Isean 2012 cbo training module on leadership & governance

revised Module 1:Leadership, Governance & Community Mobilization /rdlibatique.hivos
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Capacity Building Series
for Community-Based Organizations (CBO)
Module 1:
A Trainer’s Activity and Process Guide on
How to Conduct a
Leadership, Governance & Community Mobilization
Training Workshop
May 2012

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Developed by: Ruthy D. Libatique – Module Writer and Lead Facilitator
Eden R. Divinagracia - Co-Facilitator
For: ISEAN-Hivos-GF-R10-HIV/AIDS – “Strengthening community systems
to reduce vulnerability to and impact of HIV infection on MSM and TG
in Insular Southeast Asia”
May 2012

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Table of Contents
Page
Title Page 1
Purpose of the Module 4
How to Use the Module 5
Perspective Setting 6
The training design 8
Preparation/Preliminary Activities 14
The Module: A Trainer’s Activity and Process Guide on 16
How to Conduct a Leadership, Governance &
Community Mobilization Training Workshop
Case Studies 35
Useful Tips for trainers 37
Training Tools and/or Handouts 38
References 39

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Purpose of the Module
The module “A Trainer’s Activity and Process Guide on How to Conduct a Leadership, Governance &
Community Mobilization Training Workshop” is the first in the Capacity Building Series for Community-
Based Organizations. The module is to be used in assisting community-based organizations or CBOs to
define what they are, put in order the organizational affairs such as the way they govern and operate,
set their strategic and programmatic direction, identify the capacities they need to recruit, harness
and/or improved on, and to the extent possible, professionalize their organizations so that they can
engage the public or concerned population, policy and decision makers, donors or funders, and like or
adversarial entities.
Community-based organizations exist for a reason - be it for community service or action, health,
social welfare, human rights, land rights, standing against stigma and discrimination and many other
purposes. They can best articulate their causes and reap results when they are equipped with basic
knowledge and skills on institutional governance, leadership and community mobilization. The
Capacity Building Series for CBOs was developed for such purpose.

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How to Use the Module
The module is designed to be as simple and as direct as possible to enable relatively new trainers
or facilitators to easily use it in conducting workshops for community-based organizations (CBOs), be
they located in big or small cities, in capital towns and remote hamlets or be large or tiny associations.
The overall training design assumes that the training starts in the morning. Therefore, it is up for the
organizer/trainer/facilitator to make adjustments in the time frame set forth in this module, if the
training happens to start after lunch.
The module has both the content and activity process guide that flow in a logical sequence and
described in a step-by-step manner. The module is structured on a per session basis that shows
specific session objective, methodology, the tools that are needed, and the suggested time allotment.
However, the time allotment will largely depend on the baseline level of knowledge and skills and the
learning pace of the participants. The trainer or facilitator should therefore always be mindful of such
factors.

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Perspective Setting
A community organization or community-based organization (CBO) is part of the non-profit sector that
operates in a local community for a focused purpose or purposes – to provide social services at the
local level. The word “community” may be defined in a geographic way, and/or in terms of the social,
cultural or economic homogeneity of the members and the constituency for which its exists. Like
many in the non-profit sector, the CBO runs on a voluntary basis and are often self-funded. Within
many community organizations there are many variations in terms of size and organizational
structure. 1 Some are formally incorporated, with a written constitution and a board of directors (also
known as a committee), while others are much smaller and are more informal.2 More often than not,
the situation of the CBOs of Men having sex with Men (MSM) and Transgender (TG) is that of sporadic,
disorganized, informal, poor, struggling to put management systems, and without a clear strategic
direction.
The Board of Directors of most CBOs are more often than not, a working board since the organizations
1
http://en.wikipedia.org/wiki/Community_organization
2
http://en.wikipedia.org/wiki/Community_organization

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small as they are cannot afford to retain full time staff. In this kind of a scenario, it is even more
difficult to distinguish between the role of the Board and the role of the Secretariat often blurring the
line between governance and management, diluting the principle of check and balance and may lead
to a loss of sight of the organization’s strategic direction.
This “Capacity Building Series for Community-Based Organizations” module was developed specifically
to strengthen the ability of CBOs of Men having sex with Men (MSM) and Transgender (TG) to govern,
lead, mobilize and set strategic and programmatic directions that will enable them to engage fully and
meaningfully in MSM and TG issues and concerns, especially HIV and AIDS prevention, care and
treatment, but not exclusively.

