Module 8: Leadership Training and Team

Building
It is an important aspect of managing and leading effectively. Managers or leaders must
exercise all the functions of their role in order to combine material and human resources to
achieve objectives. They key in doing this is the existence of a clear role and a degree of
discretion or authority to support manager’s action (Kootz and Weinhrich), (1990). They further
noted that the essence of leadership is fellowship. In other words, it is the willingness of people
to follow that makes a person a leader. Moreover, people tend to follow those whom they can
provide a means of achieving their own desires, wants and needs.

Definition of Leadership

Bass (1981) defined Leadership as “influence”, that is the art of influencing people so that
they will strive willingly and enthusiastically toward the achievement of group goals. Ideally,
people should be encouraged to develop not only willingness to work with zeal and confidence,
reflects experience and technical ability.

J. Oswald Sanders said it first: “The true measure of leadership is influence-Nothing more,
nothing less”. It is about influencing in a worthwhile cause. It is not dependent on titles or
positions. It is dependent on someone catching a vision and mobilizing others to join them in its
fulfilment. When this happens, leadership arises in its purest form. It happens to every
organization at one point or another, especially when there’s no system or plan. In those times,
there is no expectation of progress. Today, may regions of the world are crying for effective and
true leaders. The leader must earn the right and others choose to follow.

This means that Leaders act to help a group attain objectives true maximum application of
its capabilities. They do not stand behind a group to push; they place themselves before the
group as facilitate progress and inspire group to accomplish organizational goals. A good
example is the orchestra leader, whose function is to produce coordinated sound and correct
tempo through the integrated effort of the musicians.

Some Principles of Leadership

The main objective of leadership is to develop teamwork in order to achieve a common goal
or purpose. This brings us to the real definition of leadership which is the “Art of influencing
man in a way that will win their obedience, confidence, and respect; and their loyal cooperation
in achieving a common objective” (San Juan, 1991:26-31).

Now let us shift our efforts to the study of the following principles of leadership as cited by
San Juan, (1991):

1. Take responsibility for your actions. A leader must take responsibility for both his
actions and those of his subordinates.

Remember: a. It is better to accept the blame rather than” pass the back”.
b. Understand just where your responsibility begins and where it ends.
c. Look for opportunities to help you and your job.

2. Know yourself and seek self-improvement. Apply your knowledge of the human
behavior in an honest self –analysis to improve your attitude and to enhance you
understanding of others.

3. Set the example. Be a model and exemplary leader. Men learn most effective from what
they see in their leader.

4. Seek responsibility and develop a sense of responsibility among your subordinates.

A true leader does not shirk responsibility; rather, he seeks it. Likewise, he holds his
 subordinates responsible for result, and not for results, and not for methods and
procedures.

5. Insure that the job is understood supervised, and accomplished. Proper understanding
and supervision of a task help insure the accomplishment of anything desired. To this
ends, instructions must be given a specific, positive and clear manner.

6. Know your men and look for their welfare. A leaders understanding and knowing his
man has some advantages. He can readily predict and control his men’s behavior. Thus, a
leader can feel the needs and desires of his men.

7. Keep your men informed. The Filipino soldier will work harder and will cooperate
more effectively if he understands why.

8. Employ your command in accordance with its capabilities. Assign objectives that are
possible of attainment. Using your unit in accordance with it capabilities helps insure its
success.

9. Train your men as a team. A team fails or succeeds only if every member does his
share of the job. Teamwork is an essential cognomen of military’s operation.

10. Make a sound and timely decision. The ability to make a rapid estimate of the situation
and arrive at a sound and timely decision is necessary in order to take advantage of
opportunities as they occur.

11. Know you job. Knowledge of your job helps you to make sure of yourself, and
commands the respect of your men.

Virtues as Foundation of Leadership

The following virtues are considered the foundations of leadership;

1) Prudence- the habit which enables man to direct his actions to human life’s goals of
knowing the right thing to do and applying it.

2) Justice – the habit of giving each one his due with constant and perpetual will; gives
stability which man needs to work without fear and anxiety in the search for happiness.

3) Fortitude- the habit of overcoming the difficulties and pressures of life in the pursuit of
good.

4) Temperance- the habit of bringing the desires and natural inclinations of man under the
control of right reason.

5) Industry – the habit of working hard and working under pressure.

6) Loyalty –the habit of remaining true to your friends and to your principles (goals)
in spite of difficulty.

7) Responsibility- the habit of being accountable for one’s action duties and obligation;
readiness to answer to the consequences of our actions.

8) Cheerfulness- the habit of being optimistic, positive, always seeing the bright side of things.

9) Generosity- the habit of sharing the good that one has with other people; thinking first of
the people around him and looks for ways he can help and serve them.

10) Magnanimity- the habit of having great ideals and ambitions of doing good; being
concerned with doing great deeds of service to others devoting his life to serve his country
or to help people.
 CHARACTERISTIC OF A GOOD LEADER

1. Integrity of character. The word is synonymous to honor. It is a fine sense of ethics,

justice, and righteousness with a readiness to apply it to one’s own conduct. It is the
determination to meet any obligation, however distasteful.

2. Willingness to accept responsibilities. Acceptance of responsibility signifies a desire to

lead and this desire is strengthened by increasing interest. Some great leaders had
achieved success after much effort. Their successes can be attributed to infinite patience,
hard work, and a desire for success that never recognized defeat.

In addition to the above, let us consider three (3) other characteristics that are of lesser
importance, but nevertheless complementary. These are: (a) competence to employ in
superiority over an enemy at all times. (b) making the best use of resources requires the
highest type of managerial and organization skills and finally, the ability to inspire
subordinates will enable t5he leader to spur his men to strive for the highest peak of
performance. Such ability is essential to dynamic leadership (San Juan, 1991:29-30).

QUALITIES OF A GOOD LEADER

Are leaders born? Yes, of course, they are…. I’ve yet to meet one that came into this
world in any others way! Was the reply of author John C. Maxwell (2002) Indeed, all people are
born and some are gifted with greater natural gifts than others, but the ability to lead is really a
collection of skills and nearly all of which can be learned and improved, and the process doesn’t
take place overnight because leadership is developed daily, not in a day.

According to Zulueta et al (1999), the essence of leadership is follower ship. This means
influencing people to work willingly and enthusiastically toward the achievement of group goals.
Willingness to work means with zeal and confidence (Zuleata et al, 1999). Maxwell (2002)
further opines that what matters most is not whether one influences someone, but how one will
use that influence.

But does the leader get to influence people? What are the traits of a good leader that would
inspire people to follow him? Joseph P. Leverriza (1999) a Zulueta et al (1999) shared the same
view that a good leader should have the following traits:

1. Knowledge- this refers to the acquire knowledge of the profession not only on the job,
but also thorough knowledge on the capabilities and limitations of the subordinates;
2. Bearing- this is dignity in appearance and behavior to earn respect
3. Courage- ability to accept or meet challenges with calmness and fearlessness;
4. Endurance- mental and physical stamina to withstand pain hardships and continue
rigorously in pursuing the goals and objectives of the organization;
5. Enthusiasm- This is higher degree of interest and sensitivity in responding to the needs
of the organization;
6. Integrity- is good moral character and impeccable integrity;
7. Decisiveness- is the ability to decide promptly and correctly at the proper time and
express them organization;
8. Dependability- is the ability to demonstrate a higher degree of initiative in the
performance of his duty even with or without supervision;
9. Thinker-is the ability to start or originate an idea, suggestion, proposal or concept
leading to the action when others are absent or passive;
10. Judgment- is the power of the mind to weigh various factors and arrive at a sound
decision;
11. Justice- is the ability to render judgment to conform to the principles of reason, to stated
laws, policies and rules and to generally accepted standards of right and wrong;
impartially in rendering punishment and giving credit where credits is due;
12. Loyalty- is the sincerity and faithfulness to the ideals of the organization where he
belongs;
13. Tact- is the ability to deal with others without giving offence;
 14. Unselfishness- is the avoidance of providing for one’s own comfort or advantage at the
expense of others;
15. Force- is the ability to demonstrate efficacious power within the bounds of law to
compel obedience among his subordinates;
16. Humanity- is the state of being reasonably modest and not proud, assuming, arrogant
and boastful;
17. Humor- is the mental disposition to appreciate amusing incidents of everyday life in a
comical way;
18. Sympathy- is the ability to understand and share the feelings of another, especially in
time of sorrow or adversity;
19. Empathy- is the ability to be someone else’s shoes; intellectual and emotional
identification of feelings, thought and attitudes with subordinates affected by pain or
misfortune;
20. Wit-this refers to keen perception and appropriate expression of amusing words and ideas
which awaken amusement and pleasure.

THE TRANSFORMATIONAL LEADERSHIP

Society’s transformation requires transformational leadership.

