Community Media/ECONEWS/Radio Mang'elete OD Curriculum
- 1 Organization Capacity Development Curriculum: Mang’elete Community Radio
- 2 1.0 Goals and Objectives
- 3 Day 1
- 4 Day 2
- 5 Second session
- 6 Day 3
- 7 Day 4
- 8 Day 5
Organization Capacity Development Curriculum: Mang’elete Community Radio
1.0 Goals and Objectives
GOAL: The main aim of the Organizational Capacity Development Curriculum is to strengthen governance and management of community radio and its founding institutions, so as to run radio as a successful social enterprise that supports the mission of development.
OBJECTIVES: The objectives of the Organizational Capacity Development Curriculum are:
- To provide a conceptual framework for ownership, governance and management of the community radio.
- To enable the community media practitioners to understand the history, objects, and procedures of community radio.
- To provide information on the meaning and models of community communication constitutions, the procedures and processes of community organizational development, and popular participation in these processes.
- To provide a practical understanding of the ideal organizational structure for community radio, key policies and guidelines complete with the necessary skills and competencies
- To enable community media practitioners to understand their functions, roles and responsibilities and discharge them without fear or favour, in order to make community radio more effective.
- To provide community media practitioners with leadership and management information that will enable them to establish a foundation for appreciating, nurturing and implementing the ideals and practices of democracy and good internal governance.
- To enable community media practitioners to appreciate the impact of organizational culture, relationship and learning on their day to day lives, hence the importance of their participation in contributing to these processes.
- To empower the community media practitioners to contribute to the progressive evolution, development and reform of the community radio sector through strategic planning, team building and conflict management.
- To highlight the function of a community radio as a vehicle for community learning, expression and news.
Participants: 66 members in attendance. These are two members from each of the 33 self- help women groups which form the Umbrella Group-Mang’elete Community Integrated Development Programme (MCIDP)
Participants introduce themselves: Name, group/organization, locality and responsibility in the group.
Workshop Ground Rules: Participants express common rules and responsibilities during the workshops such as: Time-keeping; Respect to the opinion of others; Saying openly and honestly ones opinions and ideas; Avoiding repetition; Mobiles off etc. Rules and responsibilities written on the blackboard. Appointment of the community members to enforce the rules i.e. the Time Keeper and Welfare Officer.
Expectations: Each participant jots down own expectation/s of the workshop on a sheet of paper. The expectations are then read aloud and written on the flip charts. The Flip Charts are then stuck on the walls for reference during the course of the workshop. They will be revisited at the close of the workshop to find out whether they have been fulfilled.
Short solidarity statements: By area leaders and the community radio stakeholders: Member of Parliament (MP), District Officer (DO), District Development Officer (DDO) and the Civil Society Organizations (CSO’s) partnering with the community radio. This is meant to reinforce the idea of community ownership, responsibility and interest in the community radio.
Group Dynamics: Elaboration on Shakespeare’s statement: “All world is a stage.” This means everyone assumes a certain role in life. In group situations, each member plays a certain role and the issue is not the role one plays, but whether one is playing the right role.
- Emergent tasks/roles:
Initiator – The idealist. Defines problems, contributes ideas/suggestions, proposes solutions Information seekers – Clarifies, promotes group participation, seeks facts and evidence Orienteer – Guides and keeps group on track and guides discussions Energizer – The Mobilizer. Rekindles strength among members Secretary – Keeps track of progress. Coordinates group and reminds them of previous actions
- Maintenance roles:
Encourager – Provides support, acceptance and appreciation for others efforts. Boosts morale of the group. Harmonizer – Resolves conflicts and reduces tensions Comedian – Provides humour, relaxes others Gatekeeper – Controls communication channels and seeks equal participation of others Follower – Accepts ideas of others, goes along with the rest
- Self-centred roles:
Blocker – Interferes with the progress of the group by providing negative responses and counters every proposal Aggressor – Attacks other members to promote own status and ideas. If individual expectations are met, he sticks and if not he deserts. Dominator – Monopolizes discussions with long and irrelevantmonologues Deserter – Difficult to pay attention to discussions. Engages in irrelevant conversations, day dreaming and always whispering to other people. Special interest Pleader – Provides irrelevant information, argues incessantly for own point of view even when unpopular.
Reflection/discussion with neighbour: What role is your personal preference? Does your role fit the needs of the group or your personal preferences? Does it interact smoothly with the roles being played by other members?