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The Training Design
Duration
The training is designed to run for 730 minutes or approximately 12.20 training hours inclusive of
coffee or tea breaks. The training can be done within 1.5 or 2 days. A fast-paced training can happen
in 1.5 days. During the actual training, the facilitator may adjust the duration of individual
topic/activity sessions in accordance with the pacing of the participants.
Training Objective
By the end of the training, the participants will have understood and appreciated the activities, process
and skills needed to conduct training on institutional governance, leadership and community
mobilization.

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The Training Programme Design
Day One
Session Objective Topic & Activity Time
Allotment
Methods/Tools Locus of
Responsibility
 Set the tone of the training
and encourage
camaraderie and comfort
among the participants.
 Elicit the expectations of
the participants of the
training and alleviate
anxieties.
1. Opening Activities
Pre test
Welcome
Introductions
Expectation Setting &
Leveling
60 minutes
(8:30 -9:10 AM)
Interactive
Session
Organizer
 Level the expectations of
participants on the training
and acquaint them on the
training content, flow and
processes. 
2. Perspective
Setting & Overview of
Training
 
30 minutes
(9:10 – 9:20
AM) 
Input / LCD
 
Facilitator

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 To assess the current
status of the organization
in terms of governance
and leadership capacity
through a self-assessment
exercise.
3. “Know thyself”
CBO Governance and
Leadership Status
Evaluation
• Self Assessment on
CBO Governance
Status
45 minutes
(9:35 – 10:15
AM)
Processing and
evocative
conclusion
Tool:
Self Assessment
CBO Governance
& Leadership
Forms
Facilitator
Coffee/Tea Break: 15 minutes (10:15–10:30 AM)
 To enable the participants
see the similarities and
differences of their CBOs in
terms of the level of
governance and leadership
4. Plenary – sharing of
outputs – Self-
Assessment Results
45 minutes
(10:30-11:10
AM)
Completed self –
assessment
Participants
 To concretize the
participants’ appreciation
of Organizational
Governance in their own
context.
5. Plenary – Concepts
of Organization
• Anatomy of a CBO
(Environment/nature
, Functions, Parts,
Accountabilities and
Governance) 
30 minutes
(11:10 – 11:40
AM)
• Input
• Group Analysis
of Self-
Assessment on
CBO
Governance
Results 
Facilitator
Lunch Break: 60 minutes (12:00 – 1:00 PM)
Energizer - 10 minutes
 To concretize the 6. World Cafe 90 minutes completed CBO Facilitator

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setting:
 Group Analysis of
CBO structures and
practices on
Leadership and
Governance
 Consolidation of
Reports of Tables 1
and 2
(1:10 – 2: 40
PM)
Self-Assessment on
Leadership and
Governance
participants’ appreciation
of Governance and
Leadership in their own
context. 
7: Plenary: Sharing of
World Cafe Results
30 minutes
(2:40 – 3:10
PM )
Facilitator
Coffee/Tea Break: 15 minutes (3:10 – 3:25 PM)
 To come to an agreement
on the minimum
governance standards of
CBOs
8: Plenary:
Agreement on a
minimum “governance
standards” mutually
acceptable to the CBOs
and ISEAN project
40 minutes
(3:25 – 4:05
PM)
 To provide a synthesis of
Organizational
Governance, Leadership
and Community
Mobilization.
9: Plenary:
Open
Forum/Discussion;
Synthesis: Governance
and Leadership
 
30 minutes
(4:05 – 4:35
PM)
  Facilitator
10: Day Ender 25 minutes

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(4:35 – 5:00
PM)
Day Two
Session Objective Topic & Activity Time
Allotment
Methods/Tools Locus of
Responsibility
 To wake up the senses of
the participants and get
them ready for the day’s
work.
Activity 11:
Warm Up Actvity and
Review of the previous
day’s proceedings
30 minutes
(8:30 – 9:00
AM)
• Group Dynamics
Exercise
• Participatory
Recitation
Participants
 To enable the participants
to acknowledge their CBOs
weaknesses and
appreciate the need for
mentoring assistance to
strengthen the
organization.
Activity 12: World
Cafe: Strengthening
my CBO:
The need for Mentoring
60 minutes
(9:00 – 10:00
AM)
World Cafe Facilitator
Coffee/Tea Break: 15 minutes (10:00 – 10:15 AM)
Activity 13: Plenary:
Sharing of Group
Outputs
40 minutes
(10:15 – 11:15
AM)
o
Activity 14: The
Learning Contract
45 minutes
(11:15 – 12:00
PM)
SR and CBO

