Entranamiento y evaluación

day operations, the manager will continually receive information and produce information. The manger and persons in charge need to review the information and identify whether the relevant information has been followed or not. He/she should constantly evaluate the importance of the information and determine who else need to be informed. The incoming and outgoing information should then be sent to the appropriate people in a timely manner. 4. Prepare an activity schedule for each program by reviewing the program

components in terms of the following components:

~ What should be done? Program contents (e.g. contents of an immunization program.

~ How it should be done? Procedures to be followed (e.g. technical, administrative).

~ Who should do it? People responsible for the different tasks (e.g. social workers, health workers, administrative staff).

~ When it should be done? Time targets to be followed. ~ How much it costs? Budget.

~ Why it should be done? The planned outputs reflecting the needs. A partial illustration of the activity schedule is presented at the end of this handout. The schedule can be a tool for coordinating activities and people within a program or a team.

External Coordination Mechanisms

An organization can not achieve its objectives in isolation; so a manager has to coordinate with others outside the organization. At the beginning of its establishment the organization puts efforts in internal coordination but when the program expands then it will have to coordinate externally like multi-donors, new group of target population, government offices, other social organizations, private sectors, training institutions, consultants, researchers, local political bodies, existing indigenous organizations etc. It is equally important to have external coordination but this task is very challenging and tough for the manager. It seems tough because different organizations have their own priority, they may feel competitive, other organizations may have diversified structure and working culture, distribution of responsibility and authority may be different to their staff.

In NGOs there is practice of being involved in the activities once the request comes from other organizations (reactive involvement) and there are evidences that once the task finishes then relationships come down or even close. Similar practices are found in the proactive type of coordination. While involving in external coordination people feel frustrated and give up in between the work but this does not help. The manager and person in charge for coordination should be proactive and persistent and keep the relationship after finishing the assigned tasks.

External coordination is useful for sharing and collecting resources for accomplishing the tasks. If coordination happens among the like minded organization then it helps to cover wider population. External coordination facilitates to influence the policy makers in higher level e.g. government and donors. External coordination always makes possible to accomplish the larger tasks which would not have been possible for an organization. There will be the combination and contribution of the diversified expertise, like research, strategic planning, policy development, fund raising, advocacy and influencing others. In addition to ensuring coordination within a program or a team, managers are responsible for coordinating various programs and units within the organization. For effective coordination some additional coordination mechanisms would be required.

1. Create temporary structures such as inter-departmental and inter- disciplinary teams to conduct major program activities such as work planning and evaluation that will serve as a coordination link among various units or programs.

2. Conduct staff meetings on a regular basis involving all the relevant units or programs to ensure an exchange of information on current activities, problems and plans.

activities to the rest of the organization.

4. Develop mechanisms to share information on a regular basis such as coordination meetings of various units or programs.

5. Use the coordination matrix to identify the more common coordination issues and activities. The matrix identifies the various responsibilities of the organization shared by the various units or programs and relates them to each other. A partial illustration of the coordination matrix is presented in Annex .

6. Create a coordination team for identifying and addressing the issues and activities to be coordinated by representing all the relevant units or programs, and hold regular meetings of the team.

7. Form an external networking team of different section experts e.g. Human Resource Development team, Trainers team, Researchers’ network and organize bi-monthly or quarterly meeting.

8. Managers can form their association where they can share information, generate new ideas and make informal plan which then can be formalized and accomplished.

Tools for Coordination Coordination Checklist

A Coordinating the activities 1. What is to be done?

2. Where will this take place? 3. When will this action take place? 4. What resources are needed? 5. How will this action be arranged? B Coordinating the people

1. Who will take responsibility? 2. Who will do what actions?

3. What authorities need to be given to each person in charge?

4 What skills, knowledge and attitude is required to perform the tasks? 5. Who will lead the group and coordinate peoples’ efforts?

C Communication

1. Is all necessary information available?