NGO Management Workshop Narrative Report-Accra, Ghana (December, 2007)

8/3/2019 NGO Management Workshop Narrative Report-Accra, Ghana (December, 2007)

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TRAINING REPORT

NGO Management Training for WestAfrica Civil Society Forum (WACSOF)

December 4-6, 2007WACSI Secretariat, Accra

Ghana

WEST AFRICA CIVIL SOCIETY INSTITUTE


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WACSI NGO Training Series (WACSOF) 2

Contents

1.0 Introduction 3

1.1 Background 4

2.0 Managing Different Types of Organizations 5

3.0 Program and Project Management 6

4.0 People Management 8

5.0 Organization Management 9

6.0 Strategic Management 9

7.0 Financial Management 10

8.0 Corporate Governance 119.0 Community Management 12

10.0 Image and Advocacy 13

11.0 Evaluation and Research 14

12.0 Conclusion 15

Appendix One: Training Program

Appendix Two: Training Participants

Appendix Three: Topics


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1. O Introduction

NGO institutional capacity building is critical. The thrust of a capacity building

program is to strengthen NGO competencies in different aspects of development

work through training and institutional development. WACSI organised a trainingworkshop on NGO management for WACSOF. This training was in response to a

request made by WACSOF for WACSI to help it in its restructuring and

repositioning process. During a working session between WACSI and WACSOF

in October, WACSOF requested that WACSI provide assistance and capacity to

deal with two main challenges facing the institution: 1) Uncertainty over the role

in its structure, particularly between Executive committee and General

Secretariat leading to conflicting relations; 2) The need to strength the technical

capacity of the secretariat in areas of project management and accountability.

WACSI and WACSOF have a unique and mutually beneficial relationship within

the ECOWAS sub-region. It has become imperative that WACSI facilitates the

process of WACSOF achieving its objectives. This report articulates the

concepts, discussions and comments articulated at the Training workshop. The

workshop was held at the West African Civil Society Institute (WACSI) in Accra,

Ghana from the 4th to the 6th of December 2007.

The objectives of the training workshop were to:

Create Awareness Of Management Challenges Non Governmental

Organizations (NGOs) Face In The ECOWAS Sub-Region.

Help Create A Dynamic And Sustainable WACSOF Leadership That Leads

To Significant Community Impact.

Highlight On Preferred Donor-Driven NGO Management Structures And

Processes Which Make Fund Accessibility Successful.

Focus on Reinventing the Future of NGO Management Processes and

Conventions within the sub-region.


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The facilitators for the duration of the program were Dr. Bill Pupulampu, Chief

Executive Officer of PsychonHR, Professor John Aheto, Chairman of the Board

(PsychonHR) and Professor Ken Attafuah from the Justice and Human Rights

Institute. Approximately 20 people attended the training program. Participants

were Executive Members of WACSOF within the ECOWAS sub-region. The

training philosophy and approach was underpinned by discussions, interactions

and group exercises.

1.1 Background

Civil Society Organizations (CSOs) are the most important catalyst for West

Africans to experience improvement in the quality of life. They are at the forefront

of the quest to build enlightened and progressive societies through the promotion

of good governance, accountability and transparency among others. They are

the representatives of interest groups within society and have gained

acceptance.

CSOs are supported by donors, national governments, international agencies,

citizens among others. The involvement of CSOs in the processes of defining

development strategies and results is important and effective in West Africa.They participate in the various processes to develop poverty reduction strategies.

They are involved as members of thematic groups responsible for diagnosis, and

for defining objectives and desired results. They also participate in public

discussions of poverty.

However, these organizations are faced with severe challenges that prevent

them from fully achieving their goals. The lack of credibility, transparency, and

professionalism in their own operations and management are some of their

weaknesses. One of the most critical challenges in CSOs environment in West

Africa is to address these gaps through a capacity building mechanism that could

elevate these organizations for the benefit of the people of West Africa.


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2.0 Managing Different Types of Organizations

There are clear differences between Public Agencies, Private Companies and

NGOs. Public agencies have the following features including, political pressure

on activities of public agency and appointments are according to law and politicalconsideration. In addition, public agencies are structured, operate and are

determined by law and usually present life-long employment opportunities for

public servants.

Private companies are characterized by profit maximization as premium priority

and accountability to shareholders and the board of the company. Appointments

are made by the owner or board or management. Tasks are easily carried out

due to the control nature of these organizations. However, NGOs are created by

individuals with an ideological, personal and/or religious agenda. This presents a

potential for the clash of ideas. Financing is most often a critical problem.