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Lunch Break: 60 minutes (12:00 – 1:00 PM)
Energizer: 15 minutes
 To concretize participants’
learning on Institutional
Governance by applying
such in developing their
respective CBO
Governance Enhancement
Action Plan.
Activity 15:
Developing the CBO
Governance and
Leadership
Enhancement Plan (90
days timeline)
60 minutes
(1:15 – 2:15
PM)
CBO Governance
Enhancement Plan
Template
(Small group by
country or CBO
As the case may
be)
Participants
Coffee/Tea Break: 15 minutes (2:15 – 2:30 PM)
 To determine the level of
improvement achieved by
the participants after the
training.
 To determine the level of
satisfaction derived by the
participants in the training.
 To affirm the participants’
completion of the training
and attest to the
knowledge and skills they
gained.
Activity 16: Closing
Acrivities
Post Test
Evaluation
Distribution of
Certificates
45 minutes
(2:30 – 3:15
PM)
• Post test forms
• Evaluation forms
or Participatory
Evaluation
Matrix
• Certificates of
Completion
Organizer

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Preparation for the Training
Before the Actual training
Logistics Requirement
When organizing a training, seminar or workshop, it is best to look for a venue that will be conducive
to the learning objective. Will the training need break out rooms aside from the main training hall? Is
the ceiling high, just right or too low? Is the room well lighted and ventilated? What equipment will
be needed? What about the food and accommodations? Think about the training supplies and
materials that will be required, The physical comfort of the participants should be considered as
physical comfort extends to the psychological and emotional comfort. All these contribute to or may
well destroy the learning experience.
Profiling of prospective training participants
While a training may set a criteria for accepting participants beforehand, it is always good to profile
prospective participants before the actual training or so that the facilitators can make certain
modifications or adjust where it may be needed. (See Annex 1

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During the actual training
Physical arrangement in the venue
The physical arrangement in the training room will depend on the number of participants, the nature
of the training and the activities./tasks that the training will require. The seats may be arranged in a
theater style, classroom style, circular, U-shape or a cluster of small tables. For this
particular training, it is best to have a cluster of tables where small groups can do their
assigned work.
Pre test
Administer Pre test among participants. This should be done immediately as the participants are
registering. Make sure to collect the completed pre-tests as these will allow the trainers to gauge the
progress of each participant from the succeeding learning process. (See Annex 2)

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The Module:
A Trainer’s Activity and Process Guide on How to Conduct a Leadership,
Governance & Community Mobilization Training Workshop
Day One
• Welcome and Introductions
• Small group work on “Getting to Know You” and Expectation Leveling and Setting
• Group outputs presentation
Tools: Attendance sheet and IDs; Metacards
Time Allotted: 40 minutes
Objectives:
a. Set the tone of the training and encourage camaraderie and comfort among the participants.
b. Elicit the expectations of the participants of the training and alleviate anxieties.
Methodology: Interactive Group Session
The Opening Activities set the tone and ambiance of the training. At the onset, the trainers and
facilitators should strive for a welcoming and lively atmosphere. Since this is training for community-
based organizations, an informal environment is recommended to avoid a threatening atmosphere and
encourage optimum participation. The organizing association should handle the welcome and
introductions as well as the leveling of expectations.
In the interest of time, the introductions and leveling of expectations can be done as one participative
activity.
10. Introductions/”Getting to know you”:

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Day One
Step 1. Divide the trainees into four (4) groups by asking each to count off from 1 to 4. Group
together all number ones, all number twos, all number threes and all number fours. It does not
matter if the number of members within each group varies.
Step 2: Ask each group to introduce themselves to each other within the group as to name,
organization and geographic origin, whether in a relationship (optional) and what is one thing that
he/she would like to do/accomplish so ardently.
Step 3: Let the members within each group share their knowledge of each other. Ask the groups to
introduce their members during the group presentation.
Leveling of Expectation
Step 1: Ask each group to discuss their group expectation on their assigned item (Content, Process,
Facilitation and Participants) and to write their expectation in the metacards provided. Only ONE
thought per metacard.
Step 2. Consolidate all outputs per group; Post the metacards on a manila paper.
10. Group Presentation
Let each group present their outputs (introductions of their respective members and the group’s
expectations)