Stephen Covey (1992) explains that the goal of transformational leadership is to

“transform people and organizations in a literal sense- to change them in mind and heart; enlarge
vision, insight, and understanding; clarity of purposes; make behavior congruent with beliefs,
principles, or values; and bring about changes that are permanent, self- perpetuating; and
momentum building’,

He stresses that transformational leadership basically means that we change the realities
of our particular world to more clearly conform to our values and ideals. It focuses on the “top
line” and is principle- centered, thus it:

o Builds on man’s need for meaning

o Is preoccupied with purposes and values, morals and ethics
o Transcends daily affairs
o Is oriented toward meeting long-term goals without compromising human values and
principles
o Separates causes and symptoms and work at privation
o Values profit as the basis of growth
o Is proactive, catalytic and patient
o Focuses more on missions and strategies for achieving them
o Make full use of human resources
o Identifies and develops new talent
o Recognizes and rewards significant contribution
o Designs and redesigns job to make them meaningful and challenging
o Releases human potentials
o Models love
o Lead out in new directions
o Aligns internal structures and systems to reinforce over-arching values and goals

THE TRANSACTIONAL LEADERSHIP (BASS)

It is determining what employees need to do to achieve their own organizational objective.

It is an approach which needs extra efforts like giving rewards, recognitions, guidance,
supervision and instructions in leading people to achieve as a task-oriented kind of leadership.

THE PRINCIPLE-CENTERED LEADERSHIP

Stephen Covey (1990), identifies the following characteristics of principle-centered leaders:

1. THEY ARE CONTINUALLY LEARNING

  Constantly educated by their experiences
 Read, seek learning, take classes, listen to others ,learn through both their eyes
and their ears
 Continually expand their competence and ability to do things
 Develop new skills, new interests
 Make and keep promises or commitments
 Increase their personal worth as they elevate themselves to the next level of
challenge and make their self-mastery grow

2. THEY ARE SERVICE-ORIENTED

 See life as a mission not as a career
 ‘yoke” up every morning, think of others and put on the harness of service in
various stewardship
 Believe that the effort to become principle-centered without a load to carry simply
will not succeed
 Have a sense of responsibility, of service, of contribution

3. THEY RADIATE POSITIVE ENERGY

 Cheerful, pleasant, happy
 Attitude is optimistic, positive, upbeat enthusiastic
 Spirit is hopeful, believing
 Have an energy field or an aura that charges or changes weaker, negative energy
fields around them
 Attract and magnify smaller positive energy fields
 Tend to either neutralize or sidestep the negative energy source is and a sense of
humor and timing in dealing with it

4. THEY BELIEVE N OTHER PEOPLE

 Do not overreact to negative behaviors, criticism or human weakness
 Realize that behaviors and potentials are two different things; believes in the
unseen potentials of all people
 Feel grateful for their blessings
 Don’t carry grudges
 Refuse to label other people, to stereotype, categorize and prejudge
 Seek the oak tree in the acorn and understand the process of helping the acorn
become a oak tree
 Create a climate for growth and opportunity

5. THEY LEAD BALANCED LIVES

 Intellectually active, having many interests
 Healthy sense of humor, particularly laughing at themselves and not at other’s
expense
 Open in their communication, simple, direct, and non-manipulative
 Their actions and attitudes are proportionate to the situation, balanced, moderate,
wise
 Live sensibly in the present, carefully planning the future and flexibly adapting to
changing circumstances
 Genuinely happy for other’s successes and do not feel in any sense that these take
anything from them
 See success on the far side of failure; the only failure for them is the experience
learned from

6. THEY SEE LIFE AS AN ADVENTURE

 Savour life because their security comes from within instead of from without
 See old faces freshly, old scenes as if for the first time; rediscover people each time
they meet them
 Like courageous explorers going on an expeditions into unchartered territories
 Their security lies in their initiatives, resourcefulness, creativity, will power,
courage, stamina, protection, and abundance of comfort zones in their home camps
 Basically unflappable of adopting virtually to anything that comes along
 7. THEY ARE SYNERGISTIC
 As changed catalysts, they improve almost any situation they get into
 In team endeavors they build on their strength and strive to complement their
weakness with the strength of others.
 In negotiating and communicating with others in seemingly adversarial situations,
they learn to separate the people from the problem
 Focus on other person’s interest and concerns rather than fight over positions
 Together, they arrive at synergistic solutions, which are usually much better than
any of the original proposals, as opposed to compromise solutions wherein both
parties give and take a little.

8. THEY EXERCISE FOR SELF RENEWAL

 Regularly exercise the four dimensions of the human personality; physical, mental,
emotional, and spiritual
 Participate in some kind of balanced. Moderate, regular program of aerobic and
working the heart and lungs
 Exercise their minds through reading, creative problem-solving, writing, and
visualizing
 Emotionally, they can make an effort to be patient, listen to others with genuine
empathy, show unconditional love, accept responsibility for their own lives, make
decisions, and reactions
 Spiritually, they focus on prayer, scripture study, mediation, and fasting

TEAM BUILDING

What is a Team?

A team is a unit of two or more people who interact and coordinate their work to
accomplish a specific goal.

What is Teamwork?

When the members of a team know their objectives, contribute responsibly and
enthusiastically to the tasks, and support one another, they more effective ways of cooperating.

What is Team building?

Team members must work together to be effective. Team building is the process of
making teams more effective by encouraging members to examine how they work together,
identify their weaknesses, and develop more effective ways of cooperating.

What does Team develop?

Research findings show that team development is not random but evolves over definite
stages. A useful model describes five stages of team development occurring in a sequence. Each
stages conforms team leaders and members to unique problem and challenges. These stages are:

1. FORMING stage, a stage where members share personal information, start to get to know and
accept one another and begin turning their attention toward the group’s task. Members are
concerned about following what is expected of me? What is acceptable? Will it fit it? The
leadership provides time for members to be acquainted with one another encourage them to
engage to informal social; discussions.

2. STORMING stage. Members become more assertive in clarifying their roles and what is
expected of to hem. Members compete for status, jockey for positions of relative control and
argue about appropriate direction for the group .The team is not yet cohesive and maybe
characterized by general lock of unity. The leader should encourage participation.

3. NORMING is the stage where conflict is resolved and team harmony and unity emerge. The
group begins moving together in a cooperative fashion. Group norms emerge to guide individual
behavior, and cooperative feelings are increasingly evident. Members come to accept and
understand one another. This stage is typically to clarify team norms and d values.

4. In the PERFORMING stage, major emphasis is on problem solving and accomplishing the
assigned task. Members are committed to team’s mission. The group matures and learns to
handle complex challenges. Members are coordinated with one another and handle
disagreements in mature way. They confront and resolve problems in the interest of task
accomplishment. The leader should concentrate on managing high task performance.

5. Finally, ADJOURNING stage where the team is breaking-up which usually occurs in
committees, task forces with limited task to perform and disbanded afterward. Emphasis is on
wrapping up and gearing down. Task performance is no longer a priority. This requires
dissolving intense social relations and returning to permanent assignments. The members may
feel heightened emotionally, strong cohesiveness, and depression or even regret over the team’s
disbandment. The leader may closure and completeness

Exhibit 1: Life Cycle of a Team

Ingredients of Effective Teams

TEAM WORK depends on the performance of every member. The ingredients of effective
teams are:

1. Supportive Environment. Creating a supportive environment involves encouraging

members to think like a team, providing adequate time for meetings, and demonstrating
faith in members’ capacity to achieve.
2. Skills and Role Clarity. Team members must possess skills to perform their jobs and the
desire to cooperate. Members can work together as a team only after the members of the
group know the roles of all the others with whom they will be interacting.
3. Super ordinate Goals. The members should be oriented towards the overall task. The
leader can create a super ordinate goal, which is a higher goal that integrates the efforts of
two or more persons. These goals can be attained only if all members carry their weight.
4. Team Rewards. This may be in the form of financial reward or other forms of recognition.
Rewards valued by members become powerful.

TEAM COHESIVENESS
 TEAM COHESIVENESS is the extent to which members are attracted to the team and
motivated to remain in it. To attain team cohesiveness, the following factors should be
considered:

1. Team interaction. More contact between team members, more time spent together.
2. Personal Attraction to the Team. Similar attitudes, values, and enjoying being together.
3. Shared goals. Agreeing on purpose and directions binds the team members.
4. Presence of Competition. When a team is in moderate competition with other teams its
cohesiveness increases as it strives to win.
5. Team Success and Favorable Evaluation of the Team. Succeeding in its task and their
recognition by others within the organization generate good feelings among members and
increases their commitment to the team

Exhibit 2: The Morale and Production during the team’s Life Cycle

THE FIVE DYSFUNCTION OF A TEAM

#1: Absence of Trust. The fear to be vulnerable with team members prevents the building of
trust within the team.

#2: Fear of Conflict. The desire to preserve artificial harmony stifles the occurrence of
productive, ideological conflict.

#3: Lack of Commitment. The lack of clarity and/ or a fear of being wrong prevent team
members from making decisions in a timely and definitive way.

#4: Avoidance of Accountability. The need to avoid interpersonal discomfort prevents team
members from holding one another accountable for their behaviors.

