Post on 17-May-2018
Other PublicatiOnS by ManageMent ScienceS fOr health
Cost Revenue Analysis Plus (CORE Plus), a Tool for Cost and Revenue Analysis: User’s Guide
The Family Planning Manager’s Handbook: Basic Skills and Tools for Managing Family Planning Programs ed. James A Wolff, Linda J. Suttenfield, and Susanna C. Binzen
Health Systems in Action: An eHandbook for Leaders and Managers
Human Resource Management Rapid Assessment Tool for HIV/AIDS Environments: A Guide for Strengthening HRM Systems
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Management Strategies for Improving Health and Family Planning Services: A Compendium of The Manager Series, Vols. V–IX ed. Janice Miller, Claire Bahamon, Laura Lorenz, and Kim Atkinson
The eManager. “Good Governance in Civil Society Organizations”
The eManager. “Strengthening Human Resource Management to Improve Health Outcomes”
The Manager. “Assessing Your Organization’s Capacity to Manage Finances,” and supplement, Financial Management Assessment Tool (FIMAT)
Management Sciences for Health Tel.: 617.250-9500784 Memorial Drive Website: www.msh.orgCambridge, MA 02139 USA© 1999, 2004 by Management Sciences for HealthAll rights reserved. Published 2010
Trainers and facilitators may photocopy the MOST instrument, forms, modules, workshop agenda, and instructions for participants without prior permission, for noncommercial use only. Any transla-tions or adaptations of this User’s Guide or of the MOST instrument or process require prior written permission from the publisher.
The trademarks or service marks used in this guide, including Microsoft, Word, and PowerPoint, are the exclusive property of Microsoft Corporation. MOST is not a product of, nor is it endorsed by, Microsoft Corporation.
10 09 08 07 06 05 04 1 2 3 4 5
ISBN 0-913723-92-4
Funding for this publication was provided by the Office of Population and Reproductive Health, Bu-reau for Global Health, US Agency for International Development, under the Management and Lead-ership Program, award number HRN-A-00-00-00014-00. The opinions expressed herein are those of the author(s) and do not necessarily reflect the views of USAID.
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cOntentS
acknOwledgMentS vii
Preface viii
How to Use This Guide viii
intrOductiOn tO MOSt 1
What is MOST? 1
The MOST Difference 2
How Organizations Can Benefit from MOST 3
Orientation to the Assessment Instrument 4
The MOST Process 5
MOSt and the change PrOceSS 7
Principles of Change 7
Change Leader and Change Team 8
Leading and Managing for Organizational Change 9
rOleS Of StakehOlderS 12
Role of the Organization’s Leaders 12
Role of the Participants 13
Role of the Facilitators 14
uSing the MOSt aSSeSSMent inStruMent 19
Stages of Management Development 19
Providing Evidence 19
Sample Completed MOST Assessment Instrument 21
facilitatOrS’ Plan 28
Phase 1: Engagement of the Organization’s Leaders 29
Phase 2: Preparation for the Workshop 31
Phase 3: Workshop Plan 34
Opening Session 37
Module 1: Where Are We Now? 41
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Module 2: Where Are We Headed? 43
Module 3: How Will We Reach Our Objectives? 45
Phase 4: Follow-Up Activities 50
wOrkShOP MaterialS 51
Making the MOST of Management 52
MOST Workshop Agenda and Anticipated Outcomes 56
MOST Assessment Instrument 57
Assessment Consensus Form 64
MOST Action Plan Form 71
Leading and Managing for Results Model 73
Leading and Managing Framework 74
Additional Resources 75
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acknOwledgMentS
Management Sciences for Health (MSH) first introduced the Management and Organizational Sus-tainability Tool (MOST) in April 1997 at an International Planned Parenthood Federation (IPPF) workshop, in Nairobi, Kenya, where IPPF’s Africa Regional Office played an essential role in de-veloping the workshop format. The first edition of the MOST guide was published in 1999. Since that time, MOST has been used to strengthen over 55 public- and private-sector organizations in Afghanistan, Bangladesh, Bolivia, Brazil, Burkina Faso, Eritrea, Ethiopia, Guyana, Haiti, Honduras, Kenya, Malawi, Mozambique, Nicaragua, Nigeria, Paraguay, Senegal, Tanzania, Togo, Uganda, the United States, Zambia, and Zanzibar, as well as with Partners in Population and Development, an intergovernmental alliance of 19 developing countries.
Organizations in these countries have found that the management changes they implemented through the MOST process have made a significant difference in the performance of their organiza-tions and their ability to provide high-quality services. This third edition of the MOST guide re-flects the experiences of users and facilitators in these countries.
This edition of the MOST guide was developed by Elizabeth McLean with assistance from Karen Johnson Lassner, Sarah Johnson, and Jacquelyn Stone.
We appreciate the support of the US Agency for International Development (USAID) for the devel-opment and application of MOST, beginning under the Family Planning Management Development (FPMD II) project and continuing through the Leadership, Management and Sustainability Program. Their continuing investment in the MOST process reflects their firm commitment to good manage-ment as a critical factor in improving the organization, delivery, and quality of health services. USAID’s ongoing support acknowledges that the management changes made by organizations as part of the MOST process helps them to serve their clients better, improve overall health outcomes, and strengthen their ability to provide quality services to their clients for many years to come.
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Preface
The Management and Organizational Sustainability Tool (MOST) is a participatory, rapid-assessment process for identifying an organization’s management needs and making concrete plans for improve-ment. Management Sciences for Health (MSH) developed MOST as a practical application of its ex-pertise in organizational development and change management. MOST conforms to the principles of participation and self-determination that guide all MSH’s training and technical assistance.
Since the first edition of MOST was published in 1999 there has been new research in the field of or-ganizational development, and MOST has been used more extensively. The new findings, and input from experienced facilitators and organizations implementing the MOST process around the world, have led MSH to revise and expand both the instrument that shapes the assessment process and the contents of this guide. The following changes are found in the new version of the MOST guide.
• This edition of the MOST guide highlights the key role played by an organization’s leaders, and by managers who lead at all levels of the organization in implementing improvement plans and fostering change within their organizations.
• The assessment instrument incorporates one new management component (Governance: Board of Directors).
• The new guide incorporates best practices for facilitating the MOST process.
• The guide also includes revisions that will support more effective time management.
hOw tO uSe thiS guide
This guide provides complete information about the MOST concept, process, and instrument. It includes all necessary materials, both in print and on CD-ROM, for conducting a three-day MOST workshop. As such, the guide can be used by those who want to learn about MOST for the first time, as well as by those who are preparing to carry out a MOST assessment.
• Organizational directors who are considering undertaking the MOST process should read “Making the MOST of Management” on page 52. They may also wish to view the PowerPoint presentation, available on the MOST CD-ROM.
• Organizational directors who have decided to implement MOST should read the first three sec-tions of this guide.
• Facilitators who will be conducting the MOST process should read the entire guide to become familiar with the foundations and process of MOST, its participatory philosophy, and the steps involved. They should also use the workshop materials, beginning on page 56, to assemble a binder for participants in the MOST workshop. These materials may be copied directly or printed (along with other supporting resources) from the MOST CD-ROM.
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Management and Organizational Sustainability Tool 1
intrOductiOn tO MOStThe Management and Organizational Sustainability Tool (MOST) is a process for improving an orga-nization’s management, with the end result of contributing to improved services. This section of the MOST guide explains what MOST is, how it differs from other management assessment processes, how organizations can benefit from using MOST, how the assessment instrument is organized, and how the MOST process works.
what iS MOSt? MOST is a structured, participatory process that allows organizations to assess their own manage-ment performance, develop a concrete action plan for improvement, and carry out their plan. Man-agement Sciences for Health developed MOST after years of experience helping public- and private-sector organizations strengthen their management systems and goverance practices to provide high-quality services under complex and changing conditions.
Good management is the glue that holds all the internal parts of an organization together, contrib-utes to a positive work climate, and supports high-quality services, thus helping bring an organiza-tion’s vision to life. MOST helps organizations focus on their management practices to improve ser-vices and make the organization institutionally, financially, and programmatically sustainable.
• A well-managed organization has a strong yet flexible structure and accountable, transpar-ent governance practices (institutional sustainability). Its structure and good governance allows it to respond to the shifting priorities of its supporters and to new responsibilities toward its clients, while creating a positive work environment for its staff. To this end, MOST helps an organization to assess its values and structure, as well as those systems traditionally identified as relating to management.
• A well-managed organization draws on various sources of revenue, allowing it to support its ongoing efforts and to undertake new initiatives (financial sustainability). MOST helps an organization determine its stage of development in terms of financial management and revenue generation.
• A well-managed organization delivers products and services that respond to its clients’ needs and anticipates new areas of need (programmatic sustainability). Its success enables it to expand its client base. Using MOST, an organization can assess its mission; its strategies for reaching existing and new clients; its planning, monitoring and evaluation, and quality assur-ance activities; and its systems for delivering products and services.
Even well-managed, successful organizations must constantly reassess and adapt their management practices as new demands arise and environments change. An organization’s leaders play a critical role in fostering a climate of continuous assessment and improvement. MOST allows an organiza-tion’s leadership—the director and senior managers—to put in motion a change process that in-volves staff from all the major divisions of the organization, as well as other key stakeholders who could contribute to an assessment. Working together they will:
• assess the current status of 19 essential components of management;
• identify feasible changes that can make the organization more effective;
• develop specific plans to implement these changes;
• generate the staff buy-in needed to support the management improvements;
• monitor the results over time.
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The cornerstone of the MOST process is a three-day workshop. During the workshop, the organi-zational leadership and selected staff come together to build consensus about the stages of develop-ment of their organization’s management practices, the improvements needed, and an action plan for making those improvements. This workshop is not an end in itself, but, rather, one step in a signifi-cant change process. For MOST to yield its greatest benefits, all staff must play a part that continues long after the workshop. They must recognize the need for change, commit to the process, and help implement the improvements in their day-to-day work.
the MOSt difference
Many traditional assessments rely on external evaluators, intensive data collection, and checklists. They result in findings and recommendations but often fall short of producing a plan for improve-ment. MOST is different. It is all about making change happen through a structured, participatory process in which staff members use an instrument to collect data from their own experience, imme-diately analyze the data, and use their analysis to make concrete, practical plans for improvements. And finally, the MOST process recognizes that meaningful changes in management rarely occur through a single event; it includes a six-month or one-year follow-up MOST exercise to review prog-ress and make any needed changes in the action plans.
The very structure of the MOST process builds in the key factors that will support organizational change.
• The MOST assessment is carried out by the organization itself, not by an external team.
• MOST is participatory, harnessing the insights and creativity of staff from all parts of the orga-nization.
• MOST uses consensus-building rather than votes or top-down rulings to make decisions about management improvements. This approach makes certain that those who will be asked to im-plement decisions have been fully involved in making those decisions.
• MOST draws on the contributions of strong, committed leaders at every level of the organiza-tion. The director and senior managers must identify the need for change, commit to the MOST process, and motivate their staff to actively participate. Staff members lead in various ways: by contributing their ideas, by serving as change agents, and by sharing with the others their personal commitment to making the changes happen.
Participants in the MOST workshop produce a realistic action plan for improving the identified ar-eas of need.
• During the MOST workshop, participants prioritize the management components to be im-proved, identify objectives for those components, and put together a concrete plan designed for immediate action. The plan identifies short-term, feasible actions to be taken toward each identified objective, the person(s) responsible, timing, and resources needed.
• The MOST action plan is integrated into the organization’s other operational plans. It should be seen as a way of helping to implement those plans through effective management, rather than as a stand-alone, unrelated set of activities.
• During the workshop, the organization sets a date for a follow-up MOST review and planning session aimed at assessing progress toward the objectives, revisiting the management compo-nents that were viewed as lower priority, and identifying any new needs.
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The MOST data-collection instrument is a means of eliciting information from staff, helping them analyze the information, and building agreement about their assessments.
• It validates each participant’s experience with and perceptions of the organization’s management practices. By sharing their knowledge with their colleagues, groups can analyze different management components rapidly, without a lengthy data-collection process.
• Staff assess their organization’s stages of development vis-à-vis 19 management compo-nents, rather than simply checking off the presence or absence of a component.
hOw OrganizatiOnS can benefit frOM MOStSince its inception, MOST has been used by private non-profit organizations, government agencies, health facilities, and even departments or programs within broader institutions. MSH’s experience shows that any such organization can use MOST, provided that the organi-zation’s director and senior managers meet two criteria:
• They are committed to open self-assessment and to decision-making by consensus.
• They believe that the organization can take action to improve its management, even though there may be some constraints beyond its control.
The first criterion requires that the decision-makers read this guide carefully, feel comfort-able with the process it describes, and express their full commitment to the staff and other key stakeholders who will engage in the process. To make the MOST experience effective, the organization’s director must demonstrate that he or she is genuinely enthusiastic about staff ideas, open to the airing of issues, and willing to hear all input, including criticisms. Once the process is underway, the director must act as a participant equal to all others. This commitment to democratic participation will help ease participants’ fears about voicing their opinions or making unconventional suggestions. When staff and other stakeholders see their leader’s commitment to change, they in turn will be motivated to help make changes to im-prove management.
The second criterion requires that participants in the MOST process use their imagination and determination to find creative ways to improve their organization’s management systems and practices. Clearly, not all the solutions will be within the organization’s control. Most or-ganizations work within legal and operational contexts that limit their ability to modify some management practices. For example, government or NGO health facilities may find that many aspects of their management are determined by government authorities, national boards, or international agencies with which they are affiliated. But apart from these policy and regula-tory constraints, an organization’s managers and staff do have the ability to make significant management improvements. MOST helps these decision-makers to assess the organization’s current management performance, agree upon ways to improve that performance, and plan activities toward that end.
What Kinds of Organizations Can Use MOST?
MOST can be used by an organization or institution, a network of organizations, or an inter-nal unit—such as a department, service delivery facility, or program—that manages its own day-to-day operations. This guide uses the word “organization” in reference to any entity that chooses to implement the MOST process.
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Management and Organizational Sustainability Tool4
OrientatiOn tO the aSSeSSMent inStruMent
The MOST assessment instrument defines five critical areas of management: mission, values, strategy, structure, and systems. These management areas are explained below.
Mission. An organization’s mission is its purpose, the reason it exists. The mission provides guidance, consistency, and meaning to decisions and activities at all levels. It is the central point around which staff members define strategies, establish goals, move in a common di-rection, and focus on what they know and do best. It also motivates them to stretch their capacity and take on new challenges. It answers the question, Why do we do what we do? MOST can help an organization assess its mission statement, if one exists, and then plan any changes needed to make the mission more relevant, widely known, and used.
Values. An organization’s values are the beliefs and ethical principles that underlie its mis-sion. These values give meaning to the organization’s work and form the basis for staff commitment. They act as a beacon to guide strategies and to shape the ways in which the managers and staff work together toward achieving the mission. Values answer the question, What are the core beliefs and principles that we all share and that give direction to our work? Through MOST, an organization can assess its core values, then make a plan for clarifying the values, if necessary, and for holding staff accountable for adhering to them.
Strategy. An organization’s strategies are the broad approaches used to define the programs and activities that will fulfill the organization’s mission and goals. The strategies answer the question, How will we get to where we want to go? After assessing its current strategies through MOST, an organization can plan any changes needed to make its strategies consis-tent with its mission, responsive to the needs of the clients and communities it serves, and prepared to meet the demands of the potential clients it should serve.
Structure. Structure refers to the programs, projects, and offices that make up an organiza-tion. The structure encompasses the formal lines of authority, distribution of responsibilities, and ways in which significant decisions are made and people held accountable for carrying out those decisions. Structure answers the question, Are we organized in a way that facili-tates what we want to do and where we want to go? An organization can use MOST to assess its structure and to plan ways to make the structure strong enough to fulfill the mission and carry out strategies, yet flexible enough to foster decision-making and accountability at all levels.
Systems. Systems are the interdependent functions that allow an organization to do its work. MOST addresses the systems that are the key elements of management: planning, hu-man resource management, monitoring and evaluation, information management, quality assurance, financial management, revenue generation, and supply management. Organiza-tional systems answer the question, What systems help us to carry out our activities and how can they be improved? The MOST process can help an organization assess these systems and plan to carry out the high-priority changes needed for increased efficiency and more effec-tive activities.
The MOST assessment instrument divides each of these five management areas into the 19 separate, measurable components listed below.
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Management and Organizational Sustainability Tool 5
When an organization’s staff use the MOST instrument, they assess each management compo-nent, identifying its stage of development on a scale of one to four. The “Sample Completed MOST Assessment Instrument,” beginning on page 21, shows an instrument on which hy-pothetical staff members have filled in their assessment of the stage of development for each management component, along with an example of the type of evidence that could support that view.
the MOSt PrOceSS
The central component of the MOST process is a facilitated workshop lasting three days. The workshop brings together a range of people who hold management responsibilities in all parts of the organization—the director, senior managers, and managers of organizational units or key functions—including service delivery units. It may also include other stakeholders whose work is affected by, or has an effect on, day-to-day management. This group creates a collective perspective based on their individual experiences. Their perspective guides the development of a plan to improve priority aspects of the organization’s management.
During the workshop, participants reflect on their individual perceptions of current manage-ment performance, share these perceptions, and reach consensus on changes that will im-prove performance. They establish priorities and develop an action plan that specifies objec-tives and activities for making these changes. And, to make sure that the plan is carried out, they choose the people—the change leader and change team—who will be responsible for implementing the plan.
Facilitating a MOST workshop is very complex and demanding, requiring that facilitators carefully observe and synthesize discussions that sometimes can become intense. They must also serve as resources to individuals and small groups throughout the workshop, and pro-vide rapid, accurate documentation for participants to use as they move from module to module. Past experience with MOST has clearly shown the advantages of using two facilita-tors who are accustomed to working together as a team; they complement each other’s skills, confirm each other’s observations, and share the multiple simultaneous requirements of a
Management Components Assessed by the MOST Instrument
Mission Existence and knowledge
Values Existence and application
Strategy Links to mission and valuesLinks to clients and communityLinks to potential clients
Structure Lines of authority and accountability Governance: Board of DirectorsRoles and responsibilitiesDecision-making
Systems PlanningCommunicationHuman resource management Monitoring and evaluation Information management: Data collectionInformation management: Use of informationQuality assuranceFinancial managementRevenue generationSupply management
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Management and Organizational Sustainability Tool6
successful workshop. Even a co-facilitator who is somewhat less experienced can provide another set of eyes and ears, help individuals and small groups complete their assignments, and help with synthesis and documentation.
Although the workshop is the main activity, the MOST process begins before it and extends beyond it, through four phases: engagement, preparation, the MOST workshop, and follow-up. The table below summarizes the activities that take place in each phase.
PhaSeS Of the MOSt PrOceSS
PHASES KEY ACTIVITIES
Engagement The organization’s director:
• reviews the MOST process to determine if MOST is appropriate for the organization at this time;
• negotiates an agreement with the facilitators for all phases of the process;
• identifies a change leader: a staff member who will champion the changes that emerge from the workshop.
The facilitators:
• become familiar with the organizational and cultural environment to determine if MOST is appropriate.
Preparation To prepare for the workshop:
• The director identifies the workshop participants.
• The facilitators conduct interviews and/or written surveys of workshop participants.
• The facilitators adapt the MOST assessment instrument as needed to account for local policy or regulations.
Workshop The three-day MOST workshop serves to:
• assess management status: Where are we now?
• set objectives: Where are we headed?
• initiate change: How will we manage the needed changes?
• develop an action plan: How will we reach our objectives?
Follow-Up To follow up after the workshop:
• The facilitators submit a written report of the workshop.
• The director and facilitators negotiate an agreement for any additional follow-up activities.
• The director and the change team inform the entire staff and engage them in the MOST plan for change.
• The director and staff integrate the MOST action plan into annual operational plans.
• The change leader and the change team guide the implementation of the action plan.
• The change leader and change team monitor the implementation of the plan and revise it as needed.
• The organization holds a follow-up MOST review and planning session at an identified time (usually six months or one year later).
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MOSt and the change PrOceSS
A successful MOST process results in change. Any significant change presents major chal-lenges to an organization’s leadership and to the entire staff. Before committing to MOST, the director and other decision-makers need to be aware that:
• MOST is one step in an ongoing change process.
• To improve performance, an organization must make changes that may cause some dis-comfort among staff and other stakeholders.
• Strong leadership will be needed to initiate and sustain these changes.
• An organization will have to draw on management practices that are working well if it is to improve the management practices that are not so effective.
• It will take time for an organization to see the effects of MOST on the organization’s work, and, ultimately, on its services and sustainability.
This section of the guide explains the principles of change underlying the MOST process and details the role of the change leader and change team in implementing MOST. It also describes how MOST fits an existing model that shows how strong leadership and effective management contribute to an organization’s outcomes.
PrinciPleS Of change
Change can, of course, be imposed from the top of an organization, with little or no staff in-put. But when introduced in this way, any significant change is likely to lead to some combi-nation of reluctant acceptance and resistance among valuable employees.
The MOST change process comes from within the organization, as the result of an open ex-change of views and a successful struggle to reach consensus. MOST embodies four prin-ciples of managing organizational change, collected from literature on the subject:
The change process must meet a real organizational challenge. Change for its own sake is likely to be strongly resisted. Staff will generally support change when they perceive it as essential for resolving issues that affect their organization’s ability to live up to its mission. The MOST process applies this principle by using the organization’s own staff, rather than outsiders, to identify the areas for change. MOST also requires the organization’s director, along with a change leader and change team, to clarify the priority management issues, the rationale for changes, and the details of implementation that result from the MOST process.
The change process must be “owned” and guided by key stakeholders. Stakeholders in-clude those who are responsible for making decisions about changes and those who will car-ry out those decisions. To become supporters and effective implementers of the change pro-cess, stakeholders must accept the proposed changes fully and see themselves as integral to the success of the process. In the MOST process, this group is likely to begin with staff who have management responsibilities and take part in the workshop. These staff members “own” the change process fully, as it is they who conduct the management assessment, identify the changes to be made, and develop the plans, with the full support of the director. After the workshop, they will help mobilize their colleagues at all levels of the organization to under-stand, support, and implement the changes.
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Short-term results can be milestones on the way to broader, more substantive changes. Sometimes organizations set goals or objectives for change that are so ambitious that the staff think they are unreachable. It is useful to break large goals or objectives into smaller seg-ments and measure progress step by step along the way. MOST is designed to foster smaller, feasible changes that will move an organization toward a higher stage of development.
The change process must be supported by staff with clear roles and accountability. An organization cannot make and sustain significant changes with casual, ad-hoc oversight. To keep the change process on track and monitor progress, it must be the long-term responsibil-ity of one or more people who have been assigned this new role and whose performance will be judged, in part, by how successfully they carry out the assignment. The MOST action plan is overseen and monitored by a change leader and change team, whose authority comes from the director.
Principles of change underlie the entire MOST process. A successful MOST experience will bring about changes that begin during the workshop itself and continue long afterward.
change leader and change teaM
All too often, participants leave workshops agreeing on important management changes, but the changes do not actually take place. The spirit generated by a one-time event can evapo-rate as participants return to their “real” work, and the proposed changes become a distant memory.
In accordance with the principles of change, MOST emphasizes the importance of follow-up. During the final phase of the MOST process, individuals are assigned responsibilities and made accountable for implementing the MOST action plan.
Staff members who have participated in the workshop and fully understand the issues and plans take direct responsibility for leading the implementation of the action plan. Although every workshop participant is expected to help implement the changes resulting from the MOST process, the ultimate responsibility rests with a smaller group: the director, change leader, and change team. The change leader has the authority to make decisions regarding the action plan, and he or she will be held accountable for the plan’s implementation. The change leader may or may not be the director of the organization. An effective change leader and team will contribute significantly to visible improvements in the organization.
The change leader may be selected in one of several ways. In most instances, the organiza-tion’s director identifies this person before the workshop. Occasionally, the director prefers to delay this decision—to have the facilitators clarify the qualifications for the job during the workshop and let the participants choose the leader. The members of the change team are most often chosen by participants during Module 3 of the workshop when action plans are developed. However the leader and team are selected, it is imperative that the director and senior managers wholeheartedly approve the choice and offer full moral and material support. This support may include shifting some of the change team’s duties to other staff, so that members will have time to carry out their new responsibilities.
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Qualities of the Change Leader
The change leader is an individual who has:
• the confidence of the director, senior managers, and most staff members;
• proven ability to lead a team toward shared goals;
• a belief in the need for changes in management practices;
• a demonstrated commitment to the participatory nature of the MOST process;
• enthusiasm about taking on the task, with full awareness of its challenges.
leading and Managing fOr OrganizatiOnal change Making organizational change requires committed leaders and managers. Experience shows that organizations that have effective leaders and managers are able to improve management practices, create a positive work climate, and respond to changing environments. These orga-nizational changes contribute to improving the service the organization provides and increas-ing the ultimate impact of its work. The model below shows this sequence in the context of a health organization. It illustrates that leadership and management are equally important if an organization is to achieve its desired results.
leading and Managing fOr reSultS MOdel
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The environment in which health organizations work today has become increasingly com-plex. For example, decentralization in many countries has placed a greater responsibility on local programs to set challenging objectives and achieve measurable results. To meet these challenges, managers at all levels must recognize how good leadership and management prac-tices can make a difference and be able to carry out these practices. As a result, the organi-zation will be better able meet the needs of its clients, and, ultimately, will improve its sus-tainability. These practices are outlined below and put in the context of the MOST process. A complete description of leading and managing practices is provided in the “Leading and Managing Framework” on page 74 and on the MOST CD-ROM.
Leadership Practices Scanning. Continually examining the environment, their organization, their organization’s stakeholders, and themselves to identify values, strengths, and weaknesses.
In the MOST process, the director begins by scanning the organization to identify the need for change. The workshop participants then scan the organization in relation to its mission, values, and the outside world to identify issues and challenges. Afterward, they will con-tinually scan for evidence of the effects of the management changes that have been imple-mented.
Focusing. Keeping themselves and their colleagues focused on the organization’s mission, strategies, priorities, and challenges.
The MOST process requires the director and workshop participants to identify the manage-ment components that are most critical to their organization’s performance and achieve-ments. During the workshop, they set priorities and develop objectives that will have to be met and reviewed before lower-priority areas can be addressed. Afterward, they will help to maintain the focus on the management priorities as they return to their day-to-day responsi-bilities.
Aligning and mobilizing. Making sure that all staff work together to carry out activities that are in line with the organization’s mission, values, strategy, and resources.
The director gains support from staff for the MOST process and mobilizes staff to participate fully and creatively in the MOST workshop. During the workshop, staff members align and mobilize themselves around an action plan, specifying the resources needed to bring about the desired changes. Afterward, they will take the lead in aligning and mobilizing the rest of the organization to carry out the MOST activities, incorporating the MOST action plan into the organization’s annual plan, and moving the plan forward.
Inspiring. Motivating, challenging, and supporting staff creativity, innovation, and learning.
The success of the MOST workshop depends on the participants’ demonstration of the integ-rity, trust, and creativity that can inspire them, as a group and individually, to commit them-selves to the agreed-upon changes. When they return to their day-to-day responsibilities, they will join the director in inspiring their colleagues throughout the organization, convey-ing their enthusiasm and building an organization-wide commitment to change.
