MDF 2006 Catalog by SPRESSO design studio

1 Our world is about people

Branch Offices

MDF-TRAINING & CONSULTANCY Bosrand 28 P.O. Box 430 6710 BK Ede The Netherlands

MDF-South Asia

T F E W

+31 318 650060 +31 318 614503 mdf@mdf.nl www.mdf.nl

MDF on the internet www.mdf.nl The MDF website contains extensive information on all training courses and consultancy services. If you are interested in our consultancy services, please contact the MDF Head Office for further information or a consultancy brochure, or consult our website. Our website also provides access to the websites of our branch offices.

# 137, Old Nawala Road Nawala, Sri Lanka T F E

+94 11 4404017 +94 11 2808121 +94 11 2805122 +94 11 4404016 mdfsa@mdfsa.lk

MDF-Eastern & Southern Africa P.O. Box 3173 Arusha, Tanzania T +255 27 2505194/95 F +255 27 2505196 E mdfesa@mdfesa.net

MDF-Brussels Auguste Reyers Boulevard 41-43, Box 5 B-1030 Brussels, Belgium T +32 2 2421909 F +32 2 2425845 E mdfbrussels@chello.be

MDF-Indochina 156 Yen Phu Street Tay Ho District, Hanoi, Vietnam T +84 4 7151101-2 F +84 4 7151103 E mdfindochina@hn.vnn.vn

Our world is about people

Head Office

Our world is about people That is why we continue to listen to you in order to deliver services that are in demand and that contribute to the improvement of your capacities.

Worldwide travelling teaches us a lot about the complex and different realities of people around the world. The differences vary from one country to the other, and touch upon culture, organisations and individuals. Everywhere, we are curiously driven to find out what drives these people and what they would want to learn to improve their work and make it more challenging. One of the issues regularly under discussion is innovation or continuity. There are constant changes in development policies. Currently, all policies focus on reaching the millennium development goals, whereby poverty reduction is taken from different angles. National governments formulate their own poverty reduction strategies and have full responsibility to organise funds and other resources. People at all these levels would like to learn to improve their performance. When we meet them on one of our missions or journeys, we get a wide range of demands for training and strengthening organisations. So we innovate and develop new training courses and learning events, but we also continue to offer the well-known MDF products. New courses in 2006 cover The New Architecture of Aid, Multi-Stakeholder Processes, Competency Based Learning and Value Chain Concept. Not only do development policies change, theories about learning change as well. People want to learn throughout their life. They learn in different ways and at different times, and these learning events are not only related to classroom settings. It has often been proved useful to link training or learning to the

actual work situation and to share these experiences with colleagues. While listening to the demands of our clients, and through discussions on the most effective learning methods, MDF started with the design of new types of courses and learning events. Last year, we introduced the International Advisory Trail and the Experiential Learning visits. This year the Advanced Management Methods and Skills are added as a new way of learning, more geared to individual needs. At the same time we continue to offer short and long courses, where people from different cultural backgrounds meet. They gain insights from one another, acquire practical skills and learn about modern management and organisation techniques and methods in a participatory way. These are connected to their own experiences. See the programme for 2006 to find out. As you see, we continuously strive to strike a balance between innovation and continuity. Although many things may change, we are convinced one thing will not; the importance to create a learning environment where people feel safe and where there is respect for different values and norms, where they enjoy learning from trainers, facilitators and their peers. In our international learning centre â&#x20AC;&#x2DC;de Bosrandâ&#x20AC;&#x2122; we continue to create such an atmosphere with your assistance and active participation. Be welcome!

Hans Rijneveld and Herman Snelder Managing directors MDF

Contents 6

MDF & BOARD MDF Mission & Approach Branch offices General Course Information MDF training courses and your career development COURSE GUIDE Course Calendar and fees

6 8 10 13 14 16 17

COURSES BY CLUSTER: 1. MANAGEMENT 2. PROJECT CYCLE AND PORTFOLIO MANAGEMENT 3. FACILITATING PROCESSES 4. ORGANISATIONAL DEVELOPMENT 5. SPECIFIC DEVELOPMENT THEMES

22 38 54 66 76

Tailor-made COURSES AND WORKSHOPS ExperientIal Learning

92 96

7 Our world is about people

MDF & Partners 8

MDF Board of Directors H.L. van Loo Chairman H.J.M. Snelder Managing Director A.W. Rijneveld Managing Director

sustainable management of natural resources and poverty alleviation. MDF and AidEnvironment developed the course Environmental Mainstreaming for Development Organisations.

MDF Board of Advisers P.F.A. Bakker Director of Company Coaching, Eindhoven, the Netherlands P. Engel Director of the European Centre for Development Policy Management, Maastricht, The Netherlands M. Monteiro Director of HIVOS, The Hague, The Netherlands.

We would like to use the opportunity to express our appreciation to prof. J. Cusworth, University of Bradford. Prof. Cusworth joined our Board of Advisors for 6 years, and will resign this year. Prof. Cusworth will be replaced in 2006.

COLLABORATION

Bureau Frank Little are specialised, internationallyactive training and facilitation companies with offices in the Netherlands and the United Kingdom. We offer intensive, hands-on open courses and in-house training in practical methods for team visioning and alignment, problem solving, creativity and innovation. MDF and Bureau Frank Little developed and will collaborately conduct the course Group Facilitation and Managing International Partnerships.

ETC Crystal provides services short term and long term assistance in health programmes, external evaluations and reviews at all levels, health systems research, and training. MDF and ETC Crystal developed and will collaborately conduct the course Public, Private and Civil Partnerships for Social-Economic Development.

Some specialised courses were developed, and will be provided with partners. For these specific courses, you will notice the logoâ&#x20AC;&#x2122;s of our partners in the course information.

AIDEnvironment is a not-for-profit consultancy firm that focusses on nature conservation,

SEOR provides economic research and consulting services. It operates as an independent company within the holding of the Erasmus University Rotterdam. SEOR can easily mobilize the expertise of the University regarding macro-economics and public finance. MDF and SEOR developed and will collaborately conduct the course Public Finance Management.

Hans Posthumus established his one-man-company in The Netherlands in 1999 to specialise as an international business management consultant and trainer. He provides training for entrepreneurs, business advisors and staff of Business Support Organisations, comprising Entrepreneurial Training, Business Plan Development, Export Planning, Business Development Services and Value Chain Analyses. MDF and Hans Posthumus jointly developed the course Value Chain Concept (VCC).

co-operation MDF co-operates with several organisations in designing and implementing courses and consultancy services including: AGRECO Belgium; biodiversity conservation and natural resource management. CDP Consultants for Development Programmes,

MDF also works together with a number of individual consultants, satellite consultants, who are familiar with our approaches and style and who have been working with us for some years.

Our world is about people

Span consultants offers specialised services in communication and information, education and human resource development courses. SPAN Consultants provides a broad range of advisory and training services for different types and levels of education. MDF and SPAN consultants developed and will collaborately conduct the course Sector Wide Management of Education.

The Netherlands; Planning, implementation, monitoring and evaluation of rural district development programmes and watershed management. EARTH Belgium; training, ECOFIN analysis, identiďŹ cation and evaluation of programmes and projects. ETC Energy The Netherlands; sustainable energy and development. FACET BV Supporting Small Enterprises, The Netherlands; business development, MicroFinancing and Banking. GFA Germany; agriculture and rural development, natural resources management, private sector development, decentralisation and public sector management, health. IAC The Netherlands; participatory planning, monitoring and evaluations, multiple stakeholders ITAD United Kingdom; development planning, agricultural research, monitoring and evaluation, health, institutional development, environmental management. MedICT BV The Netherlands; services and ICT solutions MCIC Macedonian Center for International Co-operation, Macedonia; projects, training and strengthening of organisations in civil society. Organisational Capacity Development (OCD) Vietnam; human resource management, organisational development, small and medium enterprise development and project management Record, Togo; training and consultancy in the ďŹ eld of development in West Africa. VNG The Netherlands, local government development.

MDF Mission & Approach 10

MDF-Training & Consultancy (MDF) is a worldwide operating management training and consultancy bureau, that wants to contribute to improved management of organisations responsible for policy formulation, funding or implementation of development interventions.

Products and services MDF training services include standard training courses, tailor-made courses, facilitation and workshops. With regard to consultancy services MDF is active in most phases of the project cycle: identification, implementation, monitoring and evaluation of development interventions. MDF aims to blend modern management theory and tools with practical experience in development programmes and projects worldwide. Our approach in training as well as in consultancy is of a practical nature, rich in visual elements and characterised by participation. We deliver our services to clients belonging to a wide variety of organisations. These include donors, governments, non-government organisations and consulting firms, all involved in development interventions. MDF trainers/consultants are specialists in their own particular fields and have practical experience in planning, implementing and evaluating of development projects. The staff is involved both in training and consultancy activities to ensure that they maintain a close link with day-to-day practice in the field. We believe that this way of working enriches the training courses and keeps MDF staff always at the forefront of development ideas and ensures their knowledge of best practices. MDF staff are professional people with initiative. They create good and sincere working relations with the participants in the courses and clients in the field.

However broad the scopes of development, MDFâ&#x20AC;&#x2122;s focus remains on aspects related to management. The MDF products and services are aimed at the strengthening of organisations, projects and programmes, as well as individuals. When offering our services we look from these three perspectives and their interrelations. MDF is organised in three clusters covering the core parts of our activities. The Project Cycle and Operational Management (PCOM) cluster covers project management issues, portfolio management, monitoring and evaluation. The Human and Institutional Development (HID) cluster covers organisational analysis, capacity building, institutional development, human resources development and facilitation. The Education and Rural Development (ERD) cluster focuses on capacity development activities in these sectors. The evident overlap is tackled by pursuing an intense co-operation between the three clusters and their staff-members. Within a cluster MDF staff always is active in at least two different subjects to avoid over-specialisation and to promote the learning element within the MDF organisation.

MDF areas of expertise For managers, desk officers and programme officers: Enabling them to better prepare, implement or monitor projects and programmes within organisations by offering hands on knowledge and skills thereby stressing the importance of attitude.

For advisers: Enabling them to assist in a skillful way organisations and institutions in change processes by offering a limited number of appropriate tools and methods. • Organisational Analysis & Strengthening • Sector Analysis and Institutional Development • Advisory skills and processes For trainers and facilitators: Enabling them to facilite learning or stimulate interaction between people actively engaged together in development processes. • Training and Facilitation Techniques • Curriculum Development & Competences Based Education For Development Co-operation practitioners: Enabling them to understand and to act more effectively in complicated development processes in specific sectors: • Sector Wide Approach Programmes • Multi-Stakeholder Processes, including private sector • Aid Delivery Methods

MDF Group The MDF-Training & Consultancy, Head Office is located in Ede, the Netherlands. The MDF Head Office implements all regular courses, tailor-made courses and consultancy assignments, and the MDF Foundation. Since early 2001, the role of the Foundation is restricted to research and product development, the results of which are applied and utilised by MDF-Training & Consultancy. MDF has four regional offices, all with excellent training and consulting capabilities: • MDF Brussels, Belgium (specialised in EU development co-operation) • MDF Eastern & Southern Africa, Arusha, Tanzania • MDF-South Asia, Colombo, Sri Lanka • MDF Indochina, Hanoi, Vietnam Regional offices are closer to our customers and can therefore better adapt to the regional context, leading to better services to meet the demands of our wide range of clients. Almost all core training courses are also conducted at all of our regional offices, and our experienced trainers and consultants can provide tailor-made courses skilfully geared towards your specific demands within the region, often in local languages. In addition, all of our regional offices can draw from an international pool of experts to meet specialist needs if necessary.

Consultancy services MDF is engaged in the implementation of both long-term projects and short missions. The long-term projects usually involve organisational strengthening, capacity development, management information (systems) and training. The short-term missions reflect the scope of MDF’s expertise in general: training,

Specific regional activities include regional assistance in capacity building of local partner organisations of international NGOs and GO’s. For more information on our regional offices and their course calendar, please visit our website or contact our regional offices directly for a regional brochure (see pages 8-10).

11 Our world is about people

• Management of projects and programmes • Identification, Formulation and Planning of projects and programmes • Monitoring and Evaluation of projects and programmes • Portfolio and Project Cycle Management • Procurement and Tendering procedures • Human Resources Management • Personal Management Skills and Techniques

facilitation and consultancy in formulation, monitoring and evaluation of development organisations and interventions. MDF has executed consultancies for almost all major international funding agencies, many bilateral donor agencies and for a considerable number of international and national NGOs. In total MDF employs 63 permanent staff members and in addition calls upon experts from its satellite network or its pool of freelance experts.

MDF Branch Offices 12

Regionalisation through branch offices and partnerships is an important element of the MDF strategy. Regional offices are closer to our customers and can therefore better adapt to regional contexts and demands. We have high hopes that this strategy will prove to be successful. MDF wants to develop at a steady pace and aims at passing on management and advisory skills to our clients and thus be a worldwide broker of experience in these fields. Below, our branch offices will introduce themselves.

MDF-Brussels MDF-Brussels started as a representative office in 1998 and became a full branch office of the MDF group early 2003. MDF-Brussels plays a role as EU liaison and project office for the MDF group. In addition, over the years, MDF-Brussels expanded and diversified its services and clients. MDF-Brussels activities and training programme As EU liaison and project co-ordination office, MDF Brussels is managing the 4-year (2003-2007) Training Programme in the contractual and financial procedures of the 9th European Development Fund. In the context of the EU/ACP co-operation as laid down in the Cotonou Agreement, three types of seminars are delivered in ACP countries (20 cycles per year) and at the EC in Brussels (6 cycles per year). MDF-Brussels is involved in two other major training programmes financed through the EU. For the MDF group we ensure the liaison and partly implementation of a Training Programme on Environmental Mainstreaming in the context of the EC cooperation with third countries. A consortium led by Agreco implements the programme. Furthermore, MDF is involved in a consortium led by ITAD to implement an EC financed programme for

the provision of methodological support and training in Aid Delivery Methods (project approach, financial and economic analysis, sector approach and budget support). Our Brussels office ensures the component of Quality management at all levels of the programme. MDF-Brussels also provides tailor-made courses and carries out assignments in project and project cycle management and human resources management in Belgium, Luxembourg and France. These are based upon the MDF core courses, approach and materials. So far, these courses are conducted on specific request of an organisation (or group of organisations) and conducted at a location of your choice. If you would like to know more about our services and team, please consult the MDF website or contact us directly. We hope to meet you in Brussels or in your own organisation! Melinda Wezenaar, Director, MDF-Brussels

MDF South Asia (MDF-SA) is a full branch office of the MDF group and was established in 1997 in Colombo, Sri Lanka. An increasing number of organisations turn to MDF-SA for tailor-made programmes and consultancy services and various assignments were carried out in countries in South Asia and beyond: India, Pakistan, Afghanistan, Nepal, Bangladesh, Bhutan and the Philippines. MDF-SA staff often collaborates with staff of other MDF branches or with local organisations, which has proven to be very successful.

office in Sri Lanka, you can request our own brochure or subscribe to our e-mail newsletter. Our course calendar, prices and registration form are also published on our website at www.mdf.nl We hope to welcome you to Sri Lanka or meet you in your own organisation! Mike Zuijderduijn, Director, MDF-South Asia

MDF-SA general training courses, tailor-made programmes and consultancy MDF-SA is committed to guarantee the quality of training and consultancy products worldwide. Most of the MDF group core courses are offered in Sri Lanka, including Project Management, Institutional Development and Organisational Strengthening, Project Cycle Management, Human Resources Management. In addition some specific courses have been developed for the region in the field of project proposal writing and policy cycle management.

Established in early 2003, MDF-ESA is one of the younger branches of the MDF group and operates from Arusha, Tanzania. MDF-ESA runs an interesting range of training courses in the areas of Project Cycle Management, Human Resources, Institutional Development, Training and Facilitation Techniques and Advisory Skills.

Next to the open entry training programmes, MDF-SA offers tailor-made versions of these training packages. These can be conducted in any of the countries in the region at individually preferred locations. We can include cases from your own organisation, work together with your staff, and even train them to become trainers. At the same time, follow-up activities like regular coaching and feedback can be organised to enhance the effectiveness of training for you and your staff. If you are interested in our ideas, please contact us.

MDF-ESA general training courses, tailor-made programmes and consultancy Besides offering MDF group core-training courses such as Project Management and Institutional Development & Organisational Strengthening, MDF-ESA delivers special courses such as Facilitation Skills for Organisational Development, Value Chain Development and Grant Management. Our training approach is experience-based, highly interactive and practical.

In addition, consulting assignments are carried out regularly. These assignments range from project proposal support to organisation capacity assessments. It goes without saying that many of these experiences feed back into our training programmes as to keep these carefully tuned to the ever changing reality of development co-operation in South Asia. If you are interested to learn more about our branch

An increasing number of organisations and managers in the region have turned to MDF-ESA for tailor-made versions of our courses and for the facilitation of workshops and conferences. These events can be conducted at any location of a clientâ&#x20AC;&#x2122;s choice in one of the countries in the region. MDF-ESA can include case-studies from your organisation, work together with your staff

MDF-Eastern & Southern Africa (MDF-ESA)

Our world is about people

MDF-South Asia (MDF-SA)

and organise follow-up activities to enhance the effectiveness of the training events. MDF-ESA also renders consulting services in the areas of Human Resources Management, evaluation and capacity development. If needed, we can also call on the pool of experts from the MDF head office in Ede or from our partners in the regions. A good reason to come to Arusha for a training course is the inspiring countryside that is all around it, dominated by the giant peaks of Kilimanjaro and Meru. Exciting wildlife parks like the Ngorongoro Crater Conservation Area, Tarangire or Lake Manyara are easily accessible. As Arusha is not far from the Great Lakes region, MDF-ESA also delivers a number of courses in French in collaboration with CIF (Conseil, Information, and Formation) Santé in Goma, eastern Congo. Participants come from all over Congo, Rwanda and Burundi. If you want to know more about MDF-ESA, please visit the MDF website or request our MDF-ESA brochure. We are looking forward to seeing you in Arusha or elsewhere in the region: ‘Karibu sana!’ Annet Bok, Director, MDF-ESA

MDF-Indochina MDF-Indochina is the youngest addition to the MDF Group, established in 2004 in beautiful Hanoi, Vietnam. This MDF office represents the MDF Group in the Indochina region (Vietnam, Laos, and Cambodia) and beyond. MDF-Indochina started as an internationally funded project, aiming to enhance the training capacities in this region through delivering a wide range of management training courses together with our Vietnamese partner organisation Organisational Capacity Development (OCD). Currently, there is a permanent presence of experienced international

MDF staff in Hanoi that, together with our Vietnamese staff and international satellite-consultants, delivers the quality MDF services that made the MDF Group a leading international training and consultancy organisation. Next to our in-house capacity, MDF-Indochina can draw from a pool of over 52 highly experienced trainers/consultants from the MDF Group, each with their own specific experience. MDF-Indochina offers a wide range of training and consulting services both in English and in Vietnamese. Areas of expertise are operational management, organisation strategies, personal management skills and their strong interrelation. Currently, MDF-Indochina is focusing more and more on decentralisation issues, new aid modalities and Public Administration Reform, in line with developments in Vietnam and the Indochina region. As a new office, in the coming year MDF-Indochina will continue to work on meeting and listening to our (prospective) clients and consolidating our presence in the region through delivering high quality, international standard management training and advice. MDF-Indochina’s training programme and consulting services MDF-Indochina offers the well-known MDF core training programmes in Project Cycle Management, Institutional Development, Management Skills and Human Resource Management. Next to these courses, MDF-Indochina offers special courses on sector-wide approach programmes and decentralisation and 5-day courses on Organisation Assessment and Development. We would be delighted to provide you with more information about MDF-Indochina and to offer you our training or consulting services. Of course you can also find more information on the MDF website We are looking forward to meeting you here in Hanoi, Vietnam, or in your own organisation. Bart van Halteren, Director, MDF-Indochina

General Course Information Course fee and accommodation

The price for accommodation (bed and breakfast) is € 65 per night (price for 2006). The costs for accommodation will be added to the course fee on the invoice. Please indicate on the registration form, included in this brochure, whether you will make use of the accommodation or not. Additional accommodation before or after the course has to be settled directly with the hotel. Contrary to the other courses, the prices for the 4-weeks Management Course for Development Practitioners (PMC) and the 6-weeks International Advisers Course (IAC) include full board and lodging for the duration of the course, from the Sunday night before the start of the course, until the Saturday morning after the course. Participants of other courses with an intervening weekend, who wish to stay at the hotel during this weekend are kindly requested to indicate this also on the registration form. For courses longer than two weeks, MDF offers weekend excursions free of charge.