Voluntarism makes hiring and firing difficult because there are a lack of

structures and systems.

There are similarities between private business and NGOs. An important

similarity is the fact that private companies are set-up to make profit; NGOs are

set-up to improve lives and communities. Another interesting similarity is that

whilst in private companies it takes qualified and result oriented managers and

staff to achieve the vision, in NGOs it takes discipline and qualified managers

and staff to achieve the vision. The three different types of organizations have

distinct human resource competency needs. Public sector management needs

educated professionals that are political savvy. Private sector management

needs profit-minded entrepreneurs that are assertive. NGO sector management

needs idealists that are political savvy and assertive.


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3.0 Program and Project Management

Projects, programs and policy contextually differ in form and purpose. NGOs

thrive and work in a projects setting. However, projects dont sit alone. They

reside in programs. Programs emanate from policy. Policies are areas ofthematic focus that an NGO will devote itself. The policy may be derived from

community problems, thrust of the NGO and social, political and economic issues

in the country or region. A policy should address challenges in a systematic

manner through effective articulation, documentation and a long-term framework.

NGOs should differentiate programs and projects. An NGO may have more than

one program or thematic area. A program is a set of interrelated ideas and

activities organized around a core theme and running within a short to medium

term period. However, a project is a set of interrelated tasks which are directed to

achieve a particular limited objective within a short period. A program may have

many projects within it. The features of projects encompass the fact that it

emanates from programs and is time-bound. Projects need a multiplicity of

people, skills and time management. Projects must be delivered to time, to

specification and to budget.

NGOs should be aware of the concept of the critical path and the importance of

the logical framework. The critical path is a situation where key activities must

necessarily happen before an NGO can achieve a project. Other activities are

subsidiaries. NGOs have to stick to the logical framework (log frame) and

reporting parameters of donors in order to attract necessary funding. A log frame

is a document that sets out a philosophy, an agenda, costs, geographic delivery

patterns, interrelated tasks, when, why, delivery dates, proposal concepts and

monitoring and evaluation standards. Many donors ask for a log frame at the

proposal stage or as a mid-term evaluation tool or at both the beginning and end

of a program.


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The value of the log frame encapsulates a monitoring and evaluation tool and a

blue print for program management. The log frame is also a tool for project audits

and a basis for sourcing funds. The components of the log frame include:

Narrative Summary which is defined as the goal, purpose, outputs and

activities of the project as described in the left-hand column of the logical

framework.

Goal is defined as the ultimate result to which your project is contributing-the

impact of the project

Purpose is defined as the change that occurs if the project outputs are

achieved- the effect of the project.

Outputs is characterized as the specific intended results of the project

activities- used as milestones of what has been accomplished at various

stages during the life of the project.

Activities are defined as the actual tasks required producing the desired

outputs.

Indicators are measurable or objectively verifiable indicators, qualitative and

quantitative ways of measuring progress and whether projects outputs;

purpose and goal have been achieved.

Means of Verification is the information or data required to assess progress

against indicators and their sources.

Assumptions are factors external to the project which are likely to influence

the work of the project management has little control, and which need to exist

to permit progress to the next level in the log frame.

Super Goal is the long-term results of continued achievement of the goal of

the project.

Inputs are defined as the materials, equipment, financial and human

resources needed to carry out the activities of the project.


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4.0 People Management

NGOs are encouraged to manage their staff by using the entry-maintenance-

exist framework. Entry into a NGO should be done professionally by NGOs

themselves or they should hire consultants or recruitment agencies to do it right.NGOs are encouraged to move away from familiarity and a voluntary mind-set. It

is imperative for NGOs to clearly define skills, knowledge, and competencies

required for each job.

NGOs are encouraged to undertake interviews that assess technical, managerial

and interpersonal skills of candidates. They should select candidates who would

best fit into the job and the organization and issue appointment letters where

probation plus confirmation periods are clearly stated. Another important entry

process is induction and orientation which would help new employees imbibe the

organizations culture and values. In addition, it also helps employees to attach

some level of importance and seriousness to the induction or orientation process.

NGOs are advised to implement a Performance Management and Appraisal

System (PMPA). This system should include: monitoring of tasks, the range of

core competencies, task execution processes, targets and professional

standards. It is important for supervisors to understand the PMPA which aims to

identify performance gaps and provide remedies and assist, reward and progress

management. Training and development and compensation management are

very important for the growth of NGOs. If there is no money for training and

development, what should NGOs do? This is an issue for NGOs to reflect on.