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Management Practices
Planning. Defining long- and short-term results and allocating resources accordingly.
During the MOST workshop, participants engage in an intensive exercise to plan for the de-sired improvements. Afterward, they will use their planning skills to integrate their action plan into the organization’s annual and long-term plans.
Organizing. Establishing structures, systems, and work processes to support efficient opera-tions and ensure accountability.
During the MOST workshop, participants have to organize for change, selecting the change leaders who will oversee the action plan and specifying the time, money, and other material resources needed. After the workshop, the change leaders will organize the functions needed to implement the plan.
Implementing. Integrating systems, coordinating work flow, and adjusting plans as circum-stances change.
After the MOST workshop, the participants, change leader, and change team will oversee the implementation of the management changes throughout the organization.
Monitoring and evaluating. Checking for and reflecting on progress and results, and using findings to provide feedback and make needed changes.
During the MOST workshop, participants build into the action plan the activities needed to monitor and evaluate the progress and results of implementing the plan. After the workshop, the change leaders and designated staff will monitor these activities and share the results with the organization’s decision-makers.
As the model shows, managers who lead contribute to an organization’s management prac-tices, its work climate, and its sustainability—its capacity to respond to changing environ-ments. The MOST process provides an opportunity for an organization’s staff to identify and plan management improvements while building their teamwork and leadership skills. In the case of a health organization, these improvements will help the organization contribute sig-nificantly to the improved health outcomes of the population it serves.
MOST
Management and Organizational Sustainability Tool12
rOleS Of StakehOlderS
The MOST process depends on the active participation of the identified stakeholders. These stakeholders include the organization’s leadership—the director and senior managers—as well as staff with management responsibilities from all areas of the organization. Additional stakeholders may represent other entities with which the organization is affiliated. For exam-ple, a nongovernmental organization might invite members of its board of directors to take part in some aspects of the process. A government agency or department might involve rep-resentatives from the next higher level of government or, perhaps, from other governmental units with which the agency works closely.
This section of the MOST guide describes the responsibilities of three types of stakeholders in the process: the organization’s leadership, the workshop participants, and the facilitators. For each type of stakeholder, the guide summarizes the role before, during, and after the workshop.
rOle Of the OrganizatiOn’S leaderS
At the heart of the MOST process is the full commitment of the organization’s director and senior managers. No matter how productive the workshop, or how much thought the par-ticipants put into the action plan, meaningful changes will not happen without the genuine, ongoing support of the organization’s leaders.
Before the workshop, the director and senior managers should:
Understand MOST. In order to decide whether or not their organization will benefit from MOST at this time, the director and senior managers should familiarize themselves with the elements of the MOST process. In this way, they will grasp what MOST can and cannot do for their organization, what has to happen if MOST is to succeed, what resources will be required, and what roles they will play in a highly participatory series of events.
They can acquire this information by reading “Making the MOST of Management” on page 52 and by viewing the PowerPoint presentation available on the MOST CD-ROM. They may also want to talk with leaders of organizations that have undertaken MOST and consultants who have facilitated the MOST process. MSH can put them in touch with these resources and also answer their questions about MOST.
Make the decision. Once they are convinced that they understand MOST, the director and senior managers will be better equipped to make a sound decision about whether their or-ganization should undertake the MOST process. They should carefully consider whether management changes could significantly improve their organization’s performance and have a positive effect on its services and potential sustainability.
Choose the facilitators and identify a staff counterpart. After deciding to embark on the MOST process, the organization’s leadership should look for facilitators who combine MOST experience with a style and approach that best fit the organization. Most directors prefer to use external facilitators, rather than staff members, to guide the process, recognizing that observant, sensitive outsiders are better able to maintain objectivity and gain the trust of all participants. In addition to the facilitation team, the director should assign a counterpart from within the organization to serve as a resource to the facilitators for logistics before and during the workshop.
MOST
Management and Organizational Sustainability Tool 13
Work with the facilitators. After negotiating and signing an agreement, the director and senior managers should collaborate with the facilitators in selecting 12 to 25 staff members to partici-pate in the MOST workshop. They may choose a change leader at this time, or they may prefer to wait and let the change leader emerge from the workshop. Finally, they should set the stage for a successful MOST experience by freely sharing their perspectives and concerns in at least one interview, responding to questions from the facilitators and offering any additional information that might help the facilitators understand the organization.
Inform the staff. The director should inform the entire staff of what is about to take place and how it will benefit the organization. Those staff who have been selected to participate in the MOST workshop will need additional details about their responsibilities during and after the workshop. The facilitators can provide explanatory handouts for workshop participants and nonparticipants alike.
During the workshop, the leaders should:
Participate fully and openly. The director and senior managers should be present and involved throughout the workshop. They should view themselves as colleagues rather than bosses, learn-ers rather than teachers. They must express their full commitment to openness and demonstrate this commitment by listening carefully and responding without defensiveness, no matter what opinions the other participants express. By showing their responsiveness, the leaders will help ease participants’ fears about admitting their own failings or voicing critical opinions.
After the workshop, the leaders should:
Provide ongoing support. The director and senior managers will need to provide moral and ma-terial support to the change leader and change team. During all phases of the MOST process, it is the organization’s leaders who can best encourage the staff to use their imagination and determi-nation to identify creative improvements and to find ways to overcome obstacles. Organizational results will only be achieved when action plans are implemented; therefore, it is critical that the change team be supported during the implementation phase.
Provide follow-up. In the follow-up phase, the director will need to support the change leader in a six-month or one-year MOST activity to review progress and plan for further management improvements. In the interim, the director should stay abreast of progress and be available to as-sist the change leader whenever necessary.
rOle Of the ParticiPantS
Although the contributions of the facilitators are invaluable, it is the participants (including the director) who do the greatest part of the work during the workshop and who oversee the change process afterwards. This is one of the features that distinguish MOST from other kinds of assess-ment and planning processes—even those in which the opinions of staff and other stakeholders are solicited by skillful external evaluators.
Before the workshop, the participants should:
Understand the MOST process. For the participants to be fully invested in MOST, they should understand the purpose and anticipated results of the workshop, the desired outcomes for each module, and the activities they will undertake to achieve those outcomes. They should peruse this information ahead of time, asking questions and expressing any concerns to the organiza-tion’s leadership and the facilitators.
MOST
Management and Organizational Sustainability Tool14
Provide information to the facilitators. Whenever possible, the MOST facilitators should interview each proposed workshop participant, either individually or in small groups. When interviews are not feasible, or when the facilitators wish to acquire supplementary informa-tion, participants may be asked to complete a written questionnaire. Whatever the format, participants can make powerful contributions by providing honest, thoughtful responses to the questions.
During the workshop, the participants should:
Participate fully and openly. The MOST workshop draws on the individual insights of the participants. It compels them to record their assessments carefully, listen closely to one an-other, consider the merits of differing viewpoints, and reach common ground on the basis of evidence that they can all accept. It may require them to take risks: to speak openly in front of superiors, to acknowledge weaknesses in past performance, and to accept new responsibil-ities for managing some aspects of future change. The foundation of the workshop—indeed of the entire MOST process—is the energy, creativity, openness, courage, and mutual respect of the workshop participants.
After the workshop, the participants should:
Be leaders in implementing the changes. When the workshop is over, the participants will play various roles in implementing the action plan. Some of them will be members of the change team, but even those who are not on the team will need to serve as change agents. They will be expected to take on the functions of leadership by:
• scanning for progress resulting from the planned changes, as well as scanning the reac-tions of their colleagues at all levels as changes are introduced;
• focusing the organization on the agreed-upon changes;
• aligning and mobilizing their colleagues around the changes;
• inspiring their colleagues through their own enthusiastic commitment and hard work.
It is critical that all participants understand the importance of their role in implementing the desired changes. Organizational results will only be achieved through good implementation and the participants play a key role in implementation.
rOle Of the facilitatOrS
At first glance, the MOST process seems simple. The instrument is easy to use, and the implementation modules and forms follow a logical sequence. Nonetheless, a skillful and perceptive facilitation team can make all the difference between a superficial MOST experi-ence and one that motivates the organization to achieve higher levels of performance and improved services.
The facilitators should carry out the following activities to set the process in motion and see it through to a successful conclusion. They may do these some of these tasks together and divide others between them.
Before the workshop, the facilitators should:
Get to know MOST. The first task of the facilitators is to be thoroughly familiar with every aspect of MOST. They should carefully read the guide and the materials on the MOST CD-
MOST
Management and Organizational Sustainability Tool 15
ROM thoroughly to be sure that they understand and are comfortable with the MOST prin-ciples and process, as well as with their own roles and the roles of the organizational leader-ship, workshop participants, change leader, and change team. Only in this way will they be able to orient the organization’s director and senior managers and answer the many questions that can arise.
Get to know the organization. The facilitators also need to find out everything possible about the organization: its purpose, history, culture, achievements, and concerns. This pre-liminary exploration can be made by reading such documents as programmatic and financial reports, evaluations, studies, and publications. The facilitators will use this information not only to provide a context for their work but also to help the workshop participants identify underlying issues, address the contributing causes, and build on organizational strengths.
Orient and learn from the organization’s leadership. A director who is uncertain about committing an organization to the MOST process may seek help in making the decision. The facilitators should make sure that the director reads “Making the MOST of Management,” handout (page 52), and sees the PowerPoint presentation (available on the MOST CD-ROM). The facilitators should then arrange one or more meetings with the director and selected se-nior managers to further clarify the MOST process and differentiate it from other assessments the organization may have undergone in the past. These meetings should help to answer questions and shed light on any areas of confusion. At the same time, the meetings should also generate critical information for the facilitators. By asking perceptive questions, listen-ing carefully, and observing attentively, the facilitators can judge whether the organization is ready to undertake MOST.
If the director and senior managers decide to embark on the MOST process, they should read the first three sections of this guide to confirm their understanding. At this point, the facilita-tors can negotiate and sign the agreement with the organization.
Adapt the instrument. Understanding the policies, legal context, and regulations that affect the organization will enable the facilitators to adapt the MOST assessment instrument. Some of the characteristics listed under the four stages of development describing each manage-ment component may need to be slightly modified to be responsive to the organization’s envi-ronmental context. For example, many NGOs or government organizations need to abide by the human resource policies of the Ministry of Health and may not have control over HR poli-cies. “Governance” and “Roles and Responsibilities” management components would need to be revised for public sector organizations as they do not have boards of directors.
Orient workshop participants. Even when the organization’s leadership understands MOST and is committed to undertaking it, the potential participants in the workshop may not be quite so certain. They may have a skeptical view of MOST as one more event in a series of assessments and plans that have added to their work and made little difference to the organi-zation. The facilitators, supported by the director, can differentiate the MOST process from these prior efforts. The facilitators should provide the proposed participants with the “Mak-ing the MOST of Management” handout (page 52). They might also wish to show the Power-Point slideshow to the entire group and respond to questions and concerns.
Learn from workshop participants. The facilitators should make every effort to interview each proposed participant. Face-to-face interviews will allow the participants to air their doubts and concerns while giving the facilitators important insights into the organization’s culture and work climate. As with the organization’s leadership, it is critical that the facilita-
MOST
Management and Organizational Sustainability Tool16
tors be nonjudgmental, encourage frankness, and assure participants of confidentiality. Such discussions will yield important information and establish an atmosphere of trust. If inter-views are not feasible, the facilitators can develop a written questionnaire to glean the same types of information. In some instances, the facilitators may choose to administer the written questionnaire ahead of time and supplement it later by the interviews. Suggested questions are found in the Facilitators' Plan in this guide, beginning on page 28.
Make the arrangements. The facilitators should work with a designated staff counterpart to be sure that all preparations are made in advance of the workshop, including arranging for the meeting rooms, supplies (flip chart easels and paper, markers, overhead projector, computer, printer, photocopier, etc.), and possibly, meals and transportation. The facilita-tors and staff counterpart can prepare workshop binders for the participants by copying the workshop materials beginning on page 56 and adding any supplementary documents they think the participants will find useful—perhaps selected reprints from the MOST CD-ROM or from the facilitators’ own store of materials. This is a good time to prepare ahead, produc-ing flip charts, overhead transparencies, or slides to support the different workshop mod-ules, as suggested in the Facilitators’ Plan in this guide.
During the workshop, the facilitators should:
Explain the assessment process. The facilitators should explain clearly how to complete the MOST instrument and what constitutes convincing evidence for a specific assessment. This task is of critical importance, because the quality of the assessments completed by the indi-vidual participants will affect subsequent discussions and planning. To be able to fulfill this task, the facilitators should be completely familiar and comfortable with the example of the completed MOST Assessment Instrument, beginning on page 21.
Encourage full participation. Perhaps the most important task of the facilitators is to make sure that all voices are heard, without giving undue weight to participants who hold a higher position in the organization or who are inclined to be more assertive. The workshop structure itself fosters universal participation by requiring everyone to form an opinion in-dependently and to share that opinion with a small group. To reinforce this emphasis on par-ticipation, the facilitators should point out at the start of the workshop that everyone’s view-point is equally valid and that all perspectives must be heard to achieve genuine consensus. The facilitators can help small groups monitor themselves, encouraging the quieter members and reminding more talkative members of their responsibility to listen attentively to their colleagues. The facilitators may need to periodically remind the group of these guidelines, or even step in directly if some voices begin to dominate as the discussion intensifies.
Manage time, balancing flow and flexibility. Because different groups work at different speeds, the facilitators should be sensitive to how each small group and individual partici-pant is functioning, and lend support to move a group along when necessary. The facilitators will need to recognize and deal with the stumbling blocks that can distract the participants and divert their energy into unproductive discussions. It is very useful to check in with the participants at the end of each day, or more often if needed, to hear how they are feeling about the pace and to make minor adjustments in the schedule if needed.
Each activity in the MOST workshop builds on the output of the previous activities. Thus, the action plan is the cumulative result of all the work that has gone before it. It is the re-sponsibility of the facilitators to maintain the logical flow of the process, so that participants can use the results of each activity as the context for the next, building momentum toward
MOST
Management and Organizational Sustainability Tool 17
the final action plan. This is why it is so important to document the results of each module as soon as possible and give the printed documents back to the participants to use as they move forward.
However, the facilitators must balance this forward momentum against the occasional need to address issues that arise unexpectedly in the course of small-group or plenary discussions. Participants may have underlying concerns that, if ignored, could severely impede the imple-mentation of the action plan. Sometimes these concerns can be written on a flip chart page or “parking lot,” which remains posted throughout the workshop and used to list important issues that will need to be addressed in the future. But sometimes the workshop agenda must be diverted for a short time to untie the knots, cutting short some other activity or extend-ing an already long day. A skilled facilitator can define the dilemma for the group, clarify the consequences of ignoring or addressing the issue, and guide the group in making the most appropriate judgment within the time available.
Synthesize. At several points in the workshop, the facilitators will need to help the partici-pants pull together the different threads of a discussion into a set of shared perceptions. This ability to synthesize will help the group retain its focus and move forward.
Resolve conflicts. The MOST process often releases strong emotions and brings to light longstanding areas of disagreement that cannot be ignored. This airing of hidden grievances is valuable as a means of removing obstacles that stand in the way of management improve-ment. At the same time, these discussions cannot be allowed to derail the MOST process. It is critical, therefore, that facilitators maintain the stance of objective outsiders and intervene when necessary, helping the participants to either resolve or postpone the resolution of some issues.
Identify or confirm the change leader and change team. No MOST workshop should end without the clear assignment of responsibility to a change leader and change team. These people should be enthusiastic supporters of the change process. They must have the full support of the director and other decision-makers, including the time and resources needed to carry out the activities in the action plan. The director may have already appointed the change leader before the workshop; in that case, the facilitators can make time for the direc-tor to announce this decision. If the change leader has not already been appointed, the facili-tators should guide the group in choosing someone who fits the qualifications noted in the box on page 9. That person should be willing—even eager—to take on the assignment.
The facilitators should also help participants identify the members of the change team. The core of the team will be the individuals who have agreed to be responsible for key activi-ties on the action plan. The team may be supplemented by other staff members with specific skills that will be important in carrying out the action plan.
Empower the participants. One of the biggest challenges for the facilitators may be to dispel the sense of futility that some MOST groups feel when they are a small part of a large, pow-erful organization. The facilitators will need to acknowledge that some changes will require higher-level interventions, but this reality should not dilute the considerable power that the group possesses to make some important changes. The facilitators should be prepared to cite examples of groups that have made realistic and substantive management improvements de-spite the constraints imposed by the laws, policies, and regulations of their larger organiza-tional structure.
MOST
Management and Organizational Sustainability Tool18
Document the decisions made. It is the responsibility of the facilitators to be sure that all points that are agreed upon are recorded. In most instances, the decisions will be docu-mented by the workshop participants themselves, on flip chart pages hung around the room. However, it is crucial that all decisions be entered on a computer and given to the partici-pants to verify the content and use as they move forward. During the final module, as the action plan is being developed, small groups will be working on previous group outputs, re-vising them, receiving feedback, and finalizing them on the same day. It will be important at the end of the day for one of the facilitators to enter the changes, print the final documents, and distribute copies to all the participants.
After the workshop, the facilitators should:
Conduct follow-up activities. Even the most highly motivated change leaders can get over-whelmed with day-to-day pressures and lose the momentum for change. The facilitators can help them maintain that momentum and move the organization toward achieving its objec-tives to improve management practices by providing support at critical junctures. Responsi-bilities after the workshop might include:
• writing and submitting a workshop report that is complete, clear, and specific enough for the director, change leader, and change team to present the results of the MOST workshop to the rest of the organization and to guide their next steps;
• maintaining regular contact (by phone or e-mail) and/or scheduling occasional meetings with the change team to track the progress and results of the changes being implemented;
• providing facilitation for in-depth assessments of management components the organi-zation has selected for more intensive work;
• providing other kinds of technical assistance as requested, or suggesting other sources of technical assistance;
• conducting a follow-up MOST workshop to review progress and take on new manage-ment challenges.
MOST
Management and Organizational Sustainability Tool 19
uSing the MOSt aSSeSSMent inStruMent
This section provides an example of the MOST assessment instrument, which serves as the basis for the MOST workshop. The instrument is a matrix used to assess 19 management components related to an organization’s mission, values, strategy, structure, and systems. For each component, the in-strument presents four possible stages of development, each of which is defined by a set of charac-teristics.
StageS Of ManageMent develOPMent
As organizations grow, strengthen, and mature, they evolve through a continuum of stages of de-velopment. The MOST instrument describes the characteristics of management components at each of the four stages of development. By comparing their organization’s management performance to the characteristics that mark the stages, workshop participants can decide for themselves what stage their organization has reached for each management component.
Using the Management Characteristics to Assess Stages of Development
Participants in the MOST workshop do not attempt to characterize their organization’s overall stage of development. Rather, they identify the stage of development for each management component. To be rated at a particular stage of development for a management component, the organization must match all the characteristics of that stage—it cannot be rated at an in-between stage, such as 2.5.
Each stage of development includes and builds on the characteristics of the previous stage. At the first stage, the characteristics describe an organization that has done very little to develop that com-ponent. At the other end of the spectrum, the fourth stage, the characteristics portray an organization that is operating extremely effectively with regard to that component. In such a case, the organiza-tion might consider directing its energies to components that are at lower stages of development.
It is important to note that different organizations pass through these stages at different rates, even if the organizations were founded at the same time. Even within one organization, different manage-ment components may be at different stages of development at the same time. Discrepancies between and within organizations—for example, a “3” on the links of the strategy to the mission and a “1” on the links of the strategy to potential clients—might be the result of a combination of factors: the focus of the organization’s leaders, the mandates of funding agencies, the comparative strengths of staff members, and the demands of the external environment.
PrOviding evidence
Because workshop participants come from many parts of the organization, they often differ in their perceptions of whether a component fits all the characteristics of a particular stage. To help resolve these different views, the instrument provides a space for the participants to individually record evi dence: a brief description of an event or situation that they have seen, heard, or experienced, which supports them in rating the component at the stage they have selected. Later, in heteroge-neous small groups, participants will share their evidence and take into account their different per-spectives as they seek to reach consensus on the stage of development of each component.
MOST
Management and Organizational Sustainability Tool
What Constitutes Evidence?
Many types of evidence—not simply quantitative data—may support participants’ assessments. MOST defines evidence as a fact or concrete observation that supports the identified stage of devel-opment. Convincing evidence answers the question, What can we see or hear, or what do we know, that tells us that something is true?
A sample of a completed MOST assessment instrument is found on the following pages. It provides examples of the types of evidence participants might provide to justify their choices. The instru-ment itself appears on pages 57–62, as well as on the MOST CD-ROM, and should be included in every participant’s workshop binder.
20
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
21
Man
agem
ent
Co
mp
on
ent
Stag
es o
f D
evel
op
men
t an
d T
hei
r C
har
acte
rist
ics
Cur
ren
t St
age
Evid
ence
12
34
Mis
sio
nEx
iste
nce
an
d
Kn
ow
led
ge
No
form
al m
issi
on
stat
emen
t ex
ists
, or
the
exis
ting
mis
sion
st
atem
ent
is in
cons
is-
tent
with
the
cur
rent
or
gani
zatio
nal p
ur-
pos
e an
d th
e ne
eds
of in
tend
ed c
lient
s.
The
mis
sion
sta
te-
men
t ex
ists
, is
cons
is-
tent
with
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org
ani-
zatio
nal p
urp
ose,
and
is
som
etim
es c
ited
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seni
or s
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The
mis
sion
sta
te-
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freq
uent
ly
cite
d by
key
sta
ke-
hold
ers:
sta
ff, b
oard
, p
artn
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genc
ies,
and
cl
ient
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The
mis
sion
sta
te-
men
t is
wid
ely
know
n an
d re
gula
rly
revi
ewed
to
assu
re
that
it r
eflec
ts t
he
curr
ent
orga
niza
tion-
al p
urp
ose
and
the
need
s of
inte
nded
cl
ient
s.
3Ex
amp
le: W
e of
ten
refe
r to
the
mis
-si
on s
tate
men
t in
sta
ff m
eetin
gs w
hen
tryi
ng t
o de
cide
am
ong
seve
ral n
ew
initi
ativ
es. W
e ha
ve ju
st b
egun
to
post
th
e m
issi
on in
our
clin
ics,
and
I’ve
al
read
y he
ard
a fe
w c
lient
s co
mm
ent
on it
.
Val
ues
Exis
ten
ce a
nd
A
pp
licat
ion
Org
aniz
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nal v
alue
s an
d et
hica
l prin
cip
les
have
not
bee
n de
-fin
ed.
Org
aniz
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nal v
alue
s an
d et
hica
l prin
cip
les
have
bee
n de
fined
an
d ar
e so
met
imes
ci
ted
by s
enio
r st
aff.
Org
aniz
atio
nal v
alue
s an
d et
hica
l prin
cip
les
are
freq
uent
ly c
ited
by s
taff
at a
ll le
vels
.
Org
aniz
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nal v
alue
s an
d et
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l prin
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are
wid
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know
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and
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r ad
herin
g to
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m.
4Ex
amp
le: O
ur p
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rman
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evie
w fo
rm
incl
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a s
ectio
n fo
r ev
alua
ting
how
w
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e liv
e up
to
our
orga
niza
tion’
s st
ated
val
ues
in o
ur d
ay-t
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y ac
tions
.
Stra
teg
yLi
nks
to
Mis
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n
and
Val
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Stra
tegi
es a
re d
e-ve
lop
ed in
res
pon
se
to fu
nder
s’ r
equi
re-
men
ts o
r th
e p
refe
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of a
few
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i-si
on-m
aker
s, w
ithou
t re
fere
nce
to t
he m
is-
sion
and
val
ues.
Stra
tegi
es a
re s
ome-
times
dev
elop
ed
with
ref
eren
ce t
o th
e m
issi
on a
nd v
alue
s,
but
mor
e of
ten
in
resp
onse
to
othe
r re
qui
rem
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, pre
f-er
ence
s, a
nd m
an-
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s.
Stra
tegi
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re a
lmos
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way
s de
velo
ped
w
ithin
the
gen
eral
co
ntex
t of
the
mis
-si
on a
nd v
alue
s.
Beca
use
stra
tegi
es
are
deve
lop
ed t
o co
nfor
m t
o th
e m
is-
sion
and
val
ues,
st
rate
gic
pla
nnin
g is
vi
ewed
as
an o
pp
or-
tuni
ty t
o re
affir
m o
r re
vise
the
mis
sion
.
1Ex
amp
le: T
his
year
we
adop
ted
a st
rat-
egy
requ
este
d by
one
of o
ur fu
nder
s,
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it is
not
con
sist
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with
our
re
cent
ly r
evis
ed m
issi
on s
tate
men
t.
SaM
Ple
cO
MPl
eted
MO
St a
SSeS
SMen
t in
Str
uM
ent
22
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
lStra
teg
y (c
on
tin
ued
)
Stru
ctur
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M
anag
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t St
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of
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elo
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and
Th
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Ch
arac
teri
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s C
urre
nt
C
om
po
nen
t 1
2 3
4 St
age
Evid
ence
Lin
ks t
o C
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ts
and
Co
mm
unit
y
Lin
ks t
o
Pote
nti
al
Clie
nts
Lin
es o
f
Aut
ho
rity
an
d
Acc
oun
tab
ility
Stra
tegi
es a
re d
evel
-op
ed w
ithou
t re
fer-
ence
to
the
need
s of
cl
ient
s or
the
ir co
m-
mun
ities
.
Stra
tegi
es a
re d
evel
-op
ed w
ithou
t kn
owl-
edge
of t
he c
urre
nt
or p
oten
tial d
eman
d fo
r th
e or
gani
zatio
n’s
serv
ices
.
Ther
e ar
e no
for-
mal
doc
umen
ts t
hat
defin
e cu
rren
t lin
es
of a
utho
rity
and
ac-
coun
tabi
lity.
Stra
tegi
es a
re d
evel
-op
ed b
ased
on
as-
sum
ptio
ns a
bout
the
ne
eds
of c
lient
s an
d th
eir
com
mun
ities
.
Stra
tegi
es a
re d
evel
-op
ed o
n th
e ba
sis
of
anec
dota
l kno
wle
dge
of t
he d
eman
d fo
r
the
orga
niza
tion’
s
serv
ices
.
An
orga
niza
tiona
l ch
art
or s
imila
r do
cu-
men
t de
fines
line
s of
aut
horit
y an
d ac
-co
unta
bilit
y. It
is
incl
uded
in t
he o
rgan
i-za
tion’
s man
ual o
f pol
i-ci
es a
nd p
roce
dure
s.
Stra
tegi
es a
re d
evel
-op
ed b
ased
on
accu
-ra
te in
form
atio
n ab
out
the
need
s of
clie
nts
and
thei
r co
mm
uni-
ties.
St
rate
gies
are
dev
el-
oped
on
the
basi
s of
occ
asio
nal a
sses
s-m
ents
of t
he d
eman
d fo
r se
rvic
es, a
s w
ell a
s an
alys
is o
f the
ser
vice
s al
read
y pr
ovid
ed b
y ot
her
orga
niza
tions
.
