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Futures Led Leadership Module Manual

EducAid Leadership Thinking Certificate Course

Module 5: Futures Led Leadership

EducAid Sierra Leone

EducAid Sierra Leone Sierra Leone is a charity helping to improve education in Sierra Leone. Registered charity no. 1048012

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Module Summary

4 credit hours = 40 contact hours + 16 practical / assignment hours

Futures led leadership Methods / Key ideas

Taking the initiative Don’t leave it to someone elseDemonstrate leadership by being in the leadSee things coming and pre-emptSelf motivation

Prevention better than cure Review certain organisational crises and see how better leadership and planning might have prevented them

Prioritisation – importance and urgency matrix / 3Ds: do, delegate, defer

List of tasks / things to deal with – prioritise using 3Ds& draw up an importance v urgency matrix

Evidence based staffing / human resource management / planning staff development (everyone moving forwards)

List all staff in your department, identify their strengths and weaknesses and potential, design strategies to ensure each one of them is moving forwards: increased responsibilities, training (formal or informal), trying different rolesMatching department / organisation’s needs with staff strengths

Strategic planning – short and long termVision – working to the vision

Review other plans, adapt template to suit your needs and draw up strategic plan for your department or organisationWhere do you want your organisation to be in 3 and 5 years time? To have a genuine plan, who would you have to consult with?What are you doing over the next 6 months? Break down the longer term vision into short term steps. Case studies e.g. want to open a new dept – who needs to be qualified in what before then?

Evidence based budgeting

(See financial management unit.)

Budgeting based on clearly identified needs as per the strategic development planReview detailed activity budgetReview summary annual budget

Asset management Asset registerDon’t allow broken equipment to accumulate – take a decision: bin it or repair it straight awayKeep things looking good – clean paint, repaired furniture, no posters falling off walls, no rubbish on the floor

Calendar management Public whiteboard, diary, computer calendar – see events coming and get resources ready and people trained etc.

EducAid Sierra Leone 2


0. Introduction (1h)

1 Prayer

2 Welcome back

3 Think for three minutes and then tell your partner 2 things from each module so far that you have learned and are implementing.

4 Feed back to the whole group.

5 What do you think ‘Futures Led’ Leadership means? Talk to your partner and then write your own answer. Share back to the whole group.

6 Spend five minutes talking to your partner about any of the things touched on in the modules so far, that you feel might be relevant to this new module. Discuss and feedback to the whole group.

7 Wrap up

1. Taking the Initiative (1h30)

Don’t leave it to someone elseDemonstrate leadership by being in the leadSee things coming and pre-emptSelf-motivation

8 In a previous module, we discussed the possibility of a low cost or no cost solution to a problem you encounter in your organisation. Get back in the groups you worked in previously:

a. How many of you have implemented your initiative? b. Why? Why not? c. Who are you waiting for?

9 What does self-motivation mean?

10 What is the relevance of self-motivation in this case?

11 Discuss with your partner and make a note of an upcoming event and what you are doing to be ready for it.

12 What does pre-empt mean?

13 Why as a leader is it important to pre-empt?

14 Give an example



15 With your partner discuss the importance of

a. imagination, b. audacity and c. creativity in being ready for the future.

16 Watch the TED talk by Pranav Mistry 1about Sixth Sense technology and answer the

following questions:

a. What is most impressive to you about this technology?b. What sort of person do you think Pranav is, in terms of imagination,

audacity, creativity? Explain your answer.c. Is there anything else you think about when you listen to him speaking?

What else strikes you?d. How do you see him in terms of taking the initiative in order to be ready for

a different future?

2. Prevention is better than cure (1h30)

Review certain organisational crises and see how better leadership and planning might have prevented them

17 Review a case study of the management of the ebola crisis2 in West Africa. Read and underline crucial management activities.

18 Compare how ebola was handled and responded to in Sierra Leone with how the arrival of ebola cases was handled in Nigeria.

a. What are the similarities in the situation, in how it was handled, b. What are the similarities in terms of the constraints and challenges?c. What are the differences?

19 With greater initiative, what might have been done in Sierra Leone? Write down at least two things that you think could have been done differently to improve the handling of the situation.

20 Imagine you are a leader in a town where ebola is discovered, what do you do? Spend 1 hour working in pairs or threes, designing a suitable response to a crisis.