What determines the grounds for sanctions and terminations (Exit Strategy)?

There should be rules and regulations that should be clearly spelt out and made

known to employees. Sanctions should be based on the rules and in conformity

with the labour law and not on emotions. Nonetheless, the notice period for exit

should be known to employees and employees should have a social security

policy.


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5.0 Organization Management

Stakeholders are encouraging NGOs to move from voluntarism to a formal

organization in order to be sustainable. Voluntarism is good and NGOs must

maintain a spirit of volunteer work. However, within a year or two NGOs must

create procedures to cover their existence. Stakeholders have advised NGOs to

register with appropriate authorities, set up documents for entry and exit of staff.

They should have a functional organizational structure and a functioning advisory

board. In addition, NGOs should not expect free service and they should seek

expert help if they are not competent to undertake the specific task. NGOs must

find suitable organizational structures that fit their objectives and vision. Theycould opt for a hierarchical or coordination structure. Choosing a hierarchical

structure or coordination structure depends on the practical situation of the

specific NGO. NGOs must be run well and its leaders must be accountable to a

board, stakeholders and donors.

6.0 Strategic Management

The strategic management process encompasses strategy formulation andstrategy implementation. In order for NGOs to remain sustainable, there is a

need for them to formulate strategic plans. A strategy is an organizations

approach to achieving its various objectives and intentions in the short, medium

and long-term. A strategic plan will highlight a NGOs comparative advantage

and its position with respect to others and its focus on what it should do or be

doing. The plan contains specific detailed activities geared towards a strategic

action. The impact or end-result is the most important factor. There is a need for

NGOs to formulate visions and continually re-vision. The vision will sustain the

organization because it represents a compelling, ideological and philosophical

thrust of the organization.


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The formulation process includes the SWOT analysis and the development of

corporate and functional or departmental strategies. Strategy implementation

involves the implementation of the strategy and monitoring and evaluation. Most

often, strategic plans are formulated but not implemented effectively.

Researchers have argued that it takes a focused and determined leadership and

an inspired set of followers to undertake strategy implementation effectively.

7.0 Financial Management

Financial management encompasses budgeting, internal controls and auditing.

Budgeting is a scientific process of systematically allocating scarce resources to

unlimited demands and uses. Internal controls are processes by which an entity

obtains a reasonable assurance as to the achievement of specified objectives.

Auditing is a systematic process of objectively obtaining and evaluating evidence

regarding assertions about economic actions and events, to ascertain the degree

of correspondence between the assertions and established criteria and

communicating the results to interested users.

A budget is a financial aspect of a strategic plan. A budget contains information

about types and amounts of proposed expenditures, the purposes for which they

are to be made, and the proposed means of financing them. The four main

budgetary phases and functions are planning, control, monitoring and evaluation,

reporting and feedback. Cost and a minimum level of quality should be taken into

account in the process of budgeting.

Control activities involve policies and procedures that ensure that management

directives are carried out. There is a technical difference between the internal

and external auditor. An internal auditor helps to check anomalies. His auditing

outcome helps NGOs to be alert to financial inconsistencies and subsequently

enshrine preventive measures. People who perform control procedures are not

infallible. Electronic data processing helps to reduce the incidence of temporary

breakdowns since staff functions are programmed and assigned to computers.


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The requirements for an effective audit are having evidence gathering and

evaluation knowledge and the knowledge of how evidence is evaluated.

Competent sufficient evidence to support the audit opinion on financial

statements is an important requirement. There is also the need for reasonable

assurance from material errors or financial misstatements. Collaboration between

the internal auditor and external auditor is imperative for prudent financial

management.

8.0 Corporate Governance

NGOs should create dynamic partnerships and foster the mobilization of people.

Governance structures of NGOs are to be examples to national governments.

Rogue NGOs exploit the vulnerability of the poor and the generosity of the rich.

Civil society should bring civility to public discourse. The foundational pillars of

good governance are accountability, adherence to rules and regulations,

effective communication, leadership by example, vision sharing, clear-cut policies

and adherence to specific guidelines.

The power of the board of directors is determined by the duties it must perform.

The duties of directors entail managing, directing and supervising. This does not

mean that directors are required to manage the day-to-day activities of a

company or to act in the role of an Executive Director or Chief Executive Officer.