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Day One
2. Perspective Setting and Overview of Training
Processing of group outputs on expectation setting with a segue clarifications on the workshop
programme and flow.
Tools: Expectations Metacards, power point on programme flow
Objective: Level the expectations of participants on the training and acquaint them on the training
content, flow and processes.
Methodology: Interactive Processing Session
Step 1: Process the outputs on the expectations and use this as the springboard for setting the
perspective of the training and laying down its content and flow.
Step 2: Discuss the training programme.
Step 3: Entertain questions from the participants
Day One
Note to the Facilitator: The Six Thinking Hats (created by Edward de Bono)
Six Thinking Hats is a good technique for looking at the effects of a decision from a number of different
points of view.
It allows necessary emotion and skepticism to be brought into what would otherwise be purely rational
decisions. It opens up the opportunity for creativity within Decision Making. The technique also helps,

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for example, persistently pessimistic people to be positive and creative.
Plans developed using the ‘6 Thinking Hats’ technique will be sounder and more resilient than would
otherwise be the case. It may also help you to avoid public relations mistakes, and spot good reasons
not to follow a course of action before you have committed to it.
How to Use the Tool:
You can use Six Thinking Hats in meetings or on your own. In meetings it has the benefit of blocking
the confrontations that happen when people with different thinking styles discuss the same problem.
Each ‘Thinking Hat’ is a different style of thinking. These are explained below:
• White Hat:
With this thinking hat you focus on the data available. Look at the information you have, and see
what you can learn from it. Look for gaps in your knowledge, and either try to fill them or take
account of them.
• This is where you analyze past trends, and try to extrapolate from historical data.
• Red Hat:
‘Wearing’ the red hat, you look at problems using intuition, gut reaction, and emotion. Also try to
think how other people will react emotionally. Try to understand the responses of people who do
not fully know your reasoning.
• Black Hat:
Using black hat thinking, look at all the bad points of the decision. Look at it cautiously and
defensively. Try to see why it might not work. This is important because it highlights the weak
points in a plan. It allows you to eliminate them, alter them, or prepare contingency plans to
counter them.

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• Black Hat thinking helps to make your plans ‘tougher’ and more resilient. It can also help you to
spot fatal flaws and risks before you embark on a course of action. Black Hat thinking is one of
the real benefits of this technique, as many successful people get so used to thinking positively
that often they cannot see problems in advance. This leaves them under-prepared for difficulties.
• Yellow Hat:
The yellow hat helps you to think positively. It is the optimistic viewpoint that helps you to see
all the benefits of the decision and the value in it. Yellow Hat thinking helps you to keep going
when everything looks gloomy and difficult.
• Green Hat:
The Green Hat stands for creativity. This is where you can develop creative solutions to a
problem. It is a freewheeling way of thinking, in which there is little criticism of ideas.
• Blue Hat:
The Blue Hat stands for process control. This is the hat worn by people chairing meetings. When
running into difficulties because ideas are running dry, they may direct activity into Green Hat
thinking. When contingency plans are needed, they will ask for Black Hat thinking, etc.
3. “Know thyself”: Governance and Leadership Status Self Assessment
Tools:
1. CBO Self-Assessment on Governance Form (See Annex 4)
Objective: To assess the current status of the organization in terms of governance and leadership
capacity through a self-assessment exercise.
Methodology: Small Group Work
Step 1: Group the participants by CBO as the case may be

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Step 2: Distribute the Self-Assessment Forms
Step 3: Explain the instructions on the forms and let them accomplish the self- assessment.
Complete the task.
4. Plenary – Sharing of outputs – Self-Assessment Results
Key Learning Points:
The exercises allow the participants to look at their organization in an objective and
comprehensive way- in terms of whether their organization is at par with the
standards of a viable and/or sustainable organization.
The result of the self-assessme nts, whether good or lacking serve as an eye opener to
the participants and are supposed to spur their interest to improve on the current status
of the organization.