Registration and payment To register, you need to complete and return the registration form included in this brochure, together with a letter of confirmation from your sponsoring agency. The registration form can also be downloaded from our website. Preliminary registration can also be arranged by letter, telephone, fax or e-mail and should be followed by a letter of confirmation from your sponsoring agency as soon as possible. As soon as this letter is received, MDF will confirm your provisional registration.

An invoice for the course fee will be sent, and payment should be received by MDF before the course starts. Only after receipt of the payment, your participation is guaranteed and hotel accommodation can be booked. We recommend you to start the visa procedure in time. Please check with the Embassy in your country for the exact procedure. MDF reserves the right to withhold a fee for administrative and other costs for cancellations prior to the start of a course. A suitably qualified replacement may attend the course instead of the registered person without extra charge. MDF also reserves the right to cancel a course if too few participants have registered. Financial assistance Individual participation in MDF courses and training programmes may be financed by donor or fellowship organisations. MDF itself does not have funds or fellowships available to finance participants. Many participants are supported by own project funds earmarked for training. Participants who do not have access to these project funds may obtain funding or fellowships through one of the many assistance programmes operating in their country, from bilateral agencies (Netherlands, Germany, etc.) or international agencies, such as the EC Delegations, FAO, ILO, UNICEF and UNDP. In 2006 there are funds available for two MDF courses through the Nuffic Fellowship Programme (NFP for short courses). These courses are the International Advisory Course (6 weeks) and the Management Course for Development Practitioners (4 weeks). For the rules and regulations governing fellowships from the NFP and application forms you can have a look at the Nuffic website: www.nuffic.nl/nfp or contact the Royal Netherlands Embassy of your country. Please note that inscriptions should be made largely in advance. For more information concerning fellowships please visit our website (www.mdf.nl).

Our world is about people

The MDF training centre and adjoining hotel facilities are located in Ede, the Netherlands. All training courses and workshops are conducted in MDF’s International Learning Centre ‘De Bosrand’, which has also adjoining hotel facilities, a business centre with computers including internet and e-mail facilities and a number of active and passive recreation facilities. Course fee covers tuition, course materials, lunches and dinners during course days, and where applicable study visits and health and third party liability.

MDF training courses and your career development 16

MDF offers a package of courses that can be attended separately, yet at the same time these courses are interrelated and build upon each other. The various training courses are designed specifically along the career development patterns of two of the main categories of our clients: managers and advisers.

The track for (future) project or programme managers starts with the Management Tools and Skills course (MTS). This course focuses on essential management tools and cross-cultural teamwork. The project and programme management courses (PM and PMC) contain all subjects related to phases of project life, from analysis to evaluation, and personal management skills like conflict management and negotiating. The Advanced Management Methods and Skills course is designed for experienced managers and development practitioners. You may choose from a variety of management related topics, which ones are most suitable to your individual needs and interest. Subjects are: quality and performance management, managing change, managing people in a development context, strategic thinking and strategy development, leading learning organisations, appreciative inquiry for managers, skills related to communication and building relationships and power, politics and ethics.

For desk officers or portfolio managers responsible for managing a number of projects and working at international, national or regional offices, there are several courses in the field of project cycle management. Courses offered by MDF are for specific phases: Planning and Budgeting (PCM/PLAN), Appraisal (PCM/APP) and Monitoring and Evaluation (PCM/M&E). Moreover there is one 4-days course dealing with perhaps the most complex element of PCM; the development of good and realistic indicators (PCM/IND).

PORTFOLIO MANAGEMENT

MANAGER

ADVISOR

MTS

AMMS

SPECIALISED MANAGEMENT ISSUES

FACILITATING PROCESSES

SPECIFIC DEVELOPMENT THEMES

The second important track is for organisation advisers and starts with the Institutional Development and Organisational Strengthening course (ID/OS), followed by the Organisational Development for Advisers & Consultants Course (ODAC). After these courses and experience in practice, the adviser may want to improve his or her advisory competencies and become an internationally recognised adviser. We have designed an innovative trail called International Advisory Trail (IAT) The sequence is from learning how to use various tools and methods, through learning how to organise the change processes and then mastering all important advisory competencies. The International Advisory Course (IAC) combines the two courses and the assessment of your competencies as part of the trail (IAT).

ODAC

IAT (IAC)

In addition, MDF offers more courses that suit managers, advisers and practitioners on: Specialised management issues: Financial Management (FM), effective management of human resources (HRM) and on introducing quality in your organisation (QM). Facilitating processes: Group Facilitation (FAC), Training of Trainers (TOT), Managing International Partnerships (MIP) and Managing Multi-Stakeholder Processes (MMP), Competency Based Learning (CBL). Special development themes, in which current policies and methods are exposed, discussed and learned. We offer courses in: Public, Private and Civil Partnerships for social-economic Development (PPCP), Value Chain Concept (VCC), Public Finance Management (PFM), Managing Sector Wide Approach Programmes (MSWAP), Sector Wide Management of Education (SWMoE), The New Architecture of Aid (ADM).

Our world is about people

PM (PMC)

ID/OS

Course Guide 18

NEW: THE COURSE GUIDE MDF-Training & Consultancy introduces a new brochure format. Hereby, all our courses have been clustered in five main management topics and themes. These themes and topics cover: management, Project Cycle and Portfolio Management, Facilitating Processes, Organisational Development and Specific Development Themes. Additionally, we provide a new product, called Experiential Learning. In order to guide you through our training programme easily, each cluster is given an individual colour and a small introducing text of what this cluster encompasses. This general cluster text is followed by some more specified questions to ensure that you will find the right course to serve your specific needs and interests. These questions enable you to choose the right course within a reasonably short period of time.

Icon description Furthermore, on top of the right pages, you will find six icons that provide you additionally with the practical and accomodating information of this specific course. The meaning of each icon is described below.

COURSE CODE

LANGUAGE

DURATION OF THE COURSE

COURSE FEE

# OF PARTICIPANTS

ACCOMMODATION INCLUDED/EXCLUDED IN FEE

Through this new brochure format, MDF-Training & Consultancy hopes to provide you with an easy tool to access the wide variety of topics and knowledge that we cover.

START THE COURSE GUIDE HERE

Would you like to learn about management methods and skills that help you to achieve project or programme objectives?

YES

Go to cluster 1, Management

YES

Go to cluster 2, Project Cycle and Portfolio Management

YES

Go to cluster 3, Facilitating Processes

YES

Go to cluster 4, Organisational Development

YES

Go to cluster 5, Specific Development Themes

NO Would you like to know more about project cycle phases and acquire the right skills to ensure effective and efficient portfolio management?

NO Would you like to facilitate people and organisations to reach a common understanding through discussions, negotiations and learning processes?

NO Would you like to learn how to analyse and support changes in organisations and institutions?

NO Would you like to learn about development policies and how to apply these in practice?

Course Calendar and Fees in the Netherlands 2005-2006

MANAGEMENT

Course

Code

Duration

Period

Course fees*

Management Tools

MTS

1 week

9 - 13 January 2006

€ 1,445

and Skills for Young

19 - 23 June 2006

Professionals in

11 - 15 September 2006

International Co-operation 26

Project Management

2 weeks

9 - 20 January 2006

€ 2,830

19 - 30 June 2006 28 August - 8 September 2006 28

Management Course for

PMC-e

4 weeks

Development Practitioners 28

Cours de Gestion pour

10 April - 5 May 2006

€ 7,350**

16 October - 10 November 2006 PMC-f

4 weeks

16 October - 10 November 2006

€ 7,350**

HRM

8 days

10 - 19 May 2006

€ 2,525

1 week

16 - 20 January 2006

€ 1,790

des Professionnels en Dévéloppement 30

Human Resources Management

Financial Management for Non-Financial Managers

12 - 16 June 2006

Quality Management new

Advanced Management

AMMS 2 weeks

1 week

15 - 19 May 2006

€ 1,790

25 September - 6 October 2006

€ 3,550

Methods and Skills new € = Euro

* Excluding hotel ** Including full board and lodging for the duration of the course, from the night before the start of the course (Sunday) until the Saturday morning at the end of the course after breakfast.

Our world is about people

Course Calendar and Fees in the Netherlands 2005-2006 20

2. PROJECT CYCLE AND PORTFOLIO MANAGEMENT Pg

Course

Code

Duration Period

Course fees*

Participatory Planning

PCM/PLAN

1 week

€ 1,790

28 November - 2 December 2005 15 - 19 May 2006 27 November - 1 December 2006

***

Monitoring & Evaluation

PCM/M&E

1 week

5 - 9 December 2005

€ 1,790

PCM/MON

4 days

23 - 26 May 2006

€ 1,450

of Project Portfolios 44

Monitoring of Development Interventions

Evaluation of Development

5 - 8 December 2006 PCM/EVA

3 days

Interventions

Comprehensive Appraisal

29 - 31 May 2006

€ 1,100

11 - 13 December 2006

PCM/APP

4 days

of Proposals

13 - 16 December 2005

€ 1,450

6 - 9 June 2006 12 - 15 December 2006

Indicators

PCM/IND

4 days

13 - 16 December 2005

€ 1,450

20 - 23 June 2006 12 - 15 December 2006 52

Writing Winning Proposals new

4 days

9 - 12 May 2006

€ 1,450

21 - 24 November 2006 € = Euro

3. FACILITATING PROCESSES Pg

Course

Code

Duration Period

Course fees*

Training of Trainers

TOT

1 week

€ 1,800

15 - 19 May 2006 11 - 15 September 2006

Group Facilitation

FAC

7 days

7 - 15 December 2005

€ 2,525

1 week

19 - 23 June 2006

€ 1,800

4 - 8 December 2006 60

Managing International

MIP

3 days

Partnerships

28 - 30 November 2005

€ 1,200

7 - 9 June 2006 29 November - 1 December 2006

Competency Based Learning

CBL

2 weeks

€ 3,550 9 - 20 January 2006 11 - 22 September 2006

Managing Multi-Stakeholder

MMP

1 week

Processes new

1 - 5 May 2006

€ 1,790

20 - 24 October 2006 € = Euro

Course Calendar and Fees in the Netherlands 2005-2006 22

4. ORGANISATIONAL DEVELOPMENT Pg

Course

Code

Duration

Institutional Development

ID/OS-e 2 weeks

and Organisational

Period

Course fees*

22 May - 2 June 2006

€ 2,930

28 August - 8 September 2006

Strengthening 68

Développement

ID/OS-f

2 weeks

23 October - 3 November 2006

€ 2,930

ODAC

2 weeks

5 - 16 December 2005

€ 3,230

Institutionnel et Renforcement Organisationnel 70

Organisational Development for Advisers and Consultants

5 - 16 June 2006 4 - 15 December 2006

International Advisory

IAC

6 weeks

22 May - 30 June 2006

€ 11,000**

IAT

1 week

26 - 30 June 2006

€ 2,000

Course 74

International Advisory Trail

€ = Euro

(€ = Euro)

Course

Code

Duration Period

Course fees*

Public, Private and Civil

PPCP

2 weeks

8 - 19 May 2006

€ 3,550

VCC

1 week

16 - 20 Januari 2006

€ 1,790

Partnerships for Social-Economic Development 80

Value Chain Concept new

22 - 26 May 2006 82

Public Finance Management

PFM

2 weeks

27 March - 7 April 2006

€ 3,550

13 - 24 November 2006 84

Environmental Mainstreaming for

EMDO

1 week

Development Organisations 86

Managing Sector Wide

3 - 7 April 2006

€ 1,790

9 - 13 October 2006 MSWAP

1 week

19 - 23 June 2006

€ 1,790

SWMoE

2 weeks

27 March - 7 April 2006

€ 3,550

Approach Programmes 88

Sector Wide Management of Education

The New Architecture of Aid new

13 - 24 November 2006 ADM

4 days

9 - 12 May 2006 (Pilot)

€ 475

14 - 17 November 2006

€ 950 € = Euro

Our world is about people

5. SPECIFIC DEVELOPMENT THEMES

1 24

Course guide

Are you a starting professional interested in different aspects of management?

YES

Management Tools and Skills for Young Professionals in International Co-operation (MTS) go to page 24

YES

Project Management (PM) go to page 26

YES

Management Course for Development Practitioners (PMC) go to page 28

YES

Human Resource Management (HRM) go to page 30

YES

Financial Management for Non-Financial Managers (FM) go to page 32

YES

Quality Management (QM) go to page 34

YES

Advanced Management Methods and Skills (AMMS) go to page 36

NO Are you an experienced professional interested in (project) management methods and personal management skills?

NO Are you an experienced professional who wants to get a comprehensive view on project and programme management?

Would you like to improve the management of your staff?

NO Do you want to learn more about the financial aspects of project/programme management?

Would you like to introduce and manage quality systems?

NO Are you a senior professional who would like to learn new methods and skills, and share experiences with peers?

NO Please contact MDF for personal advice and information regarding our tailor-made training courses on mdf@mdf.nl

MANAGEMENT 25 Our world is about people

Management is challenging and fascinating. A manager has to deal with many different people, who all have their individual added value and interests. This leads to a wide variety of situations, caused by internal and external forces. The added value of collaboration to achieve common goals is considerable and often determined by the way in which an organisation or project/programme is steered. To reach common goals requires suitable and timely management. We offer several courses in different areas of management, varying from junior up to senior staff level.

Management Tools and Skills for Young Professionals in International Co-operation 26

Development interventions, either projects or programmes, are usually implemented by teams. These teams will not only deal with technical aspects but also with more management oriented tasks. Planning of activities, organisation of plan implementation, task division, effective steering and learning from experiences is part of everyone’s work. For young professionals in an international setting, it can be quite a challenge to find their niche in that environment.

This five-day Management Tools and Skills course (MTS) aims to introduce young or starting professionals in international co-operation to the dynamics of modern management. Both, in terms of management concepts and tools, and in terms of practical personal skills. Understanding how to function and participate in cross-cultural teams is an essential part of this course as crosscultural adaptability very often is the crucial success factor for young professionals with ambitions in international co-operation.

Course contents

Participants

Monday Management in ‘International co-operation’ and different types of managers

Associate experts, (junior) project or programme officers and other young or starting professionals looking for a management career in an international setting. Participants should have at least one year experience in international co-operation.

Course OBJECTIVES This one week course aims to prepare young professionals for management oriented tasks by broadening their management knowledge and skills in a cross-cultural environment. The ultimate aim is to develop a sense for your personal management style, your base to further unfold your own management talents. At the end of the course participants will leave with a personal action plan, including suggestions for individual coaching.

The MTS course blends the introduction of a number of modern management concepts and tools for planning, monitoring and control with a discovery tour to your own personal qualities and pitfalls, opening the door to an effective cross-cultural working attitude and thus a management career in international co-operation.

MTS - Course Outline

Tuesday Personal core qualities and pitfalls, cross-cultural communication Wednesday Cross-cultural teamwork and participatory planning methods Thursday Financial planning and control, personal time management Friday Coaching and development of personal career development plan 9 - 13 January 2006 / 19 - 23 June 2006 / 11 - 15 September 2006

MTS

6-16

1 week

â&#x201A;Ź 1,445

excluded in fee

27 Our world is about people

Project Management 28

Development projects are often rather complex undertakings. Many projects are designed as pure technical interventions without adequately taking into consideration the organisational set-up or its relation with the external environment. It also occurs that people are appointed to managerial and advisory positions because of their proven technical skills rather than on the basis of their managerial experience and ability. Another challenge for project managers is clear and good communication within the project team.

Course contents As a result, project managers, chief technical advisers and team leaders are frequently confronted with a range of operational management problems. A good command of essential management skills (e.g. planning techniques) and personal skills (e.g. negotiating or conflict management) will help you to adequately deal with both technical and personal management problems.

Participants Project managers, chief technical advisers, programme coordinators and other project and programme staff who envisage to become a manager in the near future and who have a particular interest to improve their overall management skills. Participants should preferably have at least three years of working experience in managing development related activities.

Course OBJECTIVES This two-week course aims to broaden and improve technical and managerial knowledge, skills and attitudes. It also strives to deepen understanding of the factors affecting project success and failure including policy issues that may influence project/ programme progress and impact.

Technical management skills You will be introduced to the Objective Oriented Project Planning (OOPP) method and the Integrated Organisation Model (IOM). Together with the Logical Framework (LF) these concepts will offer you sufficient tools for an in-depth analysis of your projects objectives, strategies, annual plans and organisational set-up. They also form a solid basis for project implementation in terms of monitoring, steering, taking corrective measures and preparing evaluations. Personal management skills Throughout the course the interpersonal skills and activities of a manager are discussed. Various roles are practised in role-plays and exercises on subjects such as conflict management, teamwork, negotiating and leadership. The participatory approach used in this course enables you to check ideas and discuss problems in a forum of colleagues and trainers, and to compare your own approaches with those of others.

8-18

2 weeks

€ 2,830

excluded in fee

29 Our world is about people

PM - Course Outline

9 - 20 January 2006 / 19 - 30 June 2006 / 28 August - 8 September 2006

Week 1

Week 2

Monday

Roles of the manager Participatory Planning (OOPP)

Organisational development: analysis of implementing organisations

Tuesday

Project planning: stakeholder, problem and objective analysis

Negotiating and conflict management Leadership styles

Wednesday Intervention logic, external factors in the Logical Framework

Monitoring: indicators and focussing of information needs

Thursday Communication, Preparing evaluations meetings and/or presentation skills Writing Terms of Reference for evaluation Friday Teamwork and teamroles Review week 1

Result oriented working in a team: integration exercice Review of the course

Management Course for Development Practitioners 30

Cours de Gestion pour des Professionnels en DĂŠvĂŠloppement

Over the last decades, the focus of international co-operation has changed considerably. Whereas in earlier phases projects were seen as isolated entities and project managers would mainly focus on their internal issues, interventions are currently much more designed and implemented as part of their environmental setting. Consequently, the responsibilities and tasks of the manager have become much broader and more complex.

Course OBJECTIVES The successful manager needs a broad perspective to cope with the complexity and multitude of tasks and responsibilities: planning, financial and physical control, communication with different stakeholders, human resource management and many more. Practical management training can be instrumental to equip the manager with the necessary management tools and personal skills.

This four-week course aims to broaden and improve the knowledge, skills and attitude of participating managers. This will enable them to carry out their tasks and responsibilities more effectively. Management responsibilities are highlighted from three angles: the phases of the life cycle of a project, the institutional context in which the organisation operates, and the roles and skills of the manager.

This project and programme management and administration course offers an array of management theories, concepts, instruments and skills. Given the extended duration of four weeks, this course also provides you an excellent opportunity to reflect on the current state of affairs within your own programme or project and to think about the future development of your project or programme organisation. Furthermore, time is reserved for selfreflection and introspection concerning your own management skills and career perspectives.

By the end of the course, participants have developed a concrete personal action plan, including personal learning experiences and issues in which to grow.

Course contents

Participants

Project planning You will learn a participatory method for planning, known as Objective Oriented Project Planning (OOPP). Using this method, objectives, expected outputs and actions, including indicators, of the project are defined through consensus by stakeholders and then ordered in a clear and transparent logical framework.

Managers, coordinators, heads of department and team leaders of government and non-government organisations in developing countries, and professionals expecting to take up such positions shortly. You need to have at least three years postgraduate work experiences.

Institutional Analysis and Organisational Strengthening You will learn how to analyse the institutional environ-ment and the strengths and weaknesses of your organi-sation by usage of the Integrated Organisation Model (IOM). This model covers all

PMC

8-20

4 weeks

EN/FR

€ 7,350

included in fee

Human Resources Management You will be familiarised with a team-directed approach of human resources management. Attention will be paid to different aspects such as chairing meetings, providing feedback to staff and your style of leadership. Management Skills You will work on a number of essential personal management skills such as managing conflicts, getting the best out of negotiating situations and how to give a motivating presentation. Monitoring and Evaluation You will learn the main steps and requirements of setting up a monitoring system to keep track of performance (including financial aspects) and results of your project. You will also be familiarised with a structured manner to monitor your staff. You will learn the main requirements to evaluate projects and programmes effectively and ways to prepare Terms of Reference for an evaluation. Exposure visits and excursions The course includes visits to relevant international organisations in Belgium, Germany or France. These visits will outline the approaches and policies for

PMC - Course Outline

development of these organisations, which will then be discussed in relation to the management issues dealt with in this course. During weekends excursions are organised to Amsterdam, Rotterdam, The Hague or other places of interest in The Netherlands.