The conflict areas between the Board and the Executive Director include funding

and spending powers, media opportunities, speaking engagements,

appointments among others. The role of Executive Director presents itself with

certain leadership challenges. The bullying boss syndrome, tokenism and sexual

harassment are recurring issues that occur within the organizationalenvironment. Directors are vested with all the powers that are reasonably,

necessary and incidental to their primary tasks. Within their exclusive spheres of

authority, directors are sovereign.


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Directors are not agents for shareholders but agents of the company. Directors

are the embodiment of corporate power. They are required to use their best

endeavors to preserve the companys assets, further the companys business

and promote the companys purposes. Directors are servants of the entity and

not servants of the components. Directors are enjoined to consider the interest of

employees, members and creditors. The organizations fiduciary duty carries with

it a broad and unbending obligation of loyalty and fidelity. Directors have a duty

to administer the affairs of the organization for the sole benefit of the

organization. This duty also extends to management, employees and other

officials of the organization. Directors must administer with honesty, prudence,

best care, best skill and best judgment.

Directors have an obligation to avoid conflict of interest. Conflict of interest can

be described as an interest, direct or indirect with any third party that has the

potential to impair the exclusive benefit of the organization. Conflict of interest

scenarios can be overcome by formulating and adhering to strict conflict of

interest policies and guidelines. An upper ceiling should be established with

respect to quantum or monetary value of gifts that may be accepted by a director

or other officers of the organization. In such situations, any gift is disapproved

except gifts of a value less than US$50, which could not be refused without

discourtesy. No professional gift of money is ever to be accepted. Interestingly,

sexual harassment and sexual exploitation and abuse are classified as conflict of

interest situations.

9.0 Community Management

It is important for NGOs to understand the concept of the community. A

community may be defined as a group of people who live in a particular

geographical area for example a village, town, district or country. It may also be

defined as a group of people who share a common history and a common set of

social challenges.


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The overall objective of NGO work is to bring about community development and

social change and assist people to experience better or true self-determination.

An NGO that is truly engaged in community development deploys a process

aimed at promoting citizen awareness of problems by enabling them to define

their needs in relation to the total environment. NGOs must assist communities to

be socially and economically viable in order to support individual and family

growth to enhance the quality of life. Community development interventions

require a program, a methodology and a process. It deals with balancing

community needs against NGO needs. It is important to ensure a strategic fit

between the needs of both parties. Where the needs dont match the

communities may not participate and benefit to the maximum. NGOs may not

achieve their vision or may deviate from their mission.

Opinion leaders and the grass root constituent should be the first point of call for

NGOs before program implementation. Prior information about the community

and possible areas of resistance by such leaders is important. It is important to

determine what such leaders like or dislike and their history, culture, language,

traditions of community. Program officers should develop healthy relationship

with the grass root people. Project staff should not betray the trust reposed in

them by local people. There should be a feedback mechanism for hearing the

voices of the local people through durbars on the implementation challenges, the

impact of the project on the community and areas that require remedies among

others.

10.0 Image and Advocacy

The image of an NGO within the community, amongst donors and amongstvolunteers is crucial in their quest to achieve their goals. NGOs should shed the

not-serious image of NGOs by building systems and structures for delivering

quality service, by demanding professionalism from all staff and the need to stop

employing relatives after the initial year or so.


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Donors do not want to deal with an organization that is not professionally

managed. Donors are particular about results hence sponsor organizations that

are serious. Continuous inflow of funds from donors is tied to the seriousness

attached to the timeliness and accuracy of reports. There is a need for NGOs to

market and advocate extensively. This can be done by exploring other

communities who need their service apart from the current ones. Marketing is

important because it secures donor sustained interest in a particular project and

ensures a long-term survival of the NGO. It also helps the NGO survive the

different forms of competition from civil society space and donor support.

Advocacy issues may be tackled by submitting reports to district authorities and

by networking with other NGOs to engage central government to influence policy

initiation or implementation. In addition, NGOs should participate in policy

matters within their scope at the early stages of policy formulation. NGOs are

encouraged to respond positively to questions and feedback from donors. If it is

an internal anomaly, its imperative the NGO communicates and helps the staff

deal with it. If it is external, there is a need to device an appropriate strategy to

prevent, manage or minimize its impact.

11.0 Evaluation and Research

Social problems need sound data to inform strategy for intervention. It is

important for NGOs to design the research instrument carefully and use

appropriate analyses tools. If NGOs cannot undertake research, they must

access academic papers, books among others. There a various approaches to

evaluation. They can be categorized as goal evaluation, proves evaluation and

impact assessment. The evaluation process begins with the need to clearly

define what an NGO is intending to achieve with the intervention and concludes

with ascertaining whether the society has changed, whether the problem has

improved and whether lives have changed.