History and Developments of the umbrella group – Mang’elete Community Integrated Development Programme (MCIDP) Group work: Participants break into three groups to discuss the following questions: Gains and Challenges of the group at each stage of development; Current state of the group; Roles and actors at each stage of the group development.
Report back from the three groups followed by plenary discussions and a harmonisation on a flip chart key historical highlights and developments of MCIDP.
Video shows of past activities at the community radio
Recap: Individual volunteers highlight ideas and lessons from yesterday Input by facilitator: Question and answer session from yesterday ideas and lessons
Leadership and management - Plenary questions and discussions: What is leadership? Who is a leader? Qualities of a good leader? Has there been leadership in the project? How was it vis a vis the qualities highlighted above? Which were the shortcomings and strengths of this leadership? Any areas for improvement?
Decision making – Individual and several group leaders volunteer to narrate their understanding and experiences on decision making. Question and answer session: Identifying the problem; Problem analysis tools; Steps in the creation of solutions and alternatives; Negotiation mechanisms and strategies.
Management - Presented through an analogy of the bee structure and colony; plenary presentations of individual experiences on personal management; and presentations from some officials of women groups’ merry- go- round management strategies.
Plenary discussions on the roles of management; the importance of management; differences between boards and management; planning, development of policy and human resources management; rules and regulations of management
Teams and Team Building: Plenary discussions. Indentifying groups and teams; differences between team leadership and team management; purpose of teams; effective teams and steps for empowering teams.
Leadership and conflict management: Plenary discussions. Types of conflicts; Sources of conflicts; Actors in the conflict; Common steps to resolve conflicts.
Recounting yesterday video shows and lessons learnt
Recap of yesterday
Institutional Capacity issues: Recounting a story from the Bible – the woman who Jesus rescued from an enraged mob that wanted to stone her
Lessons from the story – Learning to blame oneself before others. Reflection on the story in relation to the problems of MCIDP and at the community radio?
Group work: The three areas covered by MCIDP form groups. These areas are Ivingoni, Nthongoni and Masongaleni. They discuss the following: 1. What is the current state of your group and what are the desired changes? What activities can you do to improve MCIDP and your group? 2. What is the role of Radio Mang’elete in relation to your group?
Groups’ Reports Shared points: Ownership of MCIDP and Radio Mang’elete
- That all the groups agree that MCIDP belongs to the 33 original groups
- That MCIDP, the umbrella body, owns Mang’elete Radio but each group has its own community project i.e a posho mill, merry-go-round, borehole etc.
- The role and purpose of the community radio is to broadcast the development projects of MCIDP and the small groups. That is why the motto of the station is “Wasia wa Maendeleo” – The Voice of Development.
History and performance of MCIDP and Radio Mang’elete: Plenary discussions Who owns MCIDP? Who owns the community radio? Who are the members of MCIDP and what are their roles? What is the current organizational structure of MCIDP? What role should we play to avoid past mistakes? Positive and negative aspects of MCIDP.
Organization Structure - Plenary reflection and guiding questions: Which organisational structure would be desirable and effective for MCIDP and Radio Mang’elete? If elections were to take place today, what minimum rules should guide us?
Foundation Documents: Power point presentation by the facilitator Highlights of MCIDP constitution and Radio Mang’elete Code of Conduct: Special areas in the constitution that were highlighted: Organizational structure; Elections and the constitution, Election rules and guidelines.
Ratification of the Foundation Documents: Plenary discussions
- Convert the meeting to a special general assembly by special resolution
- Adopt the constitution and its provisions for purposes of the elections
- Ratify the election rules in accordance with the constitution
- Undue interference in the management of MCIDP and the community radio
- Support each other
- Attend regular meetings
- Vote and be voted for
- Receive project reports
Plenary discussions: Endorsement of the meeting to be the Special General Assembly of MCIDP
Special General Assembly: Facilitated by an interim chairperson Proceedings - Preliminaries; Reasons for the Special General Assembly; Rules and Regulations; Highlights of the constitution( The name, Objectives, organizational structure, functions and duties of the various organs, meetings, membership, board of Trustees); Nomination rules of election to the board and hindrances to the nomination.
Hindrances to being elected - The one proposed to be elected should not 1) Have a criminal record in a court of law and 2) Has not been charged in a court of law for misappropriation of project funds.
- Elections of MCIDP Board of Directors
- Appointment of Mang’elete Community Radio Management Committee (RMC)
Steps and tasks for the next six months
- Prepare the strategic plan document – Radio Management Committee and Board
- Approve minutes of the Special General Assembly and sign after adding the
- Bank mandates of the new Radio Management and Board- Board
- File Change of names at the NGO Coordination Board – The Board
- Make changes at the Bank: General MCIDP account and Radio account – The Board
- Follow –up on fundraising – Board and secretariat
- Revive groups and initiate a membership drive of new groups to MCIDP- Members
- Carry out a strategic plan for each group –Board and secretariat
Introductory session: Preliminaries Participants: Elected officials of MCIDP Board, Members of the Radio Management Committee and Staff at Mang’elete Community Radio. Debriefing about the three days organizational development workshop that had been conducted for MCIDP. Welcoming words from the newly elected chairperson of MCIDP
1st session: Introduction to Strategic planning: 1 hour of outdoor team –building exercises
2nd session: What is strategic planning? Plenary discussions Strategic planning is a reflection: Where I will want to be for the next 3,4 or 5 years? How was it five years ago? Where do we want MCIDP and Mang’elete Community Radio to be five years from now? How should they look like?
3rd session: The Future Role of MCIDP and Radio Mang’elete: Group work Two groups – One Staff and the other for the Board Board: To highlight the role and vision of MCIDP Staff of Radio Mang’elete: The role and vision of Radio Mang’elete
Reflection and guiding questions: Board: What is the nature of the umbrella group - MCIDP ? What does it do? What should it do?
Staff: What sort of a radio do you have? How different is it from the other radio stations heard in the community? Are there other radio stations in this community? What is the difference between them and yours? Why is your community radio important?
Groups report: Role Plays Radio Mang’elete staff: Acted a leaders’ meeting in the year 2013 MCIDP Board: Acted a future visit by the President and other leaders in the community.
Plenary discussions: Role Plays highlights: Ideas on the future roles of MCIDP and Mang’elete Community Radio
Tracing the resources of Radio Mang’elete: Questions and Answers - Plenary discussions Can you list the project’s equipment? Where is that equipment now? In use or not? How much money do you have in the project account? Any other resources?
Vision and Mission of MCIDP and Radio Mang’elete: Participants write on cards individual mission and vision they would like for MCIDP and Radio Mang’elete. Cards are then stuck on the walls for constant reflection.
Organizational learning: Statement of support and experiences from the Programme Manager of World Vision Kenya. World Vision works as well in the community and collaborates with Radio Mang’elete in various areas, especially in the production of radio programmes of mutual interest.
Recap of yesterday: Key points from yesterday - Plenary discussions
Steps of strategic planning: Facilitator’s inputs and plenary discussions: 1) External analysis; 2) Internal analysis; 3) Vision and Mission; 4) Goals, objectives and action plan; 5) Organizational structure and 6) Budget
External analysis: Political climate; Social changes in the country and community; Economic changes; Technological changes
Internal analysis: Financial resources; human resources; other resources; expertise and skills; alliances; technology; potential customers; the community needs and trends
SWOT Analysis, Radio Mang’elete future plans; Stakeholders analysis; Vision and Mission; MCIDP structure; Tasks ahead: Group Work: Two groups – Board and Staff
SUMMARY OF THE PLENARY REPORTS:
Strengths, Weaknesses, Opportunities and Threats (SWOT)
Radio Mang’elete: Plans for the future
- Open offices in several market centres to market the station and sell greeting cards
- Erect a billboard at Mtito Andei town to advertise Radio
- Acquire extra boosters
- Improve the skills of the secretariat staff
- Establish a marketing department
- Set – up and sustain other projects for MCIDP
- Intensify fundraising
- Build alliances and networks
|Families affected by HIV/ AIDs||
Summary of the vision and mission written on the cards
New MCIDP Organisational Structure
- Indentify the vision and mission
- Training of the Board of Directors on governance, roles, functions and responsibilities
- Appointment of MCIDP Board of Trustees
- Clarifications of the Role and functions of the Radio Management Committee
- Preparation of the community radio institutional manuals, i.e. the human resources and financial manuals
- Finalise the Strategic Plan
- Words of support and encouragement from the area catholic priest
- Official closing of the workshop by the area Chief on behalf of the District Officer