#5: Inattention to Results. The desire for individual credit erodes the focus on collective’s
success.

OVERCOMING THE FIVE DYSFUNCTIONS

Dysfunction #1: Absence of Trust

The first requirement of a function team is trust. This requires a willingness on the part of
the team members to be vulnerable with one another. There are number of ways that a team can
begin to demonstrate vulnerability-based trust with one another. Below are few ideas you can use
to bring about trust.

Strategy for Overcoming:

 Identify and discuss individuals strengths and weaknesses
 Spend considerable time in face-to face meetings and working sessions

Tools for Overcoming:

 Personal Histories. Team members go around the table during a meeting and answer a
short list of questions about themselves. Simply by describing these relatively innocuous
attributes or experiences, team members begin to relate to one another on a more personal
basis.
  Myer-Brigs Type Indicator (or other behavioral preferences profiles). Profiles team
members’ behavioral preferences and personality styles, helping to break down barriers
by allowing individuals to understand better and to empathize with one another.
 Team Effectiveness. Team members identify the single most important contribution that
each of their peers makes to the team as well as the one area that they must either
improve upon or eliminate for the good of the team.
 360 Feedback allows for peers to make specific judgments and provide one another with
constructive criticism.

Dysfunction #2: Fear of Conflict

All great relationship, the ones that last over time, requires productive conflict to grow and to
improve. Beyond mere recognition, below are the few simple methods for making conflict more
common and productive.

Strategy for Overcoming:

 Acknowledge that conflict is required for productive meetings
 Establish common ground rules for engaging in conflict
 Understand individual team member’s natural conflict styles

Tools for Overcoming:

 Thomas-Kilman Instrument (TKI) allows team members to understand natural
inclinations around conflict, so they can make more strategic choices about which
approaches are more appropriate in different situations.
 The Tuckman Model helps groups realized that they develop over time though
predictable development stage- forming, storming, norming, performing.
 Mining Exercise requires an individual, typically the team leader, to have the courage
and confidence to call out sensitive issues and force the team members to work through
them. The “miner” must remain objective during meetings and be committed to the
conflict until it is resolved.
 Real-time Permission. An effective way to encourage and maintain healthy debate is to
recognize when the individuals engaged in conflict are becoming uncomfortable with the
level of discord and then interrupt to remind them that the conflict is necessary.

Dysfunction #3: Lack of Commitment

In the context of a team, commitment is a function of two things- clarify and buy-in.
Effective teams make clear and timely decisions around direction and priorities and move
forward with complete buy-in from every member of the team, avoiding the desire for consensus
and the need for certainty. There are number of ways that a team can go about ensuring
commitment. Below are few ideas that can help this process.

Strategy for Overcoming:

 Review commitment at the end of each meeting to ensure all team members are aligned.
 Adopt a “disagree and commit” mentality – make sure all team members are committed
regardless of initial disagreements.

Tools for Overcoming:

 Commitment Clarification / Cascading Communication. At the end of a staff meeting or
white off site, a steam should explicitly review the key decisions made during the
meeting and agree on what needs to be communicated to employees and other
constituencies about those decisions.
 Deadlines. The process of using clear deadlines when decisions will be made and
honoring those dates with discipline and rigidity.
 Contingency and Worst-case Scenario Analysis. This process entails briefly discussing
contingency plans upfront or, better yet, clarifying the worst-case scenario for a decision
the team is struggling to make.
  Low-risk Exposure Therapy. This is a process of demonstrating decisiveness in a
relatively low-risk situation. Team can practice making decision after substantial
discussion but little analysis or research.

Dysfunction #4: Avoidance of Accountability

In the context of a team, accountability refers to the willingness of team members to call
their peers on performance or behaviors that may hurt the team. The key to overcoming this
dysfunction is adhering to a couple of key management tools. They are listed below, along with
some others ideas.

Strategy for Overcoming:

 Explicitly communicate goal and standards of behavior.
 Regularly discuss performance versus goals and standards.

Tools for Overcoming:

 Publication of goal and standards. Collectively, teams clarify publicly exactly what
they need to achieve, who needs to deliver what and how everyone must behave in order
to succeed.
 Team effectiveness Exercise. Team members identify the single most important
contribution that each of their peers makes to the team as well as the one area that they
must either improve upon or eliminate for the good of the team.

Dysfunction #5: Inattention to results

An unrelenting focus on specific objectives and clearly defined outcomes is requirements

for any team that judge on performance. To ensure that a team is focused on result, the team
leader needs to make result clear and reward only those behaviors and action that contribute to
those result below are some effective ways for team to focus on result.

Strategy for Overcoming:

 Keep the team focused on the tangible group goals.
 Reward individuals based on team goal and collective success.

Tools for overcoming:

 Publication of Goal and Standards. Collective, team clarify publicly exactly what they
need achieve, who needs to deliver what and how everyone must behave in order to
succeed.
 Public Declaration of Result. Teams that are willing to commit publicly to specific
result are more likely to work with a passionate, even desperate desire to achieve those
results.
 Result-Based Rewards. An effective way to ensure that team member focus their
attention on results is the tie their rewards especially, compensation, to the achievement
of specific outcomes.

Module 9: Social Mobilization

The Concept of Social Mobilization

Social mobilization is an approach and tool that enables people to organize for collective
action, by pooling resources and building solidarity required to resolve common problems and
work towards community advancement. It is a process that empowers women and men to
organize their own democratically self-governing groups or community organizations enabling
them to initiate and control their own personal and communal organizations which enable them
to initiate and control their own personal and communal developments, as opposed to mere
participation in an initiative designed by the government or external organization.
Key Elements of social Mobilization

From worldwide experience there are four basic elements of social mobilization:

1. Organizational Development - a process in which community members, especially the

poor form their own groups or organizations based on common development interests and
needs that are best served by organizing themselves as a group. “Before one becomes a
member of a CBO, the individual struggles against a harsh environment. Once he/she is
organized in a broad-based group, the individual has the leverage with which to address
and tackle problems which he/she could not have done alone’ (Pandey, 2002).

 Promoting self-reliance, especially of the poor members of the organization which

would in turn enhance their ability to participate in the organization’s affairs on an
equal basis.

2. Capital Formation for development through Community Savings - Capital formation

(through mobilization of savings) enhances a community organization’s power to realize
its full potential. “Savings generated by individual members are the assets of the
community organization and are the first step towards their self-reliance” (Pandey, 2002).
Accumulated savings can be used for internal credit with interest, (to enable individual
members to engage in income generation activities whilst at the same time, accumulating
the organization’s capital base. They can also be used for enterprise development at the
community level. Savings can serve as the basis for access to external services, for
example, micro-finance. They can also form the basis for community organization’s
contribution to local development initiatives, which is essential in localities where
government capacities to address all social needs of a community are very limited.

3. Training for Human Resource Development - Community members can maximize

their potential not only by organizing themselves but also by upgrading their existing
skills to better manage new inputs-business and community initiatives and establish
effective links with local government and other actors. The Change Agent (i.e. the
organization or individual facilitating the social mobilization process) can support direct
training, exchange visits and other capacity building activities based on needs identified
by the members of the community organizations. These can cover. Organizational
development, leadership, savings and credits programmers, agriculture, natural resource
management, and other key areas. Local human resource development can best promote
when trained individuals take up the responsibility to train other community members.

4. Socio- Economic development - Socio-economic development initiatives are a great

incentive for community members to organize themselves. It is important therefore that
an initiative which includes social mobilization provides support in the form of matching
grants or access to credit, marketing and other services that will lead to tangible
improvements in social economic conditions within the community. The process of
identifying community priorities, participatory planning, implementing and monitoring of
actors helps not only to improve local conditions but also to empower people and their
organizations. If well facilitated, this process can result in increased institutional capacity,
enhanced social status and voice (especially for disadvantaged people, including women,
the poor and youth). These results in turn motivate people to remain organized as they
begin to enjoy the benefits of collective action and recognized its potential to create or
influence change in their communities.

5. Facilitating the Social Mobilization Process - There are grassroots or social movements
that have emerged from within communities, the isolation poverty and resulting passivity
or powerlessness of citizens, particularly in rural area in developing countries, calls for
external support at the initial stage of the social mobilization process.
 In countries with limited experience of social mobilization, a combination of
international and national community mobilizers brings to bear international experience
and local knowledge which are both essential factors for success.

