This programme was initiated with a view of to identify and address some of the key issues faced in the field of management and institutional development by NGOs in Nepal and to identify appropriate consulting techniques and management programmes that could help improve their performance.

Final Report of the

Pilot Management Support Programme (MSP)

for Non-Government Organisations

(Nov. 1996 – Dec. 1997)

Initiated and designed by AVSC International Nepal

In collaboration with Karuna Management and funded by USAID.

Coordinated by Rajeeb Satyal

Table of Contents

Executive Summary…………..page ?

1 Background

1.1 The Training Needs of NGOs in Nepal……

1.2 Organisational Issues in Nepal

1.3 Management Development Issues in Nepal

2 Introduction

2.1 What is the Management Support Programme?

2.2 Fundamental Principles behind the Programme

3 Report of the Programme

3.1 Background Activities

3.2 Programme Activities

3.3 Supplementary Activities

3.4 Evaluation of the Programme

4 Conclusions

4.1 Observations and Lessons learned

4.2 Practical Implications

5 Proposed Future of the Management Support Programme

Appendices

A. Design and Methodology of the Management Support Programme

B. Appreciative Inquiry

C. Management Support Programme brochure

D. Management Support Programme timetable

E. List of participants

F. Profile of skills/competencies for Nepali NGO managers

G. List of Breakthrough Projects

H. Mid-term evaluation Questionnaires

I. Description of the Management Support Team Programme

J. Profile of Management Support Team members

K. Management Consultants’ Workshop

Executive Summary

The Management Support Programme was initiated in September1996 by AVSC International /Nepal and funded by USAID/Nepal with the following objectives:

· To enhance the managerial and leadership capabilities of NGOs managers

· To coach participants to achieve desired changes, innovation and improvement within their organisations

· To develop a Management Support Team of coaches and facilitators

It was conducted jointly by Karuna Management -a Nepalese consulting company- and AVSC International/Nepal represented by an independent management consultant . An Advisory Committee was formed with the members representing AVSC International/Nepal, the Department for International Development (DfID), SOMARC/Futures Group, the Dean of Kathmandu University, Management Science Health (MSH), Karuna Management, and an independent consultant representing MSP itself.

This programme was initiated with a view of to identify and address some of the key issues faced in the field of management and institutional development by NGOs in Nepal and to identify appropriate consulting techniques and management programmes that could help improve their performance.

The one-year programme was designed on the basis of the following fundamental principles:

· The Learning Cycle ( authentic learning) which provides unique opportunity for the participants to apply and test new approaches and tools to meet real obstacles, issues and challenges.

· Coaching - a consulting technique to help managers identify options and address their own problems through the process of effective questioning and mentoring.

· Breakthrough Projects - new projects with results or impact that could not have been anticipated by looking at the history of the organisations, for example a dramatic increase in output, or efficiency, overcoming major obstacles or an innovation or noticeable shift in the morale of a team leading to measurable impact.

· Appreciative Inquiry -an approach to organisational analysis, learning and development, based on an investigation of the best qualities and achievments of an organisation or an individual, intended for discovering understanding and fostering innovations and transformation in the human and social systems.

Seven experienced consultants were hired to form a Management Support Team. They were acquainted with the above management techniques. There were 5 Management Support Team orientation workshops before the start of the Management Support Programme. The format used to develop coaches followed the same fundamental principles as the Management Support Programme itself, although at a much more intensive level. All new learning was followed by practical assignments.

A total of forty-one middle-level managers from nine I/NGOs were selected to participate in this pilot programme. Diagnostic surveys of each of these organisations were conducted via confidential questionnaires and face to face interviews.

The management Support Programme consisted of five 3-4 day workshops over one year. Between workshops members of the Management Support Team visited participants for coaching sessions to help them apply new tools and assist with Breakthrough Projects. Each workshop was designed according to the Learning Cycle: new theories and concepts were followed by instant implementation during the sessions or practical assignments in the workplace, followed by review and reflection. Workshops and coaching sessions focused on real issues and challenges. Before each workshop Management Support Team coaches met to discuss progress that participating I/NGOs had made in order to design the next workshop.

.

The nine participating I/NGOs selected team Breakthrough Projects and participants selected individual Breakthrough Projects. Some of the Breakthrough Projects included developing a strategic plan, launching a programme to repair hospital equipment within Nepal, drastically reducing girl trafficking, launching a drinking water project, initiating a long-term management programme for local NGOs and using the design and methodology of the Management Support Programme in specific programmes for other NGOs. Most of the Breakthrough Projects were achieved to a satisfactory degree.

The Management Support Team carried out an Appreciative Inquiry of Organisational Development consultants to discover what factors made them successful. Participants designed and conducted an Appreciative Inquiry of 75 managers to come up with the profiles of ideal NGO managers.

The fundamental principles, tools, techniques and skills used in designing and conducting programme were valuable and innovative -particularly the Learning Cycle, Coaching and Appreciative Inquiry. Both the Management Support Team and participants reported that the Management Support Progranmme had a positive impact in their professional and personal lives.

In the future the Management Support Programme could be developed into a management consulting organisation which provides various management services based on the needs of potential clients. The present Management Support Team members would be an integral part of the Management Support Programme. The programme would seek new, specialised markets, such as marketing, business skills and cost recovery, seek international partnerships, create development networks and promote new ideas.

1 Background

1.1 Training Needs of NGOs in Nepal

NGOs play a significant role in the development process in Nepal. In fact, many NGOs provide excellent service and have managed to set new trends and records and to make radical innovations, most notably in the health and family planning sectors. The impact that NGOs have generated within the last decade must be acknowledged. There has been phenomenal growth in the number of NGOs in Nepal. Indeed, Nepal is considered to have the highest number of NGOs among the developing countries. With this number, NGOs should be considered one of the most valuable resources for the development of Nepal. There has similarly been a huge investment made in developing these NGOs and their human resources.

Unfortunately, this growth in the number of NGOs is not consistently reflected in the quality of their services. Not all NGOs achieve their full potential or are self-sustainable. It has been observed that NGOs function only as long as the financial and technical support from donors continues. These organisations need to develop their own resources and strengthen their capacity in order to continue operations with local funds or through approaching donors. It is essential that NGOs become learning organisations in order to exploit the opportunities available.

They will have the potential to perform far better than at present if they strengthen their managerial capacity.

A considerable amount of time, money and effort has already been invested to improve management skills. This has been mostly in ways like management training and workshops or short and long term education and training abroad. Some organisations have gone to the extent of sending staff abroad for long term programmes and even higher academic degrees. Sometimes training is little more than a financial incentive for the employee and has little or no relevance to their actual performance within that organisation. Even the latest participatory training approaches/models have not been able to produce the kind of result that could impact bottom line productivity in the long term.

There is, therefore, a need for a different kind of management support. As one of our advisors states, because NGOs cannot release staff for extended periods of training, they are forced to learn on the job. There is also no system which enables lessons learned to be easily shared within the organisation. Emerging managers do not have the practical opportunity to solve real problems.

