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PLANNING AND ORGANIZATIONAL DEVELOPMENT

PLANNING AND ORGANIZATIONAL DEVELOPMENT. Management Toolbox. The National Democratic Institute. ICEBREAKER/INTRO/ GROUND RULES. Intro Ground rules Ice breaker exercise. OBJECTIVES. Understand components of organizational structure and admin systems

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PLANNING AND ORGANIZATIONAL DEVELOPMENT

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  1. PLANNING AND ORGANIZATIONAL DEVELOPMENT Management Toolbox The National Democratic Institute

  2. ICEBREAKER/INTRO/ GROUND RULES • Intro • Ground rules • Ice breaker exercise

  3. OBJECTIVES • Understand components of organizational structure and admin systems • Learn steps of project planning and management • Value strategic planning as an organizational development tool

  4. TOPICS • Organizational skills • Administrative systems • Project planning and management • Strategic planning • Event planning

  5. KEY TERMS • Organization • Structure • Planning • Stakeholder Photo: From Carol’s Quill

  6. ORGANIZATIONAL SKILLS

  7. ORGANIZATIONAL STRUCTURE • Governance • Operating rules • Distribution of work

  8. ADMINISTRATIVE SYSTEMS • Accounting • Human Resources • Operations

  9. PROJECT PLANNING Problem analysis Identifying stakeholders Range of options Program design Monitoring and evaluation

  10. PROBLEM ANALYSIS Using a Problem Tree Core problem Causes and effects Relationships Intervention Effects Core problem Causes There is no perfect problem tree - the point is to identify the problems and the relationship between causes and effects.

  11. EXERCISE: PROBLEM TREE • Causes • Why has this problem occurred? • What factors caused the problem? • Effects • What are the “symptoms” of the problem? • What outcomes are we hoping to change?

  12. IDENTIFY STAKEHOLDERS Identify: • Beneficiaries • Implementers • Decision-makers • Donors Analyze: • Interest • Influence • Relationships • Participation • Resources

  13. RANGE OF OPTIONS • SWOT analysis • Alternative solutions • Prioritize • Feasibility and appropriateness • Potential partners

  14. PROGRAM DESIGN • Objectives • Activities • Approach S Specific M Measurable A Achievable R Relevant T Time-bound

  15. MONITORING AND EVALUATION (M&E) • Problem analysis Baseline • Effects Indicators • Root causes Results • Core problem Objective

  16. EXAMPLE: SMART INDICATOR Negative Effect Indicator Negative Effect (of a root cause): “The citizenry is cynical about the capacity of political parties to represent their interests.”

  17. EXAMPLE: SMART INDICATOR Draft Indicator: “Increase in the percentage of the overall population that expresses confidence in political parties.” SMART Indicator: “By 2011 (time-bound), 20% over baseline (achievable) of the Honduran electorate (specific) expresses a moderate to high degree of confidence (measurable) in Honduran political parties to represent their interests (relevant)”

  18. PROJECT MANAGEMENT • Resource needs • Roles and responsibilities • Oversight • Financial management • Adapt R=Responsible to do S=Supervises I=Informed A=Approves C=Consults

  19. STRATEGIC PLANNING • Vision • Mission • Values • Strategy • Ask yourself: • Is this project in line with our vision? • Is this in line with our mission? • Is it in keeping with our values? • Does it align with our strategy?

  20. EXAMPLE: WIKIMEDIA FOUNDATION Click here for video

  21. EXERCISE: STRATEGIC PLANNING Photo: National Democratic Institute

  22. EVENT PLANING • Message • Target group • Time planning • Budget • Assignment Photo: National Democratic Institute

  23. CONCLUSION • Organizational Skills and Structure • 5 Steps of Project Planning • Project Management • Strategic Planning • Event Planning • Questions? • Feedback?

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