Think about:a. Who needs to be involved?b. Who needs to know what?c. How can this information be disseminated?d. What other actions need to be taken?e. What constraints and challenges do you expect to face?f. What can you do to address and minimise them?g. What will the costs be? List the costs as a first step towards making a

budget.

1 Pranav Mistry transcript2 Ebola case study



21 Imagine we are at the end of the ebola crisis, a. What strategies need to be taken to prevent not just a reoccurrence of

ebola spread but of any serious contagious disease?b. Draw up your action plan and proposal that you will make to government.

Consider the same issues as in the previous activity. c. In your proposal you will include:

i. Introduction and explanation of the aim of the proposalii. Explanation of the problem and current situation

iii. Proposed strategyiv. Draft budget

(Good proposals will include a consideration of who, what, where, when, why for all aspects and will need to be several pages long to have a proper analysis and strategy).

2 Prevention is better than cure continued. Saturday morning – 2 continued. (1h)

22 Prayer

23 Review the work from the day before

24 Risk Analysis and Mitigationa. In your pairs, discuss what you think risk analysis and risk mitigation are. b. Write your own definitions.

25 Consider a risk impact and probability grid


Impa

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High

Low Medium HighProbability

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26 Discuss with your partner what category of risks are the most serious and why.

27 What do you think a risk mitigation grid might be?

28 Have a look at a sample risk analysis and mitigation table3. Note:

a. Risks are listedb. Risks are categorised e.g. by political, economic, social etc.c. Ways of mitigating the risk are identified

29 What is the point of including this in a work plan? What are the dangers of not including a risk analysis in your work plan or proposal?

30 Go back to your own proposal for disease prevention and, working with your partner, think through and draw up a risk impact / probability grid and a risk analysis and mitigation section in your proposal. This whole section of the proposal will be called ‘Proposed Risk Management Strategy’.

3. Sustainability (1h)

31 What is sustainability?

32a. Look at the two Rotary documents4 outlining their definition of Sustainability

and what it means to them.b. Is there anything else you would like to add to their list or anything you

would like to delete because you feel it is irrelevant.c. Draw a spider diagram of your understanding of sustainability

33 Why is sustainability important?

34 Draw a spider diagram showing your thinking about the meaning and importance of

sustainability.

35 In your pairs, identify some ways of ensuring your plans and efforts are sustainable. Give at least three ways:

36 Go back to your project proposal and write a paragraph explaining your sustainability strategy.

3 Sample risk analysis and mitigation table4 Rotary documents re Sustainability



4. Strategic planning – short and long term (7h)Review other plans, adapt template to suit your needs and draw up strategic plan for your department or organisation

37 Watch the video on writing mission and vision statements? Make notes of the key issues.

38 Read the article on Mission and Vision statements 5and add anything you see necessary to your notes above.

39 What do the Vision and Mission of an organisation have to do with Futures Led Leadership?

40 What is the difference between a vision and a mission statement?

41 What are the vision and mission of your organisation? Spend some time working together with one or two others from your organisation to write your vision and mission statements. If you are in an organisation with a vision and mission that already exists, write statements for your site, department or section instead.

42 How do good leaders ensure that everyone shares the same vision?

43 Look back to your notes on the Professional Standards module and make a note of any thing that is relevant to the idea of sharing a vision (see being inspirational.)

44 What parts of the vision do you think will be difficult for you to share and get people to join you in?

45 How can you overcome this difficulty?

46 How can you ensure that everyone shares the same vision?

47 Draw up a five-point strategy to help unite your team in sharing the vision.

48 What is a SWOT analysis?

49 Undertake a SWOT analysis of your organisation or department. Analyse something small enough for you to be able to undertake a meaningful and detailed analysis. Use the same entity as you used for the vision and mission statements.

50 What relationship do you think a SWOT analysis has with planning and futures led leadership?

51 Look at the Strategic plan for St Edwards School and the sample strategic plan6 for ABC. Make a note of 5 important things you notice in each.

5 Mission and Vision Statements6 Strategic plan samples



52 Read the ‘How to Write a Strategic Plan for an Organization’7 article. Underline the sections you think are particularly helpful and relevant. Note in the margins anything you think is not relevant or with which you disagree.

53 Where do you want your organisation / department to be in 3 and 5 years time? Use your vision and mission statements and your SWOT analysis to draw up the strategic plan for your own department / section / site / organisation.