It is therefore essential to develop mentors, or leaders, within the organisation with whom the young or inexperienced managers can work together and benefit from working in teams.

There is a need for a practical, long term programme which can create a positive environment for implementing new techniques, new ideas and innovations in the workplace, foster the learning ability of individuals and enable them to share lessons learned with the organisation. It is not the lack of resources that causes problems, but the organisational mood, collective tensions, frustration and anger that are a barrier to growth.

Development agencies and organisations working in Nepal will, in the coming years, become more concerned with developing leadership and management capabilities at different levels for the next generation of leaders, and creating an environment in which employees are committed and accountable.

It has become necessary for organisations and managers to not only prepare for change but to embrace it and benefit from it.

1.2 Organisational Issues in Nepal

The intent of presenting these issues is not to discredit the efforts and outstanding results that NGOs have produced so far but to explore further space for improvement.

· Many NGOs and INGOs could benefit from reviewing their fundamental values and work culture in order to become more competent in managing in the present reality and adapt to future challenges. Poor value systems can play a counter-productive role within the organisations.

Playing safe and the replicating of programmes are one cause of the barrier to higher performance. The management of NGOs should be prepared to try out innovative ideas, techniques and programmes as a part of their regular process.

· Unambitious outlook and approaches are a common factor in neutralising positive efforts and can adversely affect the mood and personality of the organisations.

· The concept of shared vision could be promoted to improve individual commitments within the organisations.

· Organisations should identify and achieve mastery in their own core competence area and if necessary redefine this in their own particular context.

· Traditional concepts of organization can result in leadership crises in Nepalese organisations.
This indicates a need to change the basic concept of leadership from a narrow to a broader perspective.

1.3 Management Development Issues in Nepal

The above organisational issues cannot be addressed solely by the occasional training programme.

There are also few organisations large or rich enough to afford to run their own training throughout the year. In such a context, the most effective and economic way would be to hire long term consultants who would not have to be retained but could bring a wide range of skills and experience, and innovative techniques to the organisation. Although successful organisations hire management consultants or coaches to help them grow, this is still one area that need to develop to meet rising demand.

Below are some of the key issues regarding Organisational Development/Management consultants.

· There is sufficient room to improve OD/Management consultation approaches to make it more acceptable in a local context, more beneficial to clients, and to have more impact on organisations,.

· Management consultants could try new innovative approaches and ideas rather than using safe old models. There is often an over-generalisation of key issues, and solutions are often prescribed without taking the unique nature of the organisation into account.

· Most Nepalese OD/ Management consultants come from training and academic backgrounds. Often academics or researchers, they can tend to focus on analysis and report writing.

· Not all of them are developed and groomed as consultants or coaches, nor have they worked as senior executive of any organisation. The consulting profession needs both sophisticated knowledge and practical skills, which need continuous research and practice. There are also no organised, regular seminars or gatherings, nor is there a forum where OD/Management consultants can come together to share knowledge and learn new skills from each other.

· Management /OD Consultation is a new profession in Nepal. It is gradually replacing traditional training programmes which do not have long term accountability. In terms of results, it can cost an organisation less. In the light of our rapidly changing working environment, there is a completely new market for a new generation of consultants.

2 Introduction

2.1 What is the Management Support Programme?

The Management Support Programme (MSP) was a one year pilot programme initiated by AVSC International/Nepal and funded by USAID. It was designed and implemented by AVSC, in collaboration with Karuna Management, a Nepalese management consultancy firm.

An advisory committee was formed with the members representing AVSC International/Nepal, the Department for International Development (DfID), SOMARC/Future Group, the Dean of Kathmandu University, Management Sciences for Health (MSH), Karuna Management and an independent management consultant representing the MSP itself.

The objectives of the programme were to help NGOs improve their performance by:

· enhancing the skills of managers by enabling them to become more self-directed, clear-thinking, responsive to change, adaptable to various environments and improving their communication skills and ability to work as part of a team and

· helping managers to bring impact within their organisations by allowing them to apply acquired skills in the workplace through post-workshop assignments and coaching by the Management Support Team (MST).

· A further objective was to develop a Management Support Team of coaches for future Management Support Programmes.[1]

The MSP ran from November 1996 until December 1997. It comprised of five (5) workshops, both inside and outside the Kathmandu valley. Each workshop was followed up by 2-3 coaching sessions, where Management Support Team (MST) members visited participants in their organisations.

Thirty five (35) middle managers from nine (9) I/NGOs affiliated to USAID/Nepal, CARE, Save the Children-US and the Asia Foundation/Nepal were selected to participate in this pilot programme.

2.2 Fundamental Principles behind the Programme[2]

This program was initiated in order to identify and address key issues faced in the field of management and institutional development of NGOs in Nepal.

It was intended to identify effective consulting techniques and skills that would have a tangible impact on the performance of Nepalese NGOs.

The program was designed on the basis of the following fundamental principles:

Learning Cycle (or authentic learning)

“Authentic Learning combines intellectual knowledge and understanding (knowing) with real-time application of new tools and skills to address challenges facing the person/organisation (doing) and changes the way the learner ‘dances’ with the world – perceive, think, feel, behave and relate (becoming/being).

“Through an on-going learning cycle of workshops/education, coaching, implementation and reflection, the MSP programme provides an unique opportunity to apply and test new approaches and tools to real obstacles, challenges and opportunities”.[3]

Coaching

An effective consulting technique intended to coach, guide and help clients unleash their potential and maximise their performance, raise their level of awareness, responsibility and commitment in order to achieve desired goals. Participants are not approached as experts, nor is the role of coaches to fix problems.

Breakthrough Projects[4]

New projects to be undertaken by the participants during the program which have results or an impact that could not have been predicted or anticipated by looking at the history of the organisations.

A breakthrough could be a dramatic increase in output or efficiency, overcoming major obstacles or an innovation or noticeable shift in the mood or morale of a group or team leading to a measurable impact.

Appreciative Inquiry

“The aim of Appreciative Inquiry is to identify and illuminate the root causes of success vs. the root causes of failure. By building a foundation of the best or most effective values, life-giving forces, practices and patterns, people are more inspired and empowered to co-construct their organisational realities. Appreciative Inquiry fosters a genuine inquiry, dialogue and participation across the organisation, focusing on building a more positive future.”[5] [6]

3 Report of the MSP Programme

3.1 Background Activities

( June 15 - November 30, 1996)

The purpose of describing the background activities is to record and share the experience of working with a team of professionals from different organisations in order to develop a new team for a common purpose.

· A broad concept of the management support program was initiated by AVSC International /Nepal represented by Mrs. Harriet Stanley, Country Representative. It was contributed to by Mr. Anton Schneider, SOMARC, The Future Group International. The fund was provided by USAID through AVSC International. A management consultant was hired to organise, coordinate and manage the entire operation.

· Mr. Ravi Pradhan, representing Karuna Management, was hired for a period from October 1, 1996-October 31, 1997 to provide technical assistance in design, to conduct workshops and develop a management support team of coaches.