Training method Throughout the course, emphasis is put on participatory learning whereby management theory is linked with day-to-day practice. You will analyse your own organisation, project or programme and its environment, the people you work with and your own position. Based on this analysis you will prepare an individual action plan. For this purpose you are strongly recommended to bring relevant project or programme documents.

fuNding In 2006 there are funds available for this course through the Nuffic Fellowship Programme (NFP for short courses). For the rules and regulations governing fellowships from the NFP and application forms you can have a look at the Nuffic website: www.nuffic.nl/nfp or contact the Royal Netherlands Embassy of your country. The course is known under the name: Project and Programme Management and Administration (PPMA). Please note that inscriptions should be made well in advance. 10 April - 5 May 2006 (EN) / 16 October - 10 November 2006 (EN,FR)

Week 1 Week 2 Week 3 Week 4 • Roles of the manager • Teambuilding and giving feedback • Analysis of problems, objectives and strategies • Designing the intervention • Identifying external factors

• Developing indicators • Factors of Sustainability •R esource Allocation and Budgeting • Chairing meetings • Presentation techniques • Leadership styles

• Institutional development and organisational strengthening • Organisational analysis • Introduction HRM • Conflict management • Negotiating skills

• Project and Staff Monitoring • Information flow and Reporting format • Project evaluation methods and criteria • Terms of Reference for evaluation mission

Our world is about people

aspects such as overall co-ordination and control systems, management style, and organisational culture or job descriptions and enables you to make a start in strengthening your organisation.

Human Resources Management 32

People are the most valuable asset to an organisation or institution and are crucial in the success or failure to achieve envisaged goals. The development sector requires specific human resources management to deal with temporary assignments and continuous changes in the working environment. This requires a coherent system to ensure that staff is valued, trained and utilised correctly. This course will familiarise you with different strategies, systems and approaches of staff, each of them suitable for different purposes. Participants The ultimate aim of human resource management is to ensure that the right numbers of staff with the relevant skills correctly fulfil their task. In development programmes expatriate and local staffs often work together in temporary arrangements, which makes HRM more difficult due to the temporary collaboration. This is even stronger in development organisations that provide relief or work in the area of rehabilitation and reconstruction. For the development sector this poses specific challenges for the management of its human resources. Furthermore, development organisations often feel the need to put relatively high investment in their staff to enable them to deal with the many chances and different challenges in development projects and programmes. At the same time this makes staff more attractive to other, sometimes higher paying (international) organisations. These factors require specific human resource strategies. If you feel your organisation could probably gain from improved human resource management, this course can be of help.

Staff members of a Human Resources or Personnel Department, managers of development organisations and project co-ordinators responsible for human resources, who want to improve their human resources management skills. This course is also particularly suitable for persons who want to set up or advise on a good HRM system in a development organisation or project.

Course OBJECTIVES This eight-day course aims to enlarge your knowledge of systems and tools for human resources management in development organisations. You will strengthen your interpersonal communication skills needed for the effective implementation. You will also define ways to improve HRM in your organisation.

Course contents Working in a participatory and interactive way this course will enable you to develop ideas and discuss problems in a forum of colleagues and trainers. The course will take examples from daily practice and contains the following subjects:

HRM

6-14

8 days

€ 2,525

excluded in fee

33 Our world is about people

Technical HRM skills: In this part, you will learn how to analyse HRM systems and you will be familiarised with selection, recruitment and induction methods. This part will also include development strategies for your staff based on monitoring, evaluation and performance appraisal systems. These skills enable you to develop sound strategic HRM and competency management.

Personal HRM skills: The personal skills are of a more practical nature and will teach you how to apply a recruitment interview and how to set up inception, review and appraisal meetings. Furthermore, you will be trained in providing individual feedback, coaching and on-the-job training.

HRM - Course Outline

Week 1 Week 2

10 - 19 May 2006

Monday

• Monitoring staff performance • Motivation

Tuesday

• Developing Human Capacities • Management of Competencies

Wednesday

• Elements of HRM • Analysis of HR systems

• Staff evaluation (appraisal) • Rewards systems

Thursday

• Role HR Manager • HRM strategy in the development • HRM in development organisations sector

Friday

• Staff recruitment • Interview and job descriptions

• Develop individual HRM plan

Financial Management for Non-Financial Managers 34

Accountability, transparency, sustainability and cost-effectiveness have become core issues in development organisations. The importance of sound financial management is becoming more prominent and nonfinancial managers, desk officers and advisers increasingly need to have a basic understanding about financial management tools and techniques.

Course contents If you are a manager or adviser you may often wonder about questions such as: How do I assess the financial position of my organisation? How efficiently do we utilise our resources? How do I choose among financial alternatives? As a desk officer assessing project proposals you need to be able to assess project budgets and the financial status of the implementing organisations. This course will equip you with the basic techniques for financial management.

Participants Managers and advisers involved in financial planning and management of development organisations, and desk officers involved in financial assessment of organisations and development projects, who do not have a specific financial background.

Course OBJECTIVES This one-week course aims to provide you with basic knowledge of financial management. You will be introduced to financial management techniques and tools to make an adequate analysis of the financial position and performance of a project, programme or organisation. This will enable you to develop sound financial plans, strategies and policies for your project, programme or organisation.

Financial management Financial tasks and responsibilities of the manager will be discussed in the context of improving internal communication, enhancing transparency and increasing financial sustainability of the project or organisation. Financial analysis You will learn how to analyse the financial position of a development project, programme or organisation using financial reports like the balance sheet and the income and expenditure statement vis-Ă -vis the budget. Different indicators for assessing the financial performance of the organisation will be developed. Special attention will be given to depreciation, costprice calculations and the use of cost-centres. Financial planning The principles of resource allocation and budgeting, and the presentation of a transparent budget to donors will be discussed. You will understand the importance and use of liquidity/cash flow analysis and planning. Internal auditing and financial control You will learn how to identify potential financial leakages and which policies and procedures should be in place to avoid major financial risks. You will understand the basic principles of organising financial and administrative control processes.

6-14

1 week

€ 1,790

excluded in fee

35 Our world is about people

Training method During the course you will apply the financial concepts and instruments on examples of development projects and organisations. In addition to case material provided by the trainers you are invited to bring financial information of your own project or organisation.

FM - Course Outline Monday

What is Financial Management?

16 - 20 January 2006 / 12 - 16 June 2006

• Financial tasks and responsibilities of the manager • Introduction to Financial Statements

Tuesday Analysing financial performance

• Profit and loss account and balance sheet • Financial indicators, cost effectiveness and efficiency

Wednesday Financial planning

• Resource allocation and budgeting • Exposure visit

Thursday Financial planning and control

• Disbursement and Cash planning • Financial Reporting and Budget Control • Auditing and Internal control

Friday Financial planning and control

• Accounting systems • Individual action plans and presentations

Quality Management 36

Senior managers are always striving for quality and performance improvement of their organisations. Different stakeholders, covering both clients, board of directors and staff members, often push this drive. Moreover, growing competition for scarce public funding, force managers of development organisations to find ways to distinguish their organisation from others in terms of quality and performance.

Strategic options often imply a wide range of changes in the organisational set-up, in staff behaviour, leadership and also in the organisational culture. It is the manager’s challenge to find the solutions that best fit his/her organisation and its employees. If you are eager to get more theoretical background, practical ideas and examples of how quality management can be implemented successfully, this course is the right choice for you.

Participants Senior managers, with a minimum of 5 years experience in a management position in an NGO or (semi-) public organisation, who are convinced of the necessity to improve quality and performance.

COURSE objectiveS By the end of this course, you will: • know the current management models and approaches for improvement of quality and performance of organisations; • know how to take advantage of the capacity of your own organisation to develop and implement these kinds of strategic solutions; • have learned from practical experiences of other managers facing similar challenges;

•h ave defined objectives and strategies to improve quality and performances in your own organisation.

Course contents Performance and quality, what do they mean in your organisation? You will get to know different approaches of strategy development related to quality and performance. You will become acquainted with the various ways of looking at quality in organisations in general and for your own organisation in particular. You will analyse the current ways you and your organisation deal with (aspects of) quality management and confront them with some major models of quality management. You will reflect in a systematic way on the relevance of these models for your own organisation and select elements and approaches that could be of practical use to you. Measuring quality When improving the quality within your organisation, it is essential to develop indicators to be able to measure your quality improvements. With these indicators you can keep track of progress during implementation of your quality strategy.

6-14

1 week

€ 1,790

excluded in fee

37 Our world is about people

Exposure visits You will visit an organisation with relevant experience in the implementation of quality management. You will have the opportunity to interview the key persons involved in the change process about the choices made and the practical problems encountered in implementation. You will also become familiar with the use of relevant (electronic) documentation and information sources for your own organisational purposes.

QM - Course outline

Quality and performance

15-19 May 2006

Monday Different perspectives of quality; Aspects of quality for your organisation; Client perspectives of quality Tuesday Methods for assessing current strategies in your organisation towards performance and quality Wednesday Quality management according to recent theories and models: ISO 9000, Balanced Score Card, EFQM-model, Investors in People, etc.; Setting up a quality management system in your organisation Thursday

Learning during implementation: Study visit to an organisation engaged in implementing quality management; exchange with key staff

Friday

Monitoring and measuring (improvement of) quality and performance

Advanced Management Methods and Skills 38

For experienced managers, who would like to refresh their mind, learn about new techniques and skills and share experiences with peers in a flexible learning environment, we offer a very flexible modular set of short courses and themes. This set up is based on the idea that different people have different training needs and increasingly want to have a choice in how to meet these training needs.

Course Contents MDF-Training & Consultancy offers a selection of topics under the umbrella of Advanced Management from which you can choose, depending on your specific interests and needs.

You may choose maximum 4 modules* each of them taking two-three days. The modules are:

Professionals that work in a development context in organisations worldwide. You have several years of experience with management of projects, programmes in either government or non-governmental organisations.

• Quality and performance management • Managing change • Managing people in a development context • Strategic thinking and strategy development • Leading learning organisations • Appreciative inquiry for managers • Skills related to communication and building relationships • Power, politics and ethics

Personal objectives

Training Method

After this learning event you have acquired new skills and insights of your choice. You have dealt with themes and practised skills in more depth than in earlier training sessions.

An individual intake is the first step. Already by e-mail we will contact you and discuss over preferred modules and the reasons why. Thereafter, we will propose a tailor-made programme to you. During the two weeks learning event you will practice advanced management skills in different settings. Coaching during the learning event is part of the ‘contract’ and will take place afterwards upon request. During the evening, there will be space to listen to speakers on current development themes, to read, to enjoy music or do some sports in the neighbouring forest and tennis courts. For more information: contact us at registration@mdf.nl

Participants

25 September - 6 October 2006 * The minimum is 5 participants per module.

AMMS

15-25

2 weeks

â&#x201A;Ź 3,550

excluded in fee

39 Our world is about people

2 40

Course guide

Would you like to know how planning tools are used in portfolio management?

YES

Participatory Planning (PCM/PLAN) go to page 42

YES

Monitoring of Development Interventions (PCM/MON) go to page 44

YES

Evaluation of Development Interventions (PCM/EVA) go to page 46

YES

Comprehensive Appraisal of Proposals (PCM/APP) go to page 48

YES

Indicators (PCM/IND) go to page 50

YES

Writing Winning Proposals (PW) go to page 52

Would you like to improve the monitoring of your project portfolio?

Would you like to improve the evaluation of your project portfolio?

NO Would you like to know how you can appraise proposals comprehensively?

Are you interested in the use and design of performance indicators?

Would you like to learn how you can write a winning project proposal?

NO Please contact MDF for personal advice and information regarding our tailor-made training courses on mdf@mdf.nl

PROJECT CYCLE

AND PORTFOLIO MANAGEMENT

41 Our world is about people

Most development organisations have entrusted the supervision over a portfolio of interventions to desk officers, programme officers or task managers. These interventions vary from projects and programmes to financial support. Supervision over a project or programme portfolio requires appropriate skills to deal with a wide variety of interventions and stakeholders. This complex task requires both technical skills and good communication abilities to assure more effective and efficient portfolio management. The Project Cycle Management method has proven to offer an adequate answer to this.

Portfolio Management 42

Project Cycle Management (PCM) facilitates the adequate management of a portfolio of programmes and projects. Portfolio Management is a complex undertaking due to the wide variety of interventions and the high number of stakeholders involved. PCM aims to raise the quality of decision making by providing a management system that is shared and owned by all stakeholders. As such, it facilitates a better management of individual interventions as well as a more effective and efficient management of entire portfolios. Intervention cycle PCM in fact is a combination of an approach, the use of various instruments and the embedding of this approach and these instruments in the administrative set-up and procedures of the organisations concerned. The approach focuses on three key issues: creating a common understanding of the processes, concepts and decision criteria, enhancing feelings of ownership and commitment by genuinely involving all stakeholders, and improving the learning capacities of the organisations involved. The main instrument used is the Logical Framework. The Logical Framework facilitates not only better formulation and appraisal of individual interventions, but also effective monitoring and management during implementation. Using this instrument at the portfolio level will reinforce the impact of individual projects because they will be selected in relation to other interventions in a wellconsidered way. A comprehensive set of procedures and a clear distribution of responsibilities among all stakeholders aim at a smooth flow of projects through the cycle. This administrative embedding of the approach and instruments should result in more effective ways of communication and as such lead to improved efficiency.

By explicitly describing the organisation of the project, or better the intervention cycle in terms of division of responsibilities during the various phases of the project, individuals will better understand their own position and role in the project cycle. A mature PCM system gives clarity on which decisions are to be taken throughout the cycle, when and by whom and based on which documents and criteria. PCM is concerned with multi-stakeholder and organisational processes and procedures, including the division of responsibilities. Therefore, implementing or adapting PCM in a particular setting is not just a matter of applying a new set of technical instruments. It also involves a process of organisational development, which, like any organisational change, needs to be properly guided in order to assure that staff understand and accept the changes made.

Project Cycle and Portfolio Management

Indicative Programming

Identification

Evaluation

Formulation

Monitoring

Plan of operations

Appraisal

Flexible and dynamic

MDF courses on PCM

Understanding between different actors in different phases of a project is also greatly enhanced if everyone understands and applies identical planning concepts, terminology and instruments throughout the cycle. A popular method widely adopted by many organisations, is the use of Logical Framework and related concepts for analysis of problems and objectives. MDF advocates a flexible and dynamic use of Logical Framework.

Since 1992, MDF has assisted a large number of organisations in developing their PCM methods and in providing training and organisational advice on introducing PCM. These practical experiences are directly reflected in the PCM courses in this training brochure.

The essence of life is change, so projects and the environment in which they operate are constantly changing as well. The Logical Framework also offers a good analytical framework to systematically incorporate and document these changes. This enables evaluators to analyse how interventions have developed throughout their life and to assess their effectiveness, efficiency, impact and sustainability. Therefore, PCM also concerns the appropriate deployment of consultants throughout the cycle.

Who is involved in PCM? PCM focusses primarily on the staff of national and international agencies involved in coordination and supervision of development projects and programmes. These people deal with portfolios comprising substantial numbers of projects and have to deal with a vast number of other stakeholders.

One of them focuses on process management in a multi-stakeholder setting, four courses deal with a particular phase of the cycle and two courses deal with specific aspects of PCM: indicators and proposal writing. These courses are scheduled in such a way that participants can compose their own PCM trail or select only that course that is relevant for them. In each course, the contents are practised in group assignments on cases selected by MDF. Participants who wish to work on their own cases are welcome to do so, provided that MDF training staff consider the case appropriate from a didactical point of view.

Our world is about people

Annual plans

Participatory Planning 44

The Logical Framework has become a widely applied tool for comprehensive project formulation in a concise and standardised way. The function of the Logical Framework as a management tool throughout the project cycle is less widely known. Of course, the effective use of the Logical Framework during implementation depends largely on the way in which it has been designed in the identification and formulation phase.

Course OBJECTIVES Crucial in proper project planning is a thorough situational analysis of the problems that the project intends to solve. If this analysis and subsequent project design is widely supported the chances of successful project implementation will increase considerably. The Objective Oriented Project Planning (OOPP) method is a participatory planning instrument that starts with identifying all parties whose support is needed, then analyses the present problematic situation and ends with the compilation of a project plan in a Logical Framework. This planning method forms a clear thread in this course.

Participants This course aims at staff of development organisations involved in the supervision, coordination and guidance of development projects and programmes in one or more phases of the project/programme cycle. These so-called portfolio managers include desk officers, programme officers, staff from resident representation offices and managers of financing and implementing agencies.

At the end of this one-week course you will understand the importance of participatory planning methods. You will master the OOPP method and LF tool and you will know how to design and implement the process side of the planning exercise.

Course contents Logical Framework After an introduction into participatory planning methods you will learn how to prepare a project or programme proposal based on the methodology of Objective Oriented Project Planning (OOPP). Based on an analysis of problems and objectives you will draw up a Logical Framework including the intervention logic, indicators, sources of verification, risks and assumptions. You will find out how to use the Logical Framework for drawing up an activity based budget and for appraisal of projects and programmes.

Training method The course provides a mixture of lectures, group discussions and practical exercises. Case material for group work will be provided by MDF, but participants are invited to bring their own project and/or programme documents for individual or sub-group assignments.

PCM/PLAN

6-16

1 week

excluded in fee

€ 1,790

45 Our world is about people

Overall objectives

Indicators

Sources of verification

Project purpose

Indicators

Sources of verification

Assumptions

Results

Indicators

Sources of verification

Assumptions

Activities

Inputs

Costs

Assumptions

Pre-conditions Logical Framework

PCM/PLAN - Course Outline Monday • Introduction in Objective Oriented Participatory Planning

Thursday • From Logical Framework to budget

Tuesday • Problem and objective analysis • How to prepare a Logical Framework

Friday • The Logical Framework in the project cycle • Action Plan

Wednesday • Defining indicators • External Factors

28 November - 2 December 2005 15 - 19 May 2006 27 November - 1 December 2006

Monitoring of Development Interventions 46

Development processes are complex and multi-dimensional by nature. Many development organisations try to foster and strengthen these processes by implementing a wide variety of interventions. Given the complexity of development this calls for an almost permanent steering process and thus monitoring of the ongoing efforts; activities, projects, programmes and portfolios. This course will enable you to turn monitoring into a learning experience.

Course OBJECTIVES Many development organisations feel the need to update their knowledge and practical skills in the field of monitoring. They are faced with the challenge to keep track of progress, to collect data for management and for learning, and to provide adequate reporting to account for outputs, outcomes and impact. Upwards to the donors, downwards to beneficiaries and sidewards to other partners. Therefore they need a comprehensive and practical system which does justice to the mentioned functions.

In this four-day course you will learn how to monitor projects, programmes and organisations, how various factors condition its value and how monitoring can be turned into a learning experience. You will learn how to design a logical, systematic, multilayered monitoring system. Given the complexity of development such a system is participatory by nature and involves a wide variety of stakeholders. Links will clearly be established with planning on the one hand, and evaluation on the other hand.

Course contents An adequate monitoring system is an essential management tool to enhance efficient and effective management of both individual projects or larger programmes or portfolios. It promotes learningprocesses in projects, organisations and agencies and provides tools for a transparant ownership and comprehensive accounting in the form of reports or other means of communication.

Participants Staff involved in the implementation, supervision, coordination or monitoring of development projects and programmes. These may include either government staff, staff working for international agencies and staff of NGOs.

First it will be discussed which conditions should be fulfilled by the project or organisation to permit fruitful monitoring. Secondly, an inventory will be made of the responsibilities and tasks of the various projectactors, organisation-staff or other stakeholders in the organisation. The scope for participatory monitoring will hereby become clear. Thirdly, the focus is on the design of a multi-layered, participatory monitoring system which meets the needs of the mentioned stakeholders. The layers are based on a logical hierarchy of objectives. Attention will also be paid to information-needs and various techniques of datacollection, to monitoring indicators and information flows.

PCM/MON

6-16

4 days

€ 1,450

excluded in fee

47 Our world is about people

PCM/MON - Course Outline For the necessary analysis of the institutional context and the assessment of organisational capacities the Integrated Organisation Model will be used. This model is also instrumental for understanding the requirements and conditions for organisational learning.

Tuesday Monitoring of projects/programmes in all phases of the project cycle; Tasks, responsibilities and interests of stakeholders; Organisational analysis (IOM).

Finally, due attention will be paid to the processing of data and the way in which these should be translated into appropriate presentations of progress serving all categories of stakeholders.

Wednesday The logic of planning; Planning assumptions and indicators; Monitoring the implementation; Defining monitoring information needs; Stakeholders involvement.

Training method The training method used involves short theoretical inputs and demonstrations, followed by experience sharing and group work. It is essential that participants bring documentation concerning the monitoring of their own programme and/or project. Best practices from all kinds of programmes will be presented and discussed during individual and sub-group assignments.

Thursday Organising the supply of information; Datacollection techniques; Analysis of data; Self evaluation and participatory monitoring; Presentation/reporting. Friday Adjustments: organisational learning on the basis of monitoring; The link between internal monitoring and external monitoring/evaluation. 23-26 May 2006 / 5-8 December 2006

Evaluation of Development Interventions 48

Many portfolio and programme managers are charged with organising evaluations of development interventions. Apart from accounting for progress, the challenge of these evaluations lies in the encouragement and facilitation of learning processes that are based on observed lessons and best practices. This implies a high degree of participation of the implementing actors or agencies and other stakeholders in the evaluation. This course will enable you to make optimal use of evaluations.