The
orga
niza
tiona
l ch
art
or s
imila
r do
cu-
men
t is
som
etim
es
used
whe
n is
sues
aris
e p
erta
inin
g to
line
s of
aut
horit
y an
d ac
-co
unta
bilit
y.
Stra
tegi
es a
re d
evel
-op
ed w
ith t
he p
artic
i -p
atio
n of
clie
nts
an
d co
mm
unity
gr
oup
s.
A m
echa
nism
is in
p
lace
for
regu
larly
sc
anni
ng c
urre
nt a
nd
pot
entia
l dem
and,
ev
alua
ting
othe
r or
ga-
niza
tions
’ ser
vice
s, a
nd
usin
g th
ese
fin
ding
s to
dev
elop
st
rate
gies
.
The
orga
niza
tiona
l ch
art
or s
imila
r do
cu-
men
t is
reg
ular
ly u
p-
date
d an
d co
nsis
tent
ly
used
to
reso
lve
issu
es
per
tain
ing
to li
nes
of a
utho
rity
and
ac-
coun
tabi
lity.
Exam
ple
: In
our
last
str
ateg
ic p
lann
ing
exer
cise
, we
drew
on
the
findi
ngs
of t
he
com
mun
ity s
urve
y co
nduc
ted
two
year
s ag
o.
Exam
ple
: We
intr
oduc
ed a
you
th p
ro-
gram
bec
ause
som
e pa
rent
s co
mpl
aine
d th
at t
heir
teen
aged
chi
ldre
n ha
d no
pla
ce
to g
o af
ter
scho
ol.
Exam
ple
: We
used
to
have
an
orga
niza
-tio
nal c
hart
tha
t sh
owed
eve
ryon
e’s
posi
-tio
n an
d su
perv
isor
y re
latio
nshi
ps, b
ut
sinc
e w
e re
orga
nize
d a
coup
le o
f yea
rs
ago,
it h
asn’
t be
en u
pdat
ed t
o sh
ow t
he
new
str
uctu
re.
3 2 1
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
23
Stru
ctur
e (c
on
tin
ued
)
M
anag
emen
t St
ages
of
Dev
elo
pm
ent
and
Th
eir
Ch
arac
teri
stic
s C
urre
nt
C
om
po
nen
t 1
2 3
4 St
age
Evid
ence
Go
vern
ance
: B
oar
d o
f D
irec
-to
rs
(Not
e: G
over
-na
nce
in r
ela-
tion
to b
oard
of
dire
ctor
s is
not
ap
plic
able
to
pub
-lic
sec
tor
orga
ni-
zatio
ns. H
owev
er,
gove
rnan
ce in
ac
coun
tabi
lity
and
tran
spar
ency
re
mai
ns a
n im
-p
orta
nt s
truc
ture
in
pub
lic s
ecto
r or
gani
zatio
ns.)
Ro
le a
nd
R
esp
on
sib
iliti
es(N
ote:
For
NG
Os,
th
is c
omp
onen
t p
erta
ins
to b
oth
staf
f and
boa
rd
of d
irect
ors.
For
p
ublic
-sec
tor
inst
i-tu
tions
, it
per
tain
s on
ly t
o st
aff.)
Ther
e is
no
boar
d or
th
e bo
ard
cons
ists
of
the
foun
der
and/
or
per
sons
cho
sen
byth
e fo
unde
r. Bo
ard
mee
tings
are
ra
rely
hel
d.
Role
s an
d re
spon
si-
bilit
ies
are
not
clea
rly
defin
ed. W
ork
is a
s-si
gned
on
an a
d-ho
c ba
sis,
acc
ordi
ng t
o th
e p
erce
ived
nee
ds
of t
he m
omen
t.
The
boar
d is
com
-p
rised
of p
erso
ns w
ho
have
not
bee
n se
lect
-ed
bas
ed o
n th
e ch
ar-
acte
ristic
s (i.
e. g
ende
r)
and
skill
s ne
eded
on
the
boar
d. T
he b
oard
m
eets
occ
asio
nally
an
d fo
cuse
s ex
clu-
sive
ly o
n op
erat
iona
l is
sues
as
opp
osed
to
stra
tegi
c on
es. N
o p
ol-
icie
s ha
ve b
een
deve
l-op
ed b
y th
e bo
ard.
Role
s an
d re
spon
sibi
li-tie
s ar
e in
the
pro
cess
of
bei
ng d
efine
d. M
ost
wor
k is
stil
l ass
igne
d on
an
ad-h
oc b
asis
.
The
boar
d is
cho
sen
from
per
sons
in t
he
com
mun
ity b
ased
on
the
cha
ract
eris
tics
and
skill
s ne
eded
on
the
boar
d. T
he b
oard
m
eets
freq
uent
ly, f
o-cu
sing
on
oper
atio
nal
and
stra
tegi
c is
sues
. So
me
pol
icie
s ha
ve
been
dev
elop
ed b
y th
e bo
ard.
The
boa
rd
app
rove
s th
e an
nual
bu
dget
but
is n
ot in
-vo
lved
in p
erio
dic
mon
itorin
g of
rev
enue
an
d ex
pen
ses.
Role
s an
d re
spon
sibi
li-tie
s ar
e de
fined
in t
he
pol
icy
and
pro
cedu
res
man
ual.
They
are
be-
ginn
ing
to b
e us
ed a
s th
e ba
sis
for
assi
gnin
g w
ork.
The
boar
d is
cho
sen
from
per
sons
in t
he
com
mun
ity b
ased
on
char
acte
ristic
s an
d sk
ills
need
ed o
n th
e bo
ard.
The
boa
rd
mee
ts fr
eque
ntly
, fo-
cuse
s on
str
ateg
ic is
-su
es a
nd e
valu
ates
its
per
form
ance
ann
ually
. Th
e bo
ard
per
iodi
cally
re
view
s th
e or
gani
-za
tion'
s m
issi
on a
nd
app
rove
s its
str
ateg
ic
pla
n. T
he b
oard
en-
sure
s su
ffici
ent
finan
-ci
al r
esou
rces
for
the
orga
niza
tion;
ap
pro
ves
the
annu
al b
udge
t;
trac
ks r
even
ues
and
exp
ense
s ag
ains
t bu
d-ge
t at
leas
t q
uart
erly
, an
d m
onito
rs t
he e
f-fe
ctiv
enes
s of
pro
-gr
ams
and
serv
ices
.
Role
s an
d re
spon
sibi
li-tie
s ar
e de
fined
in t
he
pol
icy
and
pro
cedu
res
man
ual.
They
are
be-
ginn
ing
to b
e us
ed a
s th
e ba
sis
for
assi
gnin
g w
ork.
Exam
ple
: Our
boa
rd h
as t
en m
embe
rs
from
the
com
mun
ity w
ho h
ave
diffe
rent
ty
pes
of s
kills
, but
not
nec
essa
rily
the
skill
s th
at t
he b
oard
rea
lly n
eeds
. The
y m
eet
sem
i-ann
ually
. I h
ave
neve
r se
en a
ne
w p
olic
y in
trod
uced
by
the
boar
d.
Exam
ple
: Thi
s ye
ar w
e he
ld a
ser
ies
of m
eetin
gs w
ith k
ey s
taff
mem
bers
to
refe
fine
our
role
s in
ligh
t of
sev
eral
new
in
itiat
ives
. As
a re
sult,
som
e pe
ople
hav
e sh
ifted
to
diffe
rent
wor
k ar
eas
and
take
n on
new
ass
ignm
ents
.
2 4
24
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
lStru
ctur
e (c
on
tin
ued
)
Syst
ems
M
anag
emen
t St
ages
of
Dev
elo
pm
ent
and
Th
eir
Ch
arac
teri
stic
s C
urre
nt
C
om
po
nen
t 1
2 3
4 St
age
Evid
ence
Dec
isio
n-M
akin
g
Plan
nin
g
Co
mm
unic
atio
n
The
dire
ctor
and
se-
nior
man
ager
s m
ake
all s
igni
fican
t de
ci-
sion
s w
ithou
t di
scus
s-in
g th
em w
ith s
taff.
Mos
t or
gani
zatio
nal
activ
ities
are
un-
pla
nned
and
dec
ided
on
an
ad-h
oc b
asis
.
Ther
e is
no
form
al
com
mun
icat
ion
mec
hani
sm. I
mp
or-
tant
info
rmat
ion
is
com
mun
icat
ed m
ainl
y by
wor
d of
mou
th.
The
dire
ctor
and
se-
nior
man
ager
s m
ake
all s
igni
fican
t de
cisi
ons
afte
r lis
teni
ng t
o th
e vi
ews
of s
elec
ted
staf
f m
embe
rs.
Op
erat
iona
l pla
ns a
re
deve
lop
ed fo
r so
me
pro
ject
s an
d p
ro-
gram
s, u
sual
ly t
o m
eet
fund
ers’
re
qui
re m
ents
.
Com
mun
icat
ion
mec
hani
sms
are
used
on
ly t
o co
nvey
nec
es-
sary
info
rmat
ion
from
se
nior
man
agem
ent
to
the
rest
of t
he s
taff.
Mid
-leve
l sta
ff m
em-
bers
are
enc
oura
ged
to m
ake
and
carr
y ou
t si
gnifi
cant
dec
isio
ns
rega
rd in
g th
eir
own
wor
k an
d th
e w
ork
of
thei
r te
ams.
An
oper
atio
nal p
lan
is
deve
lop
ed a
nnua
lly,
inde
pen
dent
of t
he
orga
niza
tion’
s br
oade
r st
rate
gies
.
Com
mun
icat
ion
mec
h-an
ism
s ar
e be
ginn
ing
to b
e us
ed t
o sh
are
info
rmat
ion
acro
ss o
r-ga
niza
tiona
l uni
ts a
nd
amon
g st
aff a
t di
ffer-
ent
leve
ls.
All
staf
f are
exp
ecte
d to
mak
e si
gnifi
cant
de-
cisi
ons
rega
rd in
g th
eir
own
wor
k an
d th
e w
ork
of t
heir
team
s,
and
to c
arry
out
tho
se
deci
sion
s.
The
annu
al o
per
atio
n-al
pla
n is
des
igne
d to
su
pp
ort
the
orga
niza
-tio
n’s
stra
tegi
es a
rtic
u-la
ted
in t
he s
trat
egic
p
lan.
Com
mun
icat
ion
mec
hani
sms
are
used
co
nsis
tent
ly t
o sh
are
info
rmat
ion
acro
ss o
r-ga
niza
tiona
l uni
ts a
nd
amon
g st
aff a
t di
ffer-
ent
leve
ls.
Exam
ple
: I’m
sup
pose
d to
ove
rsee
co
mm
unity
par
ticip
atio
n in
our
ann
ual
mee
ting.
But
last
mon
th, m
y su
perv
isor
ch
ange
d th
e ag
enda
and
info
rmed
co
mm
unity
mem
bers
of t
he n
ew a
gend
a w
ithou
t ev
en le
ttin
g m
e kn
ow.
Exam
ple
: Aft
er t
alki
ng a
bout
it fo
r ye
ars,
w
e fin
ally
put
tog
ethe
r a
stra
tegi
c pl
an
this
yea
r, bu
t w
e ha
d al
read
y m
ade
our
annu
al p
lan.
Som
e of
the
sho
rt-t
erm
ac
tiviti
es I’
m r
espo
nsib
le fo
r do
n’t
seem
to
be
rela
ted
to o
ur o
rgan
izat
iona
l st
rate
gies
.
Exam
ple
: Whe
n th
ere
is a
cha
nge
in p
ro-
cedu
res
or r
egul
atio
ns, i
t is
ann
ounc
ed
eith
er in
a s
taff
mee
ting
or in
a m
emo
from
the
man
agem
ent
com
mitt
ee. B
ut
the
only
way
we
shar
e in
form
atio
n w
ith
our
colle
ague
s in
diff
eren
t un
its is
in in
-fo
rmal
con
vers
atio
ns.
1 3 2
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
25
Man
agem
ent
Co
mp
on
ent
Stag
es o
f D
evel
op
men
t an
d T
hei
r C
har
acte
rist
ics
Cur
ren
t St
age
Evid
ence
12
34
Syst
ems
(co
nti
nue
d)
Hum
an
Res
our
ce
Man
agem
ent
Ther
e ar
e no
pol
icie
s on
job
clas
sific
atio
n,
sala
ries,
hiri
ng, p
ro-
mot
ion,
grie
vanc
es,
or w
ork
hour
s. T
here
ar
e no
pro
cedu
res
for
per
form
ance
ev
alua
tion,
sta
ff de
-ve
lop
men
t, o
r m
ain-
tena
nce
of e
mp
loye
e da
ta.
The
orga
niza
tion
has
reco
gniz
ed t
he n
eed
for
a fo
rmal
hum
an
reso
urce
sys
tem
. It
is
wor
king
to
clar
ify h
u-m
an r
esou
rce
pol
icie
s an
d p
roce
dure
s.
Hum
an r
esou
rce
pol
i-ci
es a
nd p
roce
dure
s ar
e in
pla
ce, a
nd
man
ager
s ar
e be
gin-
ning
to
use
them
to
hire
and
ret
ain
tal-
ente
d an
d co
mm
itted
st
aff.
Hum
an r
esou
rce
pol
i-ci
es a
nd p
roce
dure
s ar
e in
pla
ce, a
nd
man
ager
s us
e th
em
cons
iste
ntly
to
hire
an
d re
tain
tal
ente
d an
d co
mm
itted
sta
ff.
2Ex
amp
le: T
he b
igge
st p
rom
otio
ns a
nd
rais
es u
sed
to b
e gi
ven
to p
eopl
e w
ho
wer
e fr
iend
ly w
ith s
enio
r m
anag
emen
t.
Ther
e w
ere
no g
uide
lines
, and
it w
as
all v
ery
secr
etiv
e. N
ow o
ur n
ew h
uman
re
sour
ce d
irect
or h
as c
ircul
ated
a d
raft
of
per
sonn
el p
olic
ies
and
proc
edur
es.
A co
uple
of p
eopl
e us
ed t
his
draf
t to
ap
peal
whe
n th
ey t
houg
ht t
hey
hadn
’t be
en t
reat
ed fa
irly.
Mo
nit
ori
ng
an
d
Eval
uati
on
The
orga
niza
tion’
s w
ork
is m
onito
red
and
its r
esul
ts a
re
eval
uate
d by
ext
erna
l ev
alua
tors
onl
y w
hen
fund
ers
dem
and
it.
The
orga
niza
tion
mon
itors
its
own
wor
k to
det
erm
ine
adhe
renc
e to
pla
nned
ac
tiviti
es. R
esul
ts a
re
eval
uate
d by
ext
erna
l te
ams
whe
n fu
nder
s de
man
d it.
The
orga
niza
tion
regu
larly
mon
itors
its
own
wor
k to
det
er-
min
e p
rogr
ess
tow
ard
achi
evin
g go
als
and
obje
ctiv
es. I
t ev
alu-
ates
res
ults
at
the
end
of e
ach
pro
ject
and
p
rogr
am.
The
orga
niza
tion
regu
larly
mon
itors
its
pro
gres
s, e
valu
ates
re
sults
, and
use
s th
e fin
ding
s to
imp
rove
se
rvic
es a
nd p
lan
the
next
pha
se o
f wor
k.
2Ex
amp
le: W
e ha
ve t
o w
rite
quar
terly
re
port
s th
at s
how
how
wel
l we’
re c
ar-
ryin
g ou
t va
rious
pro
ject
s. B
ut w
hen
a pr
ojec
t ev
alua
tion
team
mad
e a
site
vi
sit
last
sum
mer
, we
had
no e
vide
nce
to c
onvi
nce
them
tha
t w
e ha
d ac
hiev
ed
sign
ifica
nt r
esul
ts.
Info
rmat
ion
M
anag
emen
t:
Dat
a
Co
llect
ion
Rout
ine
serv
ice
and
finan
cial
dat
a ar
e
ofte
n in
accu
rate
, an
d re
por
ts a
re
rare
ly s
ubm
itted
on
sc
hedu
le.
The
orga
niza
tion
has
intr
oduc
ed s
yste
ms
that
are
beg
inni
ng
to im
pro
ve t
he a
c-cu
racy
and
tim
elin
ess
of r
outin
e se
rvic
e an
d fin
anci
al r
epor
ts.
Org
aniz
atio
nal
syst
ems
yiel
d ro
utin
e se
rvic
e an
d fin
anci
al
data
tha
t ar
e
gene
rally
con
side
red
accu
rate
, and
mos
t re
por
ts a
re s
ubm
itted
on
sch
edul
e.
Org
aniz
atio
nal
syst
ems
pro
vide
cr
oss-
chec
king
to
guar
ante
e th
e ac
-cu
racy
of r
outin
e se
rvic
e an
d fin
an-
cial
dat
a. T
here
are
cl
ear,
enfo
rced
con
-se
que
nces
for
late
re
por
ts.
3Ex
amp
le: W
e ca
n co
unt
on m
ost
of o
ur
faci
litie
s to
get
the
ir m
onth
ly r
epor
ts in
on
tim
e, a
nd o
ur c
ross
-che
ckin
g sh
ows
that
the
ir ac
cura
cy is
qui
te g
ood.
But
th
ere
are
five
or s
ix fa
cilit
ies
that
are
al
way
s la
te, a
nd t
hree
of t
hem
rou
tinel
y su
bmit
data
tha
t do
n’t
mat
ch o
ur
obse
rvat
ions
.
26
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
Man
agem
ent
Co
mp
on
ent
Stag
es o
f D
evel
op
men
t an
d T
hei
r C
har
acte
rist
ics
Cur
ren
t St
age
Evid
ence
12
34
Syst
ems
(co
nti
nue
d)
Info
rmat
ion
M
anag
emen
t:
Use
of
In
form
atio
n
Thos
e w
ho s
ubm
it re
qui
red
rep
orts
re
ceiv
e no
feed
back
fr
om t
heir
man
ag-
ers.
The
info
rmat
ion
in t
he r
epor
ts is
file
d aw
ay a
nd n
ot u
sed
for
man
agem
ent
or
pro
gram
mat
ic d
eci-
sion
s.
Thos
e w
ho s
ubm
it re
qui
red
rep
orts
re
ceiv
e sp
orad
ic
feed
back
from
the
ir m
anag
ers.
Som
e m
anag
ers
use
the
info
rmat
ion
in t
he
rep
orts
to
mak
e de
ci-
sion
s.
All
man
ager
s ar
e ex
-p
ecte
d to
giv
e re
gu-
lar
feed
back
to
staf
f w
ho s
ubm
it re
qui
red
rep
orts
, and
to
use
the
info
rmat
ion
in
the
rep
orts
as
a ba
sis
for
deci
sion
s.
Staf
f mem
bers
who
su
bmit
rep
orts
con
-si
sten
tly g
et p
rom
pt
feed
back
. With
the
ir m
anag
ers,
the
y an
a-ly
ze t
he in
form
atio
n an
d us
e th
eir
findi
ngs
to a
naly
ze t
rend
s, im
-p
rove
man
agem
ent
and
per
form
ance
, an
d ac
hiev
e ou
t-co
mes
.
1Ex
amp
le: W
e se
nd o
ur r
epor
ts t
o he
ad -
quar
ters
eve
ry q
uart
er. T
heir
only
re-
spon
se is
to
ackn
owle
dge
that
the
y ha
ve
rece
ived
the
rep
orts
on
such
-and
-suc
h a
date
.
Qua
lity
A
ssur
ance
The
orga
niza
tion
em-
pha
size
s th
e nu
mbe
r of
act
iviti
es u
nder
-ta
ken,
rat
her
than
the
q
ualit
y of
ser
vice
s.
The
orga
niza
tion
ackn
owle
dges
the
im
por
tanc
e of
hig
h-q
ualit
y se
rvic
es. I
t is
co
nsid
erin
g ac
tiviti
es
that
will
hel
p s
taff
regu
larly
ass
ess
and
imp
rove
qua
lity.
Som
e p
arts
of t
he
orga
niza
tion
have
un
dert
aken
act
iviti
es
to a
sses
s an
d im
pro
ve
the
qua
lity
of s
ervi
ces.
A
few
inte
rest
ed s
taff
mem
bers
hav
e ta
ken
resp
onsi
bilit
y fo
r
cond
uctin
g th
ese
ac
tiviti
es.
Ther
e is
an
esta
b-lis
hed,
ong
oing
sys
-te
m fo
r as
sess
ing
and
imp
rovi
ng t
he q
ualit
y of
ser
vice
s. T
rain
ed
staf
f are
reg
ular
ly u
s-in
g th
is s
yste
m.
3Ex
amp
le: W
e ha
d a
wor
ksho
p on
qua
l-ity
last
yea
r, an
d ou
r un
it m
ade
som
e ex
citin
g ch
ange
s. T
hen
the
pers
on w
ho
ran
our
qual
ity s
essi
ons
got
too
busy
to
keep
it u
p. I
don’
t kn
ow w
hat
has
hap-
pene
d in
oth
er u
nits
.
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
27
Man
agem
ent
Co
mp
on
ent
Stag
es o
f D
evel
op
men
t an
d T
hei
r C
har
acte
rist
ics
Cur
ren
t St
age
Evid
ence
12
34
Syst
ems
(co
nti
nue
d)
Fin
anci
al
Man
agem
ent
Budg
ets
are
deve
l-op
ed w
ithou
t in
put
fr
om p
rogr
am m
an-
ager
s. T
he fi
nanc
e sy
stem
doe
s no
t ac
-cu
rate
ly t
rack
exp
en-
ditu
res,
rev
enue
s, a
nd
cash
flow
.
Budg
ets
are
usua
lly
deve
lop
ed w
ith in
put
fr
om p
rogr
am m
an-
ager
s. T
he fi
nanc
e sy
stem
tra
cks
exp
en-
ditu
res,
rev
enue
s, a
nd
cash
flow
by
line
item
(e
.g.,
sala
ries,
util
ities
, m
ater
ials
), w
ithou
t lin
ks t
o p
rogr
am o
ut-
put
s or
ser
vice
s.
Fina
ncia
l sta
ff de
-ve
lop
bud
gets
in
conj
unct
ion
with
p
rogr
am m
anag
ers.
Th
e fin
ance
sys
tem
tr
acks
exp
endi
ture
s,
reve
nues
, and
cas
h flo
w b
y lin
e ite
m,
with
som
e lin
ks t
o p
rogr
am o
utp
uts
and
serv
ices
.
Man
ager
s w
ork
with
fina
ncia
l sta
ff to
dev
elop
bud
gets
. Th
e fin
ance
sys
tem
p
rese
nts
an a
ccur
ate,
co
mp
lete
pic
ture
of
exp
endi
ture
s, r
ev-
enue
, and
cas
h flo
w
in r
elat
ion
to p
rogr
am
outp
uts
and
serv
ices
. D
ecis
ions
are
bas
ed
on a
ctua
l cos
t of
op
erat
ions
.
4Ex
amp
le: W
hen
we
plan
, our
fina
n-ci
al o
ffice
r he
lps
us d
evel
op b
udge
ts
that
cov
er e
very
act
ivity
. She
use
s th
e re
venu
e an
d ca
sh fl
ow r
epor
ts t
o tr
ack
expe
nditu
res
agai
nst
the
budg
et, a
nd
she
aler
ts u
s if
we
star
t ov
ersp
endi
ng.
We
then
adj
ust
our
activ
ities
bas
ed o
n ch
ange
s in
cos
ts.
Rev
enue
G
ener
atio
nTh
e or
gani
zatio
n op
-er
ates
with
a s
ingl
e so
urce
of r
even
ue,
usua
lly o
ne la
rge
fund
er, w
hose
man
-da
te s
hap
es s
trat
egie
s an
d p
rogr
ams.
The
orga
niza
tion
ac-
know
ledg
es t
he n
eed
for
dive
rsifi
ed fu
nd-
ing.
It h
as d
evis
ed,
but
not
yet
imp
le-
men
ted,
a s
trat
egy
for
obta
inin
g re
venu
e fr
om d
iver
se s
ourc
es.
The
orga
niza
tion
has
begu
n to
imp
lem
ent
its d
iver
sific
atio
n st
rate
gy a
nd h
as a
l-re
ady
obta
ined
sig
-ni
fican
t re
venu
e fr
om
dive
rse
sour
ces
to
cove
r cu
rren
t ne
eds.
The
orga
niza
tion
follo
ws
a lo
ng-t
erm
re
venu
e-ge
nera
ting
stra
tegy
, bal
anci
ng
dive
rse
sour
ces
of r
ev-
enue
to
mee
t cu
rren
t an
d fu
ture
nee
ds.
1Ex
amp
le: W
e ge
t 97
% o
f our
fund
s fr
om
one
sour
ce. T
here
are
som
e ex
citin
g pr
ogra
ms
we’
d lik
e to
try
, but
our
don
or
won
’t su
ppor
t un
test
ed in
itiat
ives
. We’
ve
talk
ed a
bout
div
ersi
fyin
g ou
r fu
ndin
g,
but
we
don’
t kn
ow w
here
to
star
t.
Sup
ply
M
anag
emen
tTh
ere
is no
sys
tem
in
plac
e to
pro
cure
, tra
ck,
or re
gula
te s
uppl
ies
(clin
ical
, pha
rmac
euti-
cal,
or o
ffice
). Su
pplie
s ar
e sim
ply
rece
ived
, st
ocke
d, a
nd d
istrib
-ut
ed u
pon
dem
and.
A s
upp
ly s
yste
m h
as
been
des
igne
d to
al-
low
the
org
aniz
atio
n to
tra
ck t
he fl
ow a
nd
use
of s
upp
lies.
Sta
ff ha
ve n
ot y
et b
een
trai
ned
to u
se t
he
syst
em.
The
sup
ply
sys
tem
al-
low
s th
e or
gani
zatio
n to
fore
cast
and
pro
-cu
re s
upp
lies
in r
ela-
tion
to t
heir
dem
and
and
use.
Som
e st
aff
have
bee
n tr
aine
d to
us
e th
e sy
stem
.
Trai
ned
staf
f con
sis-
tent
ly u
se t
he s
upp
ly
syst
em t
o fo
reca
st
futu
re r
equi
rem
ents
, re
duce
gap
s, a
nd p
re-
vent
sto
ckou
ts.
2Ex
amp
le: F
or e
very
del
iver
y of
dru
gs t
o th
e cl
inic
s, w
e fil
l out
a fo
rm. W
e al
so
keep
a d
aily
rec
ord
of t
he m
edic
ines
we
disp
ense
. How
ever
, sin
ce t
he fo
rms
are
kept
in d
iffer
ent
plac
es, w
e do
n’t
usua
lly
com
pare
the
m, s
o w
e ca
n’t
pred
ict
whe
n w
e’ll
run
out.
MOST
Management and Organizational Sustainability Tool28
facilitatOrS’ Plan
This section of the guide provides a suggested plan for implementing the entire MOST process. This plan is a synthesis of the experience of previous MOST facilitators. As such, it is meant to be a guide rather than a rigid prescription.
This plan is very detailed. You should read the previous sections of the MOST guide first, to obtain an overview of the process and of your responsibilities. When you have a solid understanding of the purpose and process of MOST, you can turn to this facilitators’ plan to fill in the details. You can decide with your co-facilitator how to divide responsibilities throughout the process.