· A team of 7 consultants were initially hired to be developed and work as members of the Management Support Team (MST) of coaches to provide coaching and consultation to the client I/NGOs during the programme. There were 5 males and 2 female consultants. All consultants already had experience in management consultancy and training. One female consultant dropped out after the first Management Support Team (MST) workshop in September 1996. Another discontinued after the third Management Support Programme (MSP) workshop in mid 1997.

· An Advisory Committee was formed to provide continuous input and direction to the Management Support Program. The committee’s members were:

Mr. Michael Lowe, Overseas Development Agencies

Mr. Anton Schneider, SOMARC (TFG),

Mr. Bijay KC, Dean Kathmandu University

Mr. Hare Ram Bhattarai, Management Science for Health (MSH)

Mr. Ravi Pradhan, Karuna Management, Nepal

Mrs. Harriet Stanley, AVSC International/Nepal

Mr. Rajeeb L Satyal, Coordinator, Management Support Program

· The objectives, design and format of the Management Support Programme were agreed by general consensus of the Advisory Committee.

· A briefing session was organised on September 19 1996 to present the design, process and methodology of the MSP programme to representatives of various I/NGOs to invite them to nominate their executives and partner NGOs to participate in this pilot program.

An information brochure[7] was developed and then distributed to major potential client I/NGOs along with a brief introduction letter from AVSC International. NGO-Coordination Committee and member organisations were personally approached and encouraged to nominate a minimum of 4 participants from each organisation.[8]

· I/NGOs nominated managers to attend the programme. While larger NGOs were able to nominate about 4-7 participants each, smaller ones could only nominate 1-3 managers. There were a total of 30 participants from 9 I/NGOs available to attend the programme. However, the total number of participants increased after the first workshop so that the average number of active participants throughout the program was 35.

3.2 Programme Activities

Diagnostic Study

This was the initial activity of the MSP program on which the design and content were based, and was also later used as a reference point for evaluation. It was conducted at two levels.

Firstly all participants were asked to complete the confidential questionnaire below and return it to the organisers.

· What inspires and motivates you most about working in your organisation ?

· What is the important thing your organisation has contributed to you personally ?

· What are the two or three biggest difficulties you face in doing your job more effectively ?

· For your organisation to achieve its vision and goals more effectively, what are the most important things that it must focus on over the next 2 -3 years?

· If you could transform /change your organisation, what three things would you do to enhance its vitality, effectiveness and its overall health ?

Next these participants were individually and privately interviewed by the Management Support Team members.Typical questions included:

· Give an example of the most effective team or committee you have been part of. What factors or skills made it effective? How did you feel about yourself ?

· What qualities and behaviours are most necessary for you to excel in your organisation ? Of these, which are actually valued and encouraged by senior leadership (or donors ) ?

· What do you like best about how your organisation functions, operates or works on a day to day basis?

· Is there anything else you want us to know about your organisation ?

This process allowed the consultants to systematically study the entire organisations, their cultures, perceptions and underlying assumptions. The system of written as well as the personal interviews ensured a more accurate diagnosis of the organisation on one hand and improved the chance of improving personal chemistry with the clients on the other. It also communicated the subtle message of deep commitment of the consultants.

The diagnostic study revealed some of the common issues regarding Nepalese NGOs. Issues included:

· Perceived donor pressure

· Lack of transparency in decision making

· Poor management skills

· Conflicting directives of donors and consultants

· Limited technical understanding

· Poor coordination and cooperation within departments.

Sometimes we diagnose physical illness without being aware that the cause of the illness may be non-physical in nature. Organisations may also have the same fate, and be wrongly diagnosed and treated.

The study’s purpose was to find the real “mental model” of the participating organisations, comprising their moods, perceptions and thoughts to help prescribe the most appropriate therapy.

Workshops[9]

After completing the diagnostic study, the next step was to organise a series of 5 workshops. Each workshop was to be followed by 2-3 coaching sessions. In each workshop, as well as “Team” and “Individual” Breakthrough Projects which were carried out during the entire one year period, many smaller assignments were also given to the participants to complete by the next workshop. Workshops were conducted by Mr Ravi Pradhan, other Management Support Team members and the Management Support Programme Coordinator.

Pre-workshop Activities

The general process followed in designing and conducting each workshop was:

· MST meetings were held to discuss coaching reports and review participating organisations’ progress in terms of assignments and use of techniques and tools.

· Input from participants (for example, by Mid-term Evaluation), from CEOs, from senior executives of the client organisations and from the Advisory Committee was used to determine the content of workshops.

· Stake holders and concerned donors were involved as much as possible.

· The contents and method of each workshop were decided upon.

· Sessions were allocated and a resource person ( “coach” or “designer”) designated for each session.

· Venues, time and other logistic arrangements were decided and invitation letters sent one month in advance of each workshop.

· Assessments and observations of MST progress were made by MST members.

Each workshop and every session had a clear Purpose and Intended Result. A lot of time was spent in coming to a team consensus on PIR. Coaching, learning cycle and review reflections were invariable features of the MSP workshops. The purpose and intended results of each workshop finally lead to achieving the main PIR of the whole program. Each workshop is briefly discussed below.

Workshop 1

Dhulikhel, December 1 – 3, 1996

Focus:

To lay the foundation for the rest of the programme

To select the kinds of issues and challenges participants wanted to address over the next 12 months

To begin to identify the outcome or results that would represent a Breakthrough

It began with the process of examining the participants’ vision, mission, and strategic priorities. Participants were briefed about the overall objectives, activities and expected commitment from them for the whole year. They were then acquainted with the learning methodology and process of Management Support Programme. This included important management tools such as the role and nature of how we perceive and interpret the world, listening and communication skills, meditation and mindfulness practice and team effectiveness processes. Half of the workshop was devoted to learning and practising theories, techniques and tools of Appreciative Inquiry. An initial discussion was held with participants in order to identify main topics of inquiry and to select breakthrough projects. All these topics were both discussed in the participants’ own context and also intended to be practically applied by assigning participants to use them in their workplace and to report back at the second workshop.

Some of the topics of the workshop:

Organisations as a network of conversations

Managing the present from the future

Listening types

Participants’ commitment towards the program

The spirit of Inquiry

Learning diary

Meditation

Appreciative Inquiry – discovery phase

Vicious Circle

Grounded and ungrounded assessment

Various kind of conversations

Review and Reflection

Assignment:

Participants were assigned to select areas for Appreciative Inquiry, design an Appreciative Inquiry questionnaire in their organisational team, interview at least 3-4 managers and recommend 2-3 attributes of the ideal manager. On the basis of their recommendations further workshops were to be designed to include the participants’ requested topics and skills, as the next workshop was intended to be guided and co-designed by participants themselves. Participants were advised to start thinking about their breakthrough projects which they wanted to implement within the programme period.

Coaching 1

The first coaching sessions were focused on guiding the I/NGO teams to identify specific breakthrough results, indicators and success criteria, and to design questions for an Appreciative Inquiry, conduct interviews and to write a report of the results. Participants were given assignments to select topics for Appreciative inquiry, design an AI questionnaire and interview at least 3 managers in order to recommend the best 2-3 attributes of an ideal manager. Participants were coached by MST members to complete their assignments. They were also coached to review and reflect on the skills learned and to use them in their offices.