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The result of the self-assessments will be the reference for the succeeding learning
exercises not only for this particular module, but also for the Strategic
Planning module.
Day One
10. Plenary – Input on Concepts of Organization
Tools:
• Powerpoint Presentation
• Give a brief input on “Anatomy of a CBO” (Environment/nature, Functions, Parts, Accountabilities
and Governance) Use the power point presentation. 
Note to the Facilitator: The World Cafe3
as a discussion tool
The “World Cafe” is a method which allows participants to explore an issue in a small table groups of 5
to 7 people. It is a creative process set in a cafe’ setting or in a rook with tables enough to sit 5 yo 7
people. The cafe’ ambiance gives an informal and friendly atmosphere, thus the participants can
openly discuss ideas in an non-threatening environment.
How to conduct the World Cafe:
• Facilitator puts on manila/kraft paper the questions to be tackled by one group during the
World Cafe, The questions should address the issues relevant to the training or workshop.
Limit the questions to only 2 per table.
• Group the participants into 5 to 7 people. Note that there can be more than 2 groups
3
by Juanita Brown and David Isaacs

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depending on the number of participants. Let them sit around a small table. The table is
covered by manila/kraft paper. Each participant is given a marker or pentel pen.
• The group selects a host from among them. The host acts as the moderator, but should
not monopolize the conversation.
• Each participant should be able to express his or her opinions or solutions. Participants are
encouraged to doodle, draw, or write their thoughts on the spread paper.
• After 30 minutes, the host can wrap up or summarize the conversation.
• The groups exchange tables- Group 1 moves to Group 2 and vice verza. The host of each
group remains to provide the summary and continuation of the dialogue.
10. World Cafe Setting: Governance and Leadership Gap/Need Analysis
• Group Analysis of Self-Assessment on CBO Governance and Leadership  
Objective: To concretize the participants’ appreciation of Organizational Governance in their own
context.
Methodologies:
• World Cafe Tool
Step 1: Divide the participants groups of 5 to 7 people- ensuring that participants from one CBO are
distributed among the groups. A facilitator will serve as the Host in each table.
Step 2: Let the groups settle in their work tables and provide them with manila/kraft paper and
markers of assorted colors.
Step 3: Provide the groups with the following trigger questions:
First Group:
• What are the top 3 governance requisites (basic requirements for an organization to
function) that your organization have?
• What challenges are facing your organization in regard to governance?

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Second Group:
• What are the top 3 governance requisites that your organization does not have?
• What activities/strategies will you do or can do to improve your organization’s governance?
If there are more than 2 groups, the same questions will be asked in more than one table.
Allow 30 minutes for each round of discussion per table(s) making sure that everyone participates.
Then let the groups move to the other’s table(s) but the hosts remain in their assigned table. By the
time the World Cafe ends, each group will have discussed the questions posed at each table.
Step 4: Let a smaller working team consolidate the results of the discussions from both tables by
answering this guide question:
• What are the essential minimum requirements that an organization must have in order to
become viable?
Let the participants elect the reporter of the output among themselves.
7. Plenary: Sharing of Outputs
The reporter shares the consolidated report of the groups.
8: Plenary: Agreement on a minimum “governance standards” mutually acceptable to the
CBOs and ISEAN project
• The facilitator presides over the discussion on the minimum governance standards (necessary
features or characteristics of the organization that must be present in order for it to
effectively and efficiently function) that should be expected of the community-based
organizations so that they can be said to be viable or qualified to receive assistance from the
ISEAN-Hivos project.
• The discussion should end with a mutually agreed checklist of acceptable governance

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standards from the CBOs, the Sub-recipient (SR) and the Principal Recipient (PR).
9: Plenary: Open Forum/Discussion; Synthesis: Governance and Leadership
Summarize the key learning points using the results of the discussions that ensued throughout the
course of the day’s sessions.
10. Day Ender :
Ask participants to give their insights, impression or learning from the day’s activities.
Key Learning Points:
An organization is made up of a group of people who come together to accomplish
a common goal or a set of goals. The size of an organization can vary from two
people to thousands of people.4
People who have a common aim (which, usually is to bring about change), form
organizations.
4
Chechetto-Salles,, Marta and Geyer, Yvette. Community-Based