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Presentation to the Working Group 23 June, 2004

The Poon Kam Kai Institute of Management. Final Evaluation of the Advanced Management Programme (AMP) for CEOs and Senior Managers of NGOs subvented by the Social Welfare Department. Presentation to the Working Group 23 June, 2004. Program Outline – A Quick Review.

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Presentation to the Working Group 23 June, 2004

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  1. The Poon Kam Kai Institute of Management Final Evaluation of the Advanced Management Programme (AMP) for CEOs and Senior Managers of NGOs subvented by the Social Welfare Department Presentation to the Working Group 23 June, 2004

  2. Program Outline – A Quick Review

  3. Programme Assessment Questionnaire Areas covered by the final evaluation: • Overall Programme Assessment • Course Assignments and Lunch Talks • Course Organization and Logistical Support • Findings on Individual Module Evaluations Relevant scores and written comments in relation to the above can be found in Appendices II (a) & (b) and III (a) to (c) of the Final Evaluation Report

  4. Key Findings (1 of 2) • The range of subject matters was well chosen, highly relevant to the management and capacity building needs of NGOs, but the time spent on specific modules and topics could be further optimized. • Stimulating, dynamic speakers who are able to bring in outside thinking to the sector were most welcomed by the class; generally speaking speakers from outside the social welfare field were welcomed. • It would be important in the longer term to develop local nonprofit management resources for the purpose of knowledge management and training facilitation.

  5. Key Findings (2 of 2) • Opportunities for in-depth experience sharing and experiential learning were treasured by the classmates. (The class is in the process of setting up the AMP alumni association for facilitating future exchange and sharing.) • Management games and use of videos and case studies were highly praised by the participants. Live-in arrangements were useful and should be adopted in future programmes. • Conventional lecture format should be supplemented with workshops and other teaching modes; suggestions include extended case workshops, building balanced scorecard workshop, etc.

  6. Recommendations (1 of 3) • A broader perspective beyond the lump sum grant reform should be adopted, e.g. based on the renewed emphasis on the needs of NGOs to develop multiple sources of revenues through engaging the corporate sector and the wider community. • The duration of future AMP (or other similar programmes) should be extended to a full year in order that the course coverage would be more comprehensive and the participants’ time commitment on a monthly basis will be lessened. • Knowledge development activities including needs assessment, case writing, curriculum development, etc. should be promoted.

  7. Recommendations (2 of 3) • Two different routes for future training provisions could be followed to address the needs of two distinct groups of training recipients: • Professional development of middle-level and senior executives • Organizational development of NGOs • Two distinct types of programmes for serving the respective needs: • Certificate Training Programmes, and • Flexible Modular Programmes • Training workshops on different aspects of nonprofit management should also be provided to board members of agencies, e.g. on topics like legal accountability of NGOs.

  8. Recommendations (3 of 3) • Flexible modular arrangements allowing different staff members of an NGO to participate in different modules, e.g. running short courses (between 5 to 10 days) on the following subjects: • Nonprofit Theories and Governance • Strategic Performance Management and Financial Management • Human Resources Management and Personal Effectiveness • Social Entrepreneurship and Setting up Nonprofit Enterprises • Nonprofit Marketing and Managing External Relations • Strategic Management and Change Management • As an example, we were asked by some NGOs to develop a short course on Social Enterprises that aims to address the legal, governance and management issues in relation to establishing and running social enterprises.

  9. Future Plans of CCSG and PKKI … • Exploring the possibilities of conducting further rounds of AMP in cooperation with SWD • Exploring the possibilities of offering other types of management training programmes to the wider third sector • Exploring the possibilities of developing management cases on the NGO sector • Exploring the possibilities of offering consultancy services to NGOs in relation to legal, management and governance matters faced by the NGOs

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