WORKSHOP 2

Kathmandu, 4 – 7 February, 1997

Focus:

To reach a consensus on the profile of the best managers from the Appreciative Inquiry

To share comprehensive reports of diagnostic studies of the organisations with the participants

To guide participants to select Breakthrough Projects for each I/NGO team

To debrief other I/NGOs about the programme

The MSP programme was formally inaugurated and many national and international agencies briefed about the pilot program . The representatives that attended the inauguration of MSP were from USAID/Nepal, GTZ, World Bank, WHO, UNDP, AVSC International, UNFPA, the Ministry of Health and the members of the Advisory Committee. In this workshop the report of the appreciative inquiry of I/NGOs managers designed and conducted by participants was shared in the form of a profile of ideal NGO managers in Nepal .This later formed the basis for designing the content and selecting topics for the Management Support Programme. There were senior executives from participating organisations and INGOs responsible for supporting participants present during the sessions to negotiate and endorse the Breakthrough Projects selected by their team. On this occasion , Management Support Team members shared the report of the diagnostic study with I/NGO team members in the presence of their senior executives. The results were generalised, and no specific participants were referred to. The presence of non-participating senior managers from I/NGOs proved useful to the participants in selecting their Breakthrough Projects.

The participants were acquainted with some important techniques, tools and skills. These included visualisation techniques and meditation, which was practised during the session and was given as an assignment to practise during the period until the next workshop.

Some of the topics of the workshop:

Appreciative Inquiry and Learning Blocks

Complaints into action

Negotiation of Breakthrough Projects with CEOs

Organisations as a network of conversations

Team Report:

As a part of the process each team presented its report on the Appreciative Inquiry of 70 Nepali I/NGO Managers, which had been their assignment from Workshop 1.[10]

Assignments:

I/NGO teams were assigned to finalise the commitments, outcomes and milestones of their Breakthrough Project as well as putting other management skills acquired in the workshop into practice in the work-place.

Coaching 2

These sessions focused on the Management Support Team supporting participants in progressing with the Breakthrough Projects to state their commitments, conditions of satisfaction and action plan milestones. As a result of the coaching, breakthrough projects for each NGO were finalised during this period.

Participants were also coached in using the skills and tools learned in the workshops back in the

work-place.

Workshop 3

Kathmandu, May 11-13, 1997

Focus:

To review and reflect on progress in Breakthrough Projects

To allow Senior Management of I/NGOs to observe the presentation of progress on Breakthrough Projects.

To identify breakdowns, obstacles and learning blocks

To acquaint participants with some new and important skills and topics to help them overcome obstacles

This workshop started with review and reflection of the previous work.

Participants presented their progress on Breakthrough Projects addressing their breakdowns and obstacles and identifying learning blocks. The Advisory Committee members and CEOs were invited to observe the presentation

Participants were acquainted with new skills, such as coaching and giving and receiving feedback.

Some of the topics of workshop:

Organisations as Living Systems

Learning and Practice of Coaching – GROW Model

Learning Blocks

The Profile of an Effective Learner

Personal Development Plans

Domains of Concern of Life

Conversation for Acknowledgement

Assignments:

Participants were assigned to continue action on team Breakthrough Projects, to identify Individual Breakthrough Projects and Conditions of Satisfaction and prepare Action Plans . They were also assigned to make Personal Development Plans for themselves to focus on over the next year.

Three I/NGOs were assigned to organise a one day workshop on strategic planning with the help of the MSP team.

Coaching 3

The third coaching sessions focused on team Breakthrough Projects and other specific tools and processes (such as feedback and meditation). At this point Mid-term evaluation was carried out.[11]

Workshop 4

Kathmandu, August 19 – 21, 1997

Focus:

To further consolidate Breakthrough Projects

To share and discuss the results of the Mid-term evaluation

The workshop was designed to consolidate Breakthrough Projects through further discussion and review and reflection.

New topics and skills were also introduced in view of clients requests’ through mid-term evaluation, such as Team Challenges, the impact and development of skills for individual participants; Customer Value, reviewing of the strategic planning process, participants’ redesigning of their own training and other programmes, drawing up a plan of action to develop management skills and dealing with negative comments.

One important feature of the workshop was that donors were invited to share their expectations from their partner I/NGOs. A representative from HFP / USAID joined the workshop and made a presentation and answered queries from the participants.[12]

Some of the topics of the workshop:

Mid-term review

Progress review of Breakthrough Projects (impacts/breakdowns/obstacles )

Redesign of client’s training and other programmes using learning cycles/MSP method

Donors’ perspectives and expectations from partner I/NGOs

Coaching as a management skill

Customer value and satisfaction

Assignments:

Participants were assigned to further work on team and individual Breakthrough Projects, and to implement plans to improve customer value and customer service in their offices.

Coaching 4

Participants were coached to review and reflect on past learning. Coaches helped participants

as they continued to work on team and individual Breakthrough Projects, and to prepare them for the 5^th and last workshop.

Workshop 5

Sauraha, 10 – 12 December 1997

Focus:

To review and reflect on previous learning

To review Breakthrough Projects

To plan new Breakthrough Projects for 1998

The fifth and final workshop’s main theme was Conversation for Generating Completion.

During these three days participants reviewed and reflected on individual as well as organisational achievements so far and generated new breakthrough goals for the next year. All the participants expressed deep satisfaction with the progress they had made in terms of results and learning they achieved through this programme. Some new topics were also introduced.

Some of the topics of the workshop:

Conversation for Accomplishment

Review of permanent Domains of Concern (reflection)

Conversation for Leadership

A Brand called “You”

Conducting Effective Meetings

Acknowledgement of MST’s/participants’ and advisors’ contributions

Future Assignments:

Although this was the last workshop, all teams promised to set a new Breakthrough Goals, to continue using the techniques and skills learned during Management Support Programme and also to acquire new knowledge and skills.

Coaching 5

Further coaching was scheduled for the first three months of 1998 to help teams to get started on the new Breakthrough Goals.

3.3 Supplementary Activities

There were several other activities outside the core programme that led to its unique success for all involved: AVSC International, Karuna Management, the MST members and MSP Coordinator, Advisors and also CEOs of the participating I/NGOs.

· Management Support Team (MST) Meetings: There were MST meetings after each workshop at regular intervals, which were a major factor in the success of the Management Support Programme. Management Support Team members provided constant feedback and input towards the success of this programme. MSP was a rare model of “team work” with various consultants working together. Although there were occasional disagreements, the final results were always in the clients’ best interests.

· Advisory Committee meetings: There were 6 formal Advisory Committee meetings held during the programme period. (These will continue in the coming year also). These meeting played a very important role in encouraging, providing direction and guidance to the MSP Coordinator. Members attended meetings voluntarily with no compensation for their time. They were also invited to workshops.

