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DAY FIVE
Module 5
PROGRAMME
MANAGEMENT
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Overview of Module 5
•Terms and definitions
•Introducing the 2011 Global
MSM and TG Guidelines.
•Exploring core issues in MSM
and transgender service
delivery and HIV
programming
•MSM and transgender
continuum of prevention-tocare-and-treatment
•The 2011 WHO comprehensive
package of services for MSM
and transgender people
•MSM and transgender public
health partnerships
•Enabling environments and
supportive interventions
•How laws and policies shape
HIV’s impact on MSM and
transgender People
• Human rights and social
justice frameworks
Context Building
MSM and
Transgender
Programming
Enabling
Environments
•Research – getting the right
information
•Using policy – advocating for
and protecting MSM and
transgender programmes
•M&E - how you decide
what’s working
• Implementing and
managing partnerships in
MSM/transgender
services
• Good HR, financial and
quality management skills
Strategic
Information
Managing
Programmes
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PROGRAMME MANAGEMENT
• Managing up, down, out & in
• Implementing and managing
partnerships in MSM and
transgender services
• Managing people, finances
and quality
Management
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Session 1
Managing up, down,
out and in
This session will cover:
1. Assisting leaders to
justify, establish and
defend the programme
2. Managing external
relationships: media,
general community
3. Managing implementing
partners
4. Managing yourself.
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Key Learning Points
• How to manage ‘up’ to government/donors;
• ‘Down’ to programme staff and implementing
agencies;
• Managing the external environment – ‘out’;
and
• Managing yourself – time management,
leadership, stress management – ‘in’.
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Managing your programme
Managing up
• Finding and
keeping the
financial
resources your
programme
needs
• Helping leaders
to advocate for,
or defend your
programme
• Keeping your
managers
informed
• Reporting
progress and
success
Managing
down
• Setting strategic
direction
• Managing the
workloads and
performance of
staff and
implementing
partners
• Contracting,
managing quality
• Keeping the
peace
Managing out
• Working to build
media support –
getting positive
stories into the
media and
managing
negative stories
• Securing the
support of
community and
religious leaders
– managing
criticism
• Balancing
community
interests and
expectations
Managing in
• Time
management
• Stress
management
• Information
management
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Managing ‘up’ - Government
Scan to see who can have a positive or negative effect on
MSM and transgender programmes, then work proactively
to increase support and reduce resistance
• Government
– Prepare programme rationale, briefing materials and policy
briefs ahead of time (don’t wait for the crisis to happen)
– Keep your information up-to-date (be prepared)
– Work with opponents and conservative politicians
– Analyse and interpret the data that is released – shape the
messages that go out
– Work with other Departments – e.g. police and justice.
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Managing ‘up’ – donors and other
funders
• Try to be in control – set your programme’s aims and
objectives, based on stated community need and take this
to funders and donors
• Have a strategic plan and a set of priorities and take this to
donors – don't wait for them to set priorities
• Take on projects that suit these needs – try to say “no” to,
or renegotiate funding that is not in line with this
• Take time to understand what the donor or funder needs:
– Develop the relationship
– Understand their needs and pressures
– Establish agreement about what and how to communicate – i.e.
‘rules of engagement’.
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Managing ‘down’
• People in your programme:
–
–
–
–
Job descriptions
Workplan
Support, supervision and performance management
In-service training.
• Implementing partners:
– Clear and current contracts
– Published standards of care, programme
implementation
– Regular monitoring and capacity development
– Effective information management systems.
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Managing ‘out’
Managing the external environment
• Media
– Produce media guidelines on MSM and transgender people
– Develop working relationships with and train publishers, journalists and other media
outlets
– Publicize positive stories
– Have policies on exploitation and confidentiality.
• Religious and community leaders
– Find supportive leaders and work with them to engage others
– Help supportive leaders to identify messages of tolerance and support
– Hold briefings and engagement seminars.
• Police and public security
– Gain permission for programmes to function in illegal environments
– Work with police on policies and training to reduce arrest, harassment, and
violence.
• Other NGOs
– Building strong links with other NGOs.
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Managing ‘in’
• Time management
– Develop a workplan; set and keep to priorities
– Make strategic decisions about how to spend your time – say NO to some things.
• Information management
–
–
–
–
Get organized
Have a good filing system
Document meetings/agreements
Back up essential program data
• Stress management
–
–
–
–
–
Take breaks
Look after your physical health
Establish routines that support health
Lead by example
Get regular support and supervision.
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Exercise for small groups
Four Groups
1.
2.
3.
4.
UP
DOWN
OUT
IN
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MANAGING PARTNERSHIPS
Panel presentation:
What makes
partnerships work?
Guest presenters from among participants
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