Participants Evaluations can address policy interventions, sector support programmes, integrated development programmes, capacity building programmes or projects. The challenge is to organise the evaluations in such a way that apart from the accountability aspect, the learning aspect is also properly addressed. Accountability calls for the assessment of the relevance, impact, effectiveness, efficiency and sustainability of the interventions. Addressing the learning abilities calls for an assessment of which interventions adapted themselves to changing circumstances or changing insights in development mechanisms, and in what ways. Drafting adequate Terms of Reference and selecting the appropriate evaluation team is essential to steer evaluations into the desired direction. After the evaluation is completed, its recommendations need to be adequately transformed into effective organisational changes. A thorough brushing up and refreshing of all important elements of modern development evaluation processes is intended in this course.

Staff involved in managing, supervising, co-ordinating, and monitoring development projects, programmes or organisations. These desk officers, programme officers or task managers include staff from national or local government, from international donor agencies, or staff from NGOs. Evaluators are also welcome, although this course is not specifically about evaluation techniques.

Course OBJECTIVES In this three-day course you will learn how to organise and steer evaluations in such a way that its results may optimally contribute to policy formulation as well as to enhance the learning capacity of individual projects or organisations. You will practice to write complete and comprehensive Terms of Reference for an evaluation. You will gain insight how recommendations may lead to positive adjustments in the projects, organisations or policies under scrutiny, and which are the bottlenecks in this process.

PCM/EVA

6-16

3 days

€ 1,100

excluded in fee

49 Our world is about people

Course contents

PCM/EVA - Course Outline

Various types of evaluations will be discussed: programme/project-evaluation, organisational evaluation, and policy evaluation. For each type of evaluation you will learn how to formulate indicators, either quantitative or qualitative. A special focus is on the conditions to be met to achieve impact, and its measurement.

M onday • Introduction to programme/project and organisational evaluation • Application of the relevant tools and instruments

You will practice with the formulation of Terms of Reference for a specific evaluation, by preparing the key chapters, including the identification of the relevant indicators. The composition and the steering of the evaluation team will also be dealt with. Finally, it will be discussed how to assess evaluation reports and how these can be used effectively for organisational learning and policy development.

Tuesday • Drawing up Terms of Reference for an evaluation • Selecting of evaluation team members Wednesday • Steering an evaluation • Assessing an evaluation report • Drawing lessons for organisational learning and policy development 29 - 31 May 2006 / 11 - 13 December 2006

Training method The training method used involves short theoretical introductions followed by experience sharing and group work. Extensive use of examples will be made, either provided by the trainers but also by the participants. Therefore, it is expected that participants bring documents, preferably of projects/organisations to be evaluated in the near future. These may be used for individual or group-assignments.

Comprehensive Appraisal of Proposals 50

Nowadays many donor organisations apply a similar set of appraisal criteria: relevance, sustainability, feasibility, effectiveness and efficiency. Yet these broad container concepts need to be further specified and defined in order to apply them properly. MDF-Training & Consultancy developed a comprehensive course on the appraisal of proposals. This course enables you whether to accept a project proposal or not, and what aspects should be taken into consideration to decide which proposal is the best.

Course contents This course will introduce you to a comprehensive framework for project appraisal, taking into account a whole array of aspects that need to be taken into consideration to guarantee an objective and fair appraisal process. If your job involves the appraisal of proposals, this course will enable you to make thorough decisions on the best proposal.

Participants Programme officers, desk officers, task managers and other staff involved in project appraisal and selection. Participants are expected to have a basic understanding of project cycle management (PCM) and the logical framework.

Course OBJECTIVES At the end of this course, you have been introduced to a comprehensive framework for systematic project appraisal and you will have practised using a set of appraisal tools. The framework and tools can be applied to proposals based on terms of reference as well as proposals written in response to a call for proposals.

Comprehensive appraisal does not only include appraisal of the proposal as such, but also the assessment of the implementation capacities of the organisation concerned, of the institutional and operational environment of that organisation, and of the budgetary consequences of the mentioned activities and time schedule. All these aspects are systematically dealt with after a brief brush-up of your knowledge and understanding of PCM and the logical framework. Next to the more technical aspects of project appraisal, attention will also be paid to the, at times delicate, position of appraisal officers. Especially desk officers working in-country can have a difficult and ambiguous position. They often assist requesting organisations with the proper formulation of the proposals that they later on have to appraise. This implies that these desk officers have to manoeuvre between subjective involvement and keeping enough distance to make objective appraisal possible. In the course it will be discussed how to deal with this situation.

PCM/APP

6-16

4 days

€ 1,450

excluded in fee

51 Our world is about people

PCM/APP - Course outline

13 - 16 December 2005 / 6 - 9 June 2006 / 12 - 15 December 2006

Tuesday • Brush-up Project Cycle Management and logical framework • Steps in appraisal process • Appraisal criteria

Thursday • Appraisal of the organisational capacity • Appraisal of the monitoring and evaluation system

Friday • The ambiguous role of the desk officer • Drawing up the appraisal memorandum

Wednesday • Appraisal of the intervention • Appraisal of the budget • Appraisal of the institutional environment

Indicators 52

Indicators can be very powerful instruments for managers of development projects and programmes and the development and usage of indicators forms an essential part in the management of development efforts. However, at all levels, organisations struggle to find appropriate and useful indicators, in order to avoid large and expensive data collecting systems. Moreover, phenomena very often appear too complex to be put into measurable indicators. This course thoroughly deals with the functions and limitations of indicators.

Participants

Course contents

This course aims at project staff, advisers and desk officers involved in the development and/or assessment of meaningful indicators for management control. Please note that for this particular course, participants are assumed to be familiar with the logical framework approach and the process of planning, monitoring and evaluation.

Concepts The concept of indicators will be presented. This includes, of course, the development and use of indicators in planning, monitoring and evaluation. However, indicators also proved to be quite helpful for context and organisational analysis. We will highlight the different schools of thought in relation to indicators (European versus American approach) and in this context look at some of the Millennium Development Goals. Moreover, we will discuss characteristics of indicators by analysing different indicators from our daily life.

Course OBJECTIVES At the end of this four-day course you will: â&#x20AC;˘ understand the functions and limitations of indicators; â&#x20AC;˘ be able to distinguish and develop your own indicators for context and organisational analysis as well as for planning, monitoring and evaluation purposes; â&#x20AC;˘ also know some major internationally recognised sectional and thematic indicators and be able to apply them on your own organisation and project(s).

Development of indicators You will work in a systematic way on the development of proper indicators for development interventions. This will include indicators at the operational and policy level. Particular attention will also be paid on ways to measure capacity and performance improvement of organisations. A practical approach will be introduced to define indicators to measure qualitative and quantitative changes on the various levels of interventions including their methods for data collection and sources of verification. Due attention will be paid to the differences between SMART and SPICED indicators.

PCM/IND

6-16

4 days

€ 1,450

excluded in fee

53 Our world is about people

PCM/IND - Course Outline Organisational implications You will assess the advantages and the limitations of the use of indicators and identify the conditions and possibilities for a sustainable and meaningful introduction and use of indicators. Introduction of indicators within an organisation is preferably not restricted to a specialised section, but is an integrated element of the way all people involved in an organisation deal with tasks and responsibilities on project as well as individual level.

Training method The course provides a mixture of lectures, group discussions and practical exercises. The Internet will be used to explore specific indicators and find particular information about the demonstration case. This case material for demonstrations will be provided by MDF, but participants are invited to bring their own project and/or programme documents for individual or subgroup assignments.

Tuesday • Concepts and indicators in real-life • Context analysis with indicators Wednesday • Indicators for organisational analysis • Planning and SMART indicators Thursday • Strengthening planning indicators • Indicators for monitoring Friday • Key indicators for evaluation • SPICED indicators for impact measurement 13 - 16 December 2005 / 20 - 23 June 2006 12 - 15 December 2006

Writing Winning Proposals 54

Nowadays, most (international) development organisations procure the services they need through tender procedures. Also, when they have funds to allocate grants and subsidies, they organise calls for proposals to select the worthiest proposal. Tenderers and applicants have to compete: many will submit a proposal, but only few or even one will be awarded a contract.

What makes a winning proposal? First of all, you need to be familiar with all the rules and procedures around tenders and calls for proposal. You also have to have a feel for what should be included in a proposal and, quite as important, how this content should be phrased. This course will take you through the whole process.

Participants Project managers, programme managers and other staff involved in writing project proposals, either in response to tenders or to calls for proposals.

Course OBJECTIVES At the end of this four-day course, you will: • understand the contents of a tender dossier, call for proposals and terms of reference and know how to analyse them; • know what are the building blocks of a good project proposal; • have the skills to write a successful projectproposal.

Course contents The course will start with an exploration of organisations’ tender procedures and procedures for calls for proposals. The different types and

basics will be explained and discussed. Next you will explore the possibilities to find funding organisations that could be interested in the type of projects and services your organisation delivers. Before you actually start writing, you have to make sure you indeed want to write a proposal. Proposal writing takes a lot of time and energy. Is it worth the investment? First of all, you have to make sure you thoroughly understand what you need to deliver. In this respect you will practise a tool to analyse terms of reference and calls for proposals. But there are more questions you will have to answer before you can decide to actually start writing: does the assignment fit your organisation’s strategy? Will you have the capacity to perform properly? Will you stand a chance in the competition? All these preparatory activities will be dealt with on day 2 of the course. After you have come to a balanced decision to actually write the proposal, the next step is to decide on its content, the building blocks of your proposal. The major challenge in this respect is how to present an attractive, convincing and honest proposal without falling in the trap of painting a too rosy picture. In the course you will practise how you can write in a convincing way. In this respect it is important not only what you write, but also how you write it. Therefore, ample attention will be given to the readability, appropriateness and appearance of a good proposal as well.

6-16

4 days

€ 1,450

excluded in fee

55 Our world is about people

PW - Course outline Tuesday • Tender procedures and procedures for calls for proposals • How to find organisations that post tenders and calls for proposals fitting the activities of your organisation

Wednesday • Analysis of terms of references and calls for proposals • How to decide to write a proposal or not

Friday •P resentation of the contents: readability, appropriateness and appearance of a winning proposal

9 - 12 May 2006 / 21 - 24 November 2006

Thursday • Deciding on the contents of a proposal • Organising the contents of a proposal • Steps in the writing process

3 56

Course guide

Do you want to learn how to provide training to others?

YES

Training of Trainers (ToT) go to page 56

YES

Group Facilitation (FAC) go to page 58

YES

Managing International Partnerships (MIP) go to page 60

YES

Competency Based Learning (CBL) go to page 62

YES

Managing Multi-Stakeholder Processes go to page 64

NO Would you like to learn and practice in the facilitation of workshops, meetings and conferences?

Would you like to improve your communication and relations with international partners?

Are you interested to know how to design effective learning programmes?

Are you interested to organise and guide multi stakeholder planning processes?

NO Please contact MDF for personal advice and information regarding our tailor-made training courses on mdf@mdf.nl

FACILITATING PROCESSES

57 Our world is about people

Development is often the result of various stakeholders that work together in the same spirit and with explicit and shared interests. All people and organisations involved have their own specific expertise, but lack the right setting or communication skills to understand each other thoroughly. A facilitating process enables people to analyse, discuss, negotiate, learn and agree upon a variety of issues and is very often the crucial linkage and key factor in the development chain. In our courses, you will experience in practice how facilitation helps you to manage and lead people through this process.

Training of Trainers 58

Training is important to ensure continuous quality improvement and sustainability of projects and organisations. Moreover, training provides organisations with a very powerful tool to build the capacity of their own staff and of their beneficiaries. However, training needs to be suitable and stimulating to ensure its effectiveness. This course provides you with the skills and methods to design and implement objective-based experiential training courses.

This Training of Trainers course enables you to develop yourself on the following clustered trainer competencies: instructional design, facilitation, technological proficiency and personal professional development. You will come to understand the basic principles of adult learning theory and experiential training design. The course emphasises hands-on practice of participatory training methods in training delivery sessions to ensure that these skills are well developed. Exercises will be conducted to upgrade your skills in curriculum development, lesson planning, materials development and monitoring and evaluation of training programs.

Participants Professional and technical staff involved in training programmes in development projects and organisations.

Course OBJECTIVES The Training of Trainers course provides you with theory, skills and tools to develop and implement effective training programmes.

At the end of this course, you will: â&#x20AC;˘b e sensitive to issues encountered in the adult learning process, and able to assess training needs and set learning objectives; â&#x20AC;˘b e able to choose and use appropriate interactive training methods and materials, and to design and facilitate participatory training sessions; â&#x20AC;˘b e familiarised in the application of techniques for presentation and facilitation.

Course Contents Training programmes should be designed based on the needs of the trainees. They have to be enabled to reflect on and learn from previous experience. This process is visualised in the Adult Learning Cycle, which is used as the basic concept of the Training of Trainers course. In experiential learning, the training effort is focused on creating situations in which participants can learn from their own experience and make use of their own knowledge, insights and abilities.

TOT

6-14

1 week

€ 1,800

excluded in fee

59 Our world is about people

Training method

TOT - Course outline

You will get ample time for individual and group practice. Individual and group performance will be videotaped for reflection and feedback. During the course you will be working on the production of a training programme for your own organisation. You are encouraged to bring your own material for the practical assignments, as this will allow for professional sharing and feedback. At the end of the course you will have developed a personal action plan.

Monday • Dynamics of learning • Adult Learning • The training cycle • Training needs assessment

Tuesday • Developing learning objectives • Interactive training methods • Visual aids and feedback skills for trainers

A large part of this training is devoted to actual training delivery. You will learn tools for the application of various training techniques and the use of computers for designing training materials. This will ensure that you are able to facilitate learning processes and to deal with group dynamics.

Wednesday • Interactive lectures • Objective based experiential training design • Designing role-plays and case-studies

We could offer you accompaniment on consultancy basis in the following areas:

Thursday • Facilitation of learning • Dealing with group dynamics • Training delivery preparation

Friday • Training delivery • Evaluation of training programmes • Personal action plan

• Training Needs Analysis • Co-designing of a training course or feedback on your design • Coaching during training courses you are delivering We also offer an advanced ToT for people who have participated in a regular MDF ToT course and who want to learn more.

15 - 19 May 2006 / 11 - 15 September 2006

Group Facilitation 60

The nature of development assistance is changing: today’s advisers and managers need to facilitate teams and groups to analyse their own situation, make effective plans for action, and start putting these into practice quickly. The promise of participative decision-making is widely recognised: creative solutions, higher commitment and decisions which are supported by the largest number of stakeholders possible. This course is designed to enable advisers and managers to realise this promise.

Facilitation is the art of managing the diversity and variety that exists in groups to produce well thought-through answers to the issues they face. Experienced facilitators have a thorough command of many different workshop methods and group skills. They are practised in guiding groups through the chaos of discussion, and help them to avoid wasting their time and energy on fruitless argument and conflict. In a well-facilitated meeting or workshop, participants focus on common issues, mutual understanding and consensus on workable solutions. They achieve results with the help of a facilitator, which would otherwise be difficult or impossible to arrive at on their own.

and offers methods and tools for different categories of participative decision-making events.

Course contents You will intensively practise group interaction skills while facilitating simulated workshops and meetings, using a variety of different workshop methods and procedures. You will receive personal feedback to help strengthen and improve your skills. And you will learn effective techniques to analyse the needs of groups and subsequently to design powerful workshops and meetings to respond to these needs. Within the course, you will be:

Participants Team leaders, development workers, consultants, trainers and advisers who want to realise effective, high-quality results from participative meetings and workshops.

Course OBJECTIVES This five-day course will assist you to create real added value as a workshop or team facilitator. It broadens and improves your personal interaction skills, provides insights into the underlying dynamics and techniques of participative group processes,

• made aware of your own strengths and challenges in facilitating a group; • able to apply communication skills: when and how to use many tools for interaction, and to recognise and plan for the different phases in group decisionmaking; • be made aware of different methods to gather diverse points of views, to create common understanding and to develop inclusive solutions; • able to identify and analyse the gap that the participants need to bridge during the workshop and to choose appropriate workshop methods, instruments and tools;

FAC

6-14

1 week

€ 1,800

excluded in fee

• able to design and facilitate powerful meetings and workshop events; • aware of the different roles of a facilitator, an adviser and a trainer, and your own potentials as a facilitative manager. In addition to personal skill and competency development, the course includes information on the different kinds of participative workshops and covers a number of different methods and procedures in detail.

Monday • The Qualities of a facilitator • Dynamics of participative decision-making

Tuesday • Basic Workshop Method • Guided Dialogue • Workshop Methods

Wednesday • Facilitative listening skills • Problem analysis: stakeholders Thursday • Problem analysis: cause-effect • Facilitating colleagues

Friday • Analysing needs for workshops • Designing powerful events • Personal Action planning

7 - 15 December 2005 (7 days) 19 - 23 June 2006 / 4 - 8 December 2006

The International Association of Facilitators (IAF) has identified 6 foundational areas of competency: 1. create collaborative client relationships; 2. plan appropriate group processes; 3. create and sustain a participatory environment; 4. guide group to appropriate and useful outcomes; 5. build and maintain professional knowledge; 6. model positive professional attitude. The MDF/BFL Group Facilitation Course contributes to development of your competencies in these areas. The IAF further offers assessment in core facilitation competencies and possibility of certification. The Certified Professional Facilitator (CPF) designation indicates attainment of these foundational competencies. This offers clients an assurance that those who are certified are qualified to design and provide basic group facilitation services. After a period of practising facilitation one can order an application packet. For further information about the IAF and their activities all over the world: www.iaf-world.org

This course is designed and conducted in association with Bureau Frank Little.

Our world is about people

FAC - Course outline

Managing International Partnerships 62

One of the major challenges faced by desk-officers that work in the field of development is to maintain an excellent relationship with their partner organisations in the South. They must do this without regular face-to-face contact and take into account sometimes substantial differences of interests and concerns. Misunderstandings and unintended irritations can damage an international partnership severely. This course will enable you to critically reflect on your overseas relationships and the role you yourself play in achieving successful partnerships.

Course contents In managing international partnerships, there are fundamental dilemmaâ&#x20AC;&#x2122;s to which one must respond. The challenge facing us in international partnerships is to ensure that real synergy takes place between partners in the North and the South and between the different actors in the South among themselves.

Participants Managers, desk officers and others in North and South who work on international partnerships on a day to day basis. The cases will mainly focus on the role of desk officers in a funding organisation in the North and the role of the recipient organisation in the South, mainly the manager.

Course OBJECTIVES You will gain insight in how your way of working affects the problems that you meet, and ways to improve your way of working. You will also have ideas on how to create learning relationships with partners overseas. You will experience how you can communicate difficult issues to tackle misunderstandings and unintended irritations.

The course deals with common dilemmas and issues faced in international partnerships. These dilemmaâ&#x20AC;&#x2122;s cover a wide range of topics, including financial accountability, formal or informal agreements, individual or multiple partnerships, exchange of learning events, varying value systems, differences in the organisational environment, hierarchical differences, mutual benefits of collaboration.

Training method The course offers practical, hands on experience and reflection with a mix of working methods in a stimulating environment. Specific interests and needs of participants are inventorised at the start of the course and will be given a place in the programme where possible. There are opportunities for practical exercises, simulations and role plays, with individual and group feedback and reflection. Video is used where relevant to offer a mirror for such reflection.

This course is designed and conducted in association with Bureau Frank Little.

MIP

6-14

3 days

€ 1,200

excluded in fee

63 Our world is about people

MIP - Course outline

Subject

Working Method

Day 1

• Arrivals Introduction • Getting to know each other • Systems thinking • Connecting culture to mental models • Mental models • Conflicting value systems

• Critical incidents (high impact/confrontation) • Syndicate: working on some own cases • Talk • Syndicate work: dialogue instead of discussion • Individual reflection

Day 2

• Mutual influencing in organisations • Differences in hierarchy and status of parties involved • Managing divergent expectations • Managing the feedback in the organisations of different parties involved • Result based agreements • Feedback systems • Reporting and monitoring

• Questionnaire

Day 3

• Consensus and conflict • Negotiation agreements • Virtual teamwork • Personal Development Plan • Evaluation and leaving

• Talk

28 - 30 November 2005 / 7 - 9 June 2006 / 29 November - 1 December 2006

• Own case work • Role play

• Syndicate work-analysis • Syndicate work

• Simulation • Individual reflection

Competency Based Learning 64

Competency-based learning (CBL) is an individual and systematic, but flexible learning process in technical education and training. Competency based learning focuses on what you should learn in addition to your existing knowledge, skills and attitudes to become successful in the envisaged field of work. This course provides you with a broad understanding of competency based learning and ways in which competency based learning can be applied by both teachers and students in school organisations.