· CEO meetings and consultation: Regular consultation with CEOs was an important part of the MSP programme. CEOs and concerned program executives from the donors were consulted on the progress made by participants and asked for feedback and suggestions. Their responses were mostly very supportive and enthusiastic, and were recorded and incorporated in the workshops and the design of the programmes. There was a formal debriefing meeting on April 16,1997, about overall progress. CEOs were also invited to join their organisation’s team of participants. They were also personally and regularly contacted by coaches and the MSP Coordinator.

· Strategic Planning workshop: A workshop was held at ADRA / Nepal, Banepa, on May 30, 1997, for the team of ADRA, ENPHO and MCH Products. It was organised at the request of participants since they all had Strategic Planning as their Breakthrough Project. It was conducted on a coaching model through the process of questioning only. Clients were helped to develop their own model and process and take steps towards developing strategies for their organizations.

· Technical Assistance: At the request of WOREC, a long-term Strategic Planning programme was designed and provided by two MST members on a subsidised basis. WOREC paid additional fees for days beyond the number provided by AVSC International for coaching. The process started in July, 1997 was still in progress in March 1998.

· Back-up workshop: In May, 1997, MST members and the MSP Coordinator organised and conducted a 4-day back-up workshop for participants who were unable to attend the first workshop. This was to allow them to cover what they had missed. Other non-participating members from the participating organisations included ADRA/Nepal, NFCC, CARE/Nepal, and AVSC International.

· OD Consultants workshop: In April, 1997, consultants joined a workshop to share findings and give opinions on the results of an Appreciative Inquiry of about 10 OD consultants and clients.[13]

3.4 Evaluation of the Management Support Programme

Method

“Although the approaches and styles towards evaluations vary from person to person there is quite a high degree of consistency about what they consider to be the primary aim underlying their activities in the four purposes: 1)Proving to demonstrate the value of the program (2) improving- to ensure that the current and future programs are improved on the basis of the evaluation of the present program (3) Learning – as part of the program itself and (4) Controlling – a very common way of getting data and seeing that it achieved the effect that it was designed for.”[14]

Using the Diagnostic Report and Appreciative Inquiry of OD consultants and I/NGO managers as a benchmark, evaluation was carried out by:

· Mid-term evaluation of all concerned parties via various questionnaires[15]

· Assessment of NGO teams’ progress by the Management Support Team via regular coaching reports and MST meetings

· Review and reflection by participants in workshops and coaching

· Consultation between MSP Coordinator and CEOs

Mid Term Evaluation: The Mid-Term Evaluation was designed and conducted to review the first half of the MSP program and to identify areas for improvement in the second half.

The MTE was designed to evaluate the program mutually with the participants, donors, sponsoring I/NGOs, CEOs, Advisory Committee members, the Management Support Team (MST), Karuna Management and MSP Coordinator, AVSC International, as well as communities affected by this programme. 80% of the participants responded. Advisory Committee and MST responses are complete.

The findings are presented as follows:

a) Mid-term evaluation of the MSP by participants

b) Mid-term evaluation of the MSP by the Advisory Committee

c) Mid-term evaluation of the MSP by CEOs

d) Mid-term evaluation of the MSP by Donors and other I/NGOs

e) Mid-term evaluation of the Management Support Team by MST

a) Evaluation by the Participants

· What has been most effective in terms of design, methodology, and content? The majority of participants reported that the group discussions during workshops and the coaching sessions between the workshops were found to be very innovative in design and suited to the Nepalese context. The use of the Appreciative Inquiry (AI) model to guide the overall programme, the team work with other NGOs, the encouragement to challenge traditional thinking, availability of reading materials in Nepali and the unique design of the program were highly appreciated by the participants. However, some expressed concern on the limited understanding of the program by many of the CEOs of the participating I/NGOs and representatives of sponsoring INGOs.

· What changes in your attitude, style and behaviour have occurred? The majority of participants reported some positive change in their behaviour, attitude and managerial skills as a result of their participation in the programme. Committed listening, positive thinking, an affirmative and appreciative outlook towards their colleagues and boss and better teamwork were some of the more common changes reported by the majority. A heightened sense of commitment, rational thinking, control over anger and an ability to prioritise were some of the most useful attitudes and behaviours developed by some participants. They reported that they had become more confident, trusting, kind, patient and calm, and better-skilled managers. Most felt that it has created a better environment in the office including improved interpersonal relationships and an improved, more creative and more innovative culture.

· What has been most helpful in terms of new learning and growth? The design and methodology were acknowledged by the majority of participants to be one of the best parts of the programme. They reported all the topics covered in the workshops as useful and practical. In terms of skills, techniques and tools, Appreciative Inquiry, conversation for generating possibilities, the feedback process, active and committed listening, the Breakthrough to breakdown process, generating commitments, and good interpersonal communications were felt by most participants to be most helpful. A lesser number also reported that other tools such as meditation were useful.

· What impact it has had so far? A majority reported that the programme had produced improved teamwork and interpersonal relationships with colleagues, as well as a better working environment. Others reported achievements in Breakthrough Projects, new programs initiated, a “better understanding of karma”, increased effectiveness of communication inside the office and recognition of how to avoid falling into a vicious circle, as some of the ongoing impact and gains within the organisations. This impact was observed and valued by the participants, although some CEOs and sponsoring I/NGOs have yet to be convinced of their value.

· What specific areas need improvement in the second half? Some participants recommended that resource persons adjust their behaviour and manner towards participants in order to be more encouraging. More involvement of Management Support Team (MST) members in and during the workshops was also recommended. Apart from that, MSP was appreciated for providing good services. An increase in the number of days and a decrease in the number of visits for coaching I/NGOs outside Kathmandu was requested.

· What new topics and skills do you recommend for future workshops? Participants recommended that some technical skills and topics be included in the second half of the programme. These included proposal and report writing, designing and conducting training programs, advocacy and networking skills, skills to negotiate with donors, conducting meetings effectively, facilitating and supervision techniques, monitoring skills, marketing skills and computer skills.

· What factors block or hinder the participants in their learning process? The main factors cited as blocking the participants from learning and applying skills learnt were: lack of time to practise, participants’ preoccupation with their regular work, and organisations’ traditional thinking. The lack of faith in some cases of seniors and colleagues in the approach of MSP was noted. Participants also thought that there was potential to improve co-ordination among the team members.

· Did participants have any recommendations and feedback for CEOs? The participants suggested that CEOs, donors and sponsoring INGOs accept the positive comments about MSP, be more supportive and accepting of innovative ideas and allow more time to work on their Breakthrough Projects. They also suggested the creation of new avenues for the application of tools and techniques learned during the program and more effort in understanding the basic design and methodology of MSP.

b) Evaluation by the Advisory Committee

Quotes from Advisory Committee members obtained from the Mid-term questionnaire.[16]

· The good thing about the programme is it is custom-made and not an off-the-shelf programme. Culturally acceptable in Nepal, it has potential to be self sufficient.

· Part of the success has been due to the limited size of the programme. There is a danger that as it grows the closeness through smallness will be lost .

· The three best things about MSP are: the coaching concept, the focus on the positive side (Appreciative Inquiry) and its participatory approach.

