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Workshop for CEOs of Non Government Organisations Date: 3rd (Mon) and 4th March (Tues) No of sessions: 8 Venue: SPJIMR, Mumbai About the workshop: With the advent of Globalization and the changing scenario senior managers of non-governmental organizations find themselves in a very competetitive environment within which they must secure resources for the growth and sustainability of their organizations and programmes.Over-reliance on a single donor or source of funds is a risk for the continuity of programmes and the sustainability of organisations. Diversification of resources provides a foundation for an organization to achieve a greater impact. This course provides the skills for designing, implementing and evaluating an effective resource mobilization programme with the appropriate tools and techniques. Workshop Output: At the end of the workshop the participants will be able to · Apply skills and techniques for effective Resource Mobilization · Design and implement a Resource Mobilization strategy · Enhance capabilities for sustainable development of the organization Workshop Dates: 2 days 3rd (Mon) March: 9.30am –5pm 4th (Tues) March: 9.30am –6pm Pedagogy: The training approach is flexible and incorporates a variety of training methods such as: · Classroom sessions · Power Point Presentation · Group Discussion Workshop Structure:
Program Content & Resource Person: Session 1
Role of Fund Raising
Duration 1 hr 30 mins Resource Faculty, Mr. Mal Warwick (Chair Resource Alliance,U.K.) The success of any nongovernmental organisation rests on its ability to marshal the resources needed to sustain its activities: people, technical expertise, and funding. For most NGOs, fundraising—securing voluntary private contributions from both nongovernmental institutions and individuals—assumes strategic importance. In this session, participants will learn: § The strategic role of fundraising in relation to other critical organisational operations § The principal sources of philanthropic funding for Indian NGOs § Fundraising techniques, and how to choose among them § The special importance of raising money from individuals § The fundraising roles of trustees, volunteers, and staff (including the CEO) § The CEO’s guide to evaluating fundraising performance
Session 2
Strategic Management for Non-Profit Duration 1 hr 30 min. Resource Faculty, Prof Prem Chandrani (SPJIMR) Objectives
To develop an appreciation for strategic thinking and how it can help organisations in improving their growth and sustainability Learning Outcomes
By the end of this session, participants will be in a position to:
Session 3 Governance Duration: 1hr 30min Resource Faculty, Mal Warwick (Chair, Resource Alliance,U.K.) Even the most carefully conceived NGO can faulter if the structures set up to govern its operations, and the people recruited to run them, do not function well. Legal requirements aside, every NGO that aspires to excellence must have a board of trustees, executive leadership, professional staff, and probably volunteers as well, all working together in harmony. In this hands-on session, participants will learn: § The strategic role of the board of trustees (and what that role doesn’t include) § The board vs. the CEO: who decides, and how? § Strategic planning as a governance tool: bringing all stakeholders together § Best practices of nonprofit boards § Ethics in governance § Organizing and running a productive meeting § CSR for NGOs: best practices in socially responsible management Session 4 Accountability & Transparency Duration: 1 hour 30 min Resource faculty, Mr Noshir Dadrawalla (Center for Advancement of Philanthropy) Mere compliance with legal requirements and prescribed accounting practices is not enough; non-profit organisations are also required to practice good governance. Accounts are the medium through which financial information of an organisation is communicated and people will judge an organisation mainly through the financial information conveyed through accounts. It is important that this information is presented in a fair and honest manner so that people are not misled. Transparency means, disclosing all material facts (over and above of what is required by law), which could change the perception that all stake-holders in a charity could have about that charity. It also means disclosing all facts that a donor or any interested person would need in making a proper estimate of the worth and efficiency of the charity. It means full, open and accurate disclosure of all relevant information concerning goals, programs, finances and administration. It also means the development and implementation of clear, well-defined policies and procedures to be followed. Non-profit accounting is a rather opaque area that few outside the finance directors' office really understand. It is often extremely hard, from reading the report and accounts, to work out what a charity is really