The following should be undertaken in social mobilization

Advocacy – element which is focused on various actors who could create the positive
environment for program or service delivery.
a.) Information, Education and Communication (IEC) – a set of accurate and
consistent information on the programs and services as a timely response by those
in direct contact with the communities.

b.) Community Organizing – Individual and Community groups are able to get a
sense of what they can do among themselves to improve their situation.

c.) Capacity Building – Social mobilization can only be sustained if the network of
the advocates and mobilizes are continually expanded through

 Capacity – building (people)

 Institutional Development (Organization)

d.) Community Empowerment and Program Sustainability

 Empowerment is the process of people taking action to overcome the obstacles

to progress where this action involves getting more control over their situation.
 Community Empowerment enables individuals and community to do their own
thinking and reflection to improve their situation.
 Sustainability comes only when individuals, groups, and communities have
ownership of the problem and are able to act in their own.

e.) Institutional Development

 Seeks to improve the ability of the institution to carry out its mandate, mission
and vision and achieve its goals and objectives.
 Key levels: System, process, networks financial capacity, physical infrastructure
and management of resources.

f.) Networking and Alliances Building:

 Social Mobilization’s success depends on the identification of relevant

individuals and groups who can contribute to the achievement of the program’s
goals.
 Partners are those with whom we work directly.
 Allies are those who have similar interests and programs with us, but with
whom we may not work directly.

Benefits of Social Mobilization

Poverty alleviation Social Mobilization is an important tool in the poverty alleviation

process, as it enables communities and the poor themselves to engage actively in solving their
own problems and effectively tackling poverty in its multi-dimensional form. The principles of
social mobilization ensure equity, hence issues of gender based, racial and ethnic based
discrimination are most likely addressed.

Promoting Democratic Governance Experience show that poverty and bad governance
mutually reinforce, as they foster exclusive of citizens from decision making process, lack of
access to basic services, lack of opportunity, dependency, and limited availability of public
goods. Social mobilization must institutionalize within government for it to be effective. This
would encourage participation in decision-making, build capacity for participatory planning,
build a common vision on development and ensure transparency. Institutionalization of such
efforts can only be effective if a decentralized system of governance, including fiscal
decentralization is in place and functional. Social mobilization can facilitate leadership at the
local level, making society more effective as third and legitimate partner in development.

Creating demand for good governance through social mobilization must be completed
with increased capacity of the local government to manage and effectively responds to this
demand and improve its governance practices. Capacity building efforts must therefore target
civil society organization (including CBOs, elected representatives, etc) and government.

Areas Benefited by Social Mobilization

Environment – by organizing people to better manage their natural resources and fight
against practices and organization that degrade the enviro9nment through promoting appropriate
legal, regulatory and institutional frameworks and policy dialogue.

Conflict Prevention – as people organized to address common problems and to

collectively improve their socio- economic condition in an equitable, democratic and transparent
manner, possibility of conflict can be significantly reduced.

a. Sensitization and Clearance Sessions with local leaders and government officials.
b. Awareness Raising - Public meetings with members of target communities.
c. Mobilizer Training Organizing the community workers.
d. Community Organizing putting together different communities
e. Management Training The Training of community leaders and mobilizer (e.g. how
to prepare and write effective project designs).
f. Participatory Assessment Identify priority problems (therefore priority goals as
solutions).
g. Community Action Plan (CAP) Consistent with District Plans and Community
Priorities.
h. Community Project Designs Created from and submitted by target communities as
proposals.
i. Negotiation Proposals discussed until they meet everyone expectation.
j. Implementation Begins work starts by community members on community projects.
k. Monitoring and Reporting a Requirement of implementation.
 l. Work Continues Until Completion Implementation, monitoring, reporting, payments.
m.Official Completion Ceremony Invite more community project designs.
n. Community Management Processes

Community Needs Assessment -

I. Situation Analysis - It is a collective process of examining the prevailing social, political,

economic, environmental, cultural conditions and spiritual conditions of a given community. It is
a preparatory step to actual planning process.

Roles of Community Workers in Situation Analysis

1. Determine how they can improve the prevailing situation to achieve community goals.

2. Collectively understand and define community needs and problems.

3. Identify change strategies and resources, and making decisions on how to implement the
identified solutions.

Step in Facilitating Situation Analysis

1. Community Orientation
2. Data Gathering
3. Data Processing
4. Preparation of Community Profile
5. Presentation, Validation and Approval of the Community Profile
6. Finalization of the Community Profile and Dissemination

II. Community Planning - It is a process where the people collectively define their priority
problems, determine their development vision, set goals and objectives, identify resources which
they can utilize, and develop a plan of action to achieve community goals.

Roles of Community Workers in Planning

1. Enable them to address their community needs and problems

2. Develop planning skills

3. Involve community member in decision-making

4. Provide the community members with a process where they can plan their own
development

5. Guide the community members in developing a plan of action geared towards achieving
community goals.

Step in Facilitating Community Planning

1. Formation of Community Planning Team

2. Community Visioning
3. Setting of Community goals and objectives
4. Identifying resources and constraints
5. Preparation, Community plan of action and action and budget
6. Presentation, community validation and approval of the community plan of
action and budget
7. Finalization of the community profile and dissemination

III. Implementation - It is a process of carrying out the projects and activities in the community
action plan. Its main purpose is to test the feasibility of the planned projects and activities, and
institute necessary change or modifications when necessary.
 Roles of Community Workers during Implementation

1. Oversee and direct the implementation of projects and activities.

2. Conduct an information and advocacy campaign on the community plan.
3. Motivate the community members to contribute to the projects and activities
4. Monitor the status of implementation (come up with a checklist or data board on the status
of projects/activities)
5. Make quick adjustment when problems arise in consultation with the community members.
6. Coordinate various activities, tasks and efforts of community member.
7. Mobilize community resources for the projects on activities.
8. Conduct regular consultation and feed backing with community members.
9. Clarify roles of each member on projects or activities.
10. Manage interpersonal relationships and conflict management.
11. Facilitate team-building activities (reflection process, values-formation)

Social Mobilization Planning Framework

What is Community?

A community as described by Ross (1967) and Tucay (2002) in their paper regarding
community organizing, it is an aggregation of families and individual are, settled in a fairly
compact and contiguous geographical area, with significant elements of common life as shown
by manners, customs, traditions and mode of speech. She further elaborated that the patterns or
relationship among the people of the community may by ordered by special groups or entities
(schools, churches, professions or welfare bodies). A geographic community must have special
interest groups and sectors, and also a combination of social units and systems: economic,
political and socio-cultural.

What is a Community Organizing?

It is a social development approach that aims to transform the apathetic, individualistic

and voiceless poor into dynamic, participatory and politically responsive community. In other
point, it is similar to a form of experiential learning, and a non- formal learning process. With
this knowledge in community organizing, how do you go about community welfare service?
 Community welfare service is applying a collective, participatory, transformative,
liberative, sustained and systematic process or improves the quality of their lives and the
community. It encourages the improvement of the basic and social welfare needs in an area or
community welfare service; you are mobilizing the citizen-based groups to exercise their
collective effort to initiate programs/ projects where we can produce successful results that are
useful to them. Making them aware of the importance of cooperation in their endeavors is one of
the roles of CWTS students in their pursuit of helping the community organize their projects for
their well-being.

Conditions to Consider in Community Organization

1. Recognize and deal with the problem accordingly.

2. Provide the community self-determination.

3. Engage the community in the solution of the problem actively.

4. Move at a pace that is deemed comfortable for the community.

5. Encourage growth through problem solving.

6. Encourage community self-integration and understanding.

Goals of Community Organizing

1. People’s Empowerment. It aims to teach how to achieve effective power for the
people in order to overcome their powerlessness to develop their capacity to initiate and develop
their own plans, assert their rights and stand dignity.

2. Building Permanent Structures and People’s Organization. It aims to establish and

sustain aspirations of people to ensure their maximum participation; and to provide a venue for
them to link up with other groups and sectors. It can be internalized to become the building
blocks for a better future.

3. Improved Quality Life. It is the mobilization of resources (human and material),

clothing shelter, education and health. You can introduce programs that can develop an
environment conducive for use in their resources and creativity in improving the condition of
their lives. Activities should be geared towards the equitable distribution of power and resources.

Conclusion

Social Mobilization is an approach that empowers people to participate actively in

development process – through their own local initiatives and through well-informed and
constructive dialogue at the policy level. It is an essential tool for mobilizing and engaging
isolated, passive and poor member of society; its popularity with poverty reduction and
decentralized governance programmer worldwide. Its effectiveness depend to a large extent on
the appropriateness of the approaches used within a given cultural, socio-economic a will-
informed, proactive and strong civil society, making it a valuable partner for government and the
private sector in shaping national development that is equitable and sustainable.

Module 10: Project Planning and Development

Planning Defined

Planning (Hick and Gullet 1976) is a deciding in advance what to do, how to do it, when to
do it, and how to measure performance. It bridges the gap from we are to where we want to go. It
is an intellectual process to determine the course of action to achieve certain goal (Hick and
Gullet, 1976).
 Planning provides a framework for organizing resources, structuring a firm, and controlling
activities.

Planning is a formal process of:

1. Choosing an organization mission and over-all objectives for both short-term and the
long run.
2. Devising the divisional departmental and even individual objectives based on
organizational objectives.
3. Choosing strategies and tactics to achieve those objectives.
4. Deciding on the allocation of resources to the various objectives strategies and tactics.
But not all plans succeed; one major reason is that in inability to provide the plans with
considerate degree of flexibility for the purpose of coping with uncertainty. A good plan must
not be rigid but rather flexible in order that it will not lose its purpose in case of unexpected
development plans. No matter how good they are they cannot guarantee the success of any
business.