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12.0 Conclusion

Training is essential for NGOs. It is important for WACSOF to build its

institutional capacity. WACSI will play an important role in this process. WACSOF

platform can be used to augment the research and documentation work ofWACSI. WACSI can help facilitate WACSOF advocacy programs. WACSI will

organize thematic dialogue through reflection sessions for WACSOF.

The following recommendations were made at the WACSOF training workshop:

Organizational Development

It is important for NGOs to understand that merit and capacity are not

priorities in a public agency. This is because appointments are determined by

political lobbying and other political considerations. Theoretically many NGOs

link merit and capacity but in practice it is rare.

There is a need for NGOs to move beyond voluntarism to a structured

organization. It is imperative for networks to determine the criteria for

qualification as an NGO in order to reduce the number of illegitimate NGOs.

WACSOF has to solve its coordination and articulation problems between thesub-regional level and national level.

There is a need for WACSOF national platform institutional capacity building

for progressive revenue drive and effective coordination.

Program and Project Management

There is a need for NGOs to make a distinction between programs and

projects. NGOs often muddle the two concepts.

Programs being determined by funding agencies which makes it difficult for

NGOs to create community-specific projects must be discouraged.


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People Management

NGOs should engage in barter trade with foundations that offer human

resource training support.

NGOs should be more creative by using internal staff who can train

colleagues in their areas of competence. NGO staff should make use of

information on the internet and library sources.

Organizational Management

Autocracy is quite necessary within a certain context. However, there must be

a balance.

The overbearing nature of a charismatic Executive Director who sustains the

NGO but when he or she leaves or passes on the NGO finds it difficult to

survive is an issue that must be tackled.

The biggest problem with NGOs is the lack of transparency and coordination.

Strategic Management

When formulating the strategic plan there is a need for NGOs to be sincere,

honest truthful, factual, open, committed, determined, fair, objective,

transparent, and passionate. There is a need for NGOs to determine their comparative advantage. That

particular activity they undertake very well.

Financial Management

There is a need to cost activities within a project properly and avoid

miscellaneous expenses or contingency. Every activity must have a

personnel cost dimension.

Networks such as WACSOF can become a conduit for supplementary top-up

funding for NGOs

NGOs should invest their funds by making use of investment funds in

between the time of receipt and implementation. This process requires a good

internal auditing system that tracks the monetary transfers.


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NGOs should find innovative ways of raising money and find mechanisms to

be entrepreneurial to overcome the lean season.

Profit-making ventures can be created by NGOs through their subsidiaries but

this depends on the legal environment the NGO is situated in.

NGOs should seek supplementary grants from research institutions.

Community Management

NGOs must identify prominent community leaders and work through them.

There is a need to be aware of the hierarchy in a community.

There is a need for NGOs to be aware of local sensitivities as they undertake

their work in communities.

Image and Advocacy

NGOs should remodel their image away from family-owned outfits.

The image of NGOs can be more acceptable if they fall within civil society

work and not other areas which are not really about community development.

WACSOF has to deliberate on the criteria for inclusion and exclusion in order

to protect the image of NGOs within the sub-region.

NGOs are encouraged to treat all actors with impartiality except when a

particular group of actors are becoming exploitative by trampling the human

rights of people.

It is imperative for NGOs to understand that they are political. It is just that

they are not carrying cards. This will help them engage with political actors to

influence public policy formulation and implementation.

NGOs within the sub-region have to explore local generosity or philanthropy

for funding.

Donors have to be made to be concerned about the real problems of the

populace.

West African NGOs have to move towards financial independence in order to

minimize the overbearing influence of donors.


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NGOs can solve their financial problems by using professional fund raisers

who can get funding from the private sector.

Evaluation and Research

NGOs must specialize on research and use the outputs to achieve positive

outcomes. In order to make alternative proposals, research must be

consistently undertaken.

Research should not be a commercial activity but it should be at the service

of the citizenry.

There is a need for NGOs to have quality databases and a center of

documentation. Information is paramount for every NGOs agenda.

WACSOF should establish a decent office complex with a resource center

and related facilities.

WACSOF must embark on research and documentation activities.


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Appendix One: Training Program

TIME DAY 1

8.009.00am

9.0010.00am

10.00 - 10.30am

10.30 - 11am

11.00 - 12.00pm

12.00 - 12.15pm

12.15 - 1.00pm

1.00 - 1.45pm

2.003.00pm

3.30 - 4.30pm

4.30 - 5.15pm

REGISTRATION

TOPIC 1: Managing Different Organizationso NGO,o Public Agency ando Private Company?