CBL deviates from the traditional pre-programmed transfer of knowledge, skills and attitudes. Instead it focuses on the integral development of competencies in a flexible learning process. Learners define the required knowledge, skills and attitudes to become successful in the envisaged field of work. Teachers design and facilitate flexible learning processes to provide the right opportunities for students to develop these competencies. Students continuously assess their own competencies and plan their individual learning trails to achieve full competency, while being coached and guided by their teachers. This course aims at a broad understanding of this competency based learning approach and its consequences for teachers and learners. It orients participants on ways to gradually introduce CBL into the regular programmes of existing education establishments and on the development of competency oriented curriculum.

participants Managers, policy makers, advisers and teachers of all levels and types of (higher) technical education, involved in education reform that aim at the development of demand driven and learning focused education. Taking into account the competencies to be acquired and the limited course time available, participants are expected to

have proven experience in curriculum development and implementation, the use of ICT in education and teacher training.

Course OBJECTIVES Upon completion of this two-week course you will have an in-depth understanding of the principles of CBL. You will be able to oversee the consequences of an orientation towards CBL for your own work. You will be able to take initiatives that aim at the introduction or furtherance of this new approach in learning and ways to apply principles of CBL in your current activities.

Course contents The course must be seen as the first step in a learning trail towards becoming a CBL expert in your specific field of work. The two weeks programme offers a good overview and allows you to plan your own learning trail. The learning approach will reflect the methodology used in Competency Based Learning: With the support of an MDF coach, you will make a self-assessment of your own current competencies. You will then formulate the additional competencies that you will need to develop to apply CBL in your work place. The outcome of the individual assessment will serve as a basis for your individual learning plan.

CBL

6-14

2 weeks

€ 3,550

excluded in fee

65 Our world is about people

During the course you will practice how to carry out your learning plan, the first steps of which will be taken during the course and which will be finalised in an individual learning trail. These steps will include: • workshops; • presentations; • peer review sessions (sharing experiences and information); • coaching sessions (progress support by MDF coaches); • (simulated) on-the-job learning sessions; • expert consultation (consultation of CBL experts at MDF, visits to training institutes which successfully implemented CBL); • e-learning: literature, assignments, cases; • portfolio compilation. This course comprises two weeks of intensive training, coaching and self-assessment. At the end of the course you will have a final face-to-face interview with your coach. In this interview, the further learning trail will be discussed. Upon return to your working place, you will manage your own learning trail and compile a portfolio with evidence of newly acquired competencies. You continuously have access to the CBL materials in the virtual library where new materials will be added regularly. At the end of the trail, the portfolio will be sent to MDF for evaluation by one of the CBL experts.

For a tailor-made CBL training, it is advised to include additional assistance during the envisaged learning trail. This assistance can vary from coaching through e-mail contact, coaching visits or tailor-made follow-up workshops in a country or region.

CBL- Course outline Due to the individual approach, the course outline is not determined in advance. However, by the end of the course, you will at least be able to take initiatives that aim apply principles of CBL in your current activities, such as: • design competency based curriculum; • develop competency based assessments; • develop planning for competency based learning; • training of teachers to carry out competency based learning programs; • develop procedures for Prior Learning Assessment and Recognition (PLAR); • develop of e-learning applications for Competency Based Learning. 9 - 20 January 2006 / 11 - 22 September 2006

Managing Multi-Stakeholder Processes 66

Enhancing Local Ownership and Commitment

Recipient and implementing organisations are becoming increasingly responsible for the planning and implementation of development interventions. Mostly, more stakeholders are involved in these interventions, donor organisation(s) included. To design and guiding a planning process, that assures the genuine involvement of all stakeholders, is quite complex. If this is done adequately, it will enhance ownership and commitment. This PCM course focuses on the process side of planning development interventions.

Participants Whatever planning process is followed, the resulting plans have to be of sufficient ‘technical and process quality’. Technical quality refers to realistic target setting and adequate implementation modalities. Process quality refers to the actual process of planning; involvement of stakeholders, way of decisionmaking, and subsequently, did this lead to real ownership/commitment? For successful implementation the process is just as important as the contents of the plan. Hence technical and process management expertise is required. In practice it often occurs that the emphasis is put on the technical quality of plans and that the process quality is neglected. This leads to poor planning and implementation practices and thus to a lot of frustrations with all the stakeholders and parties that are involved. This course deals with the participatory design and guidance of multi-stakeholder processes, reflections on actual experiences and best practices. During the course we use the experiences of participants and MDF staff, as well as the latest insights from process management literature.

National government staff and NGO representatives, whose role it is to orchestrate multi-stakeholder processes and who are looking for ways to enhance inter-departmental co-operation and to effectively level existing barriers between organisations that are supposed to collaborate. Desk officers of donor organisations who play a direct role in programme preparation and supervision, who are keen to facilitate the transfer of responsibilities and enhance genuine commitment and ownership among national stakeholders. It is expected that the participants have a fair understanding of Project Cycle Management and the logical framework tool.

Course objectives After the course, participants will: • understand what it takes to organise, guide and facilitate multi-stakeholder planning processes; • know the basic principles with regards to the design of multi-stakeholder planning processes; • be in a better position to assess the risks involved in multi-stakeholder planning processes; • be able to provide recommendations on how to improve the quality of these processes; • be familiar and have practised with a number of relevant process management tools.

MMP

6-14

1 week

€ 1,790

Training method

The course will start with a structured group reflection on actual planning processes in which the participants are involved in and the problems they are encountering. This leads to the identification of bottlenecks, best practices and dilemmas. This ‘shared’ reality will be the starting point to identify learning goals. These learning goals will be monitored throughout the training programme and will be used to shape personal action plans towards the end of the week. The course includes lectures/presentations, group work on own cases, immediately applying the presented process tools and discussions about their practical applicability.

As with all MDF training activities, the training is an active event where trainers, guest speakers, and participants will share ideas and experiences. In this way you will be able to escape from your own reality and look at it from a different perspective. This fresh look should help you in coming up with practical suggestions/tips/recommendations for improving multi-stakeholder planning processes in the context you are working in.

MMP - Course outline

1 - 5 May 2006 / 20 - 24 October 2006

Monday Introduction

• Planning (for local multi-stakeholder ownership and commitment) • Shaping joint planning reality • Criteria for assessing a good plan

Tuesday Process versus content

• Unravelling planning processes • Planning and decision taking models • Views on multi-stakeholder planning processes - typologies • Tools: assessment multi-stakeholder participation

Wednesday • Planning process principles Planning process design/architecture • T ools: Stakeholder analysis – Institutiogramme (institutional context) • Applying process principles Thursday Planning process management

• The role of the planning process manager • The role of other stakeholders • Consequences – the manager’s skills, knowledge and attitude

Friday Planning process outcomes and Evaluation

• Consequences for implementation (the LF, M&E) • Drafting personal action plans • Evaluation

67 Our world is about people

Course contents

excluded in fee

4 68

Course guide

Would you like to know how to apply different tools in institutional and organisational analysis?

YES

Institutional Development and Organisational Strengthening (ID/OS) Go to page 68

YES

Organisational Development for Advisers and Consultants (ODAC) go to page 70

YES

International Advisory Course (IAC) go to page 72

YES

International Advisory Trail (IAT) go to page 74

NO Would you like to learn more about organisational development and change processes?

NO Do you want to learn to analyse organisations and institutions and to manage their change processes?

NO Do you want to become a certified international adviser through an individual learning trail?

NO Please contact MDF for personal advice and information regarding our tailor-made training courses on mdf@mdf.nl

ORGANISATIONAL DEVELOPMENT

69 Our world is about people

To understand our organisation, we first need to understand the context in which we operate. In striving to achieve the objectives of development interventions, the performance of individual organisations in relation to participating organisations is crucial. Performance is related to both the internal organisation and its ability to collaborate and network with others. Organisational management, therefore, encompasses both the internal aspects of organisations and the social, economic and cultural setting in which they operate. Both highly influence the possibilities for organisations to enhance their performance.

Institutional Development and Organisational Strengthening 70

DĂŠveloppement Institutionnel et Renforcement Organisationnel

Institutional Development (ID) is defined as the creation and/or reinforcement of a network of actors, including their interrelations, to attain certain development objectives on a sustainable basis. Organisational Strengthening (OS) is aimed at improving the performance of individual organisations in view of overall development objectives. This course forms a crucial and challenging approach whereby these are both combined to optimise the role of organisations in the development process. Participants You are an adviser, consultant or manager involved in enhancing institutional and organisational performance of development organisations.

Course OBJECTIVES You will acquire a comprehensive toolkit to analyse organisations and the context in which they operate. You will assess the performance of organisations and learn how to decide on strategic priorities for institutional development and organisational strengthening. In addition to this structural approach, the course also includes strategies for organisational change and their implications for individuals as well as for the organisation as a whole.

Course contents The MDF ID/OS concept provides a participatory approach to improve the performance of development oriented organisations. Besides plenary and group exercises, an important component of the course is the individual assignment in which you will analyse a concrete ID/OS problem related to your own work under guidance of an MDF trainer. The course also includes study visits to relevant organisations and presentations by external lecturers. The course contains the following subjects:

Institutional analysis The course starts with an introduction to the framework of ID/OS and the concept of sustainability. By the application of various instruments, you will analyse the institutional setting, the relations between actors and the possibilities for co-ordination and collaboration to develop a network; an assessment of the factors that influence the development intervention will lead to the identification of the most crucial opportunities and threats. Organisation analysis This part will show you how to make an assessment of organisations and their underlying motivations to implement (development) activities. By the usage of various tools, you will analyse weaknesses and strengths in internal organisational components like structure, systems, staff performance, management styles and culture. Subsequently, your strategic options for improvement will be based upon a sound institutional and organisational analysis. The ID/OS intervention You will be trained how to formulate an ID/OS intervention plan involving different organisations, how to organise such a change process and how to analyse the different interests, dealing with resistance of various actors in the institutional setting.

ID/OS

6-16

2 weeks

EN/FR

€ 2,930

excluded in fee

71 Our world is about people

ID/OS - Course Outline

Week 1

Week 2

Monday

Framework of ID/OS • Basic Question

Organisational analysis • Staff, style and culture

Tuesday External Organisational Quick scan Strategy and planning • Integrated Organisation Model • Strategic Orientation • Logical Framework Wednesday

I nstitutional analysis: factors and actors • Scanning major (policies, socio-economic, cultural)

Advisory process and skills • Real-life case: introduction

Thursday

Institutional analysis: actors • Collaboration and coverage of services: actors

Real-life case • Interviews • Processing and presentations

Friday

Organisational analysis • Structures and systems • Process description

Individual assignment • Personal action plan • Evaluation

22 May - 2 June 2006, 28 August - 8 September 2006 (EN) / 23 October - 3 November 2006 (FR)

The course fee includes a new toolkit: ‘Tango for Organisations’ (CD-ROM). It explains when and how to use these tools, including examples.

Organisational Development for Advisers and Consultants 72

Organisation Development is a learning process that is directed towards improved performance and sustainability of the organisation as a whole. This learning and growth process often requires assistance of an internal or external professional, called the adviser or consultant. In this course you will learn how to design and guide an organisational learning process, from the intake up to the implementation of change.

Participants Advisers or consultants that assist organisations (projects, local government institutions, NGOs, ministries) in their change processes. You should have basic knowledge of tools for analysis of organisations and their context. The ODAC course is considered as a follow-up of the ID/OS course.

Course OBJECTIVES In this ten-day course you will learn how to design and guide an organisational learning process, from the intake up to the implementation of change. You will understand and improve your own role and style as an adviser/consultant. You will know what it takes to tune your skills and knowledge to the needs of your client organisations.

Advisory process The different steps in an advisory process will be explored, and which possible actors are involved in the different stages. This part will also show you how to avoid major pitfalls, and how to deal with interests and resistance from different stakeholders. The advisory process will help you to assist a client in formulating the â&#x20AC;&#x2DC;basic questionâ&#x20AC;&#x2122; and how to do a participatory organisational diagnosis.

Course contents

Advisory roles and styles After an exploration of the possible roles of an adviser, you will practise these roles in different settings. You will reflect on your preferred style of advising and various case exercises will help you to focus on your ability to choose different roles for different circumstances. In addition you will practise some skills in real-life cases with intakes and interviews.

MDF values a real-life approach in this type of training programmes. Therefore, you will be asked to present cases from your own working experience for group discussions and applications. Substantial attention is also given to the application of ODAC tools and concepts in a real-life case situation. You will visit a relevant Dutch organisation applying your skills and knowledge as advisers/consultants.

Advising your client To advise your client, you will need to acquire the skills to recognise the client system and to assist organisations to change and turn into learning organisations. Advising your client includes the skills to deal with successes and failures in these change processes. Through real-life cases, you will improve your skills through training.

ODAC

6-16

2 weeks

€ 3,230

excluded in fee

73 Our world is about people

ODAC - Course outline

5 - 16 December 2005 / 5 - 16 June 2006 / 4 - 15 December 2006

Week 1

Week 2

Approaches and tools

Advisory process

Monday Tuesday

• Identify learning challenges • OD concepts and process • Role and styles of an adviser

• Appreciative inquiry • Building on successes for change

• Assess the client system • Helping the client to learn

• Real-life case • Fact finding and diagnosis

Wednesday

• Internal dynamics of organisations • Options for strategic change

• Real-life case • Advising the client on implementing change

Change

Skills and Practice

Thursday

• Change Drivers and Challengers • Managing Change

• Learning from the real-life case • Advisory Skills

Friday

• Change in practice • Examples from real-life • Learning organisations

• Meet advisory challenges • Learning points

The course fee includes a new toolkit: ‘Tango for Organisations’ (CD-ROM). It explains when and how to use these tools, including examples.

International Advisory Course 74

The IAC is a learning programme that offers a combination of tools, concepts and methods, that will assist you to systematically go through processes and approaches. The IAC programme elaborates your personal skills and attitudes and will enable you to further develop your advisory competencies.

The IAC is a combination of three courses, the ID/OS, the ODAC and the IAT, which together last 6 weeks. The 5th and 6th weeks are planned for reflection and feedback on the first two courses (ID/OS and ODAC) and to put these into practice. This will be followed by an assessment of your competencies as an international adviser through the IAT. The ID/OS course, Institutional Development and Organisational Strengthening offers a comprehensive toolkit to analyse organisations and the context in which they operate. You will learn to assess the performance of organisations and learn how to decide on strategic priorities for institutional development and organisational strengthening. The ODAC course, Organisational Development for Advisers and Consultants offers you to learn how to design and guide an organisational learning process, from the intake up to the implementation of change. You will understand and improve your own role and style as an adviser/consultant. The 5th week of the programme offers you coaching and guidance in reflecting on your learning points and preparation for the intake week of the International Advisory Trail. This week aims at assessing your competencies as an international adviser according to the standards of excellence developed for the IAT.

The 6th week will offer you a blend of coaching and learning opportunities together with the IAT candidates. You will be challenged to perform as an organisation adviser under various circumstances and test your advisory competencies. You will also get insight in the competencies that you possess and those you still might need to develop further. The courses are known for a well-balanced alteration between theory and practice. The training methodologies are various, ranging from lectures supported by attractive visualisations to role-plays and practical work on real-life cases. For a detailed description of the three courses please see other information at the relevant pages. The IAC is a learning opportunity during which you will meet many fellowparticipants from different countries and organisations, various trainers and a couple of organisations. The intensity and length of the programme will contribute to an interesting learning experience. 22 May - 30 June 2006

In 2006 there are funds available for this MDF course through the Nuffic Fellowship Programme (NFP for short courses). For the rules and regulations governing fellowships from the NFP and application forms you can have a look at the Nuffic website: www.nuffic.nl/nfp or contact the Royal Netherlands Embassy of your country. Please note that inscriptions should be made well in advance.

IAC

6-16

6 weeks

â&#x201A;Ź 11,000

included in fee

75 Our world is about people

International Advisory Trail 76

A new approach to learning

National and international advisers in general have acquired excellent expertise in their technical fields. However, they may not yet be sufficiently competent in practising the advisory profession in terms of processes and client orientation. MDF offers a learning trajectory for International Advisers who wish to achieve the level of excellence in guiding their client organisations through change processes. They can join a new MDF learning trajectory; we named this trajectory â&#x20AC;&#x2DC;the trailâ&#x20AC;&#x2122;.

The entire trail consists of three stages: setting up the trail (assessment), acquiring the necessary competencies (the learning stage) and validation of the newly acquired competencies (certification). The trail starts with an assessment of current competency levels of the candidate, which will be compared with our set of internationally recognised competencies. The comparison between the level of competencies of the candidate and our standard of excellence forms the basis for the design of an individual learning trajectory. The trail offers an individual learning experience assisted by professional coaches. MDF will include technical coaches in the trail for those assignments where technical (health, education, agriculture, etc.) expertise is needed. The candidate has a responsibility for his/her develop-ment, for the pace of the learning route, and of course for becoming a recognised International Adviser. The trail is flexible and can be engaged in from any place in the world, as the learning routes will include both distance and face-to-face learning opportunities. Once all the competencies have been acquired and assessed by us, the candidate obtains MDFâ&#x20AC;&#x2122;s international adviser certificate. The Certificate is acknowledged by esteemed practitioners in the

field of international co-operation, adult education and advisory practice. MDF is currently in the process of certifying the International Advisory Trail.

IAT intake week The candidates of the IAT intake week will form groups for peer review during the main stage of the trail. They will have access to the E-Platform and have support from an individual MDF coach to motivate and stimulate the learning process.

Participants Advisers with experience and know-how of various approaches and instruments in change processes who want to meet an internationally recognised set of advisory competencies and improve themselves on these competencies.

IAT

5-10

1 week

€ 2,000

excluded in fee

The standard: Competencies Cross-cutting competencies

• Interpersonal competencies • Cross-cultural competencies • Client-centredness • Self-awareness, professionalism

• Marketing • Entry • Contracting • Diagnosing

• Assessment and feedback • Strategic planning • Change implementation • Evaluation, follow-up, separation

The trail: Blended learning The assessment stage results in an agreement between the candidate and MDF on contents, timing, budget* coaching arrangements and evaluation procedures of the learning stage. At the end of the learning stage a final assessment is made after which the decision on certification is made. Stage 1: Setting up the trail (intake) The preparatory stage includes registration and a thorough individual assesment by professionals. Based on the evaluation of the candidate’s portfolio and additional test and interview, the trail will be designed and planned together with the candidate. At the end of this stage, the candidate will also know how he/she will be evaluated on the respective competencies.

literature, field assignments), classroom courses (MDF or elsewhere), internship in MDF consultancy assignments, on-the-job learning assignments, peer review meetings and coaching sessions. During the trail, the candidate will build up a portfolio of mastered competencies which will be evaluated by independent assessors. At the end of the trail the final assessment will be held.

Stage 2: The learning process The learning process is the individual responsibility of each candidate, under guidance of a personal coach. A typical trail will consist of a variety of methods, including distance learning/e-learning (cases,

Stage 3: Certification Once the candidate masters all required competencies (and this is proven through final assessment), MDF will award the Certificate of the International Adviser.

26 - 30 June 2006 *N.B. The costs for the actual learning trail will vary and depend on the intensity of the learning process. The cost of the final assessment is € 1,500. For more detailed information, please contact us.

77 Our world is about people

Process competencies

5 78

Course guide

Do you want to know how the private sector can play a role in socio-economic development?

YES

Public, Private and Civil Partnerships for Social-Economic Development (PPCP) Go to page 78

YES

Value Chain Concept (VCC) go to page 80

YES

Public Finance Management (PFM) go to page 82

YES

Environmental Mainstreaming for Development Organisations (EMDO) go to page 84

YES

Managing Sector Wide Approach Programmes (MSWAP) go to page 86

YES

Sector Wide Management of Education (SWMoE) go to page 88

YES

The New Architecture of Aid (ADM) go to page 90

NO Do you want to know how to develop and manage Value Chain Concept interventions?

NO Do you want to improve your understanding of Public Finance Management and consequences for your organisation?

Do you want to know how to integrate environmental policies in development processes?

Would you like to learn how to integrate sector policies in your daily work?

NO Do you want to learn and practice how to strengthen the management of national educational systems?

Do you want to learn about the state of the art of various Aid Delivery Methods?

NO Please contact MDF for personal advice and information regarding our tailor-made training courses on mdf@mdf.nl

SPECIFIC

DEVELOPMENT THEMES

79 Our world is about people

Development policies and priorities frequently change and this has a large impact on development interventions. All actors and partners involved need to understand what these changes actually mean to them. All courses with a specific development theme translate different policy areas to the level of implementation. The sometimes complex terminologies and concepts are connected to practical and applicable methods and approaches.