54 To have a genuine plan who would you have to consult with within your organisation? What part of the plan can you actually make happen yourself? Who else do you need to involve?

55 What is the difference between long-term planning and short-term planning (apart from the length of time!)?

56 Another way of setting a long-term plan is to set SMART goals. Remind your partner what SMART goals are. You set SMART goals for yourselves during the Professional Standards module. Check back and see how you are doing with living up to them.

57 What is a Gantt chart?

58 Look at a sample Gantt charts8. Why is this helpful (or not)?

59 In order to achieve your long-term goals, you need to break them down into short-term goals and activities. Take the longer-term goals and look at exactly what you will have to do in the next 6 months in order to move yourself towards this point sufficiently to be on target to achieve them. Draw up a 6-month action plan, using a Gantt chart to show what you will do when. i.e. list each area and break it down into activities and then sequence them appropriately in order to get everything done in a structured way and on time.

60 Working in pairs, draw up the necessary strategic plan to put in place a new institution. You can decide what the focus will be: Police Academy? College? STEM focused College? Teacher training college? You need to use one of the templates for a strategic plan and develop your thoughts under each heading:

a. Background to the project – the need.b. Vision for the project – how the project addresses the need.c. Detail of the project – what will the institution look like? In terms of

numbers, structures (physical, human resources and management)d. Action plan to get everything in place over the next five to ten years, starting

from now. i. Draw up a Gantt chart

ii. Explain each element shown on the chart (i.e. the left hand column)e. Risk assessment: impact / probability matrixf. Risk analysis and mitigation gridg. Sustainability plan

7 ‘How to Write a Strategic Plan’ article8 Sample Gantt charts



(n.b. To do this well you will need at least 2 hours )AssignmentDraw a spider diagram ON YOUR OWN of the key characters, themes, storyline of ‘Dreams from My Father’Sunday morning

a. Prayerb. Recap of yesterday’s work

5. Dreams from My Father (2h)

61 Watch the YouTube clip of Barrack Obama talking about ‘Dreams from My Father’

62 Discuss in small groups and make notes to address the question: ‘Are there any differences between the person you experience in the book, in the YouTube clip and what you know of Obama now?’ Explain.

63 In pairs, check each other’s spider diagrams of DFMF

64 In small groups, choose one of the DFMF essay questions9, and discuss it for ten minutes.

65 Based on your discussion, draw up an essay plan for a 2-300-word essay. You will agree a common plan.

66 Each person then writes their own essay in their own words, based on the jointly drawn up essay plan.

6. Evidence based staffing / human resource management / planning staff development (everyone moving forwards)

67 In pairs, discuss the meaning of the following:

a. Evidence based staffingb. Human Resource Managementc. Planning staff development

68 Feed back to the group

69 When you are in charge of a department or organisation, you are responsible for the staffing I.e. who you recruit, who you train etc. You need to have a rationale to your decisions. List the things you are going to be taking into consideration when you make your decisions about:

a. Who to recruitb. Who to trainc. Who to promote

9 Dreams from My Father - Qs



70 What other rationales are there for recruiting, staffing and managing staff other than evidence? Think through what happens in the public sector, private business etc.

71 What are the dangers of these motives and rationales? Will you likely get the right staff? If you don’t have the right staff, what are the dangers and consequences?

72 When we talk about evidence based staffing, what sort of evidence are we talking about? In your pairs, list the sort of things you expect to be seeking evidence on. (We will come back to this in greater detail later.)

73 What would you expect to find in a good staff management policy? List the elements and issues you would expect to be dealt with.

74 Review the sample staff management policies10 and identify elements that will help ensure correct planning of staffing, recruiting etc.

75 What might we mean when we are talking about a person’s potential? Give some examples.

76 What do you think are the sort of things that can be done to help someone live up to their potential?

77 Read the texts11 on helping people achieve their potential and either draw a spider diagram or make bullet points to summarise key ideas from each one.

78 Which of the texts do you find most useful?

79 List the top five ideas taken from any / all of them that you can use with your team.

80 Read the two short texts on mentoring and coaching12. Make bullet point notes to summarise them.

81 Discuss in pairs and then give the pros and cons of each of the following strategies:

a. Coaching and Mentoringb. Regular One on One meetings with line managerc. Informal trainingd. Formal training (internal)e. Formal training (external)

82 List all staff in your department / team / section

10 Sample Staff Management Policies11 Articles on Realising potential 12 Mentoring and Coaching texts



83 Draw up a table to identify:

a. Their strengths b. Potential for development and c. Their key responsibilitiesd. Are there any discrepancies between their responsibilities and their

strengths?e. Design strategies to ensure each one of them is moving forwards: e.g.

increased responsibilities, training (formal or informal), trying different rolesn.b. You will need to draw the table much bigger than this in order to fit all the information in.

