1 / 5

Navigating Change: Enhancing Effectiveness in Group Decision-Making Networks

This informative text discusses the challenges faced by a self-appointed group in decision-making, network architecture, program design, proposal vetting, fund allocation, research, oversight, and fundraising. It highlights issues of non-responsiveness, slow progress, and the need for streamlining decisions and enhancing accountability mechanisms. The text suggests separating governance from management, appointing dedicated executives, hiring a Director of Operations, and establishing a National Support Cell for improved effectiveness. Financial matters and the expectation of greater accountability are also covered.

lamar-good
Download Presentation

Navigating Change: Enhancing Effectiveness in Group Decision-Making Networks

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Core Group Where art thou?

  2. Genesis • Self appointed , composition, changes (Ramana, BG; Convener) • Decision-making around • Network architecture • Program Design – CPs – integrated, scaled, embedded • Proposal vetting and fund allocation • Communications, Research • Oversight • Fund-raising – MKSP, IDRC • Network coordination – quarterly meetings, reviews

  3. Issues • Non-responsiveness, long delays, start-stop • Despite having access to significant finances, sense of relatively slow progress (which makes the point that finances are not everything!!) • Slow progress? limited visibility? failure to raise additional funds • Articulated need to • streamline and accelerate decision-making, • monitoring to track outcomes, and • setting up accountability mechanisms • Internal recognition of inadequacies within the CG, simply unable to devote the requisite time. Perhaps because much of this has been done on the side.

  4. An attempt to re-boot… • OD exercise in Hyderabad • Principal conclusion: disband CG • separate governance from management; • GB, SLG, dedicated executives • Perceived move from network to organizational mode of functioning • Attempt to hire a Director of operations • Current effort to set up a National Support Cell (NSC) • CEO (research, fund raising, HR) • Communications • MIS • Fund management • Expectation of separation between GB, SLG, NSC – enhanced effectiveness, greater accountability

  5. Financial matters

More Related