Exercise 1:

TEA BREAK

TOPIC 2: Programme & Project Managemento Nature of programso Nature of projects

o Logical frameworks Light Bulb Moment

TOPIC 3: People Managemento Entryo Maintenanceo Exit

LUNCH

Exercise 2: Design a Project, create its management framework; report it

using a Log Frame; Report back 3-3.30

TOPIC 4: Organization Management

o From voluntarism to formal organizationo Structureo Governance & the moral imperative

Tea Break/Exercise 3: Based on the learning so far in People &

Organization Management, discuss and list some specific things you are

going to do, change or introduce in your NGO on this matter: Report back


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TIME DAY 2

TOPIC 5: Strategy

o Who are we?o The NGOs Focuso The strategy processo Ownership, deployment and monitoring of strategyo Reviewing your strategy

TEA BREAK

EXERCISE 4 on designing the Strategy of your NGO NGOs must be

thematically grouped for this exercise (e.g. those in HIV/Health;

Community Development; Political Action/Democracy Advocacy etc)

Report back on Strategy of each set of NGOs

LUNCH

TOPIC 6: Financial Management

o Budgetingo Internal controlso Programme, project and corporate level Auditing

TOPIC 7: Corporate Governance

9.00 - 10.30am

10.30 - 11.30am

11.30 - 12.30pm

12.30 - 1.30pm

1.30 - 5.30pm

7.00- 9.00


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TIME DAY 3

9.00 - 10.30pm

10.30 - 11.00pm

11.00 - 11.45pm

11.45 - 12.30pm

12.30 - 1.30pm

TOPIC 7: Community Managemento Understanding the concept of the communityo Rural and urban communitieso Community needs against NGO needso Opinion leaders and the grass roots

Tea Break

TOPIC 8: Image and Advocacy

o Shedding the not-serious imageo Behavior of NGO officialso Marketing and an advocacy programo Donor management

TOPIC 9: Evaluation & Research

LUNCH


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WACSI Policy Advocacy Series (No. 2)

29

Appendix Two: Seminar Participants

NB NAME COUNTRY ORGANISATION EMAIL ADDRESS PHONE UNMBE

1 Ms. Gertrude Adu Yebo Ghana WACSOF [email protected] 0243-060221

2 Prof. Paul Kuruk Atlanta USA WACSOF [email protected] 0246-748362

3 Akpo Teleshpore Benin WACSOF [email protected] 02299-7484804

4 Muua Vandu-Chikolo Nigeria WACSOF [email protected] 234803070405

5 Mr. Wilberforce Okoli Nigeria WACSOF [email protected] 2348033114906

6 Ms. Caroline Bowah Liberia FOHRD/LANSA [email protected] 231-6532820

7 Dr. Mariam Maiga Mail WACSOF [email protected] 233-9069291

8 Ms. Nathalie Kone CoteD Iovire WACSOF Nigeria [email protected] 225-22411722

9 Mr. Malcolm Joseph Niger WACSOF [email protected] 231-6514357

10 Mr. laoual Sayabou Niger FOSCAO [email protected] 00228-96963458

11 Mr. Koku Ahianyo Togo FOSCAO [email protected] 00228-9303056

12 Ama Esso Togo FOSCAO [email protected] 228-9013967

13 Abah,Hgozi Helen Nigeria WACSOF [email protected] 243-807631293
mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]


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14 Ms Edel Barbosa Almeida Cape Verde WACSOF [email protected] 238-9922422

15 Ms. Iyesha Josiah Sierra Leone WACSOF [email protected] 232-76711342

16 Prof. Oumar Ndongo Nigeria WACSOF [email protected] 070-33009456

17 Mr. Dele Sonubi Nigeria WACSOF [email protected]

18 Rev. Kaine Nwashilli Nigeria WACSOF [email protected] 234-8023035193

19 Ms. Suzanne Traore Nigeria WACSOF/SEC [email protected] 234-8062178743
mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]


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WACSI Policy Advocacy Series (No. 2)

29

Appendix Three: Topics

1. Managing Different Types of Organizations

2. Program and Project Management

3. People Management

4. Organization Management

5. Strategic Management

6. Financial Management

7. Corporate Governance

8. Community Management

9. Image and Advocacy

10. Evaluation and Research

NGO Management Workshop Narrative Report-Accra, Ghana (December, 2007)

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