, report out
  • Based on your experience, what does governance mean? How would you define it?
  • Think of a person or a body of people you know who governs (or governed). What did the person or body of persons do to govern?
  • As you think about your own experiences, what are some things that go wrong when there is a lack of adequate governance?
  • Governance
  • Good governance is a transparent decision-making process in which the leadership of a nonprofit organization, in an effective and accountable way, directs resources and exercises power on the basis of their mission and shared values. Adapted from Marilyn Wyatt, A Handbook on NGO Governance (2004)
  • Inter-related Elements of Governance
  • Accountability, transparency, and regulation: oversight of safety, quality and efficacy of services; oversight of organizational resources and enforcement of guidelines, standards, policies, ethical code
  • Information and assessment capacity: collection, analysis and use of information for planning and decision making
  • Inter-Related Elements of Governance
  • Policy formulation and planning: Assurance that appropriate policies and planning processes are in place, implemented and monitored
  • Social participation and system responsiveness: Broad range of stakeholders involved in organizational actions and organization is responsive to their inputs
  • Work in pairs or trios on governance elementsWhat do these terms mean? Provide examples of activities in CSOs in this area
  • Accountability, transparency and regulation:
  • Information and assessment capacity
  • Policy formulation and planning
  • Social participation and systems responsiveness
  • Transparency
  • Transparency is operating in such a way that it is easy for others to see what actions are performed. For example, a cashier making change at a point of sale by segregating a customer's large bills, counting up from the sale amount, and placing the change on the counter in such a way as to invite the customer to verify the amount of change demonstrates transparency.
  • Accountability
  • Accountability often used synonymously with responsibility and answerability. The acknowledgment and assumption of responsibility for actions, decisions, and policies. Encompassing the obligation to report, explain and be answerable for resulting consequences
  • CSO Law in Malawi What is the law here? Every NGO shall register with the NGO Board. An application for registration shall be in prescribed form & accompanied by i) a certified copy of the constitution of the NGO ii) such registration fees as may be prescribed by the Board from time to time.  CSO Law in Malawiiii) a plan of the activities which the NGO intends to undertake  iv) approval from the Ministry responsible for the activities to be undertaken by the NGO in the form of a memorandum of understanding or any other agreement between the Ministry  and the NGO;  v) proof that the NGO is a member of CONGOMA  CSO Law in Malawivi) a statement that the NGO shall not engage in partisan politics including electioneering and politicking; and  vii) the source of funding for the NGOCSO Law in MalawiNecessary to submit: 1) the full names, addresses, occupations and nationalities of all Trustees, Directors and other executive Board members  2) the name and address of the NGO's auditors, who are acceptable to the Board;  3) the latest available audited annual financial statements and annual report, in respect of existing NGOs.  CSO Laws in Malawi
  • What else do we know?
  • What do these terms mean?
  • Constitution of the NGO
  • Board
  • Board of Directors
  • Boards fulfill a legal requirement
  • Boards provide oversight functions
  • Boards promote the organization’s mission
  • Boards help to raise funds
  • Ten Basic Responsibilities of Boards1.Determine the organization’s mission and purpose2. Select the executive director3. Support and evaluate the executive director4. Ensure effective planning5. Monitor and strengthen programs and servicesTen Basic Responsibilities of Boards6. Ensure adequate financial resources7. Protect assets and provide financial oversight8. Build a competent board9. Ensure legal and ethical integrity10. Enhance the organization´s public standing
  • Source: Ingram, Richard T. Ten Basic Responsibilities of Nonprofit Boards. 2nd edition.