· We have stimulated questions about how things have been done in the past and this is leading to healthy discussions and exploration of possibilities – this is one of the critical elements of changing attitudes and is essential to development

· The best things about MSP are: enhanced skills of participants, a well-developed curriculum, teaching and institutional methods and satisfaction of the participants.

· It would be better to show training/programme blue prints

· Some of the targets set by some participants appeared a little unrealistic and unless challenged did not provide a real opportunity.

· It would be good to include 1-2 CEOs in the Advisory Committee

c) Evaluation by CEOs

Quotes from Chief Executive Officers obtained from the Mid-term questionnaire[17]

· Participants’ attitudes became more positive

· There is a better organisational climate

· Planning has become better

· There are more meetings

· There are more new ideas

· There has been no visible change in the skills of the participants

· More in-depth practice may be more helpful in executing the Breakthrough Projects

d) Evaluation by Donors and INGOs

Quotes from donors and INGOs obtained from the Mid-term evaluation.

· Some behavioural change was observed in the participants

· Participants are demonstrating their excitement and appreciation for the opportunity to reflect on their roles and to explore their own knowledge and potential. This enthusiasm is evident in their willingness to respond to other technical interventions and programme plans – thus strengthening ….(our organisation’s)… overall programme implementation

· (Our organisation) …..has had an opportunity to demonstrate in a measurable way that it is committed to supporting its partners, not just using them to implement programs, in a way that could meet the goals of both participants

One of the participants has moved from being a manager who waits for someone to tell him what to do, to a manager that decides what is needed; makes a plan and then goes after it…..on a number of occasions, I’d mention a programme idea. Before having time to discuss it, he would have already had several meetings and the activity would be underway.. I have also noticed that the systems he has helped to put in place are based on good solid logic and common sense…..(which) helps to ensure that the building blocks for a solid program design are recognized and taken into consideration. .

e) Evaluation of the Management Support Team by MST members

Points raised, obtained from Mid-term evaluation.[18]

What has been the most important impact or effect (Breakthrough) you have achieved out of this program in terms of your behaviour, style and attitude ?

· More confidence in dealing with clients

· An increased ability to accept difficult situations more easily

· A more positive attitude towards life

· A committed listening habit

· A more appreciative outlook

· Ability to work in a team

· Greater tolerance

· Increased maturity, confidence and assertiveness

· Greater clarity of thought about all aspects of their lives

· More able to handle stress and anger.

What new skills and capabilities have you developed as an Organisation Development Consultant?

· Acquired skills which focus on clients’ needs

· Developed techniques to make a diagnostic study of organisations

· Gained skills in using an Appreciative Inquiry approach as opposed to a problem solving approach

· Acquired new consulting skills, coaching skills and process management

Which are the most important factors that have given you vitality as a team member?

· Being part of professional team

· Making a contribution within and to the team

· Friendship with team members

· Having a beginner’s mind with a quest for learning

· Demanding work and commitment

· Sharing personal and professional interests and ideas with others

· Exposure to the latest OD concepts and challenge

· Useful feedback and encouragement from the team

f) Progress Report on Participating I/NGOs

Organisation 1 (Kathmandu-based, fertility-related)

The participants from this medium-sized health-related organisation were very active and enthusiastic. There were altogether 6 participants representing 4 departments. They reported several positive changes in their behaviour which helped them a lot in their work. The CEO and all the members of senior management were supportive to the programme.

They have also been successful in internalising the process to a considerable extent by trying to look for new customers and new product lines – i.e. new possibilities. As an outcome of participating in the programme there has been a positive change in their behaviour and attitude. They have become far more innovative and imaginative. With continued efforts, commitment and their management’s support, it appears certain that they will not only reach their target but exceed it.

Organisation 2 (Maternal and Child Health)

This is a quasi-private enterprise established for improving maternal and child health through the production and marketing of maternal child health products to Nepalese people. In the course of the coaching the team selected “formulation of a corporate plan” as their Breakthrough Project The team was able to prepare a corporate plan for the company incorporating its vision , mission , “SWOT” analysis, strategic issues, area identification and action plan elements. The team was able to come up with a list of the potential products to be marketed in future. The participating members also decided to continue to work further on their Breakthrough Project in 1998 .They have also identified areas for individual Breakthrough Projects. Although there were initial difficulties, their present rate of progress is encouraging.

Organisation 3 ( Health and Environment related)

This organisation works in the field of environment and public health and sent some of the most active participants. The commitment of this organisation towards this programme is self evident from the fact that even Chief Executive Officers, board members and the Chairman of the Board attended two of the five workshops.

This organisation selected Strategic Planning as a Breakthrough Project. The commitment of the Breakthrough Project was to scrutinise and reaffirm it’s vision, mission, goals and objectives. The final product of this project was a five year plan for environmental laboratory-based services , environmental conservation and community development services, and to explore opportunities for fund-raising for long term sustainability.

Organisation 4 (Rural-based NGO)

This rural-based NGO was represented by two participants and reported a positive impact in their ability to make better decisions and recognise new opportunities. They successfully achieved their Breakthrough Project of establishing a training centre to provide training to other NGOs based on the learning cycle and coaching. It is reported to be going well .

Organisation 5 (Rural-based NGO)

Participants launched various public awareness activities in order to help people understand the value of family planning in a remote district. It was through the MSP that the team learned many ways to work effectively together. Now they have review meetings at least once a month where they explore new ways of becoming more effective managers within their organization and provide feed back to each other regarding their monthly work activities.

Organisation 6 (Community-based HIV /AIDS prevention NGO)

The team from this NGO – long-established in Nepal – actively participated in this program with full commitment and satisfactory results. They also hired two members of the Management Support Team to help them prepare their Strategic Plan . Their participation in and commitment towards the programme was total and they achieved their Breakthrough Project.

Organanisation 7 ( Rural-based NGO)

This organisation supplied one of the keenest teams of participants. They reported a positive impact from the programme. The Breakthrough Project of this organisation was to conduct a mini Management Support Programme for their board members as well as other local NGOs working in their programme area. Since this breakthrough project required funding, they selected a new Breakthrough Project of developing a “model mother group”. As a result, they have already selected two mother groups to be developed as models for other groups functioning in the area. This new Breakthrough Project is supported by their sponsoring agency in Nepal.

Organisation 8 ( Remote-area NGO)

This small NGO/club was initially represented by two participants. This team selected the establishment of a drinking water system in their village as their Breakthrough Project. As there was real scarcity of drinking water in the community, it was supported by the entire community. Many members of the community attended the coaching. By the last Management Support Programme workshop, they were able to make contacts and establish understanding with the local authorities for exploring possibilities for channeling government resources into developing a water system in the village.

Organisation 9 ( INGO)

This is one of the medium-sized INGOs engaged in health and integrated community development in Nepal. While the individual team members from this organisation participated fully in the workshops, they could not produce any Breakthrough Result. This was due to internal organisational problems they faced during the programme.

4 Conclusions

4.1 Observations/Lessons learned

These findings are based on Mid-term evaluation, coaching reports, periodic reports and discussion with participants, CEOs and donors.

a) The Management Support Programme

Impact of MSP

Managers and coaches reported a dramatic impact from using new communication skills such as active listening. This impact was reported in both personal and professional lives, resulting in less tension in the work place and more positive interactions with colleagues.