Public, Private and Civil Partnerships for Social-Economic Development 80

The private sector has become an important player in development processes. Partnerships between actors from public, private and civil sectors can be a powerful tool to promote socio-economic development and poverty reduction. This requires an enabling policy environment to initiate multi-stakeholder dialogue and formal co-operation. This course is designed to contribute to such an enabling policy environment.

Course OBJECTIVES Public, private and civil society sectors are seen to move towards each other to develop more encompassing forms of multi-stakeholder co-operation. These partnerships could contribute to the realisation of set targets in the national Poverty Reduction Strategies (PRS) and sectorspecific development plans. However, the full potential of public, private and civil partnerships is often not realised. This is frequently related to an imperfect understanding between the three sectors of their respective identity, values and positions. In addition, regulatory frameworks guiding multisector Cupertino for development are often absent or imperfect as best. Lastly, institutional settings in which the respective sectors can engage in multistakeholder co-operation are often lacking. If public, private and civil partnerships are to contribute to a pro-poor, sustainable socio-economic development an enabling policy environment is required to initiate multi-stakeholder dialogue and formal Cupertino.

Participants Senior policy makers in ministries and regulatory authorities, managers in agencies for private sector development, business association leaders, business leaders interested in developing partnerships, business advisors and consultants, policy makers in civil society organisations.

The participants will learn to apply skills and instruments to analyse development sectors and to identify relevant actors within it. You will gain insight in rules, regulations and instruments to create an enabling environment for the private sector to contribute to socio-economic development. You will learn how to use tools and methodologies to engage in inter-sector dialogue and to develop proposals for socio-economic development and to improve effectiveness and impact of different stakeholders. You will learn how to promote and facilitate multi-stakeholder co-operation between public, private and civil actors.

Course Contents The course will present concepts related to inter-sector co-operation, PRSPs and sector development policies. These will be used as an input to design realistic approaches to multi-stakeholder partnerships. Examples of specific sectors, such as health, will be introduced in this course. Ample attention will be given to lessons learnt in the areas of inter-sector dialogue and publicprivate partnerships. These lessons will assist in creating an enabling environment for private sector contribution to socio-economic development. At the end of the course you are ready to elaborate action plans tailored to your own working situation and responsibilities.

PPCP

6-16

2 weeks

excluded in fee

€ 3,550

Training Method The didactical approach will be experience-based with emphasis on practical examples. Lectures, exercises and discussions will be facilitated by professional staff and complemented by a real-life case assignment. All trainers have many years of experience in training and consultancy in private sector development and multi-stakeholder dialogue and partnerships. Their assistance can be continued in situ after return to your home country and organisation.

Week 1 Monday • Course concept: Inter-sector dialogue and partnerships. Private sector contribution to socio-economic development and poverty reduction strategies. • Sector-wide and multi-stakeholder approaches: introduction

Week 2

Tuesday

• RLC: field-visit to analyse a real experience in Public-Private-Civil partnership.

• Institutional, Sector and Organisational Analysis (ISOA): process and tools. •G roupwork: applying tools ISOA on a case-study

8 - 19 May 2006

• Personal skills to engage in multi-sector dialogue and partnerships: communication, negotiation, building trust • Introduction of Real-Life Case (RLC)

Wednesday • Public sector: enabling environment: rules and regulations. • Private sector: institutional framework • Civil Society Organisations

• RLC: Continuation of analysis, preparation presentation • Presentation results of the RLC to panel of stakeholders

Thursday • Public-Private partnerships •M ulti-stakeholder dialogue and partnerships

• Critical success-factors and bottlenecks in multistakeholder partnerships (lessons learned in RLC) • Monitoring and Evaluation of multi-stakeholder partnership building processes • Introduction personal action plans

Friday

• Open space • Personal Action Plans (preparation, presentation and discussion) • Evaluation and closure

• Development strategic options for multi-stakeholder co-operation in social-economic development • Experience market

This course is designed and conducted in association with ETC Crystal.

Our world is about people

PPCP - Course Outline

Value Chain Concept 82

Private Sector Development is increasingly acknowledged by governments, donors and development organisations to play an important role in alleviating poverty and in creating healthy economies. Value Chain Concept (VCC) is a multiple and participatory process that leads to co-ordinated interventions. VCC takes a holistic approach, which includes the identification and analyses of the most potential sectors; subsequent leveraged interventions and involvement of all the relevant stakeholders for the development of the sector. Course Contents The course Value Chain Concept enables participants to avoid isolated direct interventions.

Participants Senior policy makers, project managers, programme advisers and officers from ministries, agencies for private sector development, business associations and civil society organisations, in the North and in the South, that advise, steer, co-ordinate or manage private sector development programmes.

Course objectives The various approaches to Private Sector Development will be introduced to understand the pros and cons of each approach in its context. The Value Chain Concept is presented, discussed and practised in a structured and participatory way whereby due attention is given to the various approaches that exist among value chain development practitioners and the various roles that donors, development organisations, private sector organisations, governmental organisations and other stakeholders can play. The participants will practice Value Chain Analysis and Development tools and instruments to develop skills and understanding of the actual Value Chain Concept practices as well as the process and management thereof.

The didactical training approach will be experience-based with emphasis on practical examples. Lectures, exercises and discussions will be facilitated by professional staff and complemented by a real-life case assignment. The course includes exposure visits to relevant organisations and presentations by external lecturers. At the end of the course participants will; • have gained insight in the various Private Sector Development approaches; • be able to judge the different approaches on their merits and contexts; • understand the Value Chain Concept from Economic Mapping through Sub Sector Analysis to Value Chain Development; • be able to analyse and visualise the dynamics in the sectors, develop selection criteria and workable indicators for development thereof; • have enhanced their analytical skills to identify constraints affecting, and opportunities and leverage points for developing, Value Chains; • be able to design and steer programme interventions that promote equitable growth. CAPSA toolkit The course fee includes a new toolkit, CAPSA: Capacitating Sector Analyses, a CD-ROM providing an overview of the steps, tools, instruments and practical examples and case studies of the Value Chain Concept.

VCC

6-16

1 week

€ 1,790

excluded in fee

83 Our world is about people

VCC - Course Outline

16-20 January 2006 / 22 - 26 May 2006

Monday

Private Sector Development • Overview and Context of Approaches to Private Sector Development • Value Chain Development: the Concept

Tuesday

Value Chain Analysis • Economic Mapping • Selection process and criteria • Sector Mapping principles • Stakeholders and analysis process

Wednesday

From Analysis to Development • Tools and instruments • Practising Value Chain Analyses • Intervention principles • Real-life case

Thursday

Value Chain Concept • Adding values for farmers and small enterprises • Local, regional and global chain development key issues • The concept practised: lessons learned (excursion or guest presentation)

Friday

Value Chain Concept • Real-life case, Action planning, Presentations • Evaluation - Closure

This course is designed and conducted in association with Hans Posthumus Consultancy.

Public Finance Management 84

In recent years, Public Finance Management (PFM) received increasing attention from governments, development agencies and international financing institutions. PFM encompasses the entire fiscal system, in particular all the components of a country’s budget process. PFM is important to enhance the transparency of the fiscal handling of governments and to improve the public capacity to design and implement policies aimed at poverty reduction.

PFM concerns ‘upstream’ preparation and programming, and ‘downstream’ execution, accounting, reporting, monitoring, evaluation, control and auditing, including the legal and organisational framework and arrangements. The broad objectives of PFM are to achieve fiscal discipline, to allocate resources to uses that reflect government priorities and to deliver services efficiently and effectively. The staffs at ministries and public agencies are at the heart of this process. They are of paramount importance to improve the allocation and operational efficiency in the use of public resources and to enhance the credibility of government’s performance.

Participants The course aims at financial and public finance managers at line ministries and other involved public institutions and agencies at central, regional and local level, who deal with (parts of) the budget process.

Course objectives This course provides the participants with knowledge on public finance management issues.

At the end of the course, they will be able to apply the practical public finance instruments in their own organisation more effectively. After the course participants: • a re acquainted with a broad range of public finance management instruments; • a re able to apply this knowledge in their own working environment; •u nderstand the role of various institutions in managing the government budget; • a re able to make an analysis of strengths and weaknesses in public finance management in their country/institution and to formulate practical measures for improvement.

Training method Active participation of the participants is the basis for this course. Providing you with theoretical knowledge is combined with practical working cases, simulation games, exercises and lively discussion. The course is designed in such a way that participants will explore their own role and responsibilities in public finance management and will be able to apply practical knowledge in their own working environment.

PFM

6-16

2 weeks

€ 3,550

excluded in fee

PFM - Course Outline Week 1

Week 2

Monday

Introduction PFM • What is Public Finance Management? • The national budget process (phases) • Current PFM situation

Budget preparation • Government revenue management • Public debt management

Tuesday

Institutional framework, transparency and accountability • The roles and responsibilities of institutions involved in the budget cycle • The role of parliament, interest groups, the media and the public • Fiduciary risk and accountability

Budget execution • Country Financial Accountability Assessment (CFAA) • Public expenditure Tracking Surveys (PETS)

Wednesday

• Visits to relevant PFM institutions in the Netherlands and/or Brussels and/or Frankfurt

Thursday Strategic Planning Accounting and monitoring • Long and medium-term term vision documents • Country Financial Accountability (development frameworks, PRSP) Assessment (CFAA) and ex-ante poverty impact assessment (PSIA) • Country Procurement Assessment • Macro-economic stability and Reviews (CPAR) government expenditures • Reporting and audit • National Audit • Budget execution reports Friday

Budget preparation Issues in PFM • Medium Term Expenditure Framework (MTEF), • Fiscal decentralisation including forecasting • Pro-poor budget management • Feedback from Public Expenditure Review (PER) • Wrap up and lessons learnt

27 March - 7 April 2006 / 13 - 24 November 2006

This course is designed and conducted in association with SEOR.

85 Our world is about people

Environmental Mainstreaming for Development Organisations 86

Environmental sustainability is one of the eight millennium development goals and for most development agencies an important policy principle. At the same time, it appears to be complicated to put these policies into practice. This course will provide conceptual insights and practical guidance to implement the objectives of environmental policies, in the policy cycle as well as within the organisational management system.

Participants

Course contents

The course is intended for a wide range of professionals in international development co-operation such as desk officers, project and programme officers, advisers and consultants. Potential participants are working within a range of public institutions (e.g. multilateral organisations, embassies, donor organisations) as well as international and national NGOâ&#x20AC;&#x2122;s.

The course will start to look into the concepts of environment, sustainable development and poverty reduction as well as the linkages between these concepts. Recent outlooks and policies will be presented and discussed as well as concrete examples of linkages and best practices.

Participants have specific tasks in the policy-cycle, either or both at strategic and operational levels. They do not necessarily have an environmental background, but do have an interest or task assigned in strengthening environment as a crosscutting theme in their organisation.

COURSE Objectives Through familiarisation with concepts, methods and tools for environmental management, participants will acquire basic knowledge on why and how to integrate environmental concerns into development policies and projects and programmes and into their own management system.

Special attention will be paid to integrating environment in the policy cycle. This will be done at strategic level (strategic planning, assessment and monitoring and evaluation) as well at the operational level (project/programme planning, assessment, monitoring and evaluation). This will include several Environmental Management methods and tools. Moreover, due attention will also be paid to integrating environmental management in the organisation. With the help of the Integrated Organisation Model several environmental issues in relation to the organisation will be considered (mainstreaming in Mission, Vision, Strategy, Inputs, Outputs, Staff, Systems, etc.). In addition a quick scan of organisations on environmental issues will be presented and discussed.

EMDO

6-16

1 week

€ 1.790

excluded in fee

87 Our world is about people

Training method The training method used, involves short theoretical inputs and demonstrations, followed by experience sharing and group work. Best practices from different kinds of programmes will be presented and discussed during individual and sub-group assignments. This training includes a brief study tour in the Netherlands.

EMDO - Course Outline Monday • Basic concepts, linkages, recent policies • Concrete examples, time and spatial trade-off

Tuesday • Policy cycle, environmental mainstreaming in policy formulation • EM methods for monitoring and evaluation

3 -7 April 2006 / 9-13 october 2006

Thursday • Integrated organisation model, quick scan • Study tour Friday • Environmental issues in mission, vision, strategy and organisation • Organisational aspects to ensure integration

Wednesday • EM methods in project planning and assessment • EM methods for monitoring and evaluation

This course is designed and conducted in association with AIDEnvironment

Managing Sector Wide Approach Programmes 88

International policies for development are quickly changing and now covers key concepts such as national ownership, poverty reduction strategy papers (PRSP), good governance, programmatic and sector wide approaches (SWAp), accountability and transparency through medium term expenditure frameworks (MTEF). The MSWAP course is designed to provide practical understanding of these concepts and to ensure necessary skills to coordinate national and foreign inputs under a common policy framework.

Course objectives Projects are no longer the only mode of intervention in this new policy setting. Current foreign aid policies are more and more moving towards providing assistance at sector and national level to support economic development and to alleviate poverty at the micro level. Responsible professionals both in the government and non-government sector have to keep abreast of those policy changes. Not only to ensure that co-operation can continue towards common development goals but also to find new ways to manage new modes of intervention and properly discharge of increasing accountability requirements. The MSWAP course is specifically designed to provide practical understanding of the underlying concepts of contemporary development policies, including the knowledge and skills to effectively manage development efforts in this dynamic context.

Participants Senior officials from government and non-government organisations working in the context of international co-operation, who are keen to learn more about the consequences of changing development policies for their own organisation and to know better how to cope with them.

After the course participants will: â&#x20AC;˘ k now about contemporary features of (donor) policies along with a focus on capacity development and ownership, public sector reform, institutional development, etc.; â&#x20AC;˘ k now about the consequences and ensuing requirements of these new approaches for their own organisation; â&#x20AC;˘ k now how to translate these requirements into changes for their own organisation in terms of staff competencies, different division of responsibilities, improved systems for policy development monitoring and evaluation, accountability and transparency, etc.

Course contents You will be exposed to the current ideas and trends in international development co-operation and you will discuss the consequences of these for your own organisation. You will learn how to deal with these consequences from your own perspective by using the models that MDF has developed. Experiences and best practices in your own and in other countries will be analysed in order to draw conclusions about what changes are needed for effective co-operation.

MSWAP

6-16

1 week

excluded in fee

€ 1,790

89 Our world is about people

Training method This training is an active event where participants will be invited to actively share experiences and ideas and critically participate through a variety of methods, such as listening, confronting, applying, reflecting and giving feedback. MDF will offer the latest in models and tools in the field of institutional sector assessment and use cases to illustrate best practices and lessons learned. Finally you will be challenged to design your own action plan towards improved performance of your organisation in its changing context.

MSWAP - Course outline

19-23 June 2006

Monday

• The national policy framework and support strategies: from macro to micro • Trends in donor support: from projects to budget support • Contemporary features of co-operation (ownership, partnership and coherence) • Policy development: from situation analysis to monitoring system • Logic and coherence of policy frameworks

Tuesday

• Assessment of institutional and organisational capacity to implement policies • Looking at your own organisation and its environment • Organising participation and empowerment: Stakeholder analysis

Wednesday

• Adapting the organisation to the new policy environment • Design and management of change • Contracting and formulating ToRs

Thursday

• Monitoring for internal and external purposes • Development of transparent and effective monitoring systems • Financial monitoring and accountability

Friday

• Evaluation and what to do with evaluation results • Prepare your own plan and share it with your fellow participants

Sector Wide Management of Education 90

Many countries experience difficulties in planning, implementing and monitoring changes in their national educational systems. Medium-Term Expenditure Framework (MTEF), Sector Wide Approach (SWAp) and Education Management Information Systems (EMIS) are major instruments to strengthen the management of national educational systems. The SWMoE course is designed to provide practical understanding of these instruments and to manage the use of these instruments. Course objectives MTEF, SWAp and EMIS are tools of a different nature, but expectations of the results of their combined use are high. National Governments backed by World Bank and other Development Partners (DPs) stimulate their use as well, even though discussions on the right interpretation, the right implementation or the right use of the instruments are vivid.

During this training the course participants will acquire knowledge about the policies and instruments used in Sector Wide Management of Education such as MTEF, SWAp and EMIS. You will be able to choose the kind and level of implementation of these instruments in your own situation.

Experiences show that mastering the instruments is a long and complex process. Growing to a common understanding takes time. Moving towards a shared culture of valuing facts-based decision making is even harder. The process of getting accustomed to these instruments is also complicated by the fact that they are presented as if they are value-neutral and used in the developed countries.

You will be introduced to current ideas and trends in thinking about Educational Management at national level and to the actual thinking on MTEF, SWAp and EMIS. Relations between the instruments and strengths and weaknesses of the tools will be explained and illustrated. You will get an overview of the current use of the instruments and the difficulties experienced in their utilisation in day-to-day management. Subjects dealt with are:

Participants

• Educational Policy Development and Implementation; • Consistent, effective and efficient planning in Sector Wide Approach programmes (SWAp); • Medium Term Expenditure Frameworks (MTEF); national and sector planning; • MTEF in relation to Poverty Reduction Strategy Papers (PRSPs); • Mechanisms for co-ordination and partnership between stakeholders; • EMIS concept and coverage.

Senior management and managers at provincial or regional level from Ministries of Education, Ministries of Local Government and Ministries of Finance, Development Partners and Civil Society Organisations working on national level in education. It is recommended that persons from several different organisations or units together attend this course.

Course contents

SWMoE

6-16

2 weeks

€ 3,550

excluded in fee

Training method The training involves a range of presentations on management and use of the three instruments. The focus will be on discussing their usefulness in the participants’ own situation, on the process of choosing a specific approach and on the pre-conditions and challenges involved in using the instruments. The training will be of an alternating character, switching

constantly between the broad perspective of educational policy implementation at national level 91 and the responsibilities and day-to-day activities of the participants. Learning from sharing ideas, experiences and problems with other participants and MDF staff is a key feature of this course. You will be able to discuss the problems that you encounter in using these instruments.

swmoe - course outline Week 1 Monday • Educational Policy and Management on national level • Defining SWAp, MTEF and EMIS • Tasks and responsibilities of participants and their organisations

Week 2

Tuesday • Introduction: 3 instruments and their relations • Management of the instruments • Experiences of participants with instruments

• SWAp and sector performance • Simulating key sector performance outcomes

Wednesday • V isit to Dutch MoE for discussions on Dutch experiences with MoE sector management

• Visit to a non governmental Education & Management Agency (ECDPM) for discussions on key issues in sector management

Thursday • Sector Wide Approach programmes in Education • S takeholder analyses: MoE, WB, DPs, Sector institutions and civil society

EMIS for planning, monitoring and evaluation • • Review and auditing procedures

Friday • From SWAp via Stakeholder Analysis to MTEF and EMIS requirements

• Managing the use of the instruments; peer group consultations • Wrap-up and course evaluation

• Relations between MTEF, SWAp and EMIS. What elements are useful in one’s own situation; peer group consultations • Instruments and national educational goals

27 March - 7 April 2006 / 13 - 24 November 2006 This course is designed and conducted in association with SPAN Consultants

The New Architecture of Aid 92

Beyond the Washington Consensus

Over the past decade the landscape of Aid Delivery Methods has changed drastically. Under influence of the World Bank and IMF pro-claimed Washington Consensus, almost all bilateral and many multilateral donors changed their implementation modalities. They shifted their focus from projects to programmes, sector support policies, in basket funding, sector wide approach programmes and budget support. Ten years later it is time to take stock and reflect on the various consequences of all these changes.

pilot To this end MDF organises a four days event during which the various Aid Delivery Methods, their mechanisms and conditions, as well as their consequences for the recipient governments will be presented and discussed. This will be done in the form of lectures and discussions on the various topics during the morning sessions. In the afternoon modular sessions on more technical aspects of these new Aid Delivery Methods will be organised. During two evenings open debates will be organised with prominent guest speakers that present the various political views on the position of aid in the context of a New International Economic Order. The idea is to put development aid under the microscope in order to identify the role aid plays in catalysing or stifling development.

Participants Experienced development practitioners, policy makers and researchers interested to share their knowledge and experiences with their colleagues. This blend must result into a chemistry that provokes new insights about the role aid plays and the ways in which its effectiveness can be enhanced.

As the programme is still under development and the names of the keynote speakers are still not known, you are advised to consult MDFâ&#x20AC;&#x2122;s website from March 1st 2006 onwards for more information. The first pilot will take place on 9 - 12 May and for this event a one-time fee of only â&#x201A;Ź 475 will be charged.