The facilitators’ plan is organized according to the four phases of the MOST process:
Phase 1: Engagement of the Organization’s Leaders. During this phase, you will get to know the organization, be sure that the director fully understands MOST and is prepared to undertake the process, and negotiate an agreement on the scope of work.
Phase 2: Preparation for the Workshop. This phase involves interviewing potential work-shop participants and making all arrangements for the workshop. During this phase, you will adopt the MOST assessment instrument to the local context as needed.
Phase 3: Workshop Plan. The workshop lasts three days. The first day includes the opening session and Module 1: Where Are We Now? The second day covers Module 2: Where Are We Headed? The third day is devoted to Module 3: How Will We Reach Our Objectives? The pro-posed times are found in the Workshop Agenda on page 56.
Phase 4: Follow-Up Activities. Follow-up should be provided over a six-month to one-year period. Follow-up includes regular contact by telephone or e-mail, and possibly another MOST workshop toward the end of the period to review progress and plan for future management improvements.
For each phase, the plan identifies the objectives, describes the activities in detail, explains your role in each activity, and lists the resources you will need to prepare. (Some of the resources appear in this guide, but you will need to obtain or produce others yourself.) In addition, based on the ex-periences of past MOST facilitators, the plan also includes points to bear in mind that can enhance an activity.
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
29
Pha
Se 1
: en
ga
geM
ent
Of
the
Or
ga
niz
ati
On’S
lea
der
S
Ob
jec
tiv
eS
• to
bec
ome
fam
iliar
wit
h th
e or
gani
zati
on b
y re
view
ing
docu
men
ts a
nd m
eeti
ng w
ith
the
orga
niza
tion
’s le
ader
ship
;•
to c
onfir
m w
ith
the
orga
niza
tion
’s le
ader
ship
tha
t M
OST
is a
ppro
pria
te fo
r th
e or
gani
zati
on a
t th
is t
ime;
• if
MO
ST is
app
ropr
iate
, to
final
ize
nego
tiat
ions
and
rea
ch a
gree
men
t on
the
sco
pe o
f w
ork.
Act
ivit
yFa
cilit
ato
rs’ R
ole
Res
our
ces
Req
uire
dK
eep
In M
ind
…Pr
epar
atio
n fo
r th
e fir
st m
eetin
g w
ith
the
orga
niza
tion’
s le
ader
ship
Beco
me
fam
iliar
with
the
det
ails
of t
he M
OST
pro
cess
.
Beco
me
fam
iliar
with
the
org
aniz
atio
n’s
man
date
, his
tory
, cul
ture
, ac
hiev
emen
ts, c
halle
nges
, and
con
cern
s.
Firs
t th
ree
sect
ions
of t
he
MO
ST g
uide
Doc
umen
ts a
bout
the
org
a-ni
zatio
n, s
uch
as it
s m
issi
on
stat
emen
t, s
trat
egic
pla
n, a
n-nu
al r
epor
ts, r
epor
ts t
o do
-no
rs, s
ervi
ce fl
yers
, and
Web
si
te in
form
atio
n
Mee
ting
with
the
or-
gani
zatio
n’s
di
rect
or
Intr
oduc
e th
e M
OST
pro
cess
, rel
atin
g it
(whe
n p
ossi
ble)
to
wha
t yo
u ha
ve le
arne
d ab
out
the
orga
niza
tion.
Hig
hlig
ht t
he fo
llow
ing:
•
The
pur
pos
e of
the
MO
ST p
roce
ss is
to
help
an
orga
niza
tion
chan
ge a
nd d
evel
op it
s m
anag
emen
t an
d le
ader
ship
.-
Man
agem
ent
imp
rove
men
ts c
an le
ad t
o im
pro
ved
serv
ices
an
d co
ntrib
ute
to s
usta
inab
ility
.-
Stro
ng le
ader
ship
will
be
need
ed t
o in
itiat
e an
d su
stai
n th
e ch
ange
s m
ade.
• Th
e M
OST
pro
cess
is p
art
of a
n on
goin
g co
mm
itmen
t to
cha
nge.
- C
hang
e be
gins
at
the
top
, as
an o
rgan
izat
ion’
s le
ader
s de
mon
-st
rate
op
enne
ss t
o th
e is
sues
and
idea
s of
sta
ff. T
he le
ader
s ar
e on
an
equa
l foo
ting
with
all
othe
r p
artic
ipan
ts in
the
MO
ST
wor
ksho
p.
- Th
e th
ree-
day
wor
ksho
p is
the
foca
l eve
nt, b
ut n
ot t
he fi
nal
even
t. T
he w
orks
hop
build
s a
colle
ctiv
e pe
rspe
ctiv
e am
ong
staf
f, ge
nera
tes
idea
s, a
nd c
reat
es b
uy-in
for
the
actio
ns s
ugge
sted
.
“Mak
ing
the
MO
ST o
f Man
-ag
emen
t” o
n p
age
52 a
nd
Pow
erPo
int
pre
sent
atio
n on
M
OST
CD
-RO
M
Prov
ide
MO
ST m
ater
ials
sev
eral
day
s ah
ead
of t
ime
and
enco
urag
e th
e di
rect
or t
o re
view
the
m b
efor
e th
e m
eetin
g.
If th
e di
rect
or q
uest
ions
the
nee
d fo
r m
ore
than
one
faci
litat
or, y
ou m
ay
wan
t to
dra
w o
n th
e ex
pla
natio
n fo
und
on p
age
5 in
“Th
e M
OST
Pro
-ce
ss.”
No
te: S
ome
dire
ctor
s m
ay c
hoos
e to
in
volv
e a
smal
l num
ber
of s
enio
r st
aff
in t
his
mee
ting.
If s
o, y
ou s
houl
d p
rovi
de t
hem
with
the
sam
e M
OST
m
ater
ials
.
30
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
Mee
ting
with
the
or-
gani
zatio
n’s
di
rect
or (
cont
inue
d)
- Im
pro
ving
man
agem
ent
pra
ctic
es w
ill r
equi
re im
por
tant
fol-
low
-up
act
ions
led
by a
cha
nge
lead
er a
nd c
hang
e te
am a
nd
sup
por
ted
with
the
org
aniz
atio
n’s
reso
urce
s.-
It w
ill t
ake
time
to s
ee t
he e
ffect
s of
MO
ST o
n th
e or
gani
za-
tion’
s w
ork
and,
ulti
mat
ely,
on
serv
ices
and
sus
tain
abili
ty.
Revi
ew t
he c
riter
ia fo
r un
dert
akin
g M
OST
, ack
now
ledg
ing
that
MO
ST
is n
ot a
pp
rop
riate
for
ever
y or
gani
zatio
n. D
eter
min
e w
ith t
he d
irect
or
whe
ther
the
org
aniz
atio
n m
eets
the
se c
riter
ia a
nd is
rea
dy fo
r M
OST
at
thi
s tim
e.
Ans
wer
all
que
stio
ns fu
lly a
nd h
ones
tly.
“How
Org
aniz
atio
ns C
an
Bene
fit fr
om M
OST
,”
pag
e 3
Neg
otia
tion
of t
he
agre
emen
t w
ith t
he
dire
ctor
or
an a
s-si
gned
sta
ff co
un-
terp
art
With
the
dire
ctor
, det
erm
ine
the
scop
e of
wor
k, in
clud
ing:
• yo
ur le
vel o
f effo
rt b
efor
e, d
urin
g, a
nd a
fter
the
wor
ksho
p;
• a
desi
gnat
ed s
taff
coun
terp
art
from
the
org
aniz
atio
n to
han
dle
lo-
gist
ics
befo
re a
nd d
urin
g th
e w
orks
hop
; •
the
resp
onsi
bilit
ies
of a
ll p
artie
s to
the
agr
eem
ent;
• th
e an
ticip
ated
res
ults
of y
our
inte
rven
tions
;•
if
pos
sibl
e, id
entif
ying
the
sta
ff m
embe
r w
ho w
ill b
e th
e ch
ange
le
ader
and
ove
rsee
the
imp
lem
enta
tion
of t
he a
ctio
n p
lan.
In
con
side
ring
wha
t w
ill h
app
en a
fter
th
e w
orks
hop
, it
is u
sefu
l to
pla
n fo
r a
six-
mon
th o
r on
e-ye
ar fo
llow
-up
M
OST
exe
rcis
e, t
o ev
alua
te p
rog-
ress
and
ach
ieve
men
ts t
o da
te, a
nd
to p
lan
for
futu
re m
anag
emen
t im
-p
rove
men
ts.
Act
ivit
yFa
cilit
ato
rs’ R
ole
Res
our
ces
Req
uire
dK
eep
In M
ind
…
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
31
Pha
Se 2
: Pr
ePa
ra
tiO
n f
Or t
he
wO
rk
ShO
P
Ob
jec
tiv
eS
• to
arr
ange
the
det
ails
of
the
wor
ksho
p;
• to
gai
n in
form
atio
n fr
om t
he id
enti
fied
wor
ksho
p pa
rtic
ipan
ts t
hrou
gh in
terv
iew
s an
d/or
que
stio
nnai
res;
• to
use
the
par
tici
pant
info
rmat
ion
in p
lann
ing
the
wor
ksho
p.
Act
ivit
yFa
cilit
ato
rs’ R
ole
Res
our
ces
Req
uire
dK
eep
In M
ind
…Fu
rthe
r m
eetin
g(s)
w
ith t
he d
irect
or
Con
firm
the
exp
ecta
tions
and
res
pon
sibi
litie
s of
the
dire
ctor
, fac
ilita
-to
rs, s
taff
coun
terp
art,
and
par
ticip
ants
, bef
ore,
dur
ing,
and
aft
er
the
wor
ksho
p.
With
the
dire
ctor
, cla
rify
how
MO
ST w
ill fi
t int
o th
e or
gani
zatio
n’s
ov
eral
l pla
nnin
g pr
oces
s an
d an
y ot
her c
urre
nt im
prov
emen
t ini
tiativ
es.
“Rol
es o
f Sta
keho
lder
s,”
begi
n-ni
ng o
n p
age
12
Mak
ing
arra
ngem
ents
fo
r th
e w
orks
hop
With
the
dire
ctor
, rev
iew
the
follo
win
g cr
iteria
to
iden
tify
the
wor
k-sh
op p
artic
ipan
ts.
• Id
eally
the
re w
ill b
e 12
–25
par
ticip
ants
. •
Ther
e sh
ould
be
a m
ix o
f key
sen
ior
staf
f and
oth
er s
taff
who
ha
ve m
anag
emen
t re
spon
sibi
litie
s.•
The
par
ticip
ants
may
incl
ude
othe
r st
akeh
olde
rs t
he d
irect
or
cons
ider
s ap
pro
pria
te fo
r m
anag
emen
t di
scus
sion
s (e
.g.,
pub
lic-
sect
or c
entr
al a
nd r
egio
nal s
taff,
sta
ff of
clo
sely
rel
ated
min
is-
trie
s, N
GO
boa
rd m
embe
rs, s
ervi
ce p
rovi
ders
).•
All
par
ticip
ants
mus
t m
ake
a co
mm
itmen
t to
be
pre
sent
and
in-
volv
ed t
hrou
ghou
t th
e w
orks
hop
.
“Rol
e of
the
Par
ticip
ants
,”
pag
e 13
Mee
t w
ith t
he o
rgan
izat
ion’
s st
aff c
ount
erp
art
to g
o ov
er t
he a
r-ra
ngem
ents
and
logi
stic
s he
or
she
is h
andl
ing.
Arr
ange
men
ts in
-cl
ude
sche
dulin
g th
e p
re-w
orks
hop
par
ticip
ant
inte
rvie
ws,
set
ting
the
wor
ksho
p d
ates
and
loca
tion,
gat
herin
g th
e w
orks
hop
sup
plie
s,
and
pro
duci
ng t
he p
artic
ipan
ts’ w
orks
hop
bin
ders
.
Con
firm
the
wor
ksho
p’s
loca
tion
(off-
site
, if p
ossi
ble)
. It
shou
ld h
ave
brea
kout
sp
ace
for
seve
ral s
mal
l gro
ups
to m
eet
sim
ulta
neou
sly
and
wal
l sp
ace
for
pos
ting
flip
cha
rt p
ages
.
Wor
ksho
p m
ater
ials
, beg
inni
ng o
n p
age
56
Add
ition
al r
esou
rces
, pag
e 75
32
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
Act
ivit
yFa
cilit
ato
rs’ R
ole
Res
our
ces
Req
uire
dK
eep
In M
ind
…Pr
e-w
orks
hop
in
terv
iew
s w
ith
par
ticip
ants
Mee
t w
ith a
ll w
orks
hop
par
ticip
ants
, ind
ivid
ually
or
in s
mal
l gro
ups,
se
vera
l day
s be
fore
the
wor
ksho
p.
• Be
gin
to k
now
the
key
pla
yers
and
the
ir ar
eas
of in
tere
st a
nd
conc
ern.
• O
rient
the
m t
o th
e M
OST
pro
cess
by
goin
g ov
er “
Mak
ing
the
MO
ST o
f Man
agem
ent”
with
the
m a
nd a
nsw
erin
g th
eir
que
s-tio
ns.
• In
terv
iew
the
par
ticip
ants
to
gath
er in
form
atio
n th
at w
ill h
elp
yo
u p
lan
the
wor
ksho
p. S
ugge
sted
que
stio
ns in
clud
e:
- W
hat
is y
our
posi
tion?
Wha
t ar
e yo
ur m
ain
resp
onsi
bilit
ies?
- W
hat
is it
abo
ut t
his
orga
niza
tion
that
mot
ivat
es y
ou t
o co
me
to w
ork
ever
y da
y?-
Wha
t do
you
thi
nk m
akes
thi
s or
gani
zatio
n un
ique
? -
Wha
t ar
e yo
ur m
ain
conc
erns
abo
ut t
he m
anag
emen
t of
the
or
gani
zatio
n?-
Wha
t ar
e yo
ur e
xpec
tatio
ns fo
r th
is w
orks
hop
? W
hat
do y
ou
hop
e w
ill b
e di
ffere
nt w
hen
you
retu
rn t
o yo
ur d
ay-t
o-da
y re
spon
sibi
litie
s at
the
end
of t
he w
orks
hop
?-
Wha
t do
you
hop
e to
con
trib
ute
to t
he M
OST
pro
cess
, bot
h du
ring
and
afte
r th
e w
orks
hop
?•
Iden
tify
recu
rrin
g is
sues
and
con
cern
s th
at m
ight
aris
e du
ring
the
wor
ksho
p.
• U
se t
his
info
rmat
ion
to s
hap
e th
e w
orks
hop
.
“Mak
ing
the
MO
ST o
f Man
age-
men
t,”
pag
e 52
You
may
wish
to c
onsid
er o
rient
ing
the
wor
ksho
p pa
rtic
ipan
ts a
head
of
tim
e us
ing
the
Pow
erPo
int s
lide
show
foun
d on
the
MO
ST C
D-
ROM
. Aft
er t
his
grou
p o
rient
a-tio
n, y
ou c
ould
the
n p
roce
ed
with
the
indi
vidu
al in
terv
iew
s.
Alth
ough
face
-to-
face
inte
r-vi
ews
are
the
best
way
to
get
to
know
par
ticip
ants
and
beg
in t
o es
tabl
ish
trus
t, t
hese
mee
tings
m
ay n
ot a
lway
s be
pos
sibl
e. If
no
t, y
ou c
an s
ubst
itute
a w
rit-
ten
que
stio
nnai
re t
hat
will
be
info
rmat
ive
with
out
pla
cing
too
m
uch
of a
bur
den
on t
he r
e-sp
onde
nts,
usi
ng o
r ad
aptin
g th
e q
uest
ions
sug
gest
ed fo
r th
e in
terv
iew
. Dis
trib
ute
“Mak
ing
the
MO
ST o
f Man
agem
ent”
and
th
e q
uest
ionn
aire
to
the
par
tici-
pan
ts, w
ith a
mes
sage
from
you
ex
pla
inin
g th
e p
urp
ose
of t
he
que
stio
nnai
re a
nd a
dea
dlin
e fo
r re
turn
ing
it. B
e su
re t
o al
low
en
ough
tim
e fo
r th
e p
artic
ipan
ts
to r
etur
n it
so y
ou c
an t
ake
thei
r re
spon
ses
into
acc
ount
as
you
pla
n th
e w
orks
hop
.
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
33
Act
ivit
yFa
cilit
ato
rs’ R
ole
Res
our
ces
Req
uire
dK
eep
In M
ind
…Pr
e-w
orks
hop
in
terv
iew
s w
ith
par
ticip
ants
Mee
t w
ith a
ll w
orks
hop
par
ticip
ants
, ind
ivid
ually
or
in s
mal
l gro
ups,
se
vera
l day
s be
fore
the
wor
ksho
p.
• Be
gin
to k
now
the
key
pla
yers
and
the
ir ar
eas
of in
tere
st a
nd
conc
ern.
• O
rient
the
m t
o th
e M
OST
pro
cess
by
goin
g ov
er “
Mak
ing
the
MO
ST o
f Man
agem
ent”
with
the
m a
nd a
nsw
erin
g th
eir
que
s-tio
ns.
• In
terv
iew
the
par
ticip
ants
to
gath
er in
form
atio
n th
at w
ill h
elp
yo
u p
lan
the
wor
ksho
p. S
ugge
sted
que
stio
ns in
clud
e:
- W
hat
is y
our
posi
tion?
Wha
t ar
e yo
ur m
ain
resp
onsi
bilit
ies?
- W
hat
is it
abo
ut t
his
orga
niza
tion
that
mot
ivat
es y
ou t
o co
me
to w
ork
ever
y da
y?-
Wha
t do
you
thi
nk m
akes
thi
s or
gani
zatio
n un
ique
? -
Wha
t ar
e yo
ur m
ain
conc
erns
abo
ut t
he m
anag
emen
t of
the
or
gani
zatio
n?-
Wha
t ar
e yo
ur e
xpec
tatio
ns fo
r th
is w
orks
hop
? W
hat
do y
ou
hop
e w
ill b
e di
ffere
nt w
hen
you
retu
rn t
o yo
ur d
ay-t
o-da
y re
spon
sibi
litie
s at
the
end
of t
he w
orks
hop
?-
Wha
t do
you
hop
e to
con
trib
ute
to t
he M
OST
pro
cess
, bot
h du
ring
and
afte
r th
e w
orks
hop
?•
Iden
tify
recu
rrin
g is
sues
and
con
cern
s th
at m
ight
aris
e du
ring
the
wor
ksho
p.
• U
se t
his
info
rmat
ion
to s
hap
e th
e w
orks
hop
.
“Mak
ing
the
MO
ST o
f Man
age-
men
t,”
pag
e 52
You
may
wish
to c
onsid
er o
rient
ing
the
wor
ksho
p pa
rtic
ipan
ts a
head
of
tim
e us
ing
the
Pow
erPo
int s
lide
show
foun
d on
the
MO
ST C
D-
ROM
. Aft
er t
his
grou
p o
rient
a-tio
n, y
ou c
ould
the
n p
roce
ed
with
the
indi
vidu
al in
terv
iew
s.
Alth
ough
face
-to-
face
inte
r-vi
ews
are
the
best
way
to
get
to
know
par
ticip
ants
and
beg
in t
o es
tabl
ish
trus
t, t
hese
mee
tings
m
ay n
ot a
lway
s be
pos
sibl
e. If
no
t, y
ou c
an s
ubst
itute
a w
rit-
ten
que
stio
nnai
re t
hat
will
be
info
rmat
ive
with
out
pla
cing
too
m
uch
of a
bur
den
on t
he r
e-sp
onde
nts,
usi
ng o
r ad
aptin
g th
e q
uest
ions
sug
gest
ed fo
r th
e in
terv
iew
. Dis
trib
ute
“Mak
ing
the
MO
ST o
f Man
agem
ent”
and
th
e q
uest
ionn
aire
to
the
par
tici-
pan
ts, w
ith a
mes
sage
from
you
ex
pla
inin
g th
e p
urp
ose
of t
he
que
stio
nnai
re a
nd a
dea
dlin
e fo
r re
turn
ing
it. B
e su
re t
o al
low
en
ough
tim
e fo
r th
e p
artic
ipan
ts
to r
etur
n it
so y
ou c
an t
ake
thei
r re
spon
ses
into
acc
ount
as
you
pla
n th
e w
orks
hop
.
Ada
pt
the
MO
ST A
s-se
ssm
ent
Inst
rum
ent
Plan
ning
the
w
orks
hop
• Re
view
the
MO
ST A
sses
smen
t In
stru
men
t w
ith t
he d
irect
or t
o no
te a
ny a
reas
nee
ding
refi
nem
ent
or a
dap
tatio
n.•
Rem
ove
any
char
acte
ristic
s th
at m
ay n
ot a
pp
ly t
o th
e sp
ecifi
c or
gani
zatio
n.•
Ada
pt
the
man
agem
ent
com
pon
ents
as
need
ed.
• Pr
int
new
cop
ies
of t
he A
sses
smen
t In
stru
men
t fo
r p
artic
ipan
ts
and
revi
ew w
ith t
he d
irect
or b
efor
e th
e w
orks
hop
.
Revi
ew t
he s
essi
on p
lans
for
the
wor
ksho
p, f
ound
in t
his
guid
e. U
se
thes
e p
lans
as
a gu
idel
ine
for
pla
nnin
g th
e w
orks
hop
.
Con
side
r w
hat
you
have
lear
ned
from
you
r m
eetin
gs a
nd in
terv
iew
s w
hen
stru
ctur
ing
wor
king
gro
ups
and
allo
catin
g tim
e fo
r w
orks
hop
ac
tiviti
es.
• M
OST
Ass
essm
ent
Inst
rum
ent
pag
e 57
–63
• Le
gal d
ocum
ents
, pol
icie
s, o
r in
form
atio
n on
reg
ulat
ions
af-
fect
ing
the
orga
niza
tion
"Pha
se 3
: Wor
ksho
p P
lan,
" be
gin-
ning
on
pag
e 34
The
pol
icie
s, le
gal c
onte
xt, a
nd
regu
latio
ns t
hat
effe
ct a
n or
ga-
niza
tion
will
hav
e an
imp
act
on
the
char
acte
ristic
s th
at a
re li
sted
fo
r ea
ch s
tage
of d
evel
opm
ent
for
each
man
agem
ent
com
po-
nent
. It
is im
por
tant
to
unde
r-st
and
the
envi
ronm
ent
in w
hich
th
e or
gani
zatio
n op
erat
es (
e.g.
, Is
it a
pub
lic-s
ecto
r or
gani
zatio
n th
at d
oes
not
req
uire
a b
oard
of
dire
ctor
s?).
Whe
n yo
u m
eet
with
th
e di
rect
or o
f the
org
aniz
atio
n,
revi
ew t
he M
OST
ass
essm
ent
inst
rum
ent
toge
ther
and
dis
cuss
w
hich
com
pon
ents
ap
ply
to
the
orga
niza
tion.
Act
ivit
yFa
cilit
ato
rs’ R
ole
Res
our
ces
Req
uire
dK
eep
In M
ind
…
MOST
Management and Organizational Sustainability Tool34
PhaSe 3: wOrkShOP Plan
The focal point of the MOST process is a structured workshop in which, over the course of three days, you will help the participants pool their individual and collective experience of the organiza-tion. The result will be a better picture of the current management practices of their organization and a plan for making management improvements.
Participants. Ideally, the workshop should include 12 to 25 participants. Fewer than 12 participants limits the richness of discussions; more than 25 requires more time to integrate small-group prod-ucts into consensus and may strain the three-day format. The participants should include the direc-tor, senior managers, and a mix of staff with management responsibilities. It may also include other stakeholders whose involvement in management issues the director considers appropriate (e.g., cen-tral and regional staff, service providers, and board members).
Purpose. MOST provides a framework for an ongoing organization-wide discussion about crucial management practices. The MOST workshop is often the first opportunity for staff and stakeholders from different levels to share their perceptions of the organization’s management and the issues that affect their daily work. The goal of the workshop is to help participants use these perceptions to identify concrete actions they can take in the immediate future to improve management.
Approach. The workshop process is designed to validate the contributions of each participant. Within a highly structured environment, all participants are encouraged to express their views and listen carefully to the views of their colleagues. This process allows participants to come to consen-sus on the organization’s current management performance and make a practical plan for improving its performance.
Reaching Consensus
Consensus is strongly emphasized in the MOST workshop. This emphasis is based on two assumptions:
• No single participant in the workshop possesses the complete truth about the organization and its management; instead, every person possesses some part of the truth. An accurate picture is best obtained by pooling these individual perceptions.
• Each participant’s observations about his or her experiences vis-à-vis the management com-ponents can broaden the perspective of the other participants. The evidence the participants offer to support their opinions helps the group come to agreement on what may initially seem to be incompatible viewpoints.
The workshop participants reach consensus not by voting but by patiently sorting through all opinions until they arrive at a decision that each participant can accept and work with—even if this decision does not completely match his or her initial opinion.
MOST
Management and Organizational Sustainability Tool 35
Workshop Agenda. The workshop consists of an opening session and three modules with defined objectives for each session and module.
Session/Module Title
Objectives Approximate Timing
DAY 1 • Introductions.• Review the workshop agenda and anticipated outcomes.• Clarify expectations.• Introduce the MOST process.• Establish ground rules for an open, honest, respectful
exchange of ideas
1 ½ hours
Principles of leadership, management, and change
• Explore the links between leadership, improved manage-ment, work climate, sustainability, and organizational results.
• Explore the principles of change.
1 hour
Module 1: Where Are We Now?
• Explore the meaning of the five management areas and the 19 management components.
• Work in groups that cut across organizational divisions and draw on the contributions of each member.
4 hours
DAY 2 Module 1: Con-tinued: Where Are We Now? Conclu-sion
Module 2: Where Are We Headed?
• In plenary, generate consensus on the organization's cur-rent status in terms of each component.
• Agree on one or two objectives for improving each man-agement component.
• Provide evidence that will indicate progress toward these objectives.
• Select the highest-priority management components to improve during the coming period.
1 hour
5 ½ hours
DAY 3 Module 3: How Will We Reach Our Objectives?
• Prepare an action plan for these improvements.• Decide on follow-up activities that will need to be complet-
ed, and assign responsibility for the activities.• Name the change leader and change team who will over-
see the implementation of the plan.
1 day
Specific plans for the workshop appear in the following pages. A one-page duplicate of the workshop agenda and anticipated outcomes that can be distributed to workshop participants appears on page 56.
Anticipated outcomes of the workshop. By the end of the workshop, participants will have come to agreement on how well the organization is functioning and will have planned activities for mak-ing improvements. The specific outcomes include:
• a collective assessment of the current stage of development of the 19 management components;
• a prioritized list of the management components to be improved within a specified time period;
• an agreed-upon set of objectives for improving each management component;
• an action plan for reaching the objectives, identifying the broad activities, timing, resources, and people responsible for completing the activities, as well as data that provide evidence of success;
• identification of a change leader and change team who will lead the implementation of the actionplan and monitor progress;
MOST
Management and Organizational Sustainability Tool36
• a list of short-term activities for following up on the MOST workshop: those the staff can do themselves with existing resources, those for which they need to seek additional resources, and those for which they will need technical assistance from outside the organization;
• agreement on post-workshop assistance from the facilitators (by phone or e-mail) and a follow-up MOST exercise, usually six months to one year after the workshop.