The broad concept of the Management Support Programme has already been put into practice outside the MSP, for example in the Strategic Planning Workshop for one participating organisation.

Technical Assistance has been provided to one participating I/NGO to improve its Management Information System (MIS) based on the principles of the Management Support Programme. MIS was reinterpreted and redesigned by the executives of that organisation in their own context. It was demystified for all members of the organisation to have a common understanding. This organisation has since been able to considerably improve the flow of information between departments and consequently improve interdepartmental relationships.

The fundamental principles of the Management Support Programme is presently being used in several consulting proposals offered to various clients to improve their operations.

Design

The design used in the MSP based on the Learning Cycle , Appreciative Inquiry, coaching and Breakthrough Project processes was reported to be very effective.

Identifying Technical Assistance needs

The majority of NGOs (75%) were able to identify their training and technical assistance needs as an outcome of their participation in the programme. One NGO actually hired MSP teams to help them prepare strategic planning, and others requested similar workshops and sessions. A strategic planning workshop was also organised for three participating organisations. Requests for technical assistance in other areas were also received.(See 3.2)

NGOs’ readiness to support the programme financially

NGOs became increasingly willing to pay for some of the programme costs as the programme progressed, particularly as regards supporting logistic aspects of the MSP. The four-day back up workshop was actually financed by the participating organisations.

Number of participants

The number of participants significantly increased after the first workshop due, in part, to the high level of interest and enthusiasm of those involved.

Appreciative Inquiry

The Appreciative Inquiry methodology proved effective in Nepal and encouraged positive thinking and confidence building among participants.

Impact reported by donors

Several donors were able to identify specific behavioural changes among NGO staff that clearly demonstrated the impact of the MSP.

Achievements of the Programme

6 out of 9 participating NGO teams have already successfully completed their Breakthrough Projects.

Despite other commitments, 90 % of participants managed to remained fully involved with the programme to the end.

b) The Management Support Team

The first of its kind in Nepal, the Management Support Team programme was designed within the framework of the fundamental principles of the Management Support Programme: the Learning Cycle, coaching techniques, Appreciative Inquiry, Breakthrough Projects, and self-directed learning.

The learning of new tools and techniques was followed by real application of the learning through practical assignments.

That the Management Support Team members gained great satisfaction from this programme was self-evident from their response to the Mid-term evaluation questionnaire.

There was a suggestion from one of the Management Support Team members that there should have been more workshops than meetings in the latter stage of the programme. These could, in future, be designed and run by MST members.

In the next section, possible future implications of the Management Support Programme will be discussed.

5 Proposed Future of the Management Support Programme

The Management Support Programme has recently completed its pilot phase. Based on the experience and insights gained from the programme, the following plans, strategies and activities are proposed. The following ideas are being extensively tested with major clients including donors and I/NGOs.

MSP as an organisation

MSP could work in partnership with national and international organisations. It should be self sufficient, needing no financial support for its development from donors except for fees and overheads for its service. MSP would represent several national and international associate consultants working under its brand. It would network with different national and international organisations to fulfill the different kind of consulting services that its clients might need.

Methodology

The Management Support Programme should broadly use the fundamental principles and tools and techniques of the programme in its approach, to suit its clients’ needs.

Unique Selling Point

MSP could continue to offer similar programmes. However, MSP would need to develop its own unique selling point by blending and offering the programmes in the areas identified by the clients to be most essential.

Some of them might be to offer Technical Assistance(TA) in specific areas – such as improving processes, the cost recovery/business aspect of the organisation, customer service and other customised areas, identified by MSP – via the Coaching and Learning Cycle model, which implies a long-term relationship with clients.

A Learning and Resource Centre for Management Consultants

Regular learning and interaction programmes could be organised for OD/management consultants to meet and share their experiences. Clients and consultants would be brought together. A resource centre with a collection of the latest books and journals, and Internet access for its members, would be made available.

What MSP will promote

Networking , partnership, innovations and creativity. It will also promote improvement in processes, creative use of marketing approaches, self sustainability and cost recovery and new models for organisations.

Possible services and programmes include:

· Customised or regular management support programmes

· Management contracts for organisations

· Representation and coordination on behalf of national and international organisations

· Helping organisations find and select appropriate human resources

· Developing new model organisations needed in different areas

· Helping I/NGOs to find appropriate proposals for Nepal.

APPENDIX A

The Design and Methodology of the Management Support Programme

By Mr Ravi Pradhan

Karuna Management

APPENDIX B

Appreciative Inquiry

Source: Workbook on Appreciative Inquiry workshop,

Taos, New Mexico, October 1996,

led by David Cooperrider and Diana Whitney

APPENDIX C

Management Support Programme brochure

Produced by MSP/AVSC, September 1996

APPENDIX D

Management Support Programme timetable

	OCT 96 Diagnostic Survey: · Confidential questionnaire · Face to interview

Personal interview

	FEB 97 Workshop 2 ( 3 days) · Report progress on AI · Selection of IBT/TBT P · 13 domains of life		DEC96 Workshop1 (4 days) · Basic tools and techniques · Appreciative inquiry · Breakthrough · Assignments

Coaching to complete

assignment

( 2 days)

			Coaching to select Breakthrough Projects & other assignments

Coaching for Team and Individual Breakthrough Projects Tools/skills

May 97 Workshop 3 (3 days) · Report on IBTP/TBTP · Discussing breakdowns · Coaching skills · Organisations as a living system

FEB/MAR 98 Last coaching to: · Review progress · Help select New Breakthrough Projects · To assess Impact

Coaching to follow up breakthrough projects

DEC 97 Workshop 5 ( 3days) · Review overall progress · Additional tools · Select BTP for 98

AUG 97 Workshop 4 (3 days) · Strategic planing review · Customer value · Redesign Programmes · Personal Development Plan