Name Strengths Weaknesses / Areas for development

Potential for development

Discrepancies between strengths and current role

Strategies for development

84 Do you feel you have already fulfilled your own potential? What other roles do you think you have the right strengths to fulfil?

85 Undertake the same analysis for yourself as you did for your team i.e.

Name Strengths Weaknesses / Areas for development

Potential for development

Discrepancies between strengths and current role

Strategies for development

Me

86 Undertake another simple self assessment using the Technical Skills and Knowledge Inventory. For each skill decide if your standard is commendable, satisfactory or needs to improve.

C – Commendable S – Satisfactory N – Needs to Improve

I have a clear vision of my tasks, & can describe them in 10 minutes or less I know how to set realistic goals and objectives and I do it regularly: My goals are

specific, measurable, attractive, relevant and time bound I am aware of my own internal fears and obstacles and know how to overcome them I am highly skilled and experienced in my chosen career field: I have worked in this field

before and I am accomplished at delivering the best in this aspect I know how to evaluate the feasibility of my idea: I know my recipients well and I know

who completes me



I know how to project and analyse my finances: I know in detail what my personal needs are and how much income I can generate

I know how to manage my department/area of work: I have management experience: I know how my department operates: I know how many staff work under me and their job descriptions. I know how to reward and motivate them, I know how to write an employee manual and describe my employment policies.

I know how to research and write good reports, business and strategic plans I know how to communicate effectively both in writing and verbally I have surrounded myself with a strong support system of friends and advisors who will

help me succeed in my work I know how to network and do it effectively

87 The next step when you have identified areas for improvement is to decide how you will set about improving this area

88 Write a letter to your line manager, explaining how your strengths (name them and give evidence that you have them and have used them in the organisation) fit you for a promoted role (name it and show that you understand what the role entails) and what support you would want from him / her in order to live up to your potential.

89 As a leader motivating your staff is your responsibility. In pairs, list all the ways you can think of for motivating your team. Leave finances out of the discussion.

90 Read the introduction to the National Audit Office report on the use of Sanctions and Rewards13. Identify at least three noteworthy ideas that you could use in the management and motivation of your own team.

91 Watch Simon Sinek’s TED talk: ‘Why good leaders make you feel safe’14 and then answer the following questions:

a. What, in Simon’s view. is it that makes a good leader?b. What is the difference between an authority and a leader?c. What sort of organisation is it that he describes that he would like to work in

and he thinks we all would like to work in?d. What could you do, practically, to ensure your team know your commitment

to them so they feel safe following you?

13 Use of Sanctions and Rewards Report14 Simon Sinek transcript



Friday 2nd weekend

92 Prayer

93 Recap from last week. Tell your neighbour three things you learned and one thing you have put into practice. Share back to the group.

94 Introduce the plan for the weekend:Friday

a. Asset managementb. Prioritisation and Calendar Management

Saturday c. Monitoring and Evaluationd. Research methods e. Evidence based planning – budget, staffing and general management

Sunday f. Activity Carousel – Assessment

7. Asset managementAsset register and inventory. Don’t allow broken equipment to accumulate – take a decision: bin it or repair it straight away. Keep things looking good – clean paint, repaired furniture, no posters falling off walls, no rubbish on the floor

95 What is an asset?

96 What do you think asset management means?

97 Read through the article on how to prepare an asset register15.

98 In your understanding, a. What is an asset register?b. What is an asset inventory?c. What is the difference between an asset register and an asset inventory?

99 What sort of items get included in an asset inventory and what sort don’t?

100 What else might you find in an Asset Management policy?

Asset number

Item Location Person responsible

Condition Date last check

Action to be taken

Other info / comments

00001

00002

00003

00004

15 Article: ‘How to prepare an asset register’



101 Look at the sample above. What other information might you want in your asset inventory? Also see sample Inventory.

102 What are the advantages / purposes of having an asset inventory?

103 Look through the sample Asset Management policy16. Work with a member of your organisation and adjust the sample policy to fit the needs of your organisation.