  • Three types of board governing-Fiduciary governing-Strategic governing-Generative governingThree types of board governingFiduciary governing:-understands trustee as one who holds assets for benefit of another-ensures assets are conserved & optimized to support mission-ensures resources used effectively & responsibly-focus on oversight and accountability Three types of board governingStrategic governing:-strategic thinking and planning-primary mode/focus- Quest for organization’s primary focus- Board organizes around strategic priorities,not administrative operations- Balanced budgets important but ask too if resources used for right or wrong purposesThree types of board governingStrategic governing:-Balanced budgets important but ask too if resources used for right or wrong purposes-Board members/trustees ask: what business are we in? what do customers/clients want? Where do we have comparative advantage? What are our core competencies? Three types of board governingGenerative governing:
  • Focuses on framing problems/issues and making sense out of something
  • Generates create processes of mission setting, strategy development, problem solving
  • Provides new frame for understanding the organization & its environment
  • Three types of board governingGenerative governing:-the creative foundation out of which goal setting and decision making originateSource: Governance as Leadership. Richard Chait, William Ryann & Barbara TaylorA lot of responsibility!-Being a board member requires dedicated volunteer time-Not a ceremonial position-Not just discussing, visioning-Considerable responsibility Senior Management
  • Director and senior managers of the organization
  • May include Financial Director, M&E Officer, Program/Services Coordinator and/or Medical Director
  • Ten Basic Responsibilities of Directors of CSOs1.Commit to the mission2. Lead the staff and manage the organization3. Exercise responsible financial stewardship4. Lead and manage fundraising5. Follow highest ethical standards, ensure accountability, comply with the lawTen Basic Responsibilities of Directors of CSOs6. Engage the board in planning and lead implementation7. Develop future leadership8. Build external relationships and serve as an advocate9. Ensure the quality and effectiveness of programs10. Support the boardSource: Moyers, Richard L. The Nonprofit Chief Executive´s Ten Basic Responsibilities. Washington, DC:Does any one else in the CSO govern?Common governance challengesWhat types of governance capacity building challenges might we encounter in the CSOs?Why?How will we know what challenges they have?Mr Mwangi and The Board: Case Possible areas of technical support
  • Board trainings/orientation: roles & responsibilities, distinguishing roles & responsibilities from senior management, action plan
  • Board manual
  • Board Self assessment
  • Work on governance with senior management
  • Possible areas of technical support
  • Financial management
  • Strategic planning
  • Resource generation
  • Other
  • AIDSTAR-Two ApproachPrinciples of capacity building from technical brief-Ownership and leadership-Demand-driven technical assistance-Participation-Context-specific AIDSTAR-Two ApproachPrinciples of capacity building from technical brief-Evidence-based capacity building-Results-oriented capacity building-Learning and knowledge exchange AIDSTAR-Two Approach
  • Moving from “right answers, pre-packaged tools” to a “best fit, co-created solutions” – requires a better understanding of country and organizational contexts, identifying sources of locally-owned change and knowledge, designing appropriate forms of support and sharing lessons learned
  • AIDSTAR-Two ApproachAIDSTAR-Two ApproachThree roles of consultants:-expert-facilitator-extra pair of handsAIDSTAR-Two ApproachAdvocacy versus Inquiry
  • Advocacy is when you promote your own view, hoping others will accept it and change their minds
  • Inquiry is when you are curious and try to understand the other’s thinking and reasoning
  • Advocacy Vs Inquiry
  • What types of conversations are high in advocacy? Low in advocacy?
  • What types of conversations are high in inquiry? Low in inquiry?
  • AIDSTAR-Two Approach
  • Inquiry
  • Consensus building on challenges
  • Promoting ownership
  • Priority Matrix
  • Challenge Model
  • AIDSTAR-Two Approach
  • Inquiry
  • Consensus building on challenges
  • Promoting ownership
  • Priority Matrix
  • Challenge Model
  • Priority MatrixChallenge ModelAvailable tools and resources on flash drives
  • Chapter 3 of MSH e Handbook: Promoting good governance in public and private health organizations
  • Governance as Leadership
  • Good Governance in Civil Society Organizations
  • Effective Governance and Leadership Workshop Facilitators Guide, MSH, EGPAF, CDC
  • Technical Approach: CBKENAfter Action Review
  • What worked well?
  • What could we improve?
  • Related Search
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