PLANNING CONCEPTS

In the words of George S Steiner, Planning is integrating framework within which each of
the functional plans maybe tied together and an over-all plan is develop for the entire
organizational.

Hardwick and Landuyt present an interesting view of planning as the employment of the
strategy in pursuit of goals, sometimes referred to as, “gamesmanship”. This concept gives
emphasis and special values on such factors as creativity innovation and clear imagination.

Dale Henning and Preston P. Libreton presented a detailed analysis of the planning process,
together with a basic design for the accomplishment of effective planning.

Planning maybe viewed from four concepts. First planning is conceived as one dealing
with futurity of present decisions indicating the observation that current decisions are made in
the light of their long-range consequences. It also signifies that futures alternatives open to an
organization are investigated and carefully examined which are the bases upon which decisions
are made regarding preferred alternatives.

Second, planning is considered a process which establishes objectives, defines strategies,

policies and sequences of events to achieve desired objectives. Planning in this sense defines the
organization for implementing the planning processes and equally important, insures an over-all
review as well as evaluation of performance as feedback.

Third, planning may also be conceived as a philosophy and as applied to business, it is a

system of thought and explains basic business problems and supplies the basic for an intelligent
approach to their solution. Planning is an attitude a state of mind, a way of thinking-that project
into the future or “looking ahead” with hope and optimism.

Lastly, planning may also be viewed in terms of structure that is long-range in character.
This consists of development of a comprehension and reasonably uniform program of plans for
the business company covering a long period of time.

RELEVANCE OF PLANNING

Without planning, many business managers enviably suffer from short-sightedness. They
might do their work every day but they wouldn’t be ready for changed conditions.

It also becomes important because of shifting time dimension. That’s why planning is
utilized for these objectives:
1. To off – set uncertainty and change. Know that the future is not certain; the further are the
project in the future, the more difficult it is to make decisions. Planning allows organization to
determine the constraints, specify the objectives, select the number of options, monitor and
control the implementation.

2. To focus attention on objectives. Planning is directed towards achieving objectives. In this

way, it unifies the activities of the different parts of an organization to act as one party.

3. To gain economical and efficient operation. Planning minimize costs. Its emphasis is on
efficient and effective operations and consistency of procedures and methods.

4. To facilitate control. Managers cannot always check on the accomplishments or failures of

their subordinates. It is important to have goals against which to measure the performance of
people and units.

GUIDELINES FOR GOOD PLANNING

These are the most repeated principles and guidelines that ensure good planning.

1. A plan should have specific objectives. It should be clear about what it intends to accomplish.
It is important therefore that much attention to develop in defining the results of the plans.

2. A good plan should facilitate action. A plan without action remains a piece of paper, a figment
of the imagination or a statement of aspirations potentially alive but inactive and dormant.
Good plans, lead to good actions.

3. If many people are involved in planning, coordination and communication becomes very
crucial. There is a need therefore for the constant communication and revisions to arrive at
realistic target.

4. Planning is the first function of management prior to the functions of organizing, directing and
controlling. It is involved in all other functions.

5. Good plans are plans that may be constantly improved, redrafted and re-panned. Improvement,
redrafting and re-planning recognize the reality that many of the basic assumptions upon
which a plan is based may change as environmental factors of resources also changed as
environmental factors or resources also change.

6. Planning may be delegated to a formal planning staff. Or may be a full time job of planning
officer, outside consultant or an officer and employee themselves.

7. All plans are tentative. They are never final. This is because good plans should be flexible. As
circumstances change an environmental factor may require totally new approaches after
one or several years. New technology may emerge. Alternative course of action should
always be considered and made ready for emergency situation or crisis.

FACTORS AFFECTING PLANNING

1. Conditions. In spite of the dynamic nature of most business, they are nevertheless susceptible
to marked changes and development so much so that if they are unable to meet and sold them,
many aspects of its operations may become seriously impaired.

2. Time factor. In planning, the executives face a span of the time within which to carry out the
plans into execution. The time aspect has a number of phases such as the following:

a. Time available to establish a plan before putting it into effect.

b. The time when the plan must take effect.

c. The time interval that must be provided in the plan.

 d. The time allowed for revising or modifying the plan.

3. Resources available. The best of plan would be unproductive of good results in the absence
of available resources that the business enterprise need for its continuous operation. A lack of
raw materials from one time to another could cause a lag in production just as the business
could lose the market.

4. Skills and attitudes of management. One of the common causes behind the failure of
planning as a process and moreover, as a function of management is the absence of total
involvement on the part of all levels in the planning process.

5. Political, Social and Environmental conditions. In a country which does not sanction the
existence of private free enterprise, most planning is done by the government.

In the light of intelligent thinking in management-labor relations, many laws have been
enacted by various law-making bodies in the world where in labor is vested with certain
rights and accordingly protected by the government.

Promotions and protection of the people through an improvement of the social and
economic conditions of the community is also not overlooked.

6. Physical Facilities. Modern production is anchored on the better use of existing plans and
equipment through improved science and technology. Manpower requirement are duly
considered in an organizational plan of operations, the same is true with the physical
facilities that are needed for such purpose.

7. Collection and analysis of data. Planning depends for its effectiveness on the quality and
quantity of data involve in the planning process. Such information are data must be carefully
organized, arranged and properly evaluated.

PLANNING PROCESS

Planning is a multipurpose process. These stages, like the management functions, are
rarely visible in isolation since most managers have several projects going at any given time.
Some organizations do have formal planning.

SCAN AND ANALYZE THE ENVINRONMENT

The SWOT remains a popular method of looking at organization’s current strengths and
weakness and its potential opportunities and threats. Strengths and weakness refer to factors that
are internal to the organization, while opportunities and threats are factors that are external.

The internal environment consist limited resources capital, technology and skilled
personnel.

The external environment relates to political, legal, economic, social and cultural
condition and to competition as well. Let as dig deeper what is SWOT.

A SWOT is a key tool to strategic planning process which can be useful approach that
can be applied to planning.

Strengths – internal positive aspects that are under control and upon which you
may capitalize in planning.

Weaknesses – it is seeing what you could improve? What you do badly? And
what you should avoid? It refers to internal negative aspects that are
under your control and that you may plan to improve.

Opportunities – it refers to positives external conditions that you do not control

but of which you can plan to take advantages.
 Threats – refers to negative external condition that you do not control but the
effect of which you may able to lessen.

Why use SWOT? By using this analysis we can develop a plan that takes into
consideration many different internal and external factors and maximize the potential of the
strengths and opportunities while minimizing the impact of the weakness and threats.

DIAGRAM OF SWOT ANALYSIS

Internal Factors External Factors

Strengths Opportunities

Weaknesses Threats

For the performance of 6the staffing function to be effective, it has to be aided by certain
analytical studies and guided by a set of policies, procedures, regulations and standards.
The main products of this stage are human resource policies and program plans. As the initial
activity of staffing, planning involves human resource forecasting, job analysis, and policies and
program formulation.

THE CONCEPT OF PROJECT

 A project is created to address a specific concern, the need or concern usually requires
immediate attention. It is undertaken to solve an existing or potential; problem and /or
take advantage of rare opportunity that present itself. Hence, the design of a project is
well-defined outputs that are directly linked to a particular problem, need or concerns.

 A project follows a growth and development pattern that helps systematize, and organize
all the components, like resources, efforts, and activities.

Phases in the project life

1. Conception phase;

2. Formulation and approval phase;

3. Start-up phase;

4. Production phase;

5. Post Production and completion phase

FORMAT OF DETAILED PROJECT PROPOSAL

Part I. BASIC INFORMATION

A. Title of the Project

B. Researcher (s)

1. Name and Signature

2. Designation

3. Institution
 4. Address

5. Tel. No.

6. Fax No.

7. E-mail Address

C. Implementing Agency

1. Lead Agency

2. Collaborating Agency(s)

D. Project Duration

E. Project Location

F. Total Location

Part II. TECHNICAL DESCRIPTION

I. Rationale

II. Objectives

III. Review of Literature

IV. Methodology

 Specify the project components (if applicable)

 Should contain the details of the experiment so that it can be evaluated
whether the methods are feasible and will achieve the objectives of the
proposal
 The following are recommended to be included:
- factors in experiments (variable)
- treatments to be used and lay-out
- procedures; experimental design, replications, characteristics of
experimental units (sites, number, area, etc)
- statistical analysis
- specific management of the experiment (this include specific
features about the management of the experiment that are not
include in the treatments)
- cultural practice (1.e. land preparation, pest control, weed control,
fertilization, etc.)

V. Work plan Schedule

VI. Budgetary requirement

VII. Project Summary

Module 11: Resource Generation/Fund Raising

Chamala et. al. (1990) cited that every successful capital fund raising must have a
CAUSE that is worthy and of far greater importance than the present specific needs of the
institution; and/ or “a cause greater than one’s own”; NEEDS, which way so that the case for
support is sound and practical, and has specific objectives that are attractive to the majority of
potential members; and LEADERS who are dedicated, willing to accept membership at the top
level and are prepared to devote the process of exchange or transaction between the
grantee/recipient of funds and the grantor/ provider of the funds.