ADM

6-16

4 days

€ 950

excluded in fee

93 Our world is about people

ADM - COURSE OUTLINE

9 - 12 May 2006 (Pilot) / 14 - 17 November 2006

Tuesday Morning Afternoon Evening Wednesday Morning Afternoon Evening

• Trends in International Development • Millennium Development Goals as a catalyst for pro-poor development • Mechanisms for donor co-ordination • Conditions for sector budget support • Informal get together and socialising

Thursday Morning Afternoon Evening

• Recent experiences and best practices in basket funding, sector support and budget support • Institutional capacity development • Monitoring of new aid methods • Trade and aid, or aid for trade • Economic partnership agreements

Friday Morning Afternoon

• Consequences for recipient governments and their responses to new ADM • The role of aid as catalyst for development • Panel discussions and wrap-up

• The role and function of the Bretton Woods Institutions (Worldbank, IMF) • Function, quality and impact of PRSP’s • Public Finance Management • Pro-Poor Budgeting or Redistribution and Growth • Disbursement modality and aid effectiveness

Tailor-made Courses and Workshops 94

MDF offers tailor-made training courses and workshops in a wide range of aspects related to management and development. Such workshops or courses, tailored to the needs of the client, can initiate or support organisational change processes, increase specific staff skills and staff performance, introduce new work methods and procedures, and/or improve teamwork.

It is of course also possible to make use of an MDF facilitator/adviser to generate tangible and directly visible programme or project outputs. Such a facilitator can assist to: •p repare an intervention plan in an interactive way with all stakeholders concerned; • design a new project monitoring system; • c ritically assess the underlying challenges to the success of an ongoing intervention, or • improve the HRM system for your organisation. The venues for tailor-made trainings or workshops can be selected to suit the needs of your organisation. In some cases, it may be convenient to opt for the MDF training centre in Ede, the Netherlands. This provides the opportunity for field visits and study tours to Dutch institutions, enabling you to see other organisations involved in work similar to yours at first hand. Normally workshops and courses are however conducted in your country, but away from the office in order to avoid disturbances. Of course workshops can be conducted in-company and, where appropriate, in cooperation with your training department. MDF has developed and conducted this kind of tailor-made courses and workshops for organisations in a wide range of countries in Central and Eastern Europe, Africa, Asia and South America. The duration of the courses/workshops depends on

the wishes of the client, the complexity of the projects or programmes and the number of participants. Courses can be conducted in English, French, Spanish, Portuguese or Dutch. All our regular courses can be modified/adapted to meet specific needs. In addition, courses as offered in other areas are listed below.

Elaboration and Assessment of Logical Frameworks Based upon a decade of experience with Objective Oriented Intervention Planning and Logical Framework training, MDF offers a 3-7 day workshop for the elaboration and assessment of Logical Frameworks. This workshop deals with all steps of the Objective Oriented Project Planning (OOPP) method, from problem analysis up to the consistency check of the resulting Logframe.

Procurement and Tendering MDF offers two types of tailor-made courses on procurement and tendering: one for desk officers responsible for procurement and one for firms and organisations wishing to participate in tenders. In both types of courses emphasis, though with a different focus, is on the selection process and the ways in which this process can be organised and implemented in a transparent and professional way. Thus, parties wishing to participate in tenders learn to understand procedures and desk officers learn to apply them.

95 Our world is about people

Designing Project Monitoring Systems MDF has developed a participatory step-by-step method for the design of project or programme based monitoring systems. In a workshop, these steps will be passed through one by one, from the analysis of responsibilities at different management levels as the basis for the formulation of information requirements, up to a structured method for information dissemination.

Capacity Building for Local Government The mission of local government, to encourage local economic and social development, needs policy development as well as an organisational set-up and managerial skills to steer and stimulate development interventions. The tuning of the objectives and the coordination of the activities of the various actors involved in development interventions is of utmost importance in coordinating the proposed change and/ or the promotion of the required development. Institutional strengthening of local government has two interrelated orientations. Firstly, institutional strengthening will help create and reinforce the network of organisations to effectively generate, allocate and use human and financial resources in order to attain specific development objectives on a sustainable basis. Secondly, institutional strengthening

can also focus on the internal organisation of individual departments, public utilities, private enterprise and non-government organisations to improve their performance in executing various development activities. This tailor-made training is meant for managers and planners in local government and integrated rural/ urban development, in particular for management teams and/or councils.

Sector and Organisation Analysis for Sector-Wide Approach Programmes Making an orchestrated use of external and internal funding to support a single policy and expenditure programme for a sector, adopting common approaches under government leadership, requires an in-depth analysis of the sector and its key actors. During this 3-day workshop you will learn to understand and apply the ISOA model in the context of Sector-Wide Approaches. Other key issues in this workshop are ownership, donor co-ordination, transparency, accountability and monitoring.

Introducing Quality Management in organisations Both financers and clients drive organisations in development to focus on quality, and achieve unique excellence in their field of operations. Quality Management is a means to pay systematic attention to the traits of your products and services. In a one-week course your organisation will define quality values and aims, and establish a continuous learning process for quality improvements. This course will deal with issues like: • different aspects of quality; • quality management according to recent theories and models like ISO, EFQM, BSC, and IiP; • study visit to an organisation engaged in implementing quality management; • monitoring and measuring quality; • steps for setting up quality management in your organisation; • make your own personal or organisational action plan.

Personal Effectiveness in Cross-Cultural Teams When people with different cultural backgrounds work together, very often there comes a moment of frustration or disappointment on both sides.

Communication seems to be difficult. The CCT course aims to improve social and communication skills for communication in a cross-cultural setting. You will become better equipped for teamwork and as a result your personal effectiveness will improve. The course lasts for 4-6 days, contingent upon the selection of topics such as; interpersonal communication; principles of cultural differences; differences in values and norms; bridging the intercultural gap; team work & team dynamics and styles of conflict management.

Training in Coaching and Peer Review Coaching proves especially effective in cases where you stimulate high performance of professionals who work relatively independent. By coaching - rather than by instructing, advising or delegating - you empower your coachees to take full responsibility for their results and continuous learning. International operating organisations also choose more and more for coaching as an appropriate style towards creating a highly professional organisation. MDF can offer a tailor-made training of 3 to 5 days to become outstanding coaches. A similar way of learning by talking through problems

97 Our world is about people

and inventing a wide(r) scope of options, is peer review. Peer review can be described as ‘group coaching by colleagues’. In Peer Review a group of people empowers a colleague to respond to a specific challenge, simultaneously nurturing the coaching skills of the larger group. Peer review can be an important tool to become a learning organisation. MDF can deal with Peer Review as a part of a tailor-made Training in Coaching, or offer a 2 days training course on how to do peer review, focussing on the best method for your organisation and exercising the essential competencies.

Developing Entrepreneurship The private sector, and Small and Medium Enterprises (SMEs) in particular, play an essential role in economic growth of a region or a country. Entrepreneurs take initiatives and invest their energy and money in, for them, sound business propositions. A strong and vibrant (SME) private sector requires adequate and stimulating financial and non-financial services. Without a supportive business environment, stimulated by national and local authorities, this private sector cannot flourish nor grow to its fullest potential. For institutions rendering services to the SME sector, it is crucial to speak the ‘language’ of the entrepreneur. This means that both the organisation as a whole (business culture) as well as the individual staff members should develop an entrepreneurial

attitude. Fostering of entrepreneurial competencies within these institutions we call intrapreneurship development. The insights in the kind of approaches and interventions to develop entrepreneurship and intrapreneurship and to shape an enabling environment for private sector growth are changing rapidly. In response to this, MDF-Training & Consultancy and FACET BV, a consulting firm specialised in SME development, have combined forces to provide an interesting forum to explore the answers to practical questions in intra- and entrepreneurship development. This two-week course provides an opportunity to learn more about the latest state of the art in entrepreneurship development approaches. Participants will gain insight on how to stimulate aspiring entrepreneurs, but especially will be challenged to develop action plans to make their own organisation more entrepreneur responsive. Foster Intrapreneurship to develop Entrepreneurship is the key message of this training event. In case you would like to have more information about one of these tailor-made courses or workshops, including possibilities for funding, please do not hesitate to contact the MDF Head Office in Ede or one of our branch offices.

Experiential Learning 98

From 2005 onwards MDF-Training and Consultancy in close collaboration with the De Bosrand. Meeting Place for International Learners, is offering you a complete new product: Learning through Experiencing. Active professionals, and especially senior managers, often learn and absorb more by experiencing new issues then through training in a classroom setting. During this learning experience, you can reflect immediately on the issues at stake and have direct discussions with senior staff that deal with these issues in a real-life setting. The challenges are significantly more direct and provide insight in what these topics can mean for yourself and for your own organisation. Learning by experiencing is a well prepared and balanced combination of class room introductions, visits to relevant organisations, discussions with colleagues of these organisations dealing directly with the subjects concerned, exposure visits, guided group discussions, individual assignments and excursions. At the end of the exercise all the experiences will be brought together, critically assessed and transformed into a concrete action plan for the organisation concerned. Learning by experiencing is meant for senior managers who have to adapt their organisations to new realities or who are confronted with completely new challenges. Participants are coming from one or more related organisations who are contemplating on certain adjustments, changes or innovations in their own organisation or sector who want to benchmark their change strategy with the actual situation and experiences elsewhere. The programmes can be entirely tailored to the needs of the requesting organisation making use of MDFâ&#x20AC;&#x2122;s very wide partner network in The Netherlands, Belgium and Germany or Britain. MDF has gained experience with this concept in the fields of Rural Development Policies, Poverty

Alleviation Practices, Agricultural Policies in Europe, Public Health Practices and Agricultural Change & Specialisation in the Netherlands. The programme is particularly interesting for organisations in countries who have recently joined the EC or who are preparing for accession. Accession often means the introduction of drastic and sometimes even dramatic changes. This programme offers the opportunity to meet with organisations that have gone through these change processes and it offers a window to have a look at the future. For 2006 MDF is developing a few new skeleton programmes of 5-8 days on Agricultural Transformation and Specialisation, Small and Medium Entreprise Development, Rural Development Practices, Public Private Partnerships, and Water Resources Management. But also when you are interested in other, perhaps more specialised issues such as agro-processing, food technologies, animal fodder production, sports promotion or a specific chapter of the â&#x20AC;&#x2DC;Acquis Communautaireâ&#x20AC;&#x2122;, please do not hesitate to contact us. You will be surprised what MDF can do for you. For more information either contact us at mdf@mdf.nl or have a look at the special section at our website www.mdf.nl.

99 Our world is about people

Head Office

Branch Offices

MDF-TRAINING & CONSULTANCY Bosrand 28 P.O. Box 430 6710 BK Ede The Netherlands

MDF-South Asia

T F E W

+31 318 650060 +31 318 614503 mdf@mdf.nl www.mdf.nl

# 137, Old Nawala Road Nawala, Sri Lanka T F E

+94 11 4404017 +94 11 2808121 +94 11 2805122 +94 11 4404016 mdfsa@mdfsa.lk

MDF-Eastern & Southern Africa P.O. Box 3173 Arusha, Tanzania T +255 27 2505194/95 F +255 27 2505196 E mdfesa@mdfesa.net

MDF-Brussels Auguste Reyers Boulevard 41-43, Box 5 B-1030 Brussels, Belgium T +32 2 2421909 F +32 2 2425845 E mdfbrussels@chello.be

MDF-Indochina 156 Yen Phu Street Tay Ho District, Hanoi, Vietnam T +84 4 7151101-2 F +84 4 7151103 E mdfindochina@hn.vnn.vn

Our world is about people That is why we continue to listen to you in order to deliver services that are in demand and that contribute to the improvement of your capacities.

Hans Rijneveld and Herman Snelder Managing directors MDF

Contents 4

MDF & BOARD MDF Mission & Approach Branch offices General Course Information MDF training courses and your career development COURSE GUIDE Course Calendar and fees

6 8 10 13 14 16 17

COURSES BY CLUSTER: 1. MANAGEMENT 2. PROJECT CYCLE AND PORTFOLIO MANAGEMENT 3. FACILITATING PROCESSES 4. ORGANISATIONAL DEVELOPMENT 5. SPECIFIC DEVELOPMENT THEMES

22 38 54 66 76

Tailor-made COURSES AND WORKSHOPS ExperientIal Learning

92 96

5 Our world is about people

MDF & Partners 6

MDF Board of Directors H.L. van Loo Chairman H.J.M. Snelder Managing Director A.W. Rijneveld Managing Director

sustainable management of natural resources and poverty alleviation. MDF and AidEnvironment developed the course Environmental Mainstreaming for Development Organisations.

COLLABORATION

Some specialised courses were developed, and will be provided with partners. For these specific courses, you will notice the logoâ&#x20AC;&#x2122;s of our partners in the course information.

AIDEnvironment is a not-for-profit consultancy firm that focusses on nature conservation,

MDF also works together with a number of individual consultants, satellite consultants, who are familiar with our approaches and style and who have been working with us for some years.

Our world is about people

MDF Mission & Approach 8

9 Our world is about people

MDF Branch Offices 10

MDF-Eastern & Southern Africa (MDF-ESA)

Our world is about people

MDF-South Asia (MDF-SA)

General Course Information Course fee and accommodation

Our world is about people

MDF training courses and your career development 14

PORTFOLIO MANAGEMENT

MANAGER

ADVISOR

MTS

AMMS

SPECIALISED MANAGEMENT ISSUES

FACILITATING PROCESSES

SPECIFIC DEVELOPMENT THEMES

ODAC

IAT (IAC)

Our world is about people

PM (PMC)

ID/OS

Course Guide 16

COURSE CODE

LANGUAGE

DURATION OF THE COURSE

COURSE FEE

# OF PARTICIPANTS

ACCOMMODATION INCLUDED/EXCLUDED IN FEE

Through this new brochure format, MDF-Training & Consultancy hopes to provide you with an easy tool to access the wide variety of topics and knowledge that we cover.

START THE COURSE GUIDE HERE

Would you like to learn about management methods and skills that help you to achieve project or programme objectives?

YES

Go to cluster 1, Management

YES

Go to cluster 2, Project Cycle and Portfolio Management

YES

Go to cluster 3, Facilitating Processes

YES

Go to cluster 4, Organisational Development

YES

Go to cluster 5, Specific Development Themes

NO Would you like to know more about project cycle phases and acquire the right skills to ensure effective and efficient portfolio management?

NO Would you like to facilitate people and organisations to reach a common understanding through discussions, negotiations and learning processes?

NO Would you like to learn how to analyse and support changes in organisations and institutions?

NO Would you like to learn about development policies and how to apply these in practice?

Course Calendar and Fees in the Netherlands 2005-2006

MANAGEMENT

Course

Code

Duration

Period

Course fees*

Management Tools

MTS

1 week

9 - 13 January 2006

€ 1,445

and Skills for Young

19 - 23 June 2006

Professionals in

11 - 15 September 2006

International Co-operation 26

Project Management

2 weeks

9 - 20 January 2006

€ 2,830

19 - 30 June 2006 28 August - 8 September 2006 28

Management Course for

PMC-e

4 weeks

Development Practitioners 28

Cours de Gestion pour

10 April - 5 May 2006

€ 7,350**

16 October - 10 November 2006 PMC-f

4 weeks

16 October - 10 November 2006

€ 7,350**

HRM

8 days

10 - 19 May 2006

€ 2,525

1 week

16 - 20 January 2006

€ 1,790

des Professionnels en Dévéloppement 30

Human Resources Management

Financial Management for Non-Financial Managers

12 - 16 June 2006

Quality Management new

Advanced Management

AMMS 2 weeks

1 week

15 - 19 May 2006

€ 1,790

25 September - 6 October 2006

€ 3,550

Methods and Skills new € = Euro

Our world is about people

Course Calendar and Fees in the Netherlands 2005-2006 18

2. PROJECT CYCLE AND PORTFOLIO MANAGEMENT Pg

Course

Code

Duration Period

Course fees*

Participatory Planning

PCM/PLAN

1 week

€ 1,790

28 November - 2 December 2005 15 - 19 May 2006 27 November - 1 December 2006

***

Monitoring & Evaluation

PCM/M&E

1 week

5 - 9 December 2005

€ 1,790

PCM/MON

4 days

23 - 26 May 2006

€ 1,450

of Project Portfolios 44

Monitoring of Development Interventions

Evaluation of Development

5 - 8 December 2006 PCM/EVA

3 days

Interventions

Comprehensive Appraisal

29 - 31 May 2006

€ 1,100

11 - 13 December 2006

PCM/APP

4 days

of Proposals

13 - 16 December 2005

€ 1,450

6 - 9 June 2006 12 - 15 December 2006

Indicators

PCM/IND

4 days

13 - 16 December 2005

€ 1,450

20 - 23 June 2006 12 - 15 December 2006 52

Writing Winning Proposals new

4 days

9 - 12 May 2006

€ 1,450

21 - 24 November 2006 € = Euro

3. FACILITATING PROCESSES Pg

Course

Code

Duration Period

Course fees*

Training of Trainers

TOT

1 week

€ 1,800

15 - 19 May 2006 11 - 15 September 2006

Group Facilitation

FAC

7 days

7 - 15 December 2005

€ 2,525

1 week

19 - 23 June 2006

€ 1,800

4 - 8 December 2006 60

Managing International

MIP

3 days

Partnerships

28 - 30 November 2005

€ 1,200

7 - 9 June 2006 29 November - 1 December 2006

Competency Based Learning

CBL

2 weeks

€ 3,550 9 - 20 January 2006 11 - 22 September 2006

Managing Multi-Stakeholder

MMP

1 week

Processes new

1 - 5 May 2006

€ 1,790

20 - 24 October 2006 € = Euro

Course Calendar and Fees in the Netherlands 2005-2006 20

4. ORGANISATIONAL DEVELOPMENT Pg

Course

Code

Duration

Institutional Development

ID/OS-e 2 weeks

and Organisational

Period

Course fees*

22 May - 2 June 2006

€ 2,930

28 August - 8 September 2006

Strengthening 68

Développement

ID/OS-f

2 weeks

23 October - 3 November 2006

€ 2,930

ODAC

2 weeks

5 - 16 December 2005

€ 3,230

Institutionnel et Renforcement Organisationnel 70

Organisational Development for Advisers and Consultants

5 - 16 June 2006 4 - 15 December 2006

International Advisory

IAC

6 weeks

22 May - 30 June 2006

€ 11,000**

IAT

1 week

26 - 30 June 2006

€ 2,000

Course 74

International Advisory Trail

€ = Euro

(€ = Euro)

Course

Code

Duration Period

Course fees*

Public, Private and Civil

PPCP

2 weeks

8 - 19 May 2006

€ 3,550

VCC

1 week

16 - 20 Januari 2006

€ 1,790

Partnerships for Social-Economic Development 80

Value Chain Concept new

22 - 26 May 2006 82

Public Finance Management

PFM

2 weeks

27 March - 7 April 2006

€ 3,550

13 - 24 November 2006 84

Environmental Mainstreaming for

EMDO

1 week

Development Organisations 86

Managing Sector Wide

3 - 7 April 2006

€ 1,790

9 - 13 October 2006 MSWAP

1 week

19 - 23 June 2006

€ 1,790

SWMoE

2 weeks

27 March - 7 April 2006

€ 3,550

Approach Programmes 88

Sector Wide Management of Education

The New Architecture of Aid new

13 - 24 November 2006 ADM

4 days

9 - 12 May 2006 (Pilot)

€ 475

14 - 17 November 2006

€ 950 € = Euro

Our world is about people

5. SPECIFIC DEVELOPMENT THEMES

1 22

Course guide

Are you a starting professional interested in different aspects of management?

YES

Management Tools and Skills for Young Professionals in International Co-operation (MTS) go to page 24

YES

Project Management (PM) go to page 26

YES

Management Course for Development Practitioners (PMC) go to page 28

YES

Human Resource Management (HRM) go to page 30

YES

Financial Management for Non-Financial Managers (FM) go to page 32

YES

Quality Management (QM) go to page 34

YES

Advanced Management Methods and Skills (AMMS) go to page 36

NO Are you an experienced professional interested in (project) management methods and personal management skills?

NO Are you an experienced professional who wants to get a comprehensive view on project and programme management?

Would you like to improve the management of your staff?

NO Do you want to learn more about the financial aspects of project/programme management?

Would you like to introduce and manage quality systems?

NO Are you a senior professional who would like to learn new methods and skills, and share experiences with peers?

NO Please contact MDF for personal advice and information regarding our tailor-made training courses on mdf@mdf.nl

MANAGEMENT 23 Our world is about people

Management Tools and Skills for Young Professionals in International Co-operation 24

Course contents

Participants

Monday Management in ‘International co-operation’ and different types of managers

MTS - Course Outline

MTS

6-16

1 week

â&#x201A;Ź 1,445

excluded in fee

25 Our world is about people

Project Management 26

8-18

2 weeks

€ 2,830

excluded in fee

27 Our world is about people

PM - Course Outline

9 - 20 January 2006 / 19 - 30 June 2006 / 28 August - 8 September 2006

Week 1

Week 2

Monday

Roles of the manager Participatory Planning (OOPP)

Organisational development: analysis of implementing organisations

Tuesday

Project planning: stakeholder, problem and objective analysis

Negotiating and conflict management Leadership styles

Wednesday Intervention logic, external factors in the Logical Framework

Monitoring: indicators and focussing of information needs

Thursday Communication, Preparing evaluations meetings and/or presentation skills Writing Terms of Reference for evaluation Friday Teamwork and teamroles Review week 1

Result oriented working in a team: integration exercice Review of the course

Management Course for Development Practitioners 28

Cours de Gestion pour des Professionnels en DĂŠvĂŠloppement

By the end of the course, participants have developed a concrete personal action plan, including personal learning experiences and issues in which to grow.