APPENDIX E

List of Management Support Programme participants

Participating organisation	Participating executives
1. Nepal Fertility Care centre (NFCC) (Affiliated to AVSC International -Nepal and USAID)	1. Mr. Binod Khambhu, Manager, Repair and Maintenance Centre 2. Dr. Tumla Lacoul, Director, Medical Division 3. Mrs. Tumsa Shrestha, Coordinator, Sangini Program 4. Mrs. Renu Prajapati, Officer, Chhetrapati Clinic 5. Mr. Dirgha Raj Shrestha, Manager, Quality of Care 6. Mr. Shambhu Man Singh, Asst. Admin./Finance Director 7. Mrs. Sangita Khatri, Manager, Program Division, 8. Ms. Pawitra Gurung, ACSC International
2. ADRA/Nepal ( I/NGO )	9. Mr.Ravi Kiran, Program Manager, 10. Mr. Madhusudan Satyal, Program Manager 11. Mr. Birendra Shreshta, Health Program Director 12. Mrs. Bidhya Mahat, Administration officer 13. Dr. Rajendra Gurung, Medical Director 14. Mrs. Kashi Maskey, Field Project Director 15. Miss. Kamala Gurung, Administration Officer 16. Mr. Gynendra Ghale, District Program Director 17. Mrs. Prabha Malla, Nursing Supervisor
3. MCH Product (P) Ltd (Affiliated to Save the Children alliance)	18. Mrs. Renuka Munakarmi, Coordinator 19. Mrs. Sumitra Bantawa, Executive Director
4. Environment and Public Health Organisation ( Scientific technical NGO )	20. Mr. Nar Gopal Rai ,Director 21. Mr. Charles Pradhan, Act Director,Program 22. Mr. Rajesh Sharma, Accountant 23. Mr.Suman Shakya, Act.Director 24. Mr.Raj Kumar Shrestha
5. Women’s Rehabilitation Centre (WOREC)	25. Mr.Gyaneswar KC, Field Coordinator 26. Mr. Babu Ram Gautam, District Coordinator, 27. Mr. Balaram Duwadi, 28. Mr. Khusi Ram Dhauniya, 29. Mr. Nabin Raut , Account and Finance manager 30. Mr. Nava Raj Raut Training Coordinator
6. Child Welfare Society (Affiliated to The Asia Foundation/Nepal-USAID)	31. Mrs. Anuradha Sharma , Unit Cordinator 32. Mr. Prakash Chandra Paudel, Program manager 33. Mr. Ritesh Raj Regmi 34. Mr. Babu Ram Gautam
7. Indreni Yuba Club/ Sirha (Affiliated to Save the Children-US)	35. Mr. Nawa Raj Lama, 37. Mr. Mohan Bikram Lama
8. NawaChandika Nuwakot, (Affiliated to Save the Children-US)	38. Mr. Damodar Bhandari 39. Mr. Rajan Pathak
9. Andha/Andhi Bikdash Centre (Affiliated to CARE/Nepal)	40. Mr. Bhuvan Bahadur 41. Mr. Chhabi Lal Ranabhat

APPENDIX F

Profileof Skills/Competencies Nepali NGO Managers

Source: Karuna Management

APPENDIX G

List of Breakthrough Projects

Participating organisation	Breakthrough Project
1. Nepal Fertility Care Centre (NFCC)	1. To improve the self-sustainability, business output and extend the services of the Medical Repair & Maintenance (RAM) Centre
2. ADRA/Nepal	2. To develop a ten-year Strategic Plan by December 1997 with strategic process to bring clarity of vision, mission and actions
3. MCH Products Pvt. Ltd.	3. To develop a corporate plan and strategy to improve business output and self-sustainability
4. Environment and Public Health Organisation	4 . To develop a five-year Strategic Plan with defined vision, mission and goals with strategic participatory process
5. Women’s Rehabilitation Centre (WOREC)	5. To provide basic health services to backward communities of Baitadi covering of 20 % of population by training indigenous people.
	6. To develop WOREC into national level training centre
	7. To make it financially independent
	8. To develop organisational policy/manual
	9. To reduce girl trafficking by 90 % in 2 VDCs in Nuwakot
6. Child Welfare Society	10. To improve the family planning rate in 5 VDCs 11. To prepare a working manual for CWS 12. To get IG loan to provide education and income to street children 13. To provide literacy and vocational education and rehabilitation, children’s rights, free schooling support and jobs to 1055 street children of CSW
7. Indreni Yuba Club/ Sirha	14. Bring drinking water to Sirha by October 1997 and increase the income of the club by increasing outlets from 1 to 5
8. Nawa Chandika/ Nuwakot	15. To open a training centre which will provide training in literacy, generate increased income and improve public health
9. Andha/Andhi Bikdash Centre	16. To organise programmes similar to the MSP in the local community

APPENDIX H

Mid-term Evaluation questionnaires

APPENDIX I

Description of the Management Support Team Program

There is growing need of management /OD consultants in Nepal to improve the institutional capacity of Nepalese organisations. Millions of dollars for various developmental programmes are distributed as grants or loans by international agencies who are compelled to award them to organisations with very little institutional capacity. There is a similar shortage of Management Consultants. Most management training or consultation is either too theoretical or consultants solve to fix clients’ problems without involving the client which leads to clients’ increasing dependency on the consultants .Therefore there is an urgent need to develop management coaches who are trained to help organisations by using coaching model. It is in view of this fact that this pilot programme, the first of its kind in Nepal, was initiated and designed.

Program Design and Methods

The basic philosophy, premise and concept behind the design of the Management SupportTeam development programme was same as the Management Support Programme (briefly outlined below) but with far more intensity and practical implications:

· Workshops/Meetings: A semi-structured learning situation to acquaint them with leading edge management skills, tools and techniques and simulations and assignments for actual work in the field.

· Coaching Technique: A technique used on them in order to let them develop themselves as “Coaches”, the main intended result of the programme.

· Learning Cycle: Enabling them, by instantly applying the technique, to really learn in order to “become” OD consultants/Coaches.

· Appreciative Inquiry: A new technique to seek and create new knowledge on the basis of what worked best in the past that can be used in the present.

Activities

Initially there were 5 workshops to acquaint the Management Support Team with the objectives, fundamental principles and proposed design of the Management Support programme. They were acquainted with management concepts and the latest developments in the field of management and organisational development. Each new learning was followed by actual assignments to work with clients. Some of the activities included:

· Designing and conducting “Diagnostic interviews” of the participants.

· Designing and conducting appreciative inquiry with OD consultants to find the profile and competencies of the successful OD /Management consultants in Nepal.

· Assigning them to coach the NGOs participants to learn by doing

·

· Assignments to take Breakthrough Projects for themselves as a part of the program

· Encouraging them to practice meditation as a management tool to improve super-awareness of mind that in turn will improve their learning ability.

· Although an overall design and format of the programme was already in place, sessions, workshops designs and modifications were team decisions that allowed them to learn a great deal about the designing element also.

“Coaches” vs Consultants

Unlike other management consultants, transforming a consultants into coaches requires looking beyond his/her management skills and to go deeper into the minds of the clients; not only what they do but also what they are and to look into thinking process. It requires changing behaviour outlook and attitude of the coach himself towards life and people. The entire process is being reviewed in the light of new understanding and insight gained from the pilot programme.

The deep understanding of these issues are vital for the success in future MST development programme.
APPENDIX J

Management Support Team members

1. Mr Ravi Pradhan, Management Consultant , Karuna Management , Principle consultant of the Management Support Programme

2. Mr Rajeeb L Satyal, Program Coordinator, Management Support Programme

3. Mr Jeeban B Thapa, Snr.Officer, National Productivity and Economic Development Centre(NPDCF)

4. Mr Sahadev Mahat, Freelance Management /OD Consultant

5. Mr Shambhu Pant, Division Chief, National Productivity and Economic Development Centre

6. Mr Mahesh Gongal, Division Chief, National Productivity and Economic Development Centre

7. Mr Kiran Thapa, Freelance Management/OD Consultant

8. Mrs Renchin Yonjan, Freelance Management Consultant

APPENDIX K

Management Consultants’ Workshop