Helping to Develop the MOST Action Plan
A critical outcome of the MOST workshop is a concrete plan for making the changes needed to strengthen management performance. This action plan usually covers one year, broken down by quar-ters or months. For the action plan to be carried out successfully, you can help the participants to:
• link the action plan to the organization’s operational and work plans;
• secure the commitment and active involvement of the organization’s leaders, especially with regard to difficult decisions about resources;
• assign responsibility for activities only to someone who agrees to do them, preferably someone who participated in the workshop. It is unrealistic and unfair to hold people accountable for activities they have not agreed to carry out;
• plan realistically, allowing more time than seems necessary to complete each activity;
• plan for incremental improvements. Small steps are often more feasible than giant leaps and may be more effective in moving the organization toward its objectives;
• introduce the action plan to the rest of the staff and include them in the activities;
• carefully consider the organizational factors that will foster or impede change, and seek ways to address these factors, perhaps with outside assistance.
Setting. Much of the discussion during the workshop will happen in small groups, with frequent plenary meetings to synthesize the findings and make decisions. Thus, the workshop should take place in a setting in which four or five small groups can work without interfering with each other. Because much of the discussion will best be captured on flip charts, you will need to hold the work-shop in a room with plenty of wall space, for posting as many as 20 flip chart pages at one time.
Materials. The materials needed are few:
• flip chart pads, flip chart easels (two for the facilitators and one for each small group), and markers in sufficient quantity for several small groups to work simultaneously;
• a projector for transparencies, slides, or a computerized slide show, if you choose to present basic information by any of these methods;
• data entry, printing, and copying facilities, so that the decisions made by small groups can be distributed as the action planning takes place;
• a binder for each participant, containing all the workshop materials beginning on page 56, as well as any additional materials you choose.
During the workshop, one important responsibility will be to document the discussions and deci-sions of the sessions. You may therefore find it useful to have a computer and printer for one facilita-tor to use to quickly record the information and distribute the group’s decisions to the participants.
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
37
OPe
nin
g S
eSSi
On (
MO
rn
ing O
f d
ay 1
)
Ob
jec
tiv
eS
By t
he e
nd o
f th
e op
enin
g se
ssio
n, p
arti
cipa
nts
will
hav
e:
• re
view
ed t
he w
orks
hop
agen
da a
nd a
ntic
ipat
ed o
utco
mes
;•
clar
ified
exp
ecta
tion
s fo
r th
e w
orks
hop;
• be
en in
trod
uced
to
the
MO
ST p
roce
ss;
• es
tabl
ishe
d th
e gr
ound
rul
es fo
r an
ope
n, h
ones
t, r
espe
ctfu
l exc
hang
e of
idea
s th
roug
hout
the
wor
ksho
p;•
expl
ored
the
link
s be
twee
n im
prov
ed m
anag
emen
t, o
rgan
izat
iona
l sus
tain
abili
ty, a
nd le
ader
ship
;•
expl
ored
the
pri
ncip
les
of c
hang
e.
Wo
rksh
op
Act
ivit
yFa
cilit
ato
rs’ R
ole
Res
our
ces
Req
uire
dK
eep
In M
ind
…In
trod
uctio
n of
par
ticip
ants
an
d fa
cilit
ator
; pre
sent
a-tio
n of
the
age
nda
and
an-
ticip
ated
out
com
es o
f the
w
orks
hop
Intr
oduc
e yo
urse
lf an
d ha
ve t
he w
orks
hop
par
tici-
pan
ts in
trod
uce
them
selv
es, i
f the
y do
not
all
know
on
e an
othe
r.
Pres
ent
agen
da a
nd a
ntic
ipat
ed o
utco
mes
. Rev
iew
th
e p
artic
ipan
t bi
nder
s, e
ncou
ragi
ng d
iscu
ssio
n an
d q
uest
ions
.
Revi
ew t
he fi
ndin
gs—
key
them
es, c
once
rns,
exp
ec-
tatio
ns, e
tc.—
from
the
pre
-wor
ksho
p in
terv
iew
s an
d/or
que
stio
nnai
res.
Cla
rify
how
thi
s w
orks
hop
w
ill a
nd w
ill n
ot r
espo
nd t
o th
ese
findi
ngs.
Part
icip
ant
bind
ers
cont
aini
ng t
he m
ate-
rial b
egin
ning
on
pag
e 56
Prep
ared
flip
cha
rts
or t
rans
par
enci
es
with
the
age
nda,
obj
ectiv
es, a
ntic
ipat
ed
outc
omes
, oth
er u
p-f
ront
mat
eria
l, as
de
sire
d
Flip
cha
rt o
r tr
ansp
aren
cy s
umm
ariz
ing
the
inte
rvie
w fi
ndin
gs, i
nclu
ding
exp
ec-
tatio
ns fo
r th
e w
orks
hop
Alth
ough
it is
pos
sible
to p
rese
nt th
is
info
rmat
ion
in s
lides
or t
rans
pare
ncie
s,
man
y fa
cilit
ator
s pr
efer
to u
se fl
ip c
hart
s,
whi
ch e
stab
lish
an a
tmos
pher
e of
in-
form
ality
and
invo
lvem
ent.
The
page
s ca
n be
pos
ted
on th
e w
all f
or re
fere
nce
thro
ugho
ut th
e w
orks
hop.
Fac
ilita
tors
can
ea
sily
retu
rn to
the
flip
char
ts a
t key
poi
nts
for r
evie
w a
nd d
iscus
sion
(e.g
., at
the
end
of e
ach
mod
ule,
whe
n pa
rtic
ipan
ts c
an
com
men
t on
the
exte
nt to
whi
ch th
e ob
-je
ctiv
es h
ave
been
ach
ieve
d). T
his
can
be
an in
form
al b
ut p
ower
ful e
valu
atio
n to
ol.
Set
the
tone
for
the
wor
ksho
p b
y em
pha
sizi
ng t
he
need
for
open
, hon
est
exch
ange
s an
d re
spec
tful
at
tent
ion
to o
ther
peo
ple
’s v
iew
s.
With
par
ticip
ants
, est
ablis
h gr
ound
rul
es t
hat
will
fo
ster
the
des
ired
envi
ronm
ent.
Flip
cha
rt a
nd m
arke
rs
38
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
Wo
rksh
op
Act
ivit
yFa
cilit
ato
rs’ R
ole
Res
our
ces
Req
uire
dK
eep
In M
ind
…D
irect
or’s
end
orse
men
t of
M
OST
Ask
the
dire
ctor
to
exp
lain
why
he
or s
he h
as c
ho-
sen
to u
se M
OST
at
this
tim
e an
d ho
w M
OST
will
be
nefit
the
org
aniz
atio
n.
Be s
ure
to r
emin
d th
e di
rect
or w
ell
ahea
d of
tim
e an
d m
ake
sure
tha
t he
or
she
is c
omfo
rtab
le t
akin
g on
thi
s ta
sk.
Intr
oduc
tion
to M
OST
Exp
lain
the
pur
pos
e of
MO
ST:
• to
imp
rove
the
org
aniz
atio
n’s
man
agem
ent,
si
nce
man
agem
ent
is a
n es
sent
ial f
eatu
re o
f su
stai
nabi
lity
and
cont
ribut
es t
o th
e or
gani
za-
tion’
s ou
tcom
es;
• to
bui
ld c
onse
nsus
am
ong
staf
f on
the
issu
es
and
pla
ns id
entifi
ed;
• to
pro
vide
a t
ool f
or s
imp
le, e
ffect
ive
mon
itor-
ing
of m
anag
emen
t in
the
futu
re.
Op
tiona
l: Po
wer
Poin
t sl
ides
how
abo
ut
MO
ST, f
ound
on
the
MO
ST C
D-R
OM
(r
equi
res
a co
mpu
ter
and
LCD
pro
ject
or)
Cla
rify
how
MO
ST is
diff
eren
t fr
om o
ther
pla
nnin
g p
roce
sses
and
imp
rove
men
t in
itiat
ives
the
org
ani-
zatio
n ha
s un
dert
aken
or
is c
urre
ntly
invo
lved
in:
• It
is a
n or
gani
zatio
nal s
elf-
asse
ssm
ent,
com
-p
lete
d on
site
. •
All
par
ticip
ants
’ op
inio
ns a
re v
alid
and
mus
t be
ta
ken
into
acc
ount
in r
each
ing
synt
hesi
s.•
Ther
e is
no
outs
ide
asse
ssor
—th
e on
ly o
utsi
d-er
s ar
e th
ere
to fa
cilit
ate
rath
er t
han
to ju
dge.
Dis
cuss
how
MO
ST c
an fi
t in
to a
nd e
nhan
ce o
ther
p
lann
ing
activ
ities
.
Op
tiona
l: Tr
ansp
aren
cy d
raw
n fr
om
“The
MO
ST D
iffer
ence
,” p
age
2
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
39
Wo
rksh
op
Act
ivit
yFa
cilit
ato
rs’ R
ole
Res
our
ces
Req
uire
dK
eep
In M
ind
…C
larifi
catio
n of
pro
cedu
res
and
met
hods
to
be u
sed
durin
g th
e w
orks
hop
Retu
rn t
o th
e ag
enda
to
revi
ew t
he d
iffer
ent
mod
-ul
es o
f the
wor
ksho
p.
Exp
lain
the
way
s in
whi
ch in
divi
dual
s w
ill fo
rm
thei
r ow
n op
inio
ns a
nd t
hen
shar
e an
d di
scus
s th
em in
sm
all,
hete
roge
neou
s gr
oup
s.
Exp
lain
the
pro
cess
for
reac
hing
con
sens
us in
sm
all g
roup
s an
d p
lena
ry s
essi
ons.
Wor
ksho
p A
gend
a, p
age
56
Op
tiona
l: Fl
ip c
hart
or
tran
spar
ency
of
the
“Re
achi
ng C
onse
nsus
” bo
x,
pag
e 34
Emp
hasi
ze t
hat
cons
ensu
s is
ach
ieve
d by
list
enin
g, d
iscu
ssin
g, s
harin
g ev
i-de
nce,
and
, fina
lly, r
each
ing
agre
e-m
ent.
Con
sens
us is
not
a v
ote:
eve
ry
mem
ber
of t
he g
roup
mus
t be
abl
e to
liv
e w
ith a
nd s
upp
ort
the
grou
p’s
as-
sess
men
t.
Intr
oduc
e th
e “p
arki
ng lo
t” c
once
pt
and
pos
t a
larg
e sh
eet
of p
aper
on
the
wal
l on
whi
ch p
artic
i-p
ants
and
faci
litat
ors
will
rec
ord
idea
s, c
once
rns,
an
d to
pic
s th
at c
anno
t be
fully
exp
lore
d du
ring
the
wor
ksho
p. T
hese
item
s w
ill n
eed
to b
e ad
-dr
esse
d at
the
end
of t
he w
orks
hop
.
Flip
cha
rt p
age(
s) o
n th
e w
all i
dent
ified
as
the
“p
arki
ng lo
t”
40
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
Plen
ary
disc
ussi
on: “
Lead
ing
and
Man
agin
g fo
r Re
sults
M
odel
”
Plen
ary
disc
ussi
on: P
rin-
cip
les
of c
hang
e
Use
the
“M
anag
ing
and
Lead
ing
for
Resu
lts M
od-
el”
to in
trod
uce
par
ticip
ants
’ rol
e as
man
ager
s an
d le
ader
s w
ithin
the
org
aniz
atio
n. D
iscu
ss h
ow t
heir
wor
k du
ring
and
afte
r th
is w
orks
hop
will
beg
in t
o in
fluen
ce s
ervi
ces.
Hig
hlig
ht t
he m
odel
’s r
elat
ions
hip
to
MO
ST a
nd
to t
he o
rgan
izat
ion:
MO
ST fo
ster
s ch
ange
s th
at
imp
rove
man
agem
ent,
wor
k cl
imat
e, a
nd c
apac
ity
to r
esp
ond
to a
cha
ngin
g en
viro
nmen
t (s
usta
in-
abili
ty).
The
se c
hang
es le
ad t
o im
pro
ved
serv
ices
an
d, u
ltim
atel
y, im
pro
ved
heal
th fo
r or
gani
zatio
n’s
clie
nts.
Pres
ent
and
lead
a d
iscu
ssio
n of
the
func
tions
of
lead
ers
and
man
ager
s. R
elat
e th
ese
func
tions
to
the
par
ticip
ants
’ rol
es: t
hey
are
draw
ing
on le
ader
-sh
ip a
nd m
anag
emen
t p
ract
ices
thr
ough
out
the
MO
ST w
orks
hop
and
will
con
tinue
to
use
thes
e p
ract
ices
as
chan
ge a
gent
s to
imp
lem
ent
the
ac-
tion
pla
n.
Brie
fly p
rese
nt a
nd d
iscu
ss p
rinci
ple
s of
cha
nge
and
how
imp
lem
entin
g th
e M
OST
act
ion
pla
n w
ill r
equi
re t
hem
to
initi
ate
and
lead
a c
hang
e p
roce
ss.
Tran
spar
ency
or
slid
e of
the
“L
eadi
ng a
nd M
anag
ing
for
Resu
lts
Mod
el,”
pag
e 73
“Lea
ders
hip
Pra
ctic
es”
and
“Man
age-
men
t Pr
actic
es,”
pag
es 1
0–11
Op
tiona
l: Tr
ansp
aren
cy o
r sl
ide
of
“Lea
ding
and
Man
agin
g Fr
amew
ork,
” p
age
74
Flip
cha
rt o
f the
four
prin
cip
les
of
chan
ge, b
ased
on
pag
es 7
–8
You
may
wis
h to
sp
end
time
goin
g ov
er t
he d
etai
ls o
f lea
ders
hip
and
man
-ag
emen
t as
defi
ned
in t
he “
Lead
ing
and
Man
agin
g Fr
amew
ork.
” O
r yo
u m
ay p
refe
r to
sum
mar
ize
the
cont
ents
of
the
fram
ewor
k, u
sing
pag
es 1
0–11
as
the
bas
is fo
r di
scus
sion
, and
sim
ply
p
oint
ing
out
the
fram
ewor
k, w
hich
is
incl
uded
in p
artic
ipan
ts’ b
inde
rs.
Wo
rksh
op
Act
ivit
yFa
cilit
ato
rs’ R
ole
Res
our
ces
Req
uire
dK
eep
In M
ind
…
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
41
MO
du
le 1
: wh
ere
ar
e w
e n
Ow
? (a
fter
nO
On O
f d
ay 1
an
d M
Or
nin
g O
f d
ay 2
)
Ob
jec
tiv
eS
By t
he e
nd o
f th
is m
odul
e, in
divi
dual
par
tici
pant
s w
ill h
ave:
• ex
plor
ed t
he m
eani
ngs
of t
he fi
ve m
anag
emen
t ar
eas
and
19 m
anag
emen
t co
mpo
nent
s;
• fo
rmed
wor
king
gro
ups
that
cut
acr
oss
orga
niza
tion
al d
ivis
ions
and
dra
w o
n th
e co
ntri
buti
ons
of e
ach
mem
ber;
•
gene
rate
d co
nsen
sus
on t
he o
rgan
izat
ion’
s cu
rren
t st
atus
in t
erm
s of
eac
h m
anag
emen
t co
mpo
nent
.
Wo
rksh
op
Act
ivit
yFa
cilit
ato
rs’ R
ole
Res
our
ces
Req
uire
dK
eep
In M
ind
…Re
view
of o
bjec
tives
for
M
odul
e 1
Pres
ent
on fl
ip c
hart
and
pos
t on
wal
l to
re
mai
n th
roug
hout
the
mod
ule.
Flip
char
t of
obj
ectiv
es
Age
nda
in p
artic
ipan
t bi
nder
Pres
enta
tion
of t
he s
truc
ture
of
the
MO
ST a
sses
smen
t in
stru
-m
ent:
•
five
man
agem
ent
area
s an
d 19
man
agem
ent
com
pon
ents
;•
four
sta
ges
of d
evel
opm
ent
and
char
acte
ristic
s;•
how
we
dete
rmin
e th
e cu
r-re
nt s
tage
of d
evel
opm
ent
and
mon
itor
imp
rove
men
ts;
• w
hat
cons
titut
es c
onvi
ncin
g ev
iden
ce.
Wal
k th
e gr
oup
thr
ough
the
MO
ST in
stru
-m
ent.
Dis
cuss
defi
nitio
ns a
nd d
escr
iptio
ns o
f ea
ch m
anag
emen
t co
mp
onen
t, e
nsur
ing
that
al
l par
ticip
ants
und
erst
and
the
term
s us
ed in
th
e in
stru
men
t.
Defi
ne “
evid
ence
,” u
sing
exa
mp
les
from
th
e M
OST
gui
de. C
ondu
ct a
sho
rt e
xerc
ise,
dr
awin
g ex
amp
les
from
the
gro
up, fi
rst
from
un
rela
ted
area
s (e
.g.,
evid
ence
of w
ealth
, ed
ucat
ion,
or
pow
er)
and
then
rel
ated
to
the
MO
ST c
hara
cter
istic
s.
Post
som
e of
the
ir ex
amp
les
on a
flip
cha
rt
and
disp
lay
for
the
dura
tion
of t
he w
orks
hop
, to
rei
nfor
ce t
heir
unde
rsta
ndin
g.
Tran
spar
enci
es o
f the
MO
ST A
sses
s-m
ent
Inst
rum
ent,
beg
inni
ng o
n
pag
e 57
Op
tiona
l: Tr
ansp
aren
cies
or
cop
ies
base
d on
“O
rient
atio
n to
the
Ass
ess-
men
t In
stru
men
t,”
on p
age
4
”Wha
t C
onst
itute
s Ev
iden
ce”
box
on
pag
e 20
Term
inol
ogy
can
be c
onfu
sing
, es-
pec
ially
if p
artic
ipan
ts h
ave
vary
ing
leve
ls o
f man
agem
ent
exp
erie
nce
or
spea
k En
glis
h as
a s
econ
d la
ngua
ge.
It is
use
ful t
o ac
know
ledg
e th
at s
ome
man
agem
ent
term
s ca
n ha
ve s
ever
al
mea
ning
s. T
o av
oid
long
dis
cuss
ions
of
defin
ition
s, y
ou s
houl
d ha
ve t
he p
ar-
ticip
ants
use
the
ter
ms
as p
rese
nted
in
the
MO
ST in
stru
men
t.
Revi
ew t
he e
xam
ple
s p
rovi
ded
in t
he s
amp
le
inst
rum
ent
in t
he M
OST
gui
de.
Tran
spar
enci
es o
f the
“Sa
mp
le C
om-
ple
ted
MO
ST A
sses
smen
t In
stru
men
t,”
begi
nnin
g on
pag
e 21
Plen
ary
disc
ussi
on: “
Lead
ing
and
Man
agin
g fo
r Re
sults
M
odel
”
Plen
ary
disc
ussi
on: P
rin-
cip
les
of c
hang
e
Use
the
“M
anag
ing
and
Lead
ing
for
Resu
lts M
od-
el”
to in
trod
uce
par
ticip
ants
’ rol
e as
man
ager
s an
d le
ader
s w
ithin
the
org
aniz
atio
n. D
iscu
ss h
ow t
heir
wor
k du
ring
and
afte
r th
is w
orks
hop
will
beg
in t
o in
fluen
ce s
ervi
ces.
Hig
hlig
ht t
he m
odel
’s r
elat
ions
hip
to
MO
ST a
nd
to t
he o
rgan
izat
ion:
MO
ST fo
ster
s ch
ange
s th
at
imp
rove
man
agem
ent,
wor
k cl
imat
e, a
nd c
apac
ity
to r
esp
ond
to a
cha
ngin
g en
viro
nmen
t (s
usta
in-
abili
ty).
The
se c
hang
es le
ad t
o im
pro
ved
serv
ices
an
d, u
ltim
atel
y, im
pro
ved
heal
th fo
r or
gani
zatio
n’s
clie
nts.
Pres
ent
and
lead
a d
iscu
ssio
n of
the
func
tions
of
lead
ers
and
man
ager
s. R
elat
e th
ese
func
tions
to
the
par
ticip
ants
’ rol
es: t
hey
are
draw
ing
on le
ader
-sh
ip a
nd m
anag
emen
t p
ract
ices
thr
ough
out
the
MO
ST w
orks
hop
and
will
con
tinue
to
use
thes
e p
ract
ices
as
chan
ge a
gent
s to
imp
lem
ent
the
ac-
tion
pla
n.
Brie
fly p
rese
nt a
nd d
iscu
ss p
rinci
ple
s of
cha
nge
and
how
imp
lem
entin
g th
e M
OST
act
ion
pla
n w
ill r
equi
re t
hem
to
initi
ate
and
lead
a c
hang
e p
roce
ss.
Tran
spar
ency
or
slid
e of
the
“L
eadi
ng a
nd M
anag
ing
for
Resu
lts
Mod
el,”
pag
e 73
“Lea
ders
hip
Pra
ctic
es”
and
“Man
age-
men
t Pr
actic
es,”
pag
es 1
0–11
Op
tiona
l: Tr
ansp
aren
cy o
r sl
ide
of
“Lea
ding
and
Man
agin
g Fr
amew
ork,
” p
age
74
Flip
cha
rt o
f the
four
prin
cip
les
of
chan
ge, b
ased
on
pag
es 7
–8
You
may
wis
h to
sp
end
time
goin
g ov
er t
he d
etai
ls o
f lea
ders
hip
and
man
-ag
emen
t as
defi
ned
in t
he “
Lead
ing
and
Man
agin
g Fr
amew
ork.
” O
r yo
u m
ay p
refe
r to
sum
mar
ize
the
cont
ents
of
the
fram
ewor
k, u
sing
pag
es 1
0–11
as
the
bas
is fo
r di
scus
sion
, and
sim
ply
p
oint
ing
out
the
fram
ewor
k, w
hich
is
incl
uded
in p
artic
ipan
ts’ b
inde
rs.
42
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
Wo
rksh
op
Act
ivit
yFa
cilit
ato
rs’ R
ole
Res
our
ces
Req
uire
dK
eep
In M
ind
…Sm
all-g
roup
wor
k: C
onse
nsus
on
curr
ent
stag
es o
f dev
elop
men
t,
with
sup
por
ting
evid
ence
Mo
rnin
g o
f D
ay 2
To e
xpos
e pa
rtic
ipan
ts t
o va
ried
perc
eptio
ns,
form
gro
ups
of 4
–6 p
eopl
e fr
om d
iffer
ent
part
s of
the
org
aniz
atio
n, c
reat
ing
a cr
oss-
sect
ion
of
expe
rienc
e an
d pe
rcep
tions
.
Expl
ain:
In t
heir
smal
l gro
ups,
par
ticip
ants
will
re
view
the
cho
ices
and
evi
denc
e pr
opos
ed b
y ea
ch g
roup
mem
ber.
Toge
ther
the
y w
ill d
is-
cuss
any
diff
eren
ces
and
seek
con
sens
us o
n th
e st
age
of d
evel
opm
ent
and
supp
ortin
g ev
iden
ce
for
each
com
pone
nt.
Enco
urag
e p
artic
ipan
ts t
o p
rese
nt t
heir
evi-
denc
e p
ersu
asiv
ely
but
succ
inct
ly. A
few
wor
ds
shou
ld b
e ab
le to
con
vey
the
obse
rvat
ion
that
th
eir g
roup
has
foun
d co
nvin
cing
.
Circ
ulat
e am
ong
grou
ps,
offe
ring
guid
ance
an
d cl
arifi
catio
n w
here
nec
essa
ry.
One
“A
sses
smen
t C
onse
nsus
For
m”
for
each
gro
up, b
egin
ning
on
pag
e 64
In fo
rmin
g he
tero
gene
ous
grou
ps,
you
ca
n dr
aw o
n th
e p
re-w
orks
hop
inte
r-vi
ews
and
on y
our
staf
f cou
nter
par
t’s
advi
ce. R
emem
ber
that
you
r co
unte
r-p
art
shou
ld p
artic
ipat
e in
a g
roup
.
Als
o em
pha
size
tha
t th
e nu
mbe
rs t
hat
rep
rese
nt s
tage
s of
dev
elop
men
t ca
n-no
t be
ave
rage
d (e
.g.,
2.5)
. The
gro
up
mus
t ag
ree
that
the
org
aniz
atio
n fu
lfills
al
l the
cha
ract
eris
tics
in t
he s
tage
the
y ha
ve c
hose
n. If
the
y ca
nnot
agr
ee,
they
sho
uld
sele
ct t
he p
revi
ous
stag
e.
Rem
ind
the
indi
vidu
al t
eam
s to
kee
p
thei
r co
nsen
sus
form
so
that
you
can
be
pre
par
ed t
o fa
cilit
ate
the
ple
nary
di
scus
sion
at
the
begn
ning
of D
ay 2
.
Plen
ary
disc
ussi
on: R
evie
w a
nd
cons
ensu
s Ex
pla
in: T
he in
tent
ion
of t
his
activ
ity is
to
ar-
rive
at a
sta
ge o
f dev
elop
men
t th
at a
ll th
e gr
oup
s ca
n ag
ree
on. H
ave
smal
l gro
ups
re-
por
t th
eir
choi
ce o
f the
sta
ge o
f dev
elop
men
t fo
r ea
ch c
omp
onen
t an
d th
e ev
iden
ce t
hey
pro
pos
ed t
o su
pp
ort
thei
r ch
oice
.
Lead
the
par
ticip
ants
in d
iscu
ssin
g th
e re
ason
s fo
r an
y di
ffere
nces
and
neg
otia
ting
thes
e di
f-fe
renc
es t
o re
ach
cons
ensu
s, ju
st a
s th
ey d
id
in t
heir
smal
l gro
ups.
Rem
ind
them
tha
t th
e re
sults
of t
his
pro
cess
will
pro
vide
the
inp
ut
for
the
wor
k of
Mod
ule
2.
Aft
er t
his
mod
ule
is c
omp
lete
d, y
ou w
ill n
eed
to p
rep
are
hand
outs
tha
t p
rese
nt t
he c
onse
n-su
s ac
hiev
ed d
urin
g th
is d
iscu
ssio
n (s
tage
s an
d ev
iden
ce).
Par
ticip
ants
will
nee
d th
is in
-fo
rmat
ion
for
the
first
act
ivity
in M
odul
e 2.