104 Who is (would be) responsible for the implementation of the Asset Management Policy in your organisation and why?

105 What is your role with respect to the implementation of the Asset Management Policy?

106 Look back at the Professional Standards module, what are the problems with not taking proper care of materials?

107 What is your policy for maintenance and care of property? Consider:

a. Electrical itemsb. Wooden itemsc. Cupboards and storaged. Furniture e. Doors, windows, ceiling, walls

i. Repainting

ii. Pests iii. Testing iv. Servicing v. Preventative repairs and maintenance

vi. Maintaining necessary supplies e.g. batteries, fuel …vii. Ensuring in working order

16 Sample Asset Management Policy



8. Prioritisation – importance and urgency matrix / 3Ds: do, delegate, deferList of tasks / things to deal with – prioritise using 3Ds& Draw up an importance v urgency matrix

108 Introduction: As a leader, you will rarely only have one thing to do. How do you decide what to do first? How do you decide how and what to prioritise? There are various techniques for helping yourself to prioritise tasks.

109 Consider an importance / urgency matrix. Discuss with your partner and make sure you understand what it means.

110 Consider the following list of things you need to deal with. Using the impact / urgency grid, decide which things you should do first.

a. Draw up the budget for next year which will start in 3 months timeb. Draw up the budget for an activity next weekendc. Get treatment for your daughter with malariad. Change your phone which is giving you problemse. Plan a two day training for your staff which will take place at the end of next

monthf. Get the roof mended. It is rainy season.g. Get locks for the staff cupboards.h. Check the budget actual variance to see if there is any money to give

someone a bonus having done some extra worki. Check and submit a report to partners which was due last weekj. Find some money for a member of staff whose mother is seriously ill so he

needs a loan to send money for her treatmentk. Stop the fight outside your windowl. Put in the order for stationery and other supplies for next monthm. Fix your broken door n. The software on your computer needs updatingo. Charge your phonep. Get credit for your phoneq. Attend a meeting with your line manager who has called your. Circulate the minutes for a meeting you were secretary at yesterday


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s. Call your mother about organising her mother’s 10th anniversary ceremony

111 An alternative way of prioritising your tasks is by using the 3Ds strategy: Do, Delegate, Defer

a. Explain this method to your partnerb. Which do you prefer?

112 What tends to happen if you do not have a to do list and you do not deliberately prioritise?

9. Calendar ManagementPublic whiteboard, diary, computer calendar – see events coming and get resources ready and people trained etc.

113 Read the 2 articles on calendar and time management17. Underline or star the ideas that you like and could find useful in your own life.

114 Tell your partner what your current time and calendar management systems are.

115 Make two suggestions to your partner and two to yourself for how you could improve your time and calendar management.

116 There are two aspects (at least) of calendar management. One is personal and the other is the organisation or team that you run. What techniques do you think you might use to ensure appropriate management of the team calendar? Tell your partner two strategies you think would help.

117 What are the relative advantages and disadvantages of the following:

a. Weekly team meetings to plan the up-coming eventsb. A shared public calendar on a whiteboard / blackboardc. Running an online calendar where everyone books in their meetingsd. Any other suggestions you can think of

Assignment:

Spellings:AudacityPre-emptQuantitative Qualitative DelegateDefer

17 Calendar and Time Management articles



Saturday 2nd weekend

Prayer

Recap from yesterday

10. Evidence based planning of everything.What counts as evidence?What is the difference between sound evidence and anecdotal evidence?What is good evidence? How do you know if it is good evidence?What do the following mean with respect to evidence: Rigour? Reliability? Validity? Generalisability?Data collection tools – research

118 On your own, write one sentence answers to the following questions:a. What is evidence?b. What is research?c. What is data?d. What is quantitative data?e. What is qualitative data?f. What is monitoring and evaluation?g. With respect to research what is meant by:

i. Rigour?ii. Reliability?

iii. Validity?iv. Generalizability?

h. What is baseline data?i. What is an indicator?j. What is primary data?k. What is secondary data?l. What is triangulation?m. What is sampling?n. What is a semi-structured interview?o. What is anecdotal information?

119 Feedback to the whole group and let’s get agreed definitions on all of these terms

with regards to research and monitoring and evaluation.