The quality of the transaction or “fit” between you as fund sources and your donor or
granting organization spells mutual satisfaction over the process.

Fund Raising / Generation: Concepts and Meanings

 It is a science because it requires a systematic way of doing it.

 It is a process since it involves steps or procedures on how to go about it.
 It is an art because it takes one’s creativity to come up with new ideas to convince a
prospective donor to give; and, different people can employ different “tricks” or ways
and means to get what they asking for.
 It is a profession that is why there are a lot of professional fund raisers hired by different
organizations just to source funds.

Basic Elements of Fund Raising and their Meanings

 Objectives / Purpose
 The requesting party or prospective user of funds
 The prospective donor-provider of funds
 The process of exchange or transaction between the grantee/receipt of funds and the
grantor/provider of funds
 The funds involved and the actual usage of such funds.

The Requesting Party or Prospective User of Funds

If you were to give funds to anyone or to any organization, what else will you look for?
What is the track record of the organization?

Organization Attributes

 Size of membership or number of clients

 Magnitude of operations
 Revenues
 Locations

The Prospective Donor-provider of Funds

 Depends on the purpose and amount needed

 Request matches priority thrusts of the donor

If you have completed your objectives, you have a better chance of getting what you want.

The process of Exchange or Transaction between the Grantee/Recipient of Funds and the
Grantor/Provider of the Funds

Quality of the transaction or “fit” between you as fund sources and your donor or
granting organization spells mutual satisfaction over the process.

Criteria

 Availing of government subsidy or government programs

 Tapping individual gift and contributions

Internally-Driven Strategies

 Local or domestic savings mobilization

 NGDOs sale of services
 Generating internal funds from use of NGDO’s facilities
 Credit and diversification of service or credit products
  Institution strengthening and networking
 Holding of special events

PRINCIPLES: Successful Fund Raising Must Have

 A cause – worthy and “greater than one’s own”

 Needs – genuine and explained convincingly
 Leaders – dedicated, willing prepared
 An identifiable constituency – with desire to support the cause
 A favorable climate of opinion – that recognizes the needs and will support it

TEN STEPS to SUCCESSFUL FUNDRAISING

 Recognize the value of freedom of choice – the right oh concerned citizens to choose
improvements for their society.
 Examine your own attitude to money.
 Define goals clearly.
 Develop a workable plan of action for spearheading fund raising action
 Select your leaders.
 Know your “Public”
 Rely on Person-to person contact
 Launch fund raising the right in the campaign
 Ask for the money
 Don’t’ forget to say “Thank You”.
SRATEGIES IN FUND GENERATION

Principles

There are general principles and techniques that enhance an NGDO’s capability to raise
funds. Chamala et al (1990) cited that every successful capital fund raising must have the
following:

1. A cause that is worthy and of far greater importance than the present specific needs of the
institution; and/ or “a cause greater than one’s own”;

2. Needs which are genuine and can be explained in a convincing way so that the cause for
support is sound and practical, and has specific objectives that are attractive to the majority of
potential members;

3. Leaders who are dedicated, willing to accepts membership at the top level and are prepared to
devote considerable time and effort to carry out the program to enjoin new member;

4. An identifiable constituency whose interest and imagination maybe roused and cultivated to
create the desire to support the cause; and

5. A favorable climate of opinion which may have to be created, so that an informed

constituency will recognize that an appeal will satisfy a vital and urgent need and feel
disposed to support it.

General Lessons in Fund Raising

 Foreign aid or overseas development assistance is declining worldwide

 Giving of grant is influenced not simply by the viability and reasonableness of a
proposed project but also by the credibility, integrity and reputation of the individual
proponent or leader
 Focus on generating own or internal resources
 Be more creative and offer unconventional to “out of box” products and services
 Capitalize on partnerships and networks
 Fund raising is not just about money, it is also about friend – raising and making lasting
relationships
 10 Tips for Funding Technology - Fund Technology so you can work that which really
matters

Technology Planning is great, but how are you going to pay for all the new equipment,
training, and staffing cost your plan requires?

There are no silver bullets when it comes on fundraising, especially during tough
economic times. Here are ten tips to help you find the funds you need to implement and sustain
your critical technology strategy.

Step 1 Build strong relationship with funders

Fundraising is essentially about building relationship. If you can establish a rapport with
foundation program officer or senior executive who are sympathetic to your mission, understand
your needs, and can articulate your case before their board, you way to securing the funds you
needs.

Follow this up by doing great work for the foundation throughout the grant period ,
keeping communication open, and demonstration success though a well-conceived evaluation
strategy. You will then begin to earn the trust that forms the basis of strong, long -term
relationship with funders. You may not receive funding every year, but by having a history of
doing good work with proven result you will have established a record for all fundraising
funding for technology is no different.

In the best case scenario, your organization would have already established a strong
record of making an impact with you. You or someone in your organization would have forget
personal relationships with key individual in foundation that have gave you core support in the
pact. No matter what advice you may find in this or any other article, these strong relationships
with existing funders will always be the best place to start. Give these contacts a call and tell
them about the strategic direction you have planned for your organization. Let them know that
you’ve done your homework and that technology will play a vital role in helping you work better,
smarter, and more efficiently. Ask them to help your organization reach this next level.

Step 2 Incorporation of technology into your annual strategic plan

By having a plan in place that articulates specific needs, identified costs, and ties them to
program initiatives that support your mission, you can accomplish two things at once,. First, you
demonstrate due diligence in your management practice to funders. Second, you ensure accuracy
and consistency in your entire grant proposal. This document serves as a map for your
development staff. Grant writers and develop directors can pull appropriate budget amount and
deliverable directory from the technology plan for inclusion in grant requests. Since this cuts
down on the amount of work and uncertainly required to include technology plan elements in
each request, your organization can actually increase the numbers of grant proposals in which
technology is included as of the request.

Step 3 Focus on your mission and your programs, not technology for technology’s sake

Ask yourself what the benefits of this technology are. Will this new initiative or
improvement result in new learning and knowledge building? Will it improve project
coordination or collaboration? Will it enable latent community energy to be put into action? Will
it create new capabilities? Will it make sure your work more efficient or increase staff
productivity? How will your client experience improve? Will it improve marketing and outreach?
Will it increase fundraising? Will it enable you to make better-informed management decision?

Step 4 Budget technology expenses as hared cost, not overhead

Technology expenses are best expenses are best expressed as shared among al your
programs to provide direct support to program staff. One way to think about them is to imagine
what you would need to in order operate a given program as a stand-alone business. You would
need office space, utilities, paper, pens, telephones, and technology computer, software, printers,
and network. Most funders worth their salt now accept that information technology is just
another cost of doing business. They would no sooner expect an 0organization to produce the
result they seek without cost benefit of it than without a floor to stand on.

Of course, no single program should bear the full burden of these costs, nor should any
single grant or funder, Calculations will differ for each organization. But no matter what for use
to determine appropriate percentages, using shared costs in your budgeting provides a way of
allocating a fair share of the costs for common resources to each project that they make possible.
Technology falls squarely in this category.

Not all funder will see it this way. Many government entities, in particular, place very
precise definitions and limitations on overhead or shared costs that they may effectively
disqualify technology costs. Nonetheless, you should understand the justification both in terms of
the direct benefits to providing program services and tem of accounting principals. This
knowledge will empower you to push on unrealistic limit whenever possible. All funder can do is
say no, and as in development will tell you, you’ll never receive if you don’t ask.

Step 5 Target technology funders

Finding the right funder to ask is often half the battle. Here are a few rules for targeting
funder with technology request.

Expand your searches to include “capacity building” as a search parameter when using
foundation libraries and search engines. This term often indicate a willingness to invest in
technology.

Many funders set aside a certain amount of funds for what are termed technical assistance
grants. These can be used for many different kinds of activities. Often, they provide money for
external consultants who bring you specific expertise that you lack in house. Technical
Assistance grants are a great way to pay for technology consulting, technology planning, and
often equipment.

Community foundations are often more likely to found technology needs than national
foundation. To be sure, there are many national foundations that invest in innovative applications
of technology that serve the sector at regional luck with their local community foundations. Such
foundations generally consider building the capacity of the nonprofits in their local area an
integral part of their mission.

Step 6 Maximize existing resources

Non-profit are often adept at stretching limited resources. Let’s be clear that we are not
referring to what some call “the myth of make-do.” Some organization makes the mistake of
holding themselves back by “making do” with whatever they already have and not preparing for
future growth. Stretching resources need not mean using outdated equipment and never
upgrading or improving your service. A wise manager will stretch existing resources by properly
maintaining the equipment the organization already has. This means doing regular back-ups,
installing proper security software, keeping up-to-date with new software patches and virus
definitions, and training staff to use the software to its maximum capability. Often, you can skip
new purchases and instead focus on using the technology you already have more effectively. If
you thoroughly understand what you have and what you al really need, you can save money and
get the most out of your technology.
Step 7 Use local community technology resources

Take the time to find out what the community technology resources are in you are, and
find out what resources can be pooled with other local organization. Maybe you don’t need to
reinvent the wheel in your organization.

