PROGRAM DESIGN
Module 1
Monitoring and evaluation (M&E) – the process of regularly investigating what a program/organisation is doing and the impact it is having – is a fundamental part of every community development program. Every organisation is expected to be accountable to their stakeholders by reporting on the achievements in their programs, and to learn from their experiences to ensure better programs in future. So everyone working in community development programs has some responsibility for monitoring, evaluation, accountability and learning (MEAL).
Monitoring and evaluation is often seen as something that is difficult, requires specialist skills or is removed from the day-to-day activities of a program. These training modules aim to make monitoring and evaluation accessible and useable to program staff and management so that they can see the benefits more directly, and gather and use information in ways that improve the effectiveness of the program and lead to positive changes in people’s lives.
See module HERE.
DESIGNING A MEAL SYSTEM
Module 2
The materials in these training modules can be used as a quick reference guide during a MEAL process, as the basis for training workshops and/or can be shared during internal discussions. It is expected that an experienced
person would conduct any training and adapt the materials as appropriate for their training participants.
While these training modules intend to provide enough information to design a program and MEAL system, they have not been designed as comprehensive, standalone manuals for M&E. For example, they do not include details about conducting MEAL activities such as baseline assessments and they provide introductory information about data collection and analysis tools, to suit program and project level staff. Users of these modules are encouraged to learn more about relevant MEAL approaches and adapt them to suit their situation.
See module HERE.
Data Collection
Module 3
Monitoring and evaluation (M&E) – the process of regularly investigating what a program/organisation is doing and the impact it is having – is a fundamental part of every community development program. Every
organisation is expected to be accountable to their stakeholders by reporting on the achievements in their programs, and to learn from their experiences to ensure better programs in future. So everyone working in
community development programs has some responsibility for monitoring, evaluation, accountability and learning (MEAL).
Monitoring and evaluation is often seen as something that is difficult, requires specialist skills or is removed from the day-to-day activities of a program. These training modules aim to make monitoring and evaluation accessible and useable to program staff and management so that they can see the benefits more directly, and gather and use information in ways that improve the effectiveness of the program and lead to positive changes in people’s lives.
See module HERE.
ANALYSIS AND REPORTING
Module 4
Monitoring and evaluation (M&E) – the process of regularly investigating what a program/organisation is doing and the impact it is having – is a fundamental part of every community development program. Every organisation is expected to be accountable to their stakeholders by reporting on the achievements in their programs, and to learn from their experiences to ensure better programs in future. So everyone working in community development programs has some responsibility for monitoring, evaluation, accountability and learning (MEAL).
Monitoring and evaluation is often seen as something that is difficult, requires specialist skills or is removed from the day-to-day activities of a program. These training modules aim to make monitoring and evaluation accessible and useable to program staff and management so that they can see the benefits more directly, and gather and use information in ways that improve the effectiveness of the program and lead to positive changes in people’s lives.
See module HERE.
STRATEGIC PLANNING
Module 5
All organisations are now expected to have some form of strategic plan that guides the organisation and that external stakeholders can review. While most organisations do have some form of strategic plan, many of them end up on bookshelves and are rarely or never used or fully understood by the people that need them most – the organisation’s staff and constituents. Sometimes, strategic planning is done through a process including the whole of an organisation, in other cases, with senior management and governance bodies only. Too often, strategic planning is done as a ‘must-to requirement’ rather than a ‘want-to desire’ from the organisation.
However strategic planning can and should be an extremely useful and beneficial process for an organisation, and be able to produce a useful and useable document at the end. This module aims to provide some guidance on how to approach strategic planning as a highly participatory process that engages a range of key stakeholders, especially staff and community members. It focuses on keeping people at the centre of all work
and appreciating strengths and opportunities. This approach is particularly important for non-government organisations whose common goal is to contribute to positive short and long-term changes in the lives of people
with whom they are working.
See module HERE.
GOOD GOVERNANCE
Module 6
All non-government organisations (NGOs) are governed by a body that is responsible for overseeing the organisation’s work and ensuring they are operating effectively. When this body, usually a Board of directors
or trustees, is functioning well, the NGO can greatly benefit from useful guidance and leadership, representation in the community and internal checks and balances which ensure the organisation is using its resources in
the best possible way. In many cases however, those involved in governance – Board members and/or management – are not always aware of their core responsibilities to the organisation, nor the positive impact they could make if they fulfilled these responsibilities effectively.
This training module is designed to bridge this gap in knowledge and understanding for Board members and organisation staff alike, to bring to light current experiences and look at new ideas for improvement. A well functioning Board can only lead to a better-functioning NGO, which is the ultimate goal for all.
See module HERE.
FINANCIAL MANAGEMENT SYSTEMS
Module 7
This module is specifically for small to medium non-government organisations that wish to improve the effectiveness of their finance management systems. It brings together information about good practice that can be used by workshop facilitators to run finance management training with organisations. It can also be used to facilitate a training-oftrainers workshop with organisation staff or by the organisation staff to facilitate their own financial management systems training.
The module can also be used directly by managers if they wish to facilitate their staff or teams development. The information in the module draws on many different sources that Oxfam feels reflect best practice and align with their commitment to participatory, empowering processes for local organisations. At the same time, organisations are also encouraged to learn more about relevant finance management systems and adapt them to suit their situation.
See module HERE.
ADMINISTRATION AND COMMUNICATIONS SYSTEMS
Module 8
Non-Government Organisations (NGOs) rely donations from a wide range of sources, small public donations through to large multi-year grants from national governments and multilateral bodies. Ongoing funding depends very heavily on an NGO’s reputation. This may be their reputation for strong partner relationships or quality programing but it will also be a reflection of how well the NGO is managed. Indeed partners and communities also are interested in the reputation of the NGO they are associated with.
Good management depends on a range of things including leadership from the Board and senior managers; staff skills and expertise; and the operational systems that guide everyone in their day-to-day work. Staff work more effectively in work places where they are clear about expectations and systems. The training on administration and communication systems is designed to introduce new staff to the NGOs policies and procedures as well as being a refresher training for existing staff. It provides an opportunity for staff and management to reflect on current systems, examine their effectiveness and make suggestions for ongoing improvements.
See module HERE.
HUMAN RESOURCE MANAGEMENT SYSTEMS
Module 9
Non-Government Organisations (NGOs) rely donations from a wide range of sources, small public donations through to large multi-year grants from national governments and multilateral bodies. Ongoing funding depends
very heavily on an NGO’s reputation. This may be their reputation for strong partner relationships or quality programing but it will also be a reflection of how well the NGO is managed. Indeed partners and communities also are interested in the reputation of the NGO they are associated with.
Good management depends on a range of things including leadership from the Board and senior managers; staff skills and expertise; and the operational systems that guide everyone in their day-to-day work. Staff work more effectively in work places where they are clear about expectations and systems. The training on human resource management systems is designed to introduce new staff to the NGOs policies and procedures as well as being refresher training for existing staff. It provides an opportunity for staff and management to reflect on current systems, examine their effectiveness and make suggestions for on-going improvements.
See module HERE.