Course contents

Participants

PMC

8-20

4 weeks

EN/FR

€ 7,350

included in fee

PMC - Course Outline

• Developing indicators • Factors of Sustainability •R esource Allocation and Budgeting • Chairing meetings • Presentation techniques • Leadership styles

• Institutional development and organisational strengthening • Organisational analysis • Introduction HRM • Conflict management • Negotiating skills

• Project and Staff Monitoring • Information flow and Reporting format • Project evaluation methods and criteria • Terms of Reference for evaluation mission

Our world is about people

aspects such as overall co-ordination and control systems, management style, and organisational culture or job descriptions and enables you to make a start in strengthening your organisation.

Human Resources Management 30

HRM

6-14

8 days

€ 2,525

excluded in fee

31 Our world is about people

HRM - Course Outline

Week 1 Week 2

10 - 19 May 2006

Monday

• Monitoring staff performance • Motivation

Tuesday

• Developing Human Capacities • Management of Competencies

Wednesday

• Elements of HRM • Analysis of HR systems

• Staff evaluation (appraisal) • Rewards systems

Thursday

• Role HR Manager • HRM strategy in the development • HRM in development organisations sector

Friday

• Staff recruitment • Interview and job descriptions

• Develop individual HRM plan

Financial Management for Non-Financial Managers 32

6-14

1 week

€ 1,790

excluded in fee

33 Our world is about people

FM - Course Outline Monday

What is Financial Management?

16 - 20 January 2006 / 12 - 16 June 2006

• Financial tasks and responsibilities of the manager • Introduction to Financial Statements

Tuesday Analysing financial performance

• Profit and loss account and balance sheet • Financial indicators, cost effectiveness and efficiency

Wednesday Financial planning

• Resource allocation and budgeting • Exposure visit

Thursday Financial planning and control

• Disbursement and Cash planning • Financial Reporting and Budget Control • Auditing and Internal control

Friday Financial planning and control

• Accounting systems • Individual action plans and presentations

Quality Management 34

•h ave defined objectives and strategies to improve quality and performances in your own organisation.

6-14

1 week

€ 1,790

excluded in fee

35 Our world is about people

QM - Course outline

Quality and performance

15-19 May 2006

Learning during implementation: Study visit to an organisation engaged in implementing quality management; exchange with key staff

Friday

Monitoring and measuring (improvement of) quality and performance

Advanced Management Methods and Skills 36

Course Contents MDF-Training & Consultancy offers a selection of topics under the umbrella of Advanced Management from which you can choose, depending on your specific interests and needs.

You may choose maximum 4 modules* each of them taking two-three days. The modules are:

Personal objectives

Training Method

After this learning event you have acquired new skills and insights of your choice. You have dealt with themes and practised skills in more depth than in earlier training sessions.

Participants

25 September - 6 October 2006 * The minimum is 5 participants per module.

AMMS

15-25

2 weeks

â&#x201A;Ź 3,550

excluded in fee

37 Our world is about people

2 38

Course guide

Would you like to know how planning tools are used in portfolio management?

YES

Participatory Planning (PCM/PLAN) go to page 42

YES

Monitoring of Development Interventions (PCM/MON) go to page 44

YES

Evaluation of Development Interventions (PCM/EVA) go to page 46

YES

Comprehensive Appraisal of Proposals (PCM/APP) go to page 48

YES

Indicators (PCM/IND) go to page 50

YES

Writing Winning Proposals (PW) go to page 52

Would you like to improve the monitoring of your project portfolio?

Would you like to improve the evaluation of your project portfolio?

NO Would you like to know how you can appraise proposals comprehensively?

Are you interested in the use and design of performance indicators?

Would you like to learn how you can write a winning project proposal?

NO Please contact MDF for personal advice and information regarding our tailor-made training courses on mdf@mdf.nl

PROJECT CYCLE

AND PORTFOLIO MANAGEMENT

39 Our world is about people

Portfolio Management 40

Project Cycle and Portfolio Management

Indicative Programming

Identification

Evaluation

Formulation

Monitoring

Plan of operations

Appraisal

Flexible and dynamic

MDF courses on PCM

Our world is about people

Annual plans

Participatory Planning 42

PCM/PLAN

6-16

1 week

excluded in fee

€ 1,790

43 Our world is about people

Overall objectives

Indicators

Sources of verification

Project purpose

Indicators

Sources of verification

Assumptions

Results

Indicators

Sources of verification

Assumptions

Activities

Inputs

Costs

Assumptions

Pre-conditions Logical Framework

PCM/PLAN - Course Outline Monday • Introduction in Objective Oriented Participatory Planning

Thursday • From Logical Framework to budget

Tuesday • Problem and objective analysis • How to prepare a Logical Framework

Friday • The Logical Framework in the project cycle • Action Plan

Wednesday • Defining indicators • External Factors

28 November - 2 December 2005 15 - 19 May 2006 27 November - 1 December 2006

Monitoring of Development Interventions 44

PCM/MON

6-16

4 days

€ 1,450

excluded in fee

45 Our world is about people

Tuesday Monitoring of projects/programmes in all phases of the project cycle; Tasks, responsibilities and interests of stakeholders; Organisational analysis (IOM).

Finally, due attention will be paid to the processing of data and the way in which these should be translated into appropriate presentations of progress serving all categories of stakeholders.

Wednesday The logic of planning; Planning assumptions and indicators; Monitoring the implementation; Defining monitoring information needs; Stakeholders involvement.

Evaluation of Development Interventions 46

PCM/EVA

6-16

3 days

€ 1,100

excluded in fee

47 Our world is about people

Course contents

PCM/EVA - Course Outline

M onday • Introduction to programme/project and organisational evaluation • Application of the relevant tools and instruments

Comprehensive Appraisal of Proposals 48

PCM/APP

6-16

4 days

€ 1,450

excluded in fee

49 Our world is about people

PCM/APP - Course outline

13 - 16 December 2005 / 6 - 9 June 2006 / 12 - 15 December 2006

Tuesday • Brush-up Project Cycle Management and logical framework • Steps in appraisal process • Appraisal criteria

Thursday • Appraisal of the organisational capacity • Appraisal of the monitoring and evaluation system

Friday • The ambiguous role of the desk officer • Drawing up the appraisal memorandum

Wednesday • Appraisal of the intervention • Appraisal of the budget • Appraisal of the institutional environment

Indicators 50

Participants

Course contents

PCM/IND

6-16

4 days

€ 1,450

excluded in fee

51 Our world is about people

Writing Winning Proposals 52

Participants Project managers, programme managers and other staff involved in writing project proposals, either in response to tenders or to calls for proposals.

Course contents The course will start with an exploration of organisations’ tender procedures and procedures for calls for proposals. The different types and

6-16

4 days

€ 1,450

excluded in fee

53 Our world is about people

Wednesday • Analysis of terms of references and calls for proposals • How to decide to write a proposal or not

Friday •P resentation of the contents: readability, appropriateness and appearance of a winning proposal

9 - 12 May 2006 / 21 - 24 November 2006

Thursday • Deciding on the contents of a proposal • Organising the contents of a proposal • Steps in the writing process

3 54

Course guide

Do you want to learn how to provide training to others?

YES

Training of Trainers (ToT) go to page 56

YES

Group Facilitation (FAC) go to page 58

YES

Managing International Partnerships (MIP) go to page 60

YES

Competency Based Learning (CBL) go to page 62

YES

Managing Multi-Stakeholder Processes go to page 64

NO Would you like to learn and practice in the facilitation of workshops, meetings and conferences?

Would you like to improve your communication and relations with international partners?

Are you interested to know how to design effective learning programmes?

Are you interested to organise and guide multi stakeholder planning processes?

NO Please contact MDF for personal advice and information regarding our tailor-made training courses on mdf@mdf.nl

FACILITATING PROCESSES

55 Our world is about people

Training of Trainers 56

Participants Professional and technical staff involved in training programmes in development projects and organisations.

Course OBJECTIVES The Training of Trainers course provides you with theory, skills and tools to develop and implement effective training programmes.

TOT

6-14

1 week

€ 1,800

excluded in fee

57 Our world is about people

Training method

TOT - Course outline

Monday • Dynamics of learning • Adult Learning • The training cycle • Training needs assessment

Tuesday • Developing learning objectives • Interactive training methods • Visual aids and feedback skills for trainers

Wednesday • Interactive lectures • Objective based experiential training design • Designing role-plays and case-studies

We could offer you accompaniment on consultancy basis in the following areas:

Thursday • Facilitation of learning • Dealing with group dynamics • Training delivery preparation

Friday • Training delivery • Evaluation of training programmes • Personal action plan

15 - 19 May 2006 / 11 - 15 September 2006

Group Facilitation 58

and offers methods and tools for different categories of participative decision-making events.

Participants Team leaders, development workers, consultants, trainers and advisers who want to realise effective, high-quality results from participative meetings and workshops.

FAC

6-14

1 week

€ 1,800

excluded in fee

Monday • The Qualities of a facilitator • Dynamics of participative decision-making

Tuesday • Basic Workshop Method • Guided Dialogue • Workshop Methods

Wednesday • Facilitative listening skills • Problem analysis: stakeholders Thursday • Problem analysis: cause-effect • Facilitating colleagues

Friday • Analysing needs for workshops • Designing powerful events • Personal Action planning

7 - 15 December 2005 (7 days) 19 - 23 June 2006 / 4 - 8 December 2006

This course is designed and conducted in association with Bureau Frank Little.

Our world is about people

FAC - Course outline

Managing International Partnerships 60

This course is designed and conducted in association with Bureau Frank Little.

MIP

6-14

3 days

€ 1,200

excluded in fee

61 Our world is about people

MIP - Course outline

Subject

Working Method

Day 1

• Arrivals Introduction • Getting to know each other • Systems thinking • Connecting culture to mental models • Mental models • Conflicting value systems

• Critical incidents (high impact/confrontation) • Syndicate: working on some own cases • Talk • Syndicate work: dialogue instead of discussion • Individual reflection

Day 2

• Questionnaire

Day 3

• Consensus and conflict • Negotiation agreements • Virtual teamwork • Personal Development Plan • Evaluation and leaving

• Talk

28 - 30 November 2005 / 7 - 9 June 2006 / 29 November - 1 December 2006

• Own case work • Role play

• Syndicate work-analysis • Syndicate work

• Simulation • Individual reflection

Competency Based Learning 62

have proven experience in curriculum development and implementation, the use of ICT in education and teacher training.

CBL

6-14

2 weeks

€ 3,550

excluded in fee

63 Our world is about people

Managing Multi-Stakeholder Processes 64

Enhancing Local Ownership and Commitment

MMP

6-14

1 week

€ 1,790

Training method

MMP - Course outline

1 - 5 May 2006 / 20 - 24 October 2006

Monday Introduction

• Planning (for local multi-stakeholder ownership and commitment) • Shaping joint planning reality • Criteria for assessing a good plan

Tuesday Process versus content

• Unravelling planning processes • Planning and decision taking models • Views on multi-stakeholder planning processes - typologies • Tools: assessment multi-stakeholder participation

• The role of the planning process manager • The role of other stakeholders • Consequences – the manager’s skills, knowledge and attitude

Friday Planning process outcomes and Evaluation

• Consequences for implementation (the LF, M&E) • Drafting personal action plans • Evaluation

65 Our world is about people

Course contents

excluded in fee

4 66

Course guide

Would you like to know how to apply different tools in institutional and organisational analysis?

YES

Institutional Development and Organisational Strengthening (ID/OS) Go to page 68

YES

Organisational Development for Advisers and Consultants (ODAC) go to page 70

YES

International Advisory Course (IAC) go to page 72

YES

International Advisory Trail (IAT) go to page 74

NO Would you like to learn more about organisational development and change processes?

NO Do you want to learn to analyse organisations and institutions and to manage their change processes?

NO Do you want to become a certified international adviser through an individual learning trail?

NO Please contact MDF for personal advice and information regarding our tailor-made training courses on mdf@mdf.nl

ORGANISATIONAL DEVELOPMENT

67 Our world is about people

Institutional Development and Organisational Strengthening 68

DĂŠveloppement Institutionnel et Renforcement Organisationnel

ID/OS

6-16

2 weeks

EN/FR

€ 2,930

excluded in fee

69 Our world is about people

ID/OS - Course Outline

Week 1

Week 2

Monday

Framework of ID/OS • Basic Question

Organisational analysis • Staff, style and culture

Tuesday External Organisational Quick scan Strategy and planning • Integrated Organisation Model • Strategic Orientation • Logical Framework Wednesday

I nstitutional analysis: factors and actors • Scanning major (policies, socio-economic, cultural)

Advisory process and skills • Real-life case: introduction

Thursday

Institutional analysis: actors • Collaboration and coverage of services: actors

Real-life case • Interviews • Processing and presentations

Friday

Organisational analysis • Structures and systems • Process description

Individual assignment • Personal action plan • Evaluation

22 May - 2 June 2006, 28 August - 8 September 2006 (EN) / 23 October - 3 November 2006 (FR)

The course fee includes a new toolkit: ‘Tango for Organisations’ (CD-ROM). It explains when and how to use these tools, including examples.

Organisational Development for Advisers and Consultants 70

Course contents

ODAC

6-16

2 weeks

€ 3,230

excluded in fee

71 Our world is about people

ODAC - Course outline

5 - 16 December 2005 / 5 - 16 June 2006 / 4 - 15 December 2006

Week 1

Week 2

Approaches and tools

Advisory process

Monday Tuesday

• Identify learning challenges • OD concepts and process • Role and styles of an adviser

• Appreciative inquiry • Building on successes for change

• Assess the client system • Helping the client to learn

• Real-life case • Fact finding and diagnosis

Wednesday

• Internal dynamics of organisations • Options for strategic change

• Real-life case • Advising the client on implementing change

Change

Skills and Practice

Thursday

• Change Drivers and Challengers • Managing Change

• Learning from the real-life case • Advisory Skills

Friday

• Change in practice • Examples from real-life • Learning organisations

• Meet advisory challenges • Learning points

The course fee includes a new toolkit: ‘Tango for Organisations’ (CD-ROM). It explains when and how to use these tools, including examples.

International Advisory Course 72

IAC

6-16

6 weeks

â&#x201A;Ź 11,000

included in fee

73 Our world is about people

International Advisory Trail 74

A new approach to learning

field of international co-operation, adult education and advisory practice. MDF is currently in the process of certifying the International Advisory Trail.

IAT

5-10

1 week

€ 2,000

excluded in fee

The standard: Competencies Cross-cutting competencies

• Interpersonal competencies • Cross-cultural competencies • Client-centredness • Self-awareness, professionalism

• Marketing • Entry • Contracting • Diagnosing

• Assessment and feedback • Strategic planning • Change implementation • Evaluation, follow-up, separation

Stage 3: Certification Once the candidate masters all required competencies (and this is proven through final assessment), MDF will award the Certificate of the International Adviser.

75 Our world is about people

Process competencies

5 76

Course guide

Do you want to know how the private sector can play a role in socio-economic development?

YES

Public, Private and Civil Partnerships for Social-Economic Development (PPCP) Go to page 78

YES

Value Chain Concept (VCC) go to page 80

YES

Public Finance Management (PFM) go to page 82

YES

Environmental Mainstreaming for Development Organisations (EMDO) go to page 84

YES

Managing Sector Wide Approach Programmes (MSWAP) go to page 86

YES

Sector Wide Management of Education (SWMoE) go to page 88

YES

The New Architecture of Aid (ADM) go to page 90

NO Do you want to know how to develop and manage Value Chain Concept interventions?

NO Do you want to improve your understanding of Public Finance Management and consequences for your organisation?

Do you want to know how to integrate environmental policies in development processes?

Would you like to learn how to integrate sector policies in your daily work?

NO Do you want to learn and practice how to strengthen the management of national educational systems?

Do you want to learn about the state of the art of various Aid Delivery Methods?

NO Please contact MDF for personal advice and information regarding our tailor-made training courses on mdf@mdf.nl

SPECIFIC

DEVELOPMENT THEMES

77 Our world is about people

Public, Private and Civil Partnerships for Social-Economic Development 78

PPCP

6-16

2 weeks

excluded in fee

€ 3,550

Week 2

Tuesday

• RLC: field-visit to analyse a real experience in Public-Private-Civil partnership.

• Institutional, Sector and Organisational Analysis (ISOA): process and tools. •G roupwork: applying tools ISOA on a case-study

8 - 19 May 2006

• Personal skills to engage in multi-sector dialogue and partnerships: communication, negotiation, building trust • Introduction of Real-Life Case (RLC)

Wednesday • Public sector: enabling environment: rules and regulations. • Private sector: institutional framework • Civil Society Organisations

• RLC: Continuation of analysis, preparation presentation • Presentation results of the RLC to panel of stakeholders

Thursday • Public-Private partnerships •M ulti-stakeholder dialogue and partnerships

Friday

• Open space • Personal Action Plans (preparation, presentation and discussion) • Evaluation and closure

• Development strategic options for multi-stakeholder co-operation in social-economic development • Experience market

This course is designed and conducted in association with ETC Crystal.

Our world is about people

PPCP - Course Outline

Value Chain Concept 80

VCC

6-16

1 week

€ 1,790

excluded in fee

81 Our world is about people

VCC - Course Outline

16-20 January 2006 / 22 - 26 May 2006

Monday

Private Sector Development • Overview and Context of Approaches to Private Sector Development • Value Chain Development: the Concept

Tuesday

Value Chain Analysis • Economic Mapping • Selection process and criteria • Sector Mapping principles • Stakeholders and analysis process

Wednesday

From Analysis to Development • Tools and instruments • Practising Value Chain Analyses • Intervention principles • Real-life case

Thursday

Friday

Value Chain Concept • Real-life case, Action planning, Presentations • Evaluation - Closure

This course is designed and conducted in association with Hans Posthumus Consultancy.

Public Finance Management 82

Course objectives This course provides the participants with knowledge on public finance management issues.

PFM

6-16

2 weeks

€ 3,550

excluded in fee

PFM - Course Outline Week 1

Week 2

Monday

Introduction PFM • What is Public Finance Management? • The national budget process (phases) • Current PFM situation

Budget preparation • Government revenue management • Public debt management

Tuesday

Budget execution • Country Financial Accountability Assessment (CFAA) • Public expenditure Tracking Surveys (PETS)

Wednesday

• Visits to relevant PFM institutions in the Netherlands and/or Brussels and/or Frankfurt

27 March - 7 April 2006 / 13 - 24 November 2006

This course is designed and conducted in association with SEOR.

83 Our world is about people

Environmental Mainstreaming for Development Organisations 84

Participants

Course contents

EMDO

6-16

1 week

€ 1.790

excluded in fee

85 Our world is about people

EMDO - Course Outline Monday • Basic concepts, linkages, recent policies • Concrete examples, time and spatial trade-off

Tuesday • Policy cycle, environmental mainstreaming in policy formulation • EM methods for monitoring and evaluation

3 -7 April 2006 / 9-13 october 2006

Thursday • Integrated organisation model, quick scan • Study tour Friday • Environmental issues in mission, vision, strategy and organisation • Organisational aspects to ensure integration

Wednesday • EM methods in project planning and assessment • EM methods for monitoring and evaluation

This course is designed and conducted in association with AIDEnvironment

Managing Sector Wide Approach Programmes 86

MSWAP

6-16

1 week

excluded in fee

€ 1,790

87 Our world is about people

MSWAP - Course outline

19-23 June 2006

Monday

Tuesday

Wednesday

• Adapting the organisation to the new policy environment • Design and management of change • Contracting and formulating ToRs

Thursday

• Monitoring for internal and external purposes • Development of transparent and effective monitoring systems • Financial monitoring and accountability

Friday

• Evaluation and what to do with evaluation results • Prepare your own plan and share it with your fellow participants

Sector Wide Management of Education 88

Participants

Course contents

SWMoE

6-16

2 weeks

€ 3,550

excluded in fee

constantly between the broad perspective of educational policy implementation at national level 89 and the responsibilities and day-to-day activities of the participants. Learning from sharing ideas, experiences and problems with other participants and MDF staff is a key feature of this course. You will be able to discuss the problems that you encounter in using these instruments.