120 In 8 groups, you are going to take a chapter each on the following from the Handbook of Practical Program Evaluation18:

a. Using Agency Recordsb. Using Surveysc. Using Trained Observer Ratingsd. Collecting data in the fielde. Using the internetf. Conducting semi-structure interviewsg. Focus group interviewingh. Using stories in evaluation

18 Handbook of Practical Program Evaluation. Part Two.



Your task is to read the chapter of the handbook of practical program evaluation and make a presentation back to the whole class as to

a. What your data collection approach isb. What the pros and cons are of your approachc. What situations your approach is suitable for and why

You will use a spider diagram to extract the key issues.You will end the presentation with some discussion questions to ensure people have really understood.You will also be ready to answer questions from the rest of the group.A good presentation will take at least 12 minutes to present in order for it to have enough detail. It will take at least 1 hour and probably more to prepare. The first thing to do is to read the chapter in its entirety.

121 While the other teams are presenting, each participant draws their own spider diagram to capture the key ideas of each approach. Try and think of at least one question to clarify some aspect of the presentation. n.b. You will need the information from these presentations in the assessment so do take it seriously.

122 What will you do with your data when you have collected it?

123 The data you collect should inform your decisions. Think in pairs about what decisions you need to base on the data you collect.

124 What do you think we mean by:

a. Evidence based planning? b. Evidence based budgeting?

125 All strategies that you want to implement to improve the performance of your team

need to either be based on evidence or be undertaken in an effort to gather evidence for further intervention. Think of an example from your context.

126 Test your partner on the questions on research and data from this morning. Can she / he answer them all now?

127 Why do serious researchers say you cannot prove anything but you can fail to disprove it? What do they mean?



Assessment Activities Carousel1 Undertake a SWOT analysis of yourself as a professional now. Write at least five

things in each section. Really challenge yourself and think about what you are strong at and what you would like to improve on.

2 You are the mayor of a District Headquarter town and you want to address the issue of rubbish disposal and environmental cleanliness in the town which you believe to be causing lots of problems such as excessive malaria and the previous year, there was an outbreak of cholera and the dirty environment and standing waste water and poor sewage disposal system are what have been blamed. Draw up a full strategic plan. Use the structure / template that you saw earlier in the module.

3a. You are to undertake a training programme of all the personnel in the

division / organisation / area on HIV. You also want to ensure that this training is implemented and becomes sustainable. Draw up an action plan and Gantt chart for the whole implementation of the project.

b. Having designed an action plan and Gantt chart for the HIV training, now draw up a probability / impact risk matrix for the activity and draw up a table up the risks and the strategies for risk mitigation, analysing the risks associated with the programme.

4 Draw up and complete the following table explaining the purpose of the various tools associated with Futures Led Leadership. N.b. A good answer will have three or four points on each tool. This means you will have to draw the table with large spaces on the right hand side!

Tool Use

Probability / Impact Risk Matrix

Urgency / Importance Matrix

Asset Register

Asset Management Policy

Strategic plan

SWOT analysis

Action plan

Gantt Chart

Vision Statement

Mission Statement

Smart Goals

Calendar / Diary

M & E plan



5 Data Collection Tools

You want to see if a particular strategy works to improve the performance of your staff. Explain how you will go about getting your evidence to demonstrate the success or not of the strategy. A good answer will include:

a. An outline of the data collection tools to be used. You will need to identify at least three. i.e. what data will each tool be used to collect and how you will ensure reliability, rigour and validity.

b. The rationale of the choice of data collection tools i.e. why each one is suitable

c. Explain how the evidence so gained will be used to make your case. Imagine what evidence you will need to demonstrate convincingly that the strategy was successful.

6 Watch Roselinde Torres TED talk. Answer the following questions on her talk:

a. What does Roselinde say about the traditional view of a leader?b. What two key questions did Roselinde start asking herself and looking for

answers to?c. What do you think she means by a false positive?d. Roselinde says the success of great leaders lies in the answers to three

questions. What are these questions?e. What can you take away from this talk for your life and leadership?

7 Monitoring and Evaluationa. Explain in your own words, the purpose of a Monitoring and Evaluation

strategyb. Explain the difference between quantitative and qualitative datac. What does it mean to say research is reliable, rigorous and valid? Explain

the terms IN YOUR OWN WORDS. Give an example of each.

8 Read through the Ten Keys to Strategic Planning article and draw a clear spider diagram with sufficient detail that you could reconstitute all the key information back into paragraphs from it.


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