Step 8 Partner with other for joint grant proposal

Once you begin learning about other group in your area involved in community
technology, consider collaborating with similar organization. Perhaps you can find partners with
whom you can share the costs of developing a community network or a common database that
should be useful to anyone with a similar mission. A group of similar organization requesting
technology assistance may be far more completing than one organization alone. This gives
funders a way to stretch their money and have a greater impact.

Step 9 Generate unrestricted revenue where possible

Every non-profit-no matter what the size of its budget-should have plans in place to
generate unrestricted revenue. This revenue that does not have to be spent on pre-designated
expenses in the way that some grants can only be applied to specific programs or activities.
Unrestricted revenue offers the flexibility to apply funds where they are most needed or to cover
expenses that don’t often attract designated funding streams. Strategies to create unrestricted
revenue can take many different forms. For example, your organization could donate to your
general fund. Fundraising events, auctions, membership programs, direct mail, and direct e-mail
can all help raise unrestricted revenue. If you find that you are having trouble raising funds
especially for technology, consider your technology expenses as a percentage of your general
budget and adjust your fees, fundraising targets, and strategies accordingly.

Step 10 Spend less on software and equipment

The next best thing to raising new funds to acquire new equipment is to save money by
spending less on each acquisition. Donated equipment will often save the most of all, but be
certain that you’ve done a thorough tech plan and understand your current inventory, your future
needs, and your minimum requirements. Knowing when to say no to inappropriate donations is
as important as finding appropriate ones. Installing the wrong equipment will end up costing
more in staff time, troubleshooting, and maintenance in the long run.

Fundraiser Donation Solicitation-Letter Writing Tips

The key to many a successful fundraising campaign is writing a good letter. This may
sound intimidating at first, but fundraising letters contain many of the same elements as any good
sales letter.

First, know your donors. Beginning with an updated list of past donors is key-

They will likely give again and may even increase their donations over time. Make sure to have a
good, well-targeted, updated mailing list for new prospects as well.

Early in the letter, make your case quickly. Don’t beat around the bush. Tell about your
organization or project at the top of the letter and get to the point right away. What problem will
this project solve? What need it fill? Appeal to your donor’s hearts first with descriptions and
anecdotes, then their heads with facts and figures. If you are writing to previous donors, be sure
to thank them first before you ask for more money.

As with other sales letters, longer copy pulls better in fundraising letters. I know, I Know,
“Nobody reads long letters.” While most people won’t read every word, the more you can tell the
reader about the benefits of giving, the better response you will receive.
 It’s much harder with a one or two page letter to state your case in a number of different
ways than it is with a four page letter. Write a longer letter, you have much more room to
convince the reader to give. Appeal to reader’s sense of urgency by providing a deadline. “We
need these funds by January 1 in order to carry our spring awards event.” If you don’t get them
to act right away, they probably won’t act at all.

As with any direct mail piece, its good to make follow up phone calls one or two weeks
after you mail the letter. And if the letter was received and if you can answer any questions.

Of course, you don’t always reach the right person but if you follow up you greatly increase your
chances of getting a donation.

Writing a successful fundraising letter isn’t rocket science. These tips are based on years
of trial and error; if you follow them wisely your campaign will be successful. Plan early, be
organized, and the letter writing will take care.

Writing Donation Request Letter

Writing a fundraising letter is not that difficult. However, you need to know what works
and doesn’t before you invest your time composing your donation request. Fundraising have
some general of thumb:

1. Keep in mind whenever you are asking for money that you are providing a service.

2. Tell people what you’ve done and what you’ve done and what you plan to do to achieve
progress towards your goals.

3. Longer letters do better:

a) You can address all concerns and potential concerns

b) There are different kinds of readers – Long letters are OK for all:

-Those that throw unopened away-the length of letters is irrelevant.

- Those that read only beginning and ending – the length of letters is irrelevant.

- Skimmers can pick up more points from a longer letter.

- Passionate readers love long letter.

4. Make your fundraising letter compelling

5. Paragraphs and bullets should be no more than 3 sentences or items; break longer ones in half.

How to write a fundraising letter:

1. Good news – always start the letter with a series of good news bullets to

- Build momentum and make entire letter entertaining and informative.

- Use foreshadowing to tease reader and keep him or her reading.

- Create a “window” at the end of the first page (a thought that’s finished on second page)

- Make your reader turn page.

2. Describe what you want to do next

- Tell what you’re going to do.

- Why you’re going to do it.

- How you’re going to do it.

 - What result you expect.

3. List suggested contribution amounts

- Use even numbers in graduates amounts

- Offer a monthly auto charge credit card option (P100 a month is P1, 200 a year)

- Include a blank line for write-in amounts

4. Remind readers that their contribution is your budget

- Your successes have been possible because of their past contributions

- Thank them!

5. Use P.S.’s for skimmers

- May titillate skimmers and get them to read the entire letter.

- To create a sense of urgency.

THE NINE BASIC TRUTHS OF FUND-RAISING

Basic Truth 1: Organizations are not entitled to support; they must earn it.

No matter what an organization’s good works are, it must prove to those who support it
the value of those works to the community and the efficiency with which the organization
delvers them. The primary key to fund-raising success is to have a first-class organization in
every sense. There are no entitlements in non-profit world.

Basic Truth 2: Successful fund-raising is not magic; it is simply hard work on the part of people
who are thoroughly prepared.

‘There are no magic wands, spells, or inactions. Whenever you hear that someone has the
magic fund-raising touch, laugh. Otherwise, the job is likely to be on you. No one pulls a rabbit-
complete with is own lettuce farm-out of the fund-raising hat. No one!

Fund-raising is simple in design and concept, but it is very hard work! It is planning,
executing, and assessing. It is paying attention to detail. It knows your organizations and what
needs are. It knows who has the money, and how much they can give.

Basic Truth 3: Fund-raising is not raising money; it is raising friends.

People who don’t like you who don’t give you. People who know little about your
organizations give little at best. Only those people who know and like you will support you Raise
friends and you will raise money.

Basic Truth 4: You do not raise money by begging for it; you raise it by selling people in your
organization.

No matter how good your organization, how valuables its services, how efficiently it
delivers them, people will not give money unless they are convinced to do so. Fund-raisers
function much as sales and marketing people do in the commercial world. So, be ready, willing,
and able to “sell” your organization and the programs foe which you are raising money.

Basic Truth 5: People do not just reach for their check books and given money to an
organization; they have to ask to give.

No matter how well you sell on your organization, no matter how much money they have,
no matter how capable they are of giving it, they have to be asked to give. There comes the point
when you have to ask for the money.
 And by the way, make sure that you are asking fro a specific amount. Don’t leave it up to the
donor to the recommend how much to give. People with money to give are accustomed to being
asked for it. The worst thing that will happen is that they will say no, and even then, they’re like
to be supportive, even apologetic.

Basic Truth 6: you don’t wait fro the “right” moment to ask; you ask now.

If you’re looking for the right moment – the “perfect” time – to ask for the money, you will
never find it. You have to be ready, willing, and able to the solicitation at any time. You have to
take the risk of hearing no.

If that happens, don’t take the rejection personally. They are saying no to the organization, not
you. Once you have presented your case, ask for the money. Don’t wait. Either closes the
solicitation, find out what the objection to giving is and overcome it if possible or your turn
down, and move on.

Basic Truth 7: successful fund- raising officers do not ask for the money; they get others to ask
for it.

The professional fund-raising officer is the last person who should ask prospect for money.
The request should come from someone within the prospect’s peer group. It is the job of the
professional development officer to design, put together, and manage the campaign. Volunteers,
who are themselves business executives, well-of individuals, community leaders, or board
members, are the one who should ask their counterparts for donations.

Basic Truth 8: You don’t decide today to raise money and then ask for it tomorrow: it takes
time, patience, and planning to raise money.

Make the decision to initiate a fund –raising campaign before the need becomes dominant. It
takes time to develop a campaign and its leadership. With its prospective donor the chances are
you will get only one chance to present your case. Be prepared. If you present a poorly prepared
case, you will be told no.

Basic Truth 9: Prospects and donors are not cash crops waiting to be harvested; treat them as
you would customers in a business.

No successful businessperson deals with customers as if they had a responsibility to buy.

Prospects and donors have to be courted as you would court a customer. They must be told how
important they are, treated with courtesy and respect, and if you expect to do the business with
them again, thanked.

There are, of course, exceptions to each basic. Truth, but if you rely on the exceptions to
support your organization, you will find them to be few and far between and money in short
supply.