doing or to compare it with other voluntary organisations. Unlike those who read the annual reports of commercial organisations, many of those supporting charities are not financially informed and so it will be up to charitable organisations to present the information as clearly as possible. A necessity for a well-functioning accountability system is a reliable information system based on integrity and security. However, this can only be developed after the accounting policies and accounting principles are both approved and in place. Another area where transparency plays an important role is protecting the reputation and integrity of those responsible for managing a trust. Trustees often face a thankless job of doing social service without any remuneration and also having to face a lot of allegations accusations and mudslinging on some pretext or the other. Most of these relate to the use or misuse of funds. A bad or an opaque accounting system will always give ammunition to such accusations. A good and transparent accounting system does not give any opportunity for baseless allegations thus protecting the trustees from unnecessary blame. A good and transparent accounting system lays bare all the facts and details giving no scope to fabricate baseless charges. Learning Outcomes 1) Better understanding and insight on why and how being accountable and transparent helps. 2) Steps towards building better accountability and transparency. 3) Looking beyond just financial accountability. Session 5 Negotiation Skills Duration: 1 hour 30 min Resource Faculty, Dr Keith D’souza (SPJIMR) The skills of negotiation are a very important competency requirement in resource mobilisation. Effective negotiating enables us achieve goals in a smooth manner with considerable saving of time, effort and money, and with due consideration for the legitimate interests, concerns feelings of the parties involved in negotiation. Learning Outcomes This session on Negotiation Skills will help participants learn or revise the fundamentals of negotiation, how to prepare for negotiations, and how to manage the negotiation process. The session will achieve this through a mix of discussion, role-plays, and self-reflection exercises. From this session, participants are expected to achieve a better understanding of the negotiation process and awareness about their own skills for negotiation. Session 6 Financial Management Duration: 1hour 30 min Resource Faculty, Prof Suresh Lalwani (SPJIMR) Fund-raising is key to the survival of non-governmental and community-based organisations The Need : Strong financial management capacity improves an organisation's accountability, transparency, and credibility and it contributes towards greater effectiveness, an improved programme of activities and better planning for the future Financial management systems can be broken down into administrative systems and accounting systems: Administrative systems assist all NGO managers in decision-making, planning, communicating, controlling and evaluating. Accounting is concerned with identifying financial information, expressing the information in numeric terms and communicating this information to interested parties. An accounting system provides the framework for this to happen. <> Key areas to consider when reviewing financial management capacity include:
Session 7 & 8 Monitoring & Evaluation of Projects Duration 3 hours Resource Faculty, Prof Suresh Mony (SPJIMR) To expose participants to the nuances of project monitoring and evaluation. The course will cover the ‘what and how’ of project monitoring and evaluation, the identification of key areas of monitoring, the tools and techniques for evaluation. Emphasis will be on monitoring of the major deliverables namely Scope, Time and Cost. The interaction of risk with respect to time and cost will be covered to enable participants to appreciate the significance of risk planning and control. Modern techniques like the ‘Earned value method will be dealt with to understand application of state-of-art approaches to project monitoring. The significance of planning and monitoring in project management: the key project areas requiring monitoring and evaluation/control. Monitoring of time schedules: an approach to risk planning, risk handling and monitoring. The Earned value method (EVM) of monitoring costs: use of EVM for forecasting time and cost estimates.
Who could attend?
Fee Structure: Rs 2000/- per participant inclusive of registration, contact sessions and lunch. Venue: SP Jain Institute of Management & Research Bhavan’s College campus Munshi Nagar, Dadabhai Road Andheri (West) Mumbai -400058 Contact: For workshop details contact: Prof Nirja Mattoo,Chairperson- Centre for Development of Corporate Citizenship( DOCC) SPJIMR , 2623 0396/2401/7454,Ext: 460 Or Ms Shaoli Chakravorty- Coordinator-DOCC, SPJIMR, Ext 465 For further details please write to mcrmm@spjimr.org
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