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1/3. DAY FIVE Module 5 PROGRAMME MANAGEMENT. 2 / 3. Overview of Module 5. 3/3. PROGRAMME MANAGEMENT. 1/9. This session will cover: Assisting leaders to justify, establish and defend the programme Managing external relationships: media, general communit y Managing implementing partners

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session 1 managing up down out and in


This session will cover:

  • Assisting leaders to justify, establish and defend the programme
  • Managing external relationships: media, general community
  • Managing implementing partners
  • Managing yourself.

Session 1Managing up, down, out and in

key learning points


Key Learning Points
  • How to manage ‘up’ to government/donors;
  • ‘Down’ to programme staff and implementing agencies;
  • Managing the external environment – ‘out’; and
  • Managing yourself – time management, leadership, stress management – ‘in’.
managing up government


Managing ‘up’ - Government

Scan to see who can have a positive or negative effect on MSM and transgenderprogrammes, then work proactively to increase support and reduce resistance

  • Government
    • Prepare programme rationale, briefing materials and policy briefs ahead of time (don’t wait for the crisis to happen)
    • Keep your information up-to-date (be prepared)
    • Work with opponents and conservative politicians
    • Analyse and interpret the data that is released – shape the messages that go out
    • Work with other Departments – e.g. policeand justice.
managing up donors and other funders


Managing ‘up’ – donors and other funders
  • Try to be in control – set your programme’s aims and objectives, based on stated community need and take this to funders and donors
  • Have a strategic plan and a set of priorities and take this to donors – don't wait for them to set priorities
  • Take on projects that suit these needs – try to say “no” to, or renegotiate funding that is not in line with this
  • Take time to understand what the donor or funder needs:
    • Develop the relationship
    • Understand their needs and pressures
    • Establish agreement about what and how to communicate – i.e. ‘rules of engagement’.
managing down


Managing ‘down’
  • People in your programme:
    • Job descriptions
    • Workplan
    • Support, supervision and performance management
    • In-service training.
  • Implementing partners:
    • Clear and current contracts
    • Published standards of care, programme implementation
    • Regular monitoring and capacity development
    • Effective information management systems.
managing out


Managing ‘out’

Managing the external environment

  • Media
    • Produce media guidelines on MSM and transgender people
    • Develop working relationships with and train publishers, journalists and other media outlets
    • Publicize positive stories
    • Have policies on exploitationand confidentiality.
  • Religious and community leaders
    • Find supportive leaders and work with them to engage others
    • Help supportive leaders to identify messages of tolerance and support
    • Hold briefings and engagement seminars.
  • Police and public security
    • Gain permission for programmes to function in illegal environments
    • Work with police on policies and training to reduce arrest, harassment, and violence.
  • Other NGOs
    • Building strong links with other NGOs.
managing in


Managing ‘in’
  • Time management
    • Develop a workplan; set and keep to priorities
    • Make strategic decisions about how to spend your time – say NO to some things.
  • Information management
    • Get organized
    • Have a good filing system
    • Document meetings/agreements
    • Back up essential program data
  • Stress management
    • Take breaks
    • Look after your physical health
    • Establish routines that support health
    • Lead by example
    • Get regular support and supervision.
exercise for small groups


Exercise for small groups

Four Groups

  • UP
  • DOWN
  • OUT
  • IN
managing partnerships



Panel presentation:

What makes partnerships work?

Guest presenters from among participants