In the end, we raise money from people who:

 Have it
 Can afford to give
 Are sold on the benefit of what we are doing
 Wouldn’t have given it to us unless we had asked
 Receive appreciation and respect for their gifts

It doesn’t take a genius to raise money. The proceed is a combination of common sense, hard
work, preparation, courtesy, commitment, enthusiasm, understanding, and a belief in what you
are asking others to support.
Module 12: Monitoring and Evaluation
Monitoring and Evaluation process of looking into the status of the implementation to
determine areas of weakness and strengths. It is concerned with how objectives are being
attained, and what necessary adjustments have to be done in the course of plan implementation.
They are interactive, complimentary and mutually supportive functions that serve the demands
for proper implementation of programs, projects, accountability in the use of resources and data
based decision-making. Proper monitoring and evaluation produces effective indicators, which
determine the extent of how objectives of the program are achieved, its performance and its
relevance. Monitoring and evaluative indices may help determine which and to what extent
resources have been allocated to insure that project plans are translated into concrete action at the
community level.

Monitoring and Evaluation Must Be Participatory

Participatory monitoring is a process where the community members pause to check

whether or not results of activities match with the set objectives. It also involves systematic
recording, integration and periodic analysis information gathered throughout the implementation
process by the community members themselves:

The specific purposes of participatory monitoring are:

To provide an overall picture of plan implementation;

 To identify problem areas in project/activity implementation, and remedy the

situation immediately;
 To ensure that resources are used effectively; and
 To gather information which will be used for future evaluations?

Participatory Evaluation is a process where the community members take the lead in
assessing the impact of the project and activities on the community. It is concerned with
determining the accomplishments of goals and objectives.

The specific purposes of participatory evaluation are:

 To enable the community members to make good and appropriate decisions;

 To develop the evaluation skills of the community members;
 To have a better understanding of the community members;
 To facilitate communication between the community members and community
leaders.
 To gather and analyse information which can further improve the community
situation; and
 To mobilize community participation in resolving community problems.

Steps in Facilitating Participatory Monitoring and Evaluation:

1. Formation of monitoring and evaluation team

2. Formation of the monitoring and evaluation plan
3. Actual monitoring, analysis and presentation of results
4. Actual Evaluation and Data Analysis
5. Preparation of the Evaluation Report
6. Presentation and Community Validation of the Evaluation Report
7. Finalization of the Evaluation Report and Dissemination of Results

Knowledge and Learning: Use of Evaluative Evidence

Knowledge gained through monitoring and evaluation is at the core of every

organizational learning process. Monitoring and evaluation provide information and facts that,
when accepted and internalized, become knowledge that promotes learning. Learning must
therefore be incorporated into the overall programming cycle through an effective feedback
system. Information must be disseminated and available to potential users in order to become
applied knowledge. Learning complements performance measurement by lending a qualitative
edge to assessments. Even when the indicators as

Associated with results are not good or clear, it is possible to learn from the process and
to use this knowledge to improve it. Learning is also a key tool for management and, as such, the
strategy for the application of evaluative knowledge is an important means of advancing towards
outcomes, which in turn should present more opportunities for learning to take place.

To ensure the relevance of learning, evaluative evidence should demonstrate “real time”
capability. An immediate advantage is that conclusions can be field-checked with respondents
within weeks, providing important opportunities for eliminating erroneous interpretations,
increasing respondents’ sense of ownership of their distilled experiences and providing
evaluative results to interested strake-holders when it is likely to be most useful. Giving real-time
results to stake-holders means getting it right from the start. The publication of out-dated results
or irrelevant recommendation should decrease once dissemination of real-time information
becomes normal practice.

Evaluations should be seen not as an event but as part of an exercise whereby different
strake-holders are able to participate in the continuous process of generating and applying
evaluative knowledge. Managers must decides who participates in this process and to extent
they will be involve (informed, consulted, actively involved, equal partners or as the key
decision-makers). These are strategic decisions for managers that have a direct bearing on the
learning and the ownership of results. A monitoring and evaluation framework that generates
knowledge, promotes learning and guides action is, in its own right, an important means of
capacity development and sustainability of national results.

Monitoring and evaluation contribute to the organizational and global body knowledge
about what works, what does not work and why. They also indicate under what conditions in
different focus areas lessons learned should be shared at global level, through communities of
practice or monitoring and evaluation groups, /with the focus on outcomes, the learning that
occurs through monitoring and evaluation groups. With the focus on outcomes, the learning that
occurs through monitoring and evaluation has great potential for application at the organizational
level and for policy and operational purposes. Outcome evaluations may help bring together
development partners. In this way, learning from evaluations knowledge becomes wider than
simply organizational learning and also encompasses development learning. It helps to test
systematically the validity, relevance and progress of development, maximize learning and
ensure that is timely and generate sufficient information.

Effective monitoring can detect early signs of potential problem areas and success areas.
Programme Managers must act on the findings, applying the lessons learned to modify the
programme or project, and it also may provide feedback for future programming.

Learning has been described as a continuous, dynamic process of investigation where

the key elements are experience, knowledge, access and relevance. It requires a culture of
inquiry and investigation, rather than one of response and reporting. This is more easily
accomplished when people are given the chance to observe, engage in, and invent or discover
strategies for dealing with particular types of problems or development issues. On the other hand
knowledge is content-and context-specific information capable of bringing change or more
effective actions at a wider level that can contribute to new learning and knowledge. The
management of knowledge involves creating, sharing and level raging knowledge that not –only
requires establishing systems and processes to gather, organize, package and disseminate
information on time to the right decision makers, but also conducting assessments of the
processes. Information gained from the processes maybe described as feedback.

Evaluate evidence helps us to use information generated from experience to influence the
way in which appropriate policies and programmers are developed, or the way in which projects
are managed. Evaluative evidence refers to information or data indicating qualitative and
quantitative values of development processes, outcomes and impact, derived from multiple
sources of information and compiled in and evaluation exercise. Evaluative evidence does not,
however, always include direct, detailed observations as a source of evidence. Good evaluations
are based on observations or experience rather than theory and are designed to test validity,
consistency and impacts

It may be best on:

 The explanation of causal links interventions and their effect;

 Analysis from close-up, detailed observation of the development context by the
investigator(s)
 Analysis from research and review and other documents(secondary sources)
relevant to the development context;
 The attempt to avoid any preconceptions in the assessment.

Feedback from Monitoring and Evaluation

The major challenge in monitoring is to gather, store and use information that serves
different levels of assessment. Monitoring should be multifunctional so that information gene
rated at one level is useful at the next. Monitoring should also go beyond checking whether
events are taking place as planned. The monitoring process should be committed to improving
linkages among project and programmed staff, including feedback processes, for learning
purposes. Analysis of the exciting or possible linkages across programs and projects should be as
critical, objectives and exhaustive as possible. Students and concerned authorities must be
involved in the entire monitoring process.

It must be noted that evaluation is a process oriented exercise that requires establishing
common baseline data for making comparisons. The problems is knowing from the outset every
factor that is relevant and how all factors effect each other before venturing on any evaluation the
group should:

 Agree on the priority issues demanding information. Reconciling deferent

viewpoints by negotiating a consensus on priority issues can help build ties between
stakeholders and facilitate cooperation.
 Determine the information needs of decision-making groups. The key to effective
use of information is to focus on the essential information.
Without reliable and regular feedback, monitoring and evaluation cannot serve their
purposes. In particular, emphasis must be given to drawing lessons that have the potential for
border application-lessons that are useful not only to a particular program or project but also
to border development context. Learning depends on having systematically organized feedback
(e. g., evaluation results, pilot’s studies, and data for monitoring output and outcome indicators
indigenous knowledge).

INFORMATION TOOLS AND METHODS

Questions help identify what kind of feedback is needed to promote effective decisions
about projects, programmers or outcomes on the part of project, programmers. All monitoring
and evaluation activities aim to ensure the relevance of information: to use information in a
targeted, timely and efficient manner; and to tap the existing knowledge of key stake-holders.
One of the highly structured method of information/data collection for both monitoring and
evaluation is the Questionnaire an instrument in which targeted respondents are requested to “fill
in the blanks” on a form or to reveal specific information or opinions on narrow options. Their
limited nature and tight formulations make questionnaires valuable data-gathering tools. They
also are useful as a preliminary screening method to help determine which institutions or
functions should be examine in more depth, perhaps through interviews.
 Any particular type of activity may require only a few of these sources, the most
appropriate depending on scope, the nature of the issue being addressed, the target audience for
the information’s and the previous experience of those requiring the information .once relevant
information accessed through this tools, a thorough through assessment must be undertaken to
determine how to apply the recommendations from the feedback.

APPLYING THE RECOMMENDATIONS FROM FEEDBACK

Part of the feedback obtained through monitoring and evaluation will be in the form of
recommendations for action. Different types of recommendation from monitoring and evaluation
processes should be analyzed separately. This is accomplished by answering a number of
questions about the type and consequences of recommendations the questions address both
substantive and implementation recommendations. Feasibilities and priorities based on the
answers to this question must then be set for the short, medium and long terms.