One
she
et o
f flip
cha
rt p
aper
for
each
of
the
19
man
agem
ent
com
pon
ents
, w
ith s
pac
e to
ent
er t
he s
tage
of d
evel
-op
men
t ea
ch g
roup
has
iden
tified
and
th
e ev
iden
ce t
hey
have
sel
ecte
d (t
he
pap
er c
an a
lso
be u
sed
to jo
t do
wn
note
s du
ring
the
disc
ussi
on, a
s an
aid
to
res
olvi
ng d
iffer
ence
s an
d co
min
g to
ag
reem
ent)
One
“A
sses
smen
t C
onse
nsus
For
m,”
be
ginn
ing
on p
age
64, t
o be
use
d by
on
e fa
cilit
ator
to
cap
ture
the
dec
isio
ns
mad
e du
ring
the
ple
nary
dis
cuss
ion
Des
irabl
e: A
com
put
er a
nd p
rinte
r to
q
uick
ly r
ecor
d an
d di
strib
ute
the
re-
sults
of t
he p
lena
ry d
iscu
ssio
n
In t
his
sess
ion,
con
flict
oft
en a
rises
due
to
diff
erin
g p
erce
ptio
ns r
eflec
ting
the
par
ticip
ants
’ var
ied
stat
us a
nd a
reas
of
resp
onsi
bilit
y. Y
ou w
ill n
eed
to li
sten
p
atie
ntly
and
att
entiv
ely
and
help
the
p
artic
ipan
ts t
o do
the
sam
e. B
e on
the
al
ert
for
issu
es id
entifi
ed in
you
r p
re-
wor
ksho
p in
terv
iew
s th
at p
artic
ipan
ts
may
not
be
able
to
disc
uss
open
ly.
If yo
u ca
nnot
brin
g th
e gr
oup
to
con-
sens
us o
n a
com
pon
ent,
you
may
wan
t to
put
it in
the
“p
arki
ng lo
t” a
nd r
e-tu
rn t
o it
afte
r th
e ot
her
com
pon
ents
ha
ve b
een
addr
esse
d. G
ettin
g so
me
dist
ance
from
a c
ontr
over
sial
top
ic a
nd
refo
cusi
ng o
n le
ss c
onte
ntio
us is
sues
of
ten
allo
ws
par
ticip
ants
to
retu
rn t
o th
eir
disc
ussi
on w
ith n
ew in
sigh
ts.
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
43
MO
du
le 2
: wh
ere
ar
e w
e h
ead
ed?
(Mid
-MO
rn
ing t
hr
Ou
gh e
nd O
f d
ay 2
)
Ob
jec
tiv
eS
By t
he e
nd o
f th
is m
odul
e, p
arti
cipa
nts
will
hav
e:
• ag
reed
on
one
or t
wo
obje
ctiv
es fo
r im
prov
ing
each
man
agem
ent
com
pone
nt;
• pr
ovid
ed e
vide
nce
that
will
indi
cate
pro
gres
s to
war
d th
ese
obje
ctiv
es.
Wo
rksh
op
Act
ivit
yFa
cilit
ato
rs’ R
ole
Res
our
ces
Req
uire
dK
eep
In M
ind
…Re
view
of o
bjec
tives
for
M
odul
e 2
Pres
ent
on fl
ip c
hart
and
pos
t on
wal
l to
re
mai
n th
roug
hout
the
mod
ule.
Flip
char
t of
obj
ectiv
es
Age
nda
in p
artic
ipan
t bi
nder
Plen
ary
disc
ussi
on: R
evie
w
of c
onse
nsus
dec
isio
ns in
M
odul
e 1
Lead
par
ticip
ants
in r
evie
w p
roce
ss.
Han
dout
s w
ith r
esul
ts o
f Mod
ule
1, a
nd
sup
ple
men
tary
flip
cha
rt a
nd/o
r tr
ansp
ar-
enci
es, i
f des
ired
Smal
l-gro
up w
ork:
Exp
lora
tion
of
cont
ribut
ing
caus
esD
ivid
e th
e co
mp
onen
ts a
mon
g gr
oup
s, s
o ea
ch g
roup
is w
orki
ng o
n a
man
agea
ble
num
ber
of c
omp
onen
ts.
Hel
p g
roup
s lo
ok c
lose
ly a
t th
e ev
iden
ce fo
r ea
ch c
omp
onen
t an
d as
k th
emse
lves
why
th
e co
mp
onen
t is
at
that
sta
ge o
f dev
elop
-m
ent.
The
y m
ay n
eed
to a
sk W
hy?
seve
ral
times
to
dig
bene
ath
the
surf
ace
and
find
the
mos
t im
por
tant
con
trib
utin
g ca
uses
.
It is
a g
ood
idea
to
dist
ribut
e di
ffer-
ent
typ
es o
f com
pon
ents
am
ong
the
smal
l gro
ups,
so
that
eac
h sm
all g
roup
is
dea
ling
with
a m
ixtu
re o
f man
age-
men
t ar
eas,
sta
ges
of d
evel
opm
ent,
le
vels
of i
mp
orta
nce
to t
he o
rgan
iza-
tion,
etc
.
At
this
poi
nt, y
ou m
ay w
ish
to r
econ
-fig
ure
the
smal
l gro
ups
so t
hat
par
tici-
pan
ts c
an s
hare
the
ir p
ersp
ectiv
es w
ith
new
gro
up m
embe
rs. F
or t
his
mod
ule,
so
me
faci
litat
ors
form
gro
ups
that
sh
are
the
sam
e br
oad
area
of e
xper
-tis
e, w
hile
oth
ers
pre
fer
to m
aint
ain
a m
ixtu
re o
f per
spec
tives
.
44
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
Wo
rksh
op
Act
ivit
yFa
cilit
ato
rs’ R
ole
Res
our
ces
Req
uire
dK
eep
In M
ind
…Sm
all-g
roup
wor
k, c
ontin
ued:
Se
ttin
g ob
ject
ives
and
pro
pos
ing
evid
ence
of t
heir
achi
evem
ent
Dec
ide
in a
brie
f int
rodu
ctor
y ac
tivity
, or
anno
unce
bas
ed o
n th
e di
rect
or’s
dec
isio
n,
wha
t th
e tim
e fr
ame
for
the
MO
ST a
ctio
n p
lan
will
be.
Usu
ally
it is
six
mon
ths
or o
ne
year
.
For
each
man
agem
ent
com
pon
ent,
hav
e th
e sm
all g
roup
s dr
aft
betw
een
one
and
thre
e ob
ject
ives
for
that
tim
e p
erio
d. T
he o
bjec
-tiv
es s
houl
d be
ach
ieva
ble
in t
he s
hort
ter
m
and
shou
ld r
eflec
t th
e di
scus
sion
s of
the
co
ntrib
utin
g ca
uses
of t
he c
urre
nt s
ituat
ion.
Hel
p t
he g
roup
s fo
cus
on o
bjec
tives
tha
t w
ill
help
mov
e th
e m
anag
emen
t co
mp
onen
ts
tow
ard
the
char
acte
ristic
s of
the
nex
t st
age
of d
evel
opm
ent.
Hav
e ea
ch g
roup
pro
pos
e on
e or
tw
o fa
cts,
fig
ures
, or
obse
rvat
ions
tha
t w
ill p
rovi
de
conv
inci
ng e
vide
nce
that
the
se o
bjec
tives
ha
ve b
een
reac
hed
at t
he e
nd o
f the
tim
e p
erio
d.
Flip
cha
rts
for
each
gro
up (
the
resu
lts w
ill
need
to
be p
oste
d fo
r p
rese
ntat
ion
and
disc
ussi
on in
Mod
ule
3)
Befo
re t
he p
artic
ipan
ts u
nder
take
thi
s ac
tivity
, em
pha
size
tha
t th
e go
al is
not
to
str
ive
for
per
fect
ion.
Att
emp
ting
too
big
a le
ap m
ay r
esul
t in
failu
re a
nd
disc
oura
ge s
taff
abou
t th
e p
oten
tial f
or
chan
ge. I
ncre
men
tal i
mp
rove
men
ts
pro
vide
sm
all s
ucce
sses
tha
t en
cour
age
the
staf
f to
take
on
new
cha
lleng
es.
Such
cha
nges
bui
ld u
p o
ver
time
to
have
a g
reat
er im
pac
t.
It h
elp
s to
rec
ogni
ze t
hat
the
shor
t-te
rm o
bjec
tives
at
this
poi
nt m
ay o
r m
ay n
ot m
ove
the
orga
niza
tion
into
th
e ne
xt s
tage
of d
evel
opm
ent,
whe
re
all c
hara
cter
istic
s w
ill a
pp
ly. I
f the
or-
gani
zatio
n is
clo
se t
o th
at s
tage
, one
or
two
imp
rove
men
ts m
ay s
uffic
e. H
ow-
ever
, if t
he m
anag
emen
t co
mp
onen
t ne
eds
a lo
t of
wor
k ov
er a
n ex
tend
ed
per
iod
of t
ime,
the
obj
ectiv
es d
evel
-op
ed n
ow m
ay s
imp
ly m
ove
the
orga
-ni
zatio
n in
the
rig
ht d
irect
ion
with
in
the
curr
ent
stag
e of
dev
elop
men
t.
If tim
e is
lim
ited,
you
may
wan
t to
pri-
oriti
ze m
anag
emen
t co
mp
onen
ts fi
rst
and
deve
lop
obj
ectiv
es o
nly
for
the
prio
rtiz
ed c
omp
onen
ts.
Plen
ary
disc
ussi
on: P
rese
ntat
ion
of a
nd a
gree
men
t on
obj
ectiv
esG
uide
par
ticip
ants
in r
evie
win
g sm
all g
roup
w
ork,
cho
osin
g th
e m
ost
app
rop
riate
ob-
ject
ives
and
agr
eein
g on
evi
denc
e th
at
will
sho
w t
hat
the
obje
ctiv
es h
ave
been
ac
hiev
ed.
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
45
MO
du
le 3
: hO
w w
ill
we
rea
ch O
ur O
bje
cti
veS
? (d
ay 3
)
Ob
jec
tiv
eS
By t
he e
nd o
f th
is m
odul
e, p
arti
cipa
nts
will
hav
e:
• re
cogn
ized
the
ir r
oles
as
lead
ers
and
man
ager
s of
the
cha
nge
proc
ess;
•
sele
cted
the
hig
hest
-pri
orit
y m
anag
emen
t co
mpo
nent
s to
impr
ove
duri
ng t
he c
omin
g pe
riod
; •
prep
ared
an
acti
on p
lan
for
thes
e im
prov
emen
ts;
• de
cide
d w
hat
acti
viti
es w
ill b
e ne
eded
to
follo
w u
p on
the
MO
ST w
orks
hop.
Wo
rksh
op
Act
ivit
yFa
cilit
ato
rs’ R
ole
Res
our
ces
Req
uire
dK
eep
In M
ind
…Re
view
of o
bjec
tives
for
Mod
ule
3Pr
esen
t on
flip
cha
rt a
nd p
ost
on w
all t
o re
-m
ain
thro
ugho
ut t
he m
odul
e.Fl
ipch
art
of o
bjec
tives
Age
nda
in p
artic
ipan
t bi
nder
Dire
ctor
’s a
nnou
ncem
ent
of t
he
per
son
who
has
bee
n se
lect
ed a
s ch
ange
lead
er
Ahea
d of
tim
e: R
evie
w w
ith th
e di
rect
or th
e ba
ckgr
ound
info
rmat
ion
with
whi
ch to
fram
e th
e an
noun
cem
ent,
so h
e or
she
can
an-
noun
ce th
e ch
oice
with
con
fiden
ce a
nd e
n-th
usia
sm:
• re
ason
s fo
r ha
ving
a c
hang
e le
ader
and
ch
ange
tea
m;
• q
ualit
ies
of a
n ef
fect
ive
chan
ge le
ader
;•
resp
onsi
bilit
ies
of t
he c
hang
e le
ader
in
imp
lem
entin
g th
e ac
tion
pla
n.
Revi
ew “
Prin
cip
les
of C
hang
e,”
pag
es
7–8
“Cha
nge
Lead
er a
nd C
hang
e Te
am”
and
box
on “
Qua
litie
s of
the
Cha
nge
Lead
er,”
pag
es 8
–9
Be s
ure
the
dire
ctor
—w
ith y
our
help
, if
nece
ssar
y—ha
s di
scus
sed
this
rol
e w
ith
the
pros
pect
ive
chan
ge le
ader
, ful
ly
expl
aine
d th
e re
spon
sibi
litie
s in
volv
ed,
and
gott
en t
hat
pers
on’s
full
agre
emen
t an
d co
mm
itmen
t.
If th
e di
rect
or p
refe
rs n
ot t
o pr
esen
t th
e ba
ckgr
ound
mat
eria
l, yo
u ca
n do
so
and
help
pav
e th
e w
ay fo
r th
e di
rect
or’s
an
noun
cem
ent.
46
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
Plen
ary
exer
cise
: Sel
ectio
n of
prio
r-ity
man
agem
ent
com
pon
ents
Em
phas
ize
the
need
to
focu
s on
impr
ove-
men
ts in
a fe
w p
riorit
y co
mpo
nent
s—th
ose
that
mee
t th
e fo
llow
ing
crite
ria:
• ca
n be
qui
ckly
acc
omp
lishe
d, a
nd/o
r;•
req
uire
min
imal
hum
an a
nd fi
nanc
ial
reso
urce
s, a
nd/o
r;•
are
need
ed a
s a
basi
s fo
r ot
her
imp
rove
-m
ents
, and
/or;
• w
ill m
ake
the
grea
test
con
trib
utio
n to
th
e m
anag
emen
t of
the
org
aniz
atio
n.
Poin
t ou
t th
at s
ome
impr
ovem
ents
tha
t m
ight
mak
e gr
eat
cont
ribut
ions
to
bett
er
man
agem
ent
may
be
too
cost
ly a
nd t
ime-
cons
umin
g to
und
erta
ke a
t th
is t
ime.
Prov
ide
a w
ay fo
r pa
rtic
ipan
ts t
o re
gist
er
the
com
pone
nts
they
con
side
r to
be
of t
he
high
est
prio
rity.
Tw
o po
ssib
ilitie
s ar
e:
• to
hav
e ea
ch p
artic
ipan
t w
rite
dow
n he
r/hi
s to
p t
hree
cho
ices
; you
tal
ly a
nd
anno
unce
the
res
ults
;•
to p
ost
all c
omp
onen
ts o
n fli
p c
hart
s;
par
ticip
ants
che
ck o
ff or
stic
k a
colo
red
dot
next
to
thei
r to
p t
hree
cho
ices
. The
en
tire
grou
p t
allie
s th
e re
sults
.
Flip
cha
rt o
f sug
gest
ed c
riter
ia fo
r p
riori-
tizin
g co
mp
onen
ts, p
rep
ared
in a
dvan
ce
or d
urin
g th
e p
lena
ry d
iscu
ssio
n
Op
tiona
l: C
olor
ed s
elf-
adhe
sive
dot
s
The
hard
est
thin
g ab
out
sett
ing
prio
ri-tie
s is
tha
t it
mea
ns t
emp
orar
ily s
ettin
g as
ide
activ
ities
tha
t ha
ve r
eal v
alue
to
the
orga
niza
tion.
Som
e p
artic
ipan
ts
may
be
stro
ngly
com
mitt
ed t
o ob
jec-
tives
in a
com
pon
ent
that
the
gro
up
deci
des
is o
f low
er p
riorit
y.
You
may
nee
d to
hel
p t
he p
artic
ipan
ts
thro
ugh
this
pro
cess
. Cla
rify
that
com
-p
onen
ts id
entifi
ed a
s lo
w p
riorit
y at
th
is t
ime
will
not
be
aban
done
d. T
hey
will
be
docu
men
ted
in t
he w
orks
hop
re
por
t an
d re
visi
ted
in M
OST
follo
w-
up m
eetin
gs.
Gui
de p
artic
ipan
ts in
usi
ng t
he t
ally
to
sele
ct t
he 4
–5 c
omp
onen
ts t
hat
they
will
w
ork
on d
urin
g th
e co
min
g p
erio
d.
Wo
rksh
op
Act
ivit
yFa
cilit
ato
rs’ R
ole
Res
our
ces
Req
uire
dK
eep
In M
ind
…
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
47
Smal
l-gro
up w
ork:
Pre
par
atio
n of
ac
tion
pla
ns (
cont
inue
d)C
reat
e ne
w s
mal
l gro
ups,
one
for
each
of
the
man
agem
ent
com
pon
ents
iden
tified
as
a p
riorit
y. O
nce
agai
n, b
e su
re t
he g
roup
s re
pre
sent
a c
ross
-sec
tion
of d
ivis
ions
and
le
vels
.
Gui
de s
mal
l gro
ups
in p
rop
osin
g th
ree
or
four
bro
ad c
ateg
orie
s of
act
iviti
es t
hat
will
he
lp r
each
the
obj
ectiv
e fo
r th
eir
com
po-
nent
. Enc
oura
ge t
hem
to
thin
k cr
eativ
ely
abou
t va
ried
but
pra
ctic
al w
ays
to r
each
th
e ob
ject
ives
.
Gui
de p
artic
ipan
ts in
car
eful
ly c
onsi
der-
ing
the
reso
urce
s—hu
man
, mat
eria
l, an
d fin
anci
al—
need
ed t
o ca
rry
out
each
bro
ad
activ
ity, a
nd in
cla
ssify
ing
them
as
one
of
the
follo
win
g:•
reso
urce
s th
at a
lread
y ex
ist
with
in t
he
orga
niza
tion;
•
reso
urce
s th
at a
re n
ot c
urre
ntly
ava
il-ab
le b
ut c
an b
e ge
nera
ted
rela
tivel
y ea
sily
;•
reso
urce
s th
at w
ill r
equi
re c
onsi
dera
ble
effo
rt t
o ge
nera
te.
The
par
ticip
ants
will
the
n co
mp
lete
the
res
t of
the
ir ac
tion
pla
ns, fi
lling
in t
he p
erso
n re
spon
sibl
e an
d tim
e re
qui
red
to c
omp
lete
th
e ac
tivity
.
Flip
cha
rt p
ages
of t
he r
evis
ed o
bjec
tives
fo
r ea
ch s
elec
ted
com
pon
ent,
dis
trib
ut-
ed a
mon
g th
e sm
all g
roup
s so
the
y ca
n id
entif
y th
e ty
pes
of a
ctiv
ities
for
each
ob
ject
ive
New
flip
cha
rt p
ages
on
each
of w
hich
th
ey w
ill w
rite:
•
man
agem
ent
com
pon
ent
• ob
ject
ive
• 3
or 4
bro
ad a
ctiv
ities
• ge
nera
l typ
es o
f res
ourc
es—
hu
man
, mat
eria
l, an
d fin
anci
al—
re
qui
red
for
each
act
ivity
•
for
each
typ
e of
res
ourc
e, “
CA
”
(cur
rent
ly a
vaila
ble)
, “G
E” (
gene
rate
d ea
sily
), o
r “R
E” (
req
uire
s ef
fort
).
Blan
k ac
tion
plan
form
s (f
ound
on
pa
ges
71–7
2 an
d on
the
MO
ST C
D-R
OM
)
Op
tiona
l: H
ando
ut o
f the
“Sa
mp
le
Com
ple
ted
MO
ST A
ctio
n Pl
an”
from
th
e M
OST
CD
-RO
M
TYou
may
rel
y on
you
r st
aff c
ount
er-
par
t fo
r ad
vice
, use
you
r ow
n ju
dg-
men
t in
form
ing
the
grou
ps,
or
ask
the
par
ticip
ants
to
form
the
ir ow
n ne
w
mix
ed g
roup
s.
If th
ere
are
too
few
par
ticip
ants
in t
he
wor
ksho
p, s
ome
smal
l gro
ups
may
ne
ed t
o w
ork
on t
wo
man
agem
ent
com
pon
ents
.
It w
ill h
elp
if y
ou g
ive
exam
ple
s of
th
e ki
nds
of b
road
act
iviti
es t
he s
mal
l gr
oup
s sh
ould
pro
pos
e. F
or in
stan
ce,
to r
each
an
obje
ctiv
e re
late
d to
hu-
man
res
ourc
e m
anag
emen
t, a
n ac
tivity
m
ight
be
“pre
par
e p
erso
nnel
han
d-bo
ok.”
Thi
s ac
tivity
cou
ld in
volv
e a
num
ber
of s
mal
ler
activ
ities
.
The
wor
ksho
p m
ater
ials
incl
ude
a sa
m-
ple
act
ion
pla
n fo
rm t
hat
has
pro
ven
usef
ul in
form
er M
OST
wor
ksho
ps.
The
p
artic
ipan
ts m
ay c
hoos
e to
use
thi
s or
an
othe
r fo
rmat
tha
t co
rres
pon
ds t
o th
eir
own
pla
nnin
g p
roce
ss. I
f the
y us
e a
diffe
rent
form
at, t
hey
may
nee
d to
ad
apt
it to
incl
ude
all t
he p
lann
ing
ele-
men
ts t
hat
are
iden
tified
her
e.
Alth
ough
eac
h ac
tivity
in t
his
actio
n p
lan
shou
ld b
e br
oken
dow
n in
to s
pe-
cific
tas
ks, t
here
is r
arel
y en
ough
tim
e fo
r th
at le
vel o
f det
ail i
n th
e M
OST
w
orks
hop
. The
cha
nge
team
sho
uld
wor
k on
the
det
ails
at
a la
ter
time.
48
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
Wo
rksh
op
Act
ivit
yFa
cilit
ato
rs’ R
ole
Res
our
ces
Req
uire
dK
eep
In M
ind
…D
istr
ibut
ing
actio
n p
lans
Col
lect
the
act
ion
pla
ns, e
nter
the
m o
n a
com
put
er, p
rint
them
out
, arr
ange
for
pho
-to
cop
ies
to b
e di
strib
uted
to
the
par
tici-
pan
ts, a
nd in
clud
e th
em in
you
r re
por
t.
A c
omp
uter
, prin
ter,
and
pho
toco
pie
rTh
e ch
ange
lead
er a
nd c
hang
e te
am
are
likel
y to
ap
pre
ciat
e it
if yo
u of
fer
to e
nter
the
act
ion
pla
ns o
n a
com
-p
uter
and
sen
d th
em b
ack
qui
ckly
. The
p
rinte
d ve
rsio
n w
ill p
rovi
de t
hem
with
a
clea
r an
d co
nsis
tent
set
of p
lans
tha
t w
ill h
elp
the
m t
o im
med
iate
ly b
egin
to
mak
e th
e ne
eded
cha
nges
. The
y ca
n al
so u
se it
to
pre
sent
the
res
ults
of
the
wor
ksho
p t
o th
e re
st o
f the
org
ani-
zatio
n, a
nd y
ou w
ill b
e ab
le t
o us
e it
as
the
cent
erp
iece
of y
our
rep
ort.
Plen
ary
disc
ussi
on: D
ecis
ion
on
activ
ities
for
imm
edia
te fo
llow
-up
Hav
e th
e sm
all g
roup
s br
iefly
sum
mar
ize
thei
r p
rogr
ess
in c
omp
letin
g th
eir
actio
n p
lans
and
men
tion
any
issu
es t
hat
have
ar
isen
.
Faci
litat
e a
wra
p-u
p d
iscu
ssio
n ab
out
the
next
ste
ps
to t
ake,
incl
udin
g:
• sh
arin
g th
e fin
ding
s an
d im
plic
atio
ns
with
the
res
t of
the
sta
ff an
d ot
her
stak
ehol
ders
;•
hold
ing
the
first
cha
nge
team
mee
ting
to fu
rthe
r sp
ecify
the
tas
ks fo
r ea
ch a
c-tiv
ity, (
clar
ify in
divi
dual
ass
ignm
ents
, set
de
adlin
es, a
nd d
evel
op a
pla
n fo
r m
oni-
torin
g p
rogr
ess
on t
he a
ctio
n p
lan)
;•
mon
itorin
g pr
ogre
ss o
n th
e ac
tion
plan
an
d re
visi
ng t
he p
lan,
if n
eede
d.
This
mig
ht b
e an
exc
elle
nt a
ctiv
ity fo
r th
e ch
ange
lead
er t
o fa
cilit
ate,
initi
at-
ing
his/
her
new
rol
e. If
the
cha
nge
lead
er a
gree
s to
do
this
, you
sho
uld
offe
r an
y as
sist
ance
nee
ded.
For
a lis
t of
sug
gest
ions
of f
ollo
w-u
p
activ
ities
, see
“Ph
ase
4: F
ollo
w-U
p
Act
iviti
es,”
beg
inni
ng o
n p
age
50.
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
49
Wo
rksh
op
Act
ivit
yFa
cilit
ato
rs’ R
ole
Res
our
ces
Req
uire
dK
eep
In M
ind
…C
losi
ngRe
turn
to
the
“par
king
lot,
” cr
ossi
ng o
ff is
-su
es t
hat
have
bee
n de
alt
with
and
hel
pin
g p
artic
ipan
ts d
ecid
e w
hen
and
how
to
take
up
the
issu
es t
hat
rem
ain.
Poi
nt o
ut t
hat
you
will
incl
ude
thes
e ite
ms
in y
our
rep
ort,
so
the
y w
ill h
ave
them
on
reco
rd t
o co
nsid
-er
whe
neve
r th
ey fi
nd it
ap
pro
pria
te.
Prov
ide
a fe
w m
inut
es fo
r p
artic
ipan
ts t
o re
flect
tog
ethe
r on
the
wor
ksho
p. I
n an
in-
form
al c
onve
rsat
ion,
you
can
ask
que
stio
ns
that
will
giv
e th
em a
cha
nce
to e
xpre
ss
thei
r th
ough
ts a
nd fe
elin
gs, a
nd t
hat
will
p
rovi
de y
ou w
ith fe
edba
ck. Y
ou m
ight
ask
su
ch q
uest
ions
as:
• D
id t
he w
orks
hop
ach
ieve
the
ant
icip
at-
ed o
utco
mes
?•
To w
hat
exte
nt d
id it
mee
t or
not
mee
t yo
ur e
xpec
tatio
ns?
• W
hat
was
the
mos
t us
eful
par
t of
thi
s w
orks
hop
for
you?
• W
hat
was
leas
t us
eful
?•
Wha
t do
you
thi
nk y
ou p
erso
nally
can
co
ntrib
ute
to m
akin
g th
e id
entifi
ed
chan
ges
hap
pen
?
Rem
embe
r to
tha
nk t
he p
artic
ipan
ts fo
r w
hat
they
hav
e co
ntrib
uted
to
the
wor
k-sh
op. Y
our
sinc
ere
app
reci
atio
n w
ill b
e a
wel
l-des
erve
d re
war
d fo
r w
hat
has
been
an
inte
nse
effo
rt.
You
may
wis
h to
dis
trib
ute
a w
ritte
n fo
rm fo
r fe
edba
ck o
n th
e p
roce
ss a
nd
outc
omes
of t
he w
orks
hop
, and
on
the
qua
lity
of fa
cilit
atio
n. H
owev
er,
it is
stil
l im
por
tant
for
par
ticip
ants
to
shar
e so
me
of t
heir
thou
ghts
pub
licly
, to
cap
italiz
e on
the
op
enne
ss t
hat
has
mar
ked
thei
r th
ree
days
tog
ethe
r.
Con
side
r go
ing
arou
nd t
he g
roup
, as
king
eve
ryon
e fo
r on
e co
mm
ent,
so
that
you
get
feed
back
from
eac
h p
ar-
ticip
ant,
not
just
from
tho
se w
ho r
ead-
ily v
olun
teer
.
MOST
Management and Organizational Sustainability Tool50
PhaSe 4: fOllOw-uP activitieS
A successful workshop will have set the stage for the last phase of the MOST process. As quickly as possible after the workshop, you should prepare a report for the organization, presenting the assess-ment findings and the resulting action plans. You should review the report in a meeting with the director, change leader, and change team before it is distributed to the rest of the staff. You can use this debriefing to reach agreement on follow-up activities that will move the change process forward and bring about the desired management improvements.
Suggested follow-up activities for the organization include the following:
• The director, change leader, and change team meet to clarify the responsibilities they and other leaders will take on during the change process.
• The director, change leader, and change team integrate the MOST action plans into the organi-zation’s operational plan.
• The change team meets with the change leader to review and fine-tune the action plans, focus-ing on the tasks for some of the broadly defined activities, the timeline, and the individuals responsible for carrying out specific tasks. In addition to the evidence that has been proposed for achieving the objectives, the action plans specify milestones the team will use to monitor progress along the way.
• The director distributes the workshop report and informs the entire staff and board about the process: the rationale for conducting MOST, the benefits to the organization of improved man-agement, the main events of the workshop, and the coming changes.
• Members of the change team begin to achieve buy-in and engage the rest of the organization in MOST changes. They meet with individuals and work groups to discuss how the proposed management improvements will affect their work, to answer questions, and to allay fears.
Suggested follow-up activities for the facilitators include the following:
• Prepare the workshop report and review it with the director, change leader, and change team.
• Verify that resources are allocated for a six-month or one-year follow-up MOST exercise to re-view progress and plan for future management improvements.
• Discuss options for periodic follow-up conversations, e-mails, or meetings with the change leader and change team, to check on progress and serve as a resource in implementing the ac-tion plan.
• Assist the change team with their follow-up plan and with ways of engaging the rest of the organization.
• Provide technical assistance in implementing the action plan, or help the organization find other sources of technical assistance.
• Facilitate other assessment/planning exercises focusing on management components that may need more thorough consideration than was possible during the MOST workshop. See the list of additional resources on page 75 for guidelines and tools that can help organizations conduct such assessments for several management systems. These tools are available on the MOST CD-ROM.
MOST
Management and Organizational Sustainability Tool 51
wOrkShOP MaterialS
This section contains materials to be distributed to all workshop participants in a workshop binder or folder. The contents may be copied directly from this section or printed from the MOST CD-ROM.
The materials to be included in the participants’ binder are:
• Making the MOST of Management
• MOST Workshop Agenda and Anticipated Outcomes
• MOST Assessment Instrument (to be filled out individually by each participant)
• Assessment Consensus Form (on which participants record the assessments and comments of their colleagues, based on the individual MOST instruments)
• MOST Action Plan Form
• Leading and Managing for Results Model
• Leading and Managing Framework
Resources on the MOST CD-ROM
To supplement the resources listed above, the MOST CD-ROM includes additional materials that may be useful to the workshop facilitators and participants. These resources may be used as work-shop handouts or as preparatory materials for the workshop. These additional resources are:
• Presenting MOST at a Staff Meeting
• MOST slide presentation (available in two formats, one of which may be customized to the specific organizational context, if needed)
• Sample Completed MOST Action Plan
Health Systems in Action: An eHandbook for Leaders and Managers
Managers Who Lead: A Handbook for Improving Health Services
Issues of The Manager (a quarterly published by MSH):
“Creating a Work Climate That Motivates Staff and Improves Performance.” The Manager (Boston) vol. 11, no. 3 (2002).
“Developing Managers Who Lead.” The Manager (Boston) vol. 10, no. 1 (2001).
“Developing Plans and Proposals for New Initiatives.” The Manager (Boston) vol. 2, no. 4 (1993).
“Good Goverance in Civil Society Organizations.” The eManager (Cambridge) no. 2 (2009).
“Human Resources: Managing and Developing Your Most Important Asset.” The Manager (Boston) vol. 8, no. 1 (1999).
“Improving Contraceptive Supply Management.” The Manager (Boston) vol. 1, no. 4 (1992).
“Learning to Think Strategically.” The Manager (Boston) vol. 3, no. 1 (1994).
“Marketing Your Organization’s Services.” The Manager (Boston) vol. 8, no. 2 (1999).
“Strengthening Human Resources Management to Improve Health Outcomes.” The eManager (Cambridge) no. 1 (2009).
“Using Evaluation as a Management Tool.” The Manager (Boston) vol. 6, no. 1 (1997).
“Using National and Local Data to Guide Reproductive Health Programs.” The Manager (Boston) vol. 6, no. 2 (1997).
MOST
Management and Organizational Sustainability Tool52
Making the MOSt Of ManageMent
What is MOST?
The Management and Organizational Sustainability Tool (MOST) is a structured, participatory pro-cess that allows organizations to assess their own management performance and develop a concrete action plan for organization-wide improvement.
Organizations that have undergone traditional management assessments may be surprised by MOST. Traditional assessments rely on external evaluators, intensive data collection, and checklists. They result in findings and recommendations but often fall short of producing a plan for improvement.
MOST is different. It is all about making change happen through a structured, participatory process, in which staff members use an instrument to collect data from their own experience, immediately analyze the data, and use their analysis to make concrete, practical plans for improvement. Finally, the MOST process recognizes that meaningful changes in management rarely occur through a single event; it includes a six-month or one-year follow-up MOST exercise to review progress and make any needed changes in the action plans.
Why Emphasize Management?
Management Sciences for Health (MSH) developed MOST after years of experience in helping public- and private-sector organizations provide health services under complex and changing conditions. MOST builds on a consistent finding that there are unbreakable linkages between good manage-ment, high-quality services, and organizational sustainability. Good management is the glue that holds all internal parts of an organization together, creates a positive work climate, and supports high-quality services, thus helping to bring the organization’s vision to fruition.
A well-managed organization that delivers high-quality services is able to satisfy its clients and in-crease demand. Its structure and financial base allow it to continue its work in a changing environ-ment—to be sustainable even as funders’ priorities shift, traditional sources of revenues shrink, and the organization takes on new responsibilities.
What Is the MOST Process?
The MOST process begins with an engagement phase to determine if MOST is a good fit for the orga-nization, continues with a preparation phase to identify and interview staff who will lead the pro-cess, focuses on the key activity—a facilitated assessment and planning workshop—and concludes with follow-up activities to keep the changes moving ahead.
The three-day workshop is the central component of the process. It builds a collective perspective and plan out of individual experiences. It brings together on an equal footing managers from all parts and levels of the organization, from the managers of units or projects to the director and senior managers. During the workshop, participants express their individual views on management per-formance, share these perceptions, and reach consensus on changes that will improve performance. They establish priorities and develop action plans that specify objectives and activities for making these changes, including identifying the people who will be responsible for implementing the plan.
MOST
Management and Organizational Sustainability Tool 53
For MOST to yield its greatest benefits, workshop participants must play a part that continues long after the workshop. They must identify the need for change, commit themselves to the process, mo-tivate their colleagues, and take the lead in implementing the improvements that emerge from the workshop.
How Can Organizations Benefit from MOST?
Through the MOST process, an organization will:
• recognize the importance of good management to its effectiveness and long-term survival;
• assess the current status of 19 essential components of management;
• identify feasible changes that will make the organization more effective;
• develop specific plans to implement these changes;
• generate the staff buy-in needed to support the management improvements;
• monitor the results over time and adapt the plans to changing conditions and new demands.
Any organization can benefit from MOST if its director and senior managers meet two criteria:
• They are committed to open self-assessment and decision-making by consensus.
• They believe that the organization can take action to improve its management, even though there may be some constraints beyond their control.
Principles Underlying MOST
• The most effective way to initiate change in an organization is to involve staff members at all levels in open self-assessment and consensual decision-making.
• Meaningful changes in management rarely occur through a single event. They require an ongo-ing effort, with frequent re-evaluations and adaptations.
• To bring about management changes, there must be strong, committed leadership at every level of the organization.
MOST
Management and Organizational Sustainability Tool54
What Management Areas Does MOST Address?
Mission. An organization’s mission is its purpose, the reason it exists. It provides guidance, consis-tency, and meaning to decisions and activities at all levels. It answers the question, Why do we do what we do?
Values. An organization’s values are the beliefs and ethical principles that underlie its mission. They give meaning to the organization’s work and form the basis for staff commitment. They answer the question, What are the core beliefs and principles that we all share and that give direction to our work?
Strategy. An organization’s strategies are the broad approaches used to define the programs and ac-tivities that will fulfill the organization’s mission and goals. The strategies answer the question, How will we get to where we want to go?
Structure. Structure refers to the programs, projects, and offices that make up an organization. Structure answers the question, Are we organized in a way that facilitates what we want to do and where we want to go?
Systems. The systems are the interdependent functions that allow an organization to do its work. MOST addresses the ten systems that are the key elements of management: planning, communica-tions, human resource management, monitoring and evaluation, information management (both data collection and use of information), quality assurance, financial management, revenue generation, and supply management. Organizational systems answer the question, What helps us to carry out our activities?
MOST
Management and Organizational Sustainability Tool 55
What Else Do I Need to Know?
If you are involved with an organization that provides services in the private, NGO, or public sec-tor, and if you sense that some management areas could be strengthened, you may want to explore MOST more fully. You can talk with an experienced MOST facilitator, view a slide presentation, peruse the MOST guide or speak with a representative of an organization that has used MOST.
For more information, please contact:
Management Sciences for Health784 Memorial DriveCambridge, MA 02139 USATelephone: 617.250.9500Fax: 617.250.9090Website: www.msh.org
MOST
Management and Organizational Sustainability Tool56
MOSt wOrkShOP agenda and anticiPated OutcOMeS
Session/Module Title
Objectives Approximate Timing
DAY 1 Opening session • Introductions.• Review the workshop agenda and anticipated outcomes.• Clarify expectations.• Introduce the MOST process.• Establish ground rules for an open, honest, respectful
exchange of ideas.
1 ½ hours
Principles of lead-ership, manage-ment, and change
Module 1: Where Are We Now?
• Explore the links between leadership, improved manage-ment, work climate, sustainability, and organizational re-sults.
• Explore the principles of change.
• Explore the meaning of the five management areas and the 19 management components.
• Work in groups that cut across organizational divisions and draw on the contributions of each member.
1 hour
4 hours
DAY 2 Module 1 Contin-ued: Where Are We Now? Conclusion
• In plenary, generate consensus on the organization's cur-rent status in terms of each component.
1 hour
Module 2: Where Are We Headed?
• Agree on one or two objectives for improving each man-agement component.
• Provide evidence that will indicate progress toward these objectives.
• Select the highest-priority management components to improve during the coming period.
5 ½ hours
DAY 3 Module 3: How Will We Reach Our Objectives?
• Prepare an action plan for these improvements.• Decide on follow-up activities that will need to be complet-
ed, and assign responsibility for the activities.• Name the change leader and change team who will over-
see the implementation of the plan.
1 day
Anticipated Outcomes of the Workshop
• a collective assessment of the current stage of development of the 19 management components;
• a prioritized list of the management components to be improved within a specified time period;
• an agreed-upon set of objectives for improving each management component;
• an action plan for reaching the objectives, identifying the broad activities, timing, resources, and people responsible for completing the activities, as well as data that provide evidence of success;
• identification of a change leader and change team who will lead the implementation of the ac-tion plan and monitor progress;
• a list of short-term activities for following up on the MOST workshop: those the staff can do themselves with existing resources, those for which they need to seek additional resources, and those for which they will need technical assistance from outside the organization;
• agreement on post-workshop assistance from the facilitators (by phone or e-mail) and a follow-up MOST exercise, usually six months to one year after the workshop.
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
57
Man
agem
ent
Co
mp
on
ent
Stag
es o
f D
evel
op
men
t an
d T
hei
r C
har
acte
rist
ics
Cur
ren
t St
age
Evid
ence
12
34
Mis
sio
nEx
iste
nce
an
d
Kn
ow
led
ge
No
form
al m
issi
on
stat
emen
t ex
ists
, or
the
exis
ting
mis
sion
st
atem
ent
is in
cons
is-
tent
with
the
cur
rent
or
gani
zatio
nal p
ur-
pos
e an
d th
e ne
eds
of in
tend
ed c
lient
s.
The
mis
sion
sta
te-
men
t ex
ists
, is
cons
is-
tent
with
the
org
ani-
zatio
nal p
urp
ose,
and
is
som
etim
es c
ited
by
seni
or s
taff.
The
mis
sion
sta
te-
men
t is
freq
uent
ly
cite
d by
key
sta
ke-
hold
ers:
sta
ff, b
oard
, p
artn
er a
genc
ies,
and
cl
ient
s.
The
mis
sion
sta
te-
men
t is
wid
ely
know
n an
d re
gula
rly
revi
ewed
to
assu
re
that
it r
eflec
ts t
he
curr
ent
orga
niza
tion-
al p
urp
ose
and
the
need
s of
inte
nded
cl
ient
s.
Val
ues
Exis
ten
ce a
nd
A
pp
licat
ion
Org
aniz
atio
nal v
alue
s an
d et
hica
l prin
cip
les
have
not
bee
n de
-fin
ed.
Org
aniz
atio
nal v
alue
s an
d et
hica
l prin
cip
les
have
bee
n de
fined
an
d ar
e so
met
imes
ci
ted
by s
enio
r st
aff.
Org
aniz
atio
nal v
alue
s an
d et
hica
l prin
cip
les
are
freq
uent
ly c
ited
by s
taff
at a
ll le
vels
.
Org
aniz
atio
nal v
alue
s an
d et
hica
l prin
cip
les
are
wid
ely
know
n,
and
staf
f are
hel
d
acco
unta
ble
for
ad
herin
g to
the
m.
Stra
teg
yLi
nks
to
Mis
sio
n
and
Val
ues
Stra
tegi
es a
re d
e-ve
lop
ed in
res
pon
se
to fu
nder
s’ r
equi
re-
men
ts o
r th
e p
refe
r-en
ces
of a
few
dec
i-si
on-m
aker
s, w
ithou
t re
fere
nce
to t
he m
is-
sion
and
val
ues.
Stra
tegi
es a
re s
ome-
times
dev
elop
ed
with
ref
eren
ce t
o th
e m
issi
on a
nd v
alue
s,
but
mor
e of
ten
in
resp
onse
to
othe
r re
qui
rem
ents
, pre
f-er
ence
s, a
nd m
an-
date
s.
Stra
tegi
es a
re a
lmos
t al
way
s de
velo
ped
w
ithin
the
gen
eral
co
ntex
t of
the
mis
-si
on a
nd v
alue
s.
Beca
use
stra
tegi
es
are
deve
lop
ed t
o co
nfor
m t
o th
e m
is-
sion
and
val
ues,
st
rate
gic
pla
nnin
g is
vi
ewed
as
an o
pp
or-
tuni
ty t
o re
affir
m o
r re
vise
the
mis
sion
.
MO
St a
SSeS
SMen
t in
Str
uM
ent
58
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
Man
agem
ent
Co
mp
on
ent
Stag
es o
f D
evel
op
men
t an
d T
hei
r C
har
acte
rist
ics
Cur
ren
t St
age
Evid
ence
12
34
Stra
teg
y (c
on
tin
ued
)Li
nks
to
Clie
nts
an
d C
om
mun
ity
Stra
tegi
es a
re d
evel
-op
ed w
ithou
t re
fer-
ence
to
the
need
s of
cl
ient
s or
the
ir co
m-
mun
ities
.
Stra
tegi
es a
re
deve
lop
ed b
ased
on
assu
mpt
ions
abo
ut th
e ne
eds
of c
lient
s an
d th
eir
com
mun
ities
.
Stra
tegi
es a
re
deve
lop
ed b
ased
on
accu
rate
info
rmat
ion
abou
t th
e ne
eds
of
clie
nts
and
thei
r
com
mun
ities
.
Stra
tegi
es a
re d
evel
-op
ed w
ith t
he p
artic
i-p
atio
n of
clie
nts
and
com
mun
ity g
roup
s.
Lin
ks t
o
Pote
nti
al
Clie
nts
Stra
tegi
es a
re d
evel
-op
ed w
ithou
t kn
owl-
edge
of t
he c
urre
nt
or p
oten
tial d
eman
d fo
r th
e or
gani
zatio
n’s
serv
ices
.
Stra
tegi
es a
re d
evel
-op
ed o
n th
e ba
sis
of
anec
dota
l kno
wle
dge
of t
he d
eman
d fo
r
the
orga
niza
tion’
s
serv
ices
.
Stra
tegi
es a
re d
evel
-op
ed o
n th
e ba
sis
of o
ccas
iona
l ass
ess-
men
ts o
f the
dem
and
for
serv
ices
, as
wel
l as
anal
ysis
of t
he s
ervi
ces
alre
ady
pro
vide
d by
ot
her
orga
niza
tions
.
A m
echa
nism
is in
p
lace
for
regu
larly
sc
anni
ng c
urre
nt a
nd
pot
entia
l dem
and,
ev
alua
ting
othe
r or
-ga
niza
tions
’ ser
vice
s,
and
usin
g th
ese
find-
ings
to
deve
lop
st
rate
gies
.
Stru
ctur
eLi
nes
of
A
uth
ori
ty a
nd
A
cco
unta
bili
ty
Ther
e ar
e no
for-
mal
doc
umen
ts t
hat
defin
e cu
rren
t lin
es
of a
utho
rity
and
ac-
coun
tabi
lity.
An
orga
niza
tiona
l ch
art
or s
imila
r do
cu-
men
t de
fines
line
s of
aut
horit
y an
d ac
coun
tabi
lity.
It is
in
clud
ed in
the
org
a-ni
zatio
n’s
man
ual o
f po
licie
s an
d pr
oce-
dure
s.
The
orga
niza
tiona
l ch
art
or s
imila
r do
cu-
men
t is
som
etim
es
used
whe
n is
sues
ar
ise
per
tain
ing
to
lines
of a
utho
rity
and
acco
unta
bilit
y.
The
orga
niza
tiona
l ch
art
or s
imila
r do
cu-
men
t is
reg
ular
ly
upda
ted
and
cons
is-
tent
ly u
sed
to r
esol
ve
issu
es p
erta
inin
g to
lin
es o
f aut
horit
y an
d ac
coun
tabi
lity.
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
59
Man
agem
ent
Co
mp
on
ent
Stag
es o
f D
evel
op
men
t an
d T
hei
r C
har
acte
rist
ics
Cur
ren
t St
age
Evid
ence
12
34
Stru
ctur
e (c
on
tin
ued
)G
ove
rnan
ce:
Bo
ard
of
Dir
ecto
rs(N
ote:
Gov
er-
nanc
e in
rel
atio
n to
boa
rd o
f di
rect
ors
is n
ot
app
licab
le t
o p
ub-
lic s
ecto
r or
gani
-za
tions
. How
ever
, go
vern
ance
in
acco
unta
bilit
y an
d tr
ansp
aren
cy
rem
ains
an
im-
por
tant
str
uctu
re
in p
ublic
sec
tor
orga
niza
tions
.)
Ther
e is
no
boar
d or
th
e bo
ard
cons
ists
of
the
foun
der
and/
or
per
sons
cho
sen
byth
e fo
unde
r. Bo
ard
mee
tings
are
rar
ely
held
.
The
boar
d is
com
-p
rised
of p
erso
ns
who
hav
e no
t be
en
sele
cted
bas
ed o
n th
e ch
arac
teris
tics
(i.e.
ge
nder
) an
d sk
ills
need
ed o
n th
e bo
ard.
Th
e bo
ard
mee
ts
occa
sion
ally
and
fo-
cuse
s ex
clus
ivel
y on
op
erat
iona
l iss
ues
as
opp
osed
to
stra
tegi
c on
es. N
o p
olic
ies
have
be
en d
evel
oped
by
the
boar
d.
The
boar
d is
cho
sen
from
per
sons
in t
he
com
mun
ity b
ased
on
the
cha
ract
eris
tics
and
skill
s ne
eded
on
the
boar
d. T
he b
oard
m
eets
freq
uent
ly, f
o-cu
sing
on
oper
atio
nal
and
stra
tegi
c is
sues
. So
me
pol
icie
s ha
ve
been
dev
elop
ed b
y th
e bo
ard.
The
boa
rd
app
rove
s th
e an
nual
bu
dget
but
is n
ot in
-vo
lved
in p
erio
dic
mon
itorin
g of
rev
-en
ue a
nd e
xpen
ses.
The
boar
d is
cho
sen
from
per
sons
in t
he
com
mun
ity b
ased
on
char
acte
ristic
s an
d sk
ills
need
ed o
n th
e bo
ard.
The
boa
rd
mee
ts fr
eque
ntly
, fo
cuse
s on
str
ateg
ic
issu
es a
nd e
valu
ates
its
per
form
ance
an-
nual
ly. T
he b
oard
pe-
riodi
cally
rev
iew
s th
e or
gani
zatio
n’s
mis
sion
an
d ap
pro
ves
its s
tra-
tegi
c p
lan.
The
boa
rd
ensu
res
suffi
cien
t fin
anci
al r
esou
rces
fo
r th
e or
gani
zatio
n;
app
rove
s th
e an
nual
bu
dget
; tra
cks
rev-
enue
s an
d ex
pen
ses
agai
nst
budg
et a
t le
ast
qua
rter
ly, a
nd
mon
itors
the
effe
c-tiv
enes
s of
pro
gram
s an
d se
rvic
es.
Ro
le a
nd
R
esp
on
sib
iliti
es(N
ote:
For
NG
Os,
th
is c
omp
onen
t p
erta
ins
to b
oth
staf
f and
boa
rd
of d
irect
ors.
For
p
ublic
-sec
tor
inst
i-tu
tions
, it
per
tain
s on
ly t
o st
aff.)
Role
s an
d re
spon
si-
bilit
ies
are
not
clea
rly
defin
ed. W
ork
is a
s-si
gned
on
an a
d-ho
c ba
sis,
acc
ordi
ng t
o th
e p
erce
ived
nee
ds
of t
he m
omen
t.
Role
s an
d re
spon
sibi
li-tie
s ar
e in
the
pro
cess
of
bei
ng d
efine
d.
Mos
t w
ork
is s
till a
s-si
gned
on
an a
d-ho
c ba
sis.
Role
s an
d re
spon
sibi
li-tie
s ar
e de
fined
in t
he
pol
icy
and
pro
cedu
res
man
ual.
They
are
be-
ginn
ing
to b
e us
ed a
s th
e ba
sis
for
assi
gnin
g w
ork
Role
s an
d re
spon
sibi
li-tie
s ar
e de
fined
in t
he
man
ual a
nd u
sed
as
the
basi
s fo
r as
sign
ing
wor
k. T
hey
are
regu
-la
rly r
evie
wed
to
be
sure
tha
t st
aff a
ssig
n-m
ents
ser
ve o
rgan
iza-
tiona
l str
ateg
ies.
60
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
Man
agem
ent
Co
mp
on
ent
Stag
es o
f D
evel
op
men
t an
d T
hei
r C
har
acte
rist
ics
Cur
ren
t St
age
Evid
ence
12
34
Stru
ctur
e (c
on
tin
ued
)D
ecis
ion
- M
akin
gTh
e di
rect
or a
nd s
e-ni
or m
anag
ers
mak
e al
l sig
nific
ant
deci
-si
ons
with
out
disc
uss-
ing
them
with
sta
ff.
The
dire
ctor
and
se-
nior
man
ager
s m
ake
all s
igni
fican
t de
ci-
sion
s af
ter
liste
ning
to
the
view
s of
sel
ecte
d st
aff m
embe
rs.
Mid
-leve
l sta
ff m
em-
bers
are
enc
oura
ged
to m
ake
and
carr
y ou
t si
gnifi
cant
dec
i-si
ons
rega
rd in
g th
eir
own
wor
k an
d th
e w
ork
of t
heir
team
s.
All
staf
f are
exp
ecte
d to
mak
e si
gnifi
cant
de
cisi
ons
rega
rd-
ing
thei
r ow
n w
ork
and
the
wor
k of
the
ir te
ams,
and
to
carr
y ou
t th
ose
deci
sion
s.
Syst
ems
Plan
nin
gM
ost
orga
niza
tiona
l ac
tiviti
es a
re u
n-p
lann
ed a
nd d
ecid
ed
on a
n ad
-hoc
bas
is.
Op
erat
iona
l pla
ns
are
deve
lop
ed fo
r so
me
pro
ject
s an
d p
rogr
ams,
usu
ally
to
mee
t fu
nder
s’
req
uire
men
ts.
An
oper
atio
nal p
lan
is
deve
lop
ed a
nnua
lly,
inde
pen
dent
of t
he
orga
niza
tion’
s br
oad-
er s
trat
egie
s.
The
annu
al o
p-
erat
iona
l pla
n is
de
sign
ed t
o su
pp
ort
the
orga
niza
tion’
s st
rate
gies
.
Co
mm
unic
atio
nTh
ere
is n
o fo
rmal
co
mm
unic
atio
n m
echa
nism
. Im
por
-ta
nt in
form
atio
n is
co
mm
unic
ated
mai
n-ly
by
wor
d of
mou
th.
Com
mun
icat
ion
mec
hani
sms
are
used
on
ly t
o co
nvey
nec
es-
sary
info
rmat
ion
from
se
nior
man
agem
ent
to t
he r
est
of t
he
staf
f.
Com
mun
icat
ion
mec
hani
sms
are
be-
ginn
ing
to b
e us
ed
to s
hare
info
rmat
ion
acro
ss o
rgan
izat
iona
l un
its a
nd a
mon
g st
aff
at d
iffer
ent
leve
ls.
Com
mun
icat
ion
mec
hani
sms
are
used
co
nsis
tent
ly t
o sh
are
info
rmat
ion
acro
ss
orga
niza
tiona
l uni
ts
and
amon
g st
aff a
t di
ffere
nt le
vels
.
Hum
an
Res
our
ce
Man
agem
ent
Ther
e ar
e no
pol
icie
s on
job
clas
sific
atio
n,
sala
ries,
hiri
ng, p
ro-
mot
ion,
grie
vanc
es,
or w
ork
hour
s. T
here
ar
e no
pro
cedu
res
for
per
form
ance
ev
alua
tion,
sta
ff de
-ve
lop
men
t, o
r m
ain-
tena
nce
of e
mp
loye
e da
ta.
The
orga
niza
tion
has
reco
gniz
ed t
he n
eed
for
a fo
rmal
hum
an
reso
urce
sys
tem
. It
is
wor
king
to
clar
ify h
u-m
an r
esou
rce
pol
icie
s an
d p
roce
dure
s.
Hum
an r
esou
rce
pol
i-ci
es a
nd p
roce
dure
s ar
e in
pla
ce, a
nd
man
ager
s ar
e be
gin-
ning
to
use
them
to
hire
and
ret
ain
tal-
ente
d an
d co
mm
itted
st
aff.
Hum
an r
esou
rce
pol
i-ci
es a
nd p
roce
dure
s ar
e in
pla
ce, a
nd
man
ager
s us
e th
em
cons
iste
ntly
to
hire
an
d re
tain
tal
ente
d an
d co
mm
itted
sta
ff.
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
61
Man
agem
ent
Co
mp
on
ent
Stag
es o
f D
evel
op
men
t an
d T
hei
r C
har
acte
rist
ics
Cur
ren
t St
age
Evid
ence
12
34
Syst
ems
(co
nti
nue
d)
Mo
nit
ori
ng
an
d
Eval
uati
on
The
orga
niza
tion’
s w
ork
is m
onito
red
and
its r
esul
ts a
re
eval
uate
d by
ext
er-
nal e
valu
ator
s w
hen
fund
ers
dem
and
it.
The
orga
niza
tion
mon
itors
its
own
wor
k to
det
erm
ine
adhe
renc
e to
pla
nned
ac
tiviti
es. R
esul
ts a
re
eval
uate
d by
ext
erna
l te
ams
whe
n fu
nder
s de
man
d it.
The
orga
niza
tion
regu
larly
mon
itors
its
own
wor
k to
det
er-
min
e p
rogr
ess
tow
ard
achi
evin
g go
als
and
obje
ctiv
es. I
t ev
alu-
ates
res
ults
at
the
end
of e
ach
pro
ject
and
p
rogr
am.
The
orga
niza
tion
regu
larly
mon
itors
its
pro
gres
s, e
valu
ates
re
sults
, and
use
s th
e fin
ding
s to
imp
rove
se
rvic
es a
nd p
lan
the
next
pha
se o
f wor
k.
Info
rmat
ion
M
anag
emen
t:
Dat
a
Co
llect
ion
Rout
ine
serv
ice
and
finan
cial
dat
a ar
e of
ten
inac
cura
te,
and
rep
orts
are
ra
rely
sub
mitt
ed o
n sc
hedu
le.
The
orga
niza
tion
has
intr
oduc
ed s
yste
ms
that
are
beg
inni
ng t
o im
pro
ve t
he a
ccur
acy
and
timel
ines
s of
ro
utin
e se
rvic
e an
d fin
anci
al r
epor
ts.
Org
aniz
atio
nal
syst
ems
yiel
d ro
utin
e se
rvic
e an
d fin
anci
al d
ata
that
are
ge
nera
lly c
onsi
dere
d ac
cura
te, a
nd m
ost
rep
orts
are
sub
mitt
ed
on s
ched
ule.
Org
aniz
atio
nal
syst
ems
pro
vide
cr
oss-
chec
king
to
gua
rant
ee t
he
accu
racy
of r
outin
e se
rvic
e an
d fin
anci
al
data
. The
re a
re
clea
r, en
forc
ed
cons
eque
nces
for
late
re
por
ts.
Info
rmat
ion
M
anag
emen
t:
Use
of
In
form
atio
n
Thos
e w
ho s
ubm
it re
qui
red
rep
orts
re-
ceiv
e no
feed
back
fr
om t
heir
man
ager
s.
The
info
rmat
ion
in
the
rep
orts
is fi
led
away
and
not
use
d fo
r m
anag
emen
t or
p
rogr
amm
atic
dec
i-si
ons.
Thos
e w
ho s
ubm
it re
-q
uire
d re
por
ts r
ecei
ve
spor
adic
feed
back
fr
om t
heir
man
ager
s.
Som
e m
anag
ers
use
the
info
rmat
ion
in
the
rep
orts
to
mak
e de
cisi
ons.
All
man
ager
s ar
e ex
-p
ecte
d to
giv
e re
gu-
lar
feed
back
to
staf
f w
ho s
ubm
it re
qui
red
rep
orts
, and
to
use
the
info
rmat
ion
in
the
rep
orts
as
a ba
sis
for
deci
sion
s.
Staf
f mem
bers
who
su
bmit
rep
orts
con
-si
sten
tly g
et p
rom
pt
feed
back
. With
the
ir m
anag
ers,
the
y an
a-ly
ze t
he in
form
atio
n an
d us
e th
eir
findi
ngs
to a
naly
ze t
rend
s, im
-p
rove
man
agem
ent
and
per
form
ance
, an
d ac
hiev
e ou
t-co
mes
.
62
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
Man
agem
ent
Co
mp
on
ent
Stag
es o
f D
evel
op
men
t an
d T
hei
r C
har
acte
rist
ics
Cur
ren
t St
age
Evid
ence
12
34
Syst
ems
(co
nti
nue
d)
Qua
lity
A
ssur
ance
The
orga
niza
tion
em-
pha
size
s th
e nu
mbe
r of
act
iviti
es u
nder
-ta
ken,
rat
her
than
the
q
ualit
y of
ser
vice
s.
The
orga
niza
tion
ackn
owle
dges
the
im
por
tanc
e of
hig
h-q
ualit
y se
rvic
es. I
t is
co
nsid
erin
g ac
tiviti
es
that
will
hel
p s
taff
regu
larly
ass
ess
and
imp
rove
qua
lity.
Som
e p
arts
of t
he
orga
niza
tion
have
un
dert
aken
act
iviti
es
to a
sses
s an
d im
pro
ve
the
qua
lity
of s
ervi
c-es
. A fe
w in
tere
sted
st
aff m
embe
rs h
ave
take
n re
spon
sibi
lity
for
cond
uctin
g th
ese
ac
tiviti
es.
Ther
e is
an
esta
b-lis
hed,
ong
oing
sys
-te
m fo
r as
sess
ing
and
imp
rovi
ng t
he q
ualit
y of
ser
vice
s. T
rain
ed
staf
f are
reg
ular
ly u
s-in
g th
is s
yste
m.
Fin
anci
al
Man
agem
ent
Budg
ets
are
deve
l-op
ed w
ithou
t in
put
fr
om p
rogr
am m
an-
ager
s. T
he fi
nanc
e sy
stem
doe
s no
t ac
cura
tely
tra
ck e
x-p
endi
ture
s, r
even
ues,
an
d ca
sh fl
ow.
Budg
ets
are
usua
lly
deve
lop
ed w
ith in
put
fr
om p
rogr
am m
an-
ager
s. T
he fi
nanc
e sy
stem
tra
cks
exp
en-
ditu
res,
rev
enue
s,
and
cash
flow
by
line
item
(e.
g., s
alar
ies,
ut
ilitie
s, m
ater
ials
),
with
out
links
to
pro
gram
out
put
s or
se
rvic
es.
Fina
ncia
l sta
ff de
-ve
lop
bud
gets
in
conj
unct
ion
with
p
rogr
am m
anag
ers.
Th
e fin
ance
sys
tem
tr
acks
exp
endi
ture
s,
reve
nues
, and
cas
h flo
w b
y lin
e ite
m,
with
som
e lin
ks t
o p
rogr
am o
utp
uts
and
serv
ices
.
Prog
ram
man
ager
s w
ork
with
fina
ncia
l st
aff t
o de
velo
p b
ud-
gets
tha
t su
pp
ort
pro
gram
mat
ic d
eci-
sion
s. T
he fi
nanc
e sy
stem
pre
sent
s an
ac
cura
te, c
omp
lete
p
ictu
re o
f exp
endi
-tu
res,
rev
enue
, and
ca
sh fl
ow in
rel
atio
n to
pro
gram
out
put
s an
d se
rvic
es.
Rev
enue
G
ener
atio
nTh
e or
gani
zatio
n op
-er
ates
with
a s
ingl
e so
urce
of r
even
ue,
usua
lly o
ne la
rge
fund
er, w
hose
man
-da
te s
hap
es s
trat
egie
s an
d p
rogr
ams.
The
orga
niza
tion
ac-
know
ledg
es t
he n
eed
for
dive
rsifi
ed fu
nd-
ing.
It h
as d
evis
ed,
but
not
yet
imp
le-
men
ted,
a s
trat
egy
for
obta
inin
g re
venu
e fr
om d
iver
se s
ourc
es.
The
orga
niza
tion
has
begu
n to
imp
lem
ent
its d
iver
sific
atio
n st
rate
gy a
nd h
as a
l-re
ady
obta
ined
sig
-ni
fican
t re
venu
e fr
om
dive
rse
sour
ces
to
cove
r cu
rren
t ne
eds.
The
orga
niza
tion
follo
ws
a lo
ng-t
erm
re
venu
e-ge
nera
ting
stra
tegy
, bal
anci
ng
dive
rse
sour
ces
of r
ev-
enue
to
mee
t cu
rren
t an
d fu
ture
nee
ds.
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
63
Man
agem
ent
Co
mp
on
ent
Stag
es o
f D
evel
op
men
t an
d T
hei
r C
har
acte
rist
ics
Cur
ren
t St
age
Evid
ence
12
34
Syst
ems
(co
nti
nue
d)
Sup
ply
M
anag
emen
tTh
ere
is n
o sy
stem
in
pla
ce t
o p
rocu
re,
trac
k, o
r re
gula
te
sup
plie
s (c
linic
al,
pha
rmac
eutic
al, o
r of
fice)
use
d by
the
or
gani
zatio
n. S
uppl
ies
are
simpl
y re
ceiv
ed
and
stoc
ked
whe
n th
ey
arriv
e an
d di
strib
uted
up
on d
eman
d.
A s
upp
ly s
yste
m h
as
been
des
igne
d to
al-
low
the
org
aniz
atio
n to
tra
ck t
he fl
ow a
nd
use
of s
upp
lies.
Sta
ff ha
ve n
ot y
et b
een
trai
ned
to u
se t
he
syst
em.
The
sup
ply
sys
tem
al-
low
s th
e or
gani
zatio
n to
fore
cast
and
pro
-cu
re s
upp
lies
in r
ela-
tion
to t
heir
dem
and
and
use.
Som
e st
aff
have
bee
n tr
aine
d to
us
e th
e sy
stem
.
Trai
ned
staf
f con
sis-
tent
ly u
se t
he s
upp
ly
syst
em t
o fo
reca
st
futu
re r
equi
rem
ents
, re
duce
gap
s, a
nd
pre
vent
sto
ckou
ts.
MOST
Management and Organizational Sustainability Tool64
aSSeSSMent cOnSenSuS fOrM
Before beginning the consensus step, workshop participants should work alone to identify the stage of development for each management component of their organization. They should also list one or two examples from their experience, as evidence to support their assessment. When they have fin-ished, the facilitator will place them in groups of up to five people.
Instructions
1. Take notes on the Assessment Consensus Form as the members of your small group each state the stage of development they chose for each management component, along with the evi-dence for that decision. Use the central section of the form to record the name (or initials) of each group member, and under the name, the stage of development that person selected. In the larger white space beneath the names and individual stages, summarize the evidence presented by all group members.
2. Discuss each management component in turn, exploring any differences in your perceptions. Remember that:
• everyone’s viewpoint is equally valid because it represents that person’s individual experience;
• all the characteristics of a given stage of development must be present to place the organiza-tion at that stage. If any single characteristic is absent, your organization fits an earlier stage.
3. For each management component, come to consensus on the stage of development that best describes the organization, citing the one or two pieces of evidence that you all agree support your decision. Record these in the far right column of the table.
MOST
Management and Organizational Sustainability Tool 65
aSSeSSMent cOnSenSuS fOrM
ManagementComponent
Participant_________
Participant_________
Participant_________
Participant_________
Participant_________
GroupConsensus
MiSSiOn Existence and Knowledge
Individual Stage Selected Consensus Stage
Individual Evidence Consensus Evidence
valueSExistence and Application
Individual Stage Selected Consensus Stage
Individual Evidence Consensus Evidence
StrategyLinks to Mission and Values
Individual Stage Selected Consensus Stage
Individual Evidence Consensus Evidence
MOST
Management and Organizational Sustainability Tool66
ManagementComponent
Participant_________
Participant_________
Participant_________
Participant_________
Participant_________
GroupConsensus
StrategyLinks to Clients and Community
Individual Stage Selected Consensus Stage
Individual Evidence Consensus Evidence
StrategyLinks to Potential Clients
Individual Stage Selected Consensus Stage
Individual Evidence Consensus Evidence
StructureLines of Authority and Accountability
Individual Stage Selected Consensus Stage
Individual Evidence Consensus Evidence
MOST
Management and Organizational Sustainability Tool 67
ManagementComponent
Participant_________
Participant_________
Participant_________
Participant_________
Participant_________
GroupConsensus
StructureGovernance: Board of Directors
Individual Stage Selected Consensus Stage
Individual Evidence Consensus Evidence
StructureRoles and Responsi-bilities
Individual Stage Selected Consensus Stage
Individual Evidence Consensus Evidence
StructureDecision-Making
Individual Stage Selected Consensus Stage
Individual Evidence Consensus Evidence
MOST
Management and Organizational Sustainability Tool68
ManagementComponent
Participant_________
Participant_________
Participant_________
Participant_________
Participant_________
GroupConsensus
SySteMSPlanning
Individual Stage Selected Consensus Stage
Individual Evidence Consensus Evidence
SySteMS
communi-cations
SySteMSHuman Resource Manage-ment
Individual Stage Selected Consensus Stage
Individual Evidence Consensus Evidence
Individual Stage Selected Consensus Stage
Individual Evidence Consensus Evidence
MOST
Management and Organizational Sustainability Tool 69
ManagementComponent
Participant_________
Participant_________
Participant_________
Participant_________
Participant_________
GroupConsensus
SySteMSMonitoring & Evaluation
Individual Stage Selected Consensus Stage
Individual Evidence Consensus Evidence
SySteMSInformation Management: Data Collection
Individual Stage Selected Consensus Stage
Individual Evidence Consensus Evidence
SySteMSInformation Management: Use of Information
Individual Stage Selected Consensus Stage
Individual Evidence Consensus Evidence
SySteMSQuality Assurance
Individual Stage Selected Consensus Stage
Individual Evidence Consensus Evidence
MOST
Management and Organizational Sustainability Tool70
ManagementComponent
Participant_________
Participant_________
Participant_________
Participant_________
Participant_________
GroupConsensus
SySteMSFinancial Management
Individual Stage Selected Consensus Stage
Individual Evidence Consensus Evidence
SySteMSRevenue Generation
Individual Stage Selected Consensus Stage
Individual Evidence Consensus Evidence
SySteMSSupply Management
Individual Stage Selected Consensus Stage
Individual Evidence Consensus Evidence
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
71
MO
St a
cti
On P
lan f
Or
M
Inst
ruct
ion
s
Mak
e as
man
y co
pies
of
this
form
as
are
need
ed t
o en
com
pass
all
the
obje
ctiv
es in
the
act
ion
plan
. (T
he p
arti
cipa
nts
may
cho
ose
to u
se t
his
or a
noth
er
form
at t
hat
corr
espo
nds
to t
heir
ow
n pl
anni
ng p
roce
ss. I
f th
ey u
se a
dif
fere
nt fo
rmat
, the
y m
ay n
eed
to a
dapt
it t
o in
clud
e al
l the
pla
nnin
g el
emen
ts
that
are
iden
tifie
d he
re.)
Ma
na
geM
ent
cO
MPO
nen
t __
____
____
____
____
____
____
____
____
____
____
____
____
__
Ob
ject
ives
Ev
iden
ce o
f A
chie
vem
ent
Act
ivit
ies
Res
our
ces
Nee
ded
(H
uman
, Fi-
nan
cial
, Ma-
teri
al)
Peo
ple
R
esp
on
sib
le
T i m
e l
i n e
1st Q
uart
er2n
d Q
uart
er3rd
Qua
rter
4th Q
uart
erM
O N
T H
S
12
3 4
56
78
910
1112
72
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
Ob
ject
ives
Ev
iden
ce o
f A
chie
vem
ent
Act
ivit
ies
Res
our
ces
Nee
ded
(H
uman
, Fi-
nan
cial
, Ma-
teri
al)
Peo
ple
R
esp
on
sib
le
T i m
e l
i n e
1st Q
uart
er2n
d Q
uart
er3rd
Qua
rter
4th Q
uart
erM
O N
T H
S
12
3 4
56
78
910
1112
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
73
lea
din
g a
nd M
an
ag
ing f
Or r
eSu
ltS
MO
del
74
Man
agem
ent
and
Org
aniz
atio
nal S
usta
inab
ility
Too
l
Man
agin
g
Plan
nin
g•
Set
shor
t-te
rm o
rgan
izat
iona
l goa
ls a
nd p
erfo
rman
ce r
esul
ts.
• D
evel
op m
ultiy
ear
and
annu
al p
lans
.•
Allo
cate
ade
qua
te r
esou
rces
(m
oney
, peo
ple
, and
mat
eria
ls).
•
Ant
icip
ate
and
redu
ce r
isks
.
Org
aniz
atio
nal O
utco
me:
Org
aniz
atio
n ha
s de
fined
res
ults
, ass
igne
d re
sour
ces,
and
an
op
erat
iona
l pla
n.
Org
aniz
ing
• En
sure
a s
truc
ture
tha
t pr
ovid
es a
ccou
ntab
ility
and
del
inea
tes
auth
ority
.•
Ensu
re t
hat
syst
ems
for
hum
an r
esou
rce
man
agem
ent,
fina
nce,
logi
stic
s, q
ualit
y
assu
ranc
e, o
pera
tions
, inf
orm
atio
n, a
nd m
arke
ting
effe
ctiv
ely
supp
ort
the
plan
.•
Stre
ngth
en w
ork
pro
cess
es t
o im
ple
men
t th
e p
lan.
• A
lign
staf
f cap
aciti
es w
ith p
lann
ed a
ctiv
ities
.
Org
aniz
atio
nal O
utco
me:
Org
aniz
atio
n ha
s fu
nctio
nal s
truc
ture
s, s
yste
ms,
and
pro
-ce
sses
for
effic
ient
op
erat
ions
; sta
ff ar
e or
gani
zed
and
awar
e of
job
resp
onsi
bilit
ies
and
exp
ecta
tions
.
Imp
lem
enti
ng
• In
tegr
ate
syst
ems
and
coor
dina
te w
ork
flow
.•
Bala
nce
com
pet
ing
dem
ands
. •
Rout
inel
y us
e da
ta fo
r de
cisi
on m
akin
g.•
Coo
rdin
ate
activ
ities
with
oth
er p
rogr
ams
and
sect
ors.
• A
djus
t p
lans
and
res
ourc
es a
s ci
rcum
stan
ces
chan
ge.
Org
aniz
atio
nal O
utco
me:
Act
iviti
es a
re c
arrie
d ou
t ef
ficie
ntly
, effe
ctiv
ely,
and
re
spon
sive
ly.
Mo
nit
ori
ng
& E
valu
atin
g•
Mon
itor
and
refle
ct o
n p
rogr
ess
agai
nst
pla
ns.
• Pr
ovid
e fe
edba
ck.
• Id
entif
y ne
eded
cha
nges
.•
Imp
rove
wor
k p
roce
sses
, pro
cedu
res,
and
too
ls.
Org
aniz
atio
nal O
utco
me:
Org
aniz
atio
n co
ntin
uous
ly u
pdat
es in
form
atio
n ab
out t
he
stat
us o
f ach
ieve
men
ts a
nd re
sults
, and
app
lies
ongo
ing
lear
ning
and
kno
wle
dge.
lea
din
g a
nd M
an
ag
ing f
ra
Mew
Or
kPr
acti
ces
that
ena
ble
wor
k gr
oups
and
org
aniz
atio
ns t
o fa
ce c
halle
nges
and
ach
ieve
res
ults
Lead
ing
Scan
nin
g•
Iden
tify
clie
nt a
nd s
take
hold
er n
eeds
and
prio
ritie
s.•
Reco
gniz
e tr
ends
and
ris
ks t
hat
affe
ct t
he o
rgan
izat
ion.
• Lo
ok fo
r be
st p
ract
ices
.•
Iden
tify
staf
f cap
aciti
es a
nd c
onst
rain
ts.
• Kn
ow y
ours
elf,
your
sta
ff, a
nd y
our
orga
niza
tion—
valu
es, s
tren
gths
, and
wea
knes
ses.
Org
aniz
atio
nal O
utco
me:
Man
ager
s ha
ve u
p-t
o-da
te, v
alid
kno
wle
dge
of t
he
orga
niza
tion
and
its c
onte
xt; t
hey
know
how
the
ir be
havi
or a
ffect
s ot
hers
.
Focu
sin
g•
Art
icul
ate
the
orga
niza
tion’
s m
issi
on a
nd s
trat
egy.
• Id
entif
y cr
itica
l cha
lleng
es.
• Li
nk g
oals
with
the
ove
rall
orga
niza
tiona
l str
ateg
y.•
Det
erm
ine
key
prio
ritie
s fo
r ac
tion.
• C
reat
e a
com
mon
pic
ture
of d
esire
d re
sults
.
Org
aniz
atio
nal O
utco
me:
Org
aniz
atio
n’s
wor
k is
dire
cted
by
a w
ell-d
efine
d m
issi
on,
stra
tegy
, and
set
of p
riorit
ies.
Alig
nin
g &
Mo
bili
zin
g•
Ensu
re c
ongr
uenc
e of
val
ues,
miss
ion,
str
ateg
y, s
truc
ture
, sys
tem
s, a
nd d
aily
act
ions
.•
Faci
litat
e te
amw
ork.
• U
nite
key
sta
keho
lder
s ar
ound
an
insp
iring
vis
ion.
• Li
nk g
oals
with
rew
ards
and
rec
ogni
tion.
• En
list
stak
ehol
ders
to
com
mit
reso
urce
s.
Org
aniz
atio
nal O
utco
me:
Inte
rnal
and
ext
erna
l sta
keho
lder
s su
pp
ort
the
orga
niza
tion’
s go
als
and
have
mob
ilize
d re
sour
ces
to r
each
the
se g
oals
.
Insp
irin
g•
Mat
ch d
eeds
to
wor
ds.
• D
emon
stra
te h
ones
ty in
inte
ract
ions
.•
Show
tru
st a
nd c
onfid
ence
in s
taff;
ack
now
ledg
e th
e co
ntrib
utio
ns o
f oth
ers.
• Pr
ovid
e st
aff w
ith c
halle
nges
, fee
dbac
k, a
nd s
upp
ort.
• Be
a m
odel
of c
reat
ivity
, inn
ovat
ion,
and
lear
ning
.
Org
aniz
atio
nal O
utco
me:
Org
aniz
atio
n di
spla
ys a
clim
ate
of c
ontin
uous
lear
ning
and
st
aff s
how
com
mitm
ent,
eve
n w
hen
setb
acks
occ
ur.
MOST
Management and Organizational Sustainability Tool 75
additiOnal reSOurceS
The following publications may be useful for organizations planning to improve the manage-ment and sustainability of their organizations.
The Manager is a continuing-education quarterly published by Management Sciences for Health. Each issue focuses on a specific management topic and includes “Working Solutions” from the field, tools and techniques, and a case scenario for staff development and training. All issues of The Manager and its successor, The eManager, can be downloaded at no cost from MSH’s website. Go to www.msh.org/resource-center and use the filter to locate the issue you want. MSH also publishes management tools that can be used to improve specific management areas, many of which are available in multiple languages.
Many of the MSH’s resources listed below are available on The Manager’s Electronic Resource Center (ERC) at http://erc.msh.org. The ERC provides practical answers to management ques-tions, easy-to-use tools, information on effective management practices, and reviews of recent management trends. For more information, please visit the ERC Web site or send an e-mail to erc@msh.org.
cOMPrehenSive SOurceS Of infOrMatiOn
Management Sciences for Health. Health Systems in Action: An eHandbook for Leaders and Managers. Cambridge, MA: MSH, 2010. Available for downloading at http://www.msh.org/resource-center/health-systems-in-action.cfm and on a CD-ROM.
———. Managers Who Lead: A Handbook for Improving Health Services. Cambridge, MA: MSH, 2005. Available as a book and for downloading at http://www.msh.org/resource-center/managers-who-lead.cfm
tO PrePare fOr the MOSt PrOceSS
Management Sciences for Health. “Creating a Work Climate that Motivates Staff and Im-proves Performance,” The Manager (Boston), vol. 11, no. 3 (2002). This issue includes a Climate Assessment Tool.
tO fOcuS On iMPrOving SPecific ManageMent cOMPOnentS
PlanningManagement Sciences for Health. “Developing Plans and Proposals for New Initiatives.” The
Manager (Boston) vol. 2, no. 4 (1993).
———. “Learning to Think Strategically.” The Manager (Boston) vol. 3, no. 1 (1994).
———. “Marketing Your Organization’s Services” The Manager (Boston) vol. 8, no. 2 (1999).
———. “Strengthening Human Resource Management to Improve Health Outcomes.” The eManager (Cambridge) no. 1, 2009.
MOST
Management and Organizational Sustainability Tool76
Human Resource ManagementManagement Sciences for Health. “Good Governance in Civil Society Organizations.” The eManager
(Cambridge) no. 2, 2009.
————. Human Resource Management Rapid Assessment Tool for HIV/AIDS Environments: A Guide for Strengthening HRM Systems. Boston: MSH, 2003.
———. “Human Resources: Managing and Developing Your Most Important Asset.” The Manager (Boston) vol. 8, no. 1 (1999). This issue includes a Human Resource Development Tool.
Monitoring & EvaluationManagement Sciences for Health. “Using Evaluation as a Management Tool.” The Manager (Boston)
vol. 6, no. 1 (1997).
Information ManagementManagement Sciences for Health. “Using National and Local Data to Guide Reproductive Health
Programs.” The Manager (Boston) vol. 6, no. 2 (1997). This issue includes a guide to reproductive health indicators.
———. “Using Service Data: Tools for Taking Action” The Manager (Boston) vol. 1, no. 2 (1992). This issue includes a guide to graphing data. (Available in print only.)
Financial ManagementManagement Sciences for Health. “Assessing Your Organization’s Capacity to Manage Finances.”
The Manager (Boston) vol. 12, no. 1. (2003). This issue includes the Financial Management Assessment Tool (FIMAT).
———. CORE: A Tool for Cost and Revenue Analysis. Boston: MSH, 1998.
Supply ManagementManagement Sciences for Health. “Improving Contraceptive Supply Management.” The Manager
(Boston) vol. 1, no. 4 (1992).
Management Sciences for Health and the World Health Organization. Managing Drug Supply: The Selection, Procurement, Distribution, and Use of Pharmaceuticals, second edition. W. Hartford, CT: Kumarian Press, 1997.
Management Sciences for Health. Managing Drug Supply Training Series, second edition. Boston: MSH, 2000.
———. Rapid Pharmaceutical Management Assessment: An Indicator-Based Approach. Boston: MSH, 2000.
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Management and Organizational Sustainability Tool 77
tO Manage change MOre effectively
Management Sciences for Health. “Creating a Work Climate that Motivates Staff and Improves Performance.” The Manager (Boston), vol. 11, no. 3 (2002). This issue includes a Climate Assessment Tool.
———. “Developing Managers Who Lead.” The Manager (Boston) vol. 10, no. 3 (2001).
———. “Developing Managers Who Lead to Achieve Results: Lessons and Challenges.” The Manager (Boston) vol. 12, no. 4 (2003).
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abOut ManageMent ScienceS fOr health
Management Sciences for Health (MSH) is an international nonprofit organization dedicated to clos-ing the gap between what is known about the overwhelming public health challenges facing many nations and what is done to address those challenges.
Since 1971, MSH has worked in more than 100 countries with policymakers, health professionals, and health care consumers to improve the quality, availability, and affordability of health services. We work with governments, donors, nongovernmental organizations, and health agencies to respond to priority health problems such as HIV & AIDS, tuberculosis, malaria, child health, and reproduc-tive health. Our publications and electronic products augment our assistance in these technical ar-eas.
MSH’s staff of more than 2,000 from almost 60 nations work in its Cambridge, Massachusetts, head-quarters; offices in the Washington, DC, area; and more than 32 country offices. Through technical assistance, research, training, and systems development, MSH is committed to making a lasting dif-ference in global health.
For more information about Management Sciences for Health, please visit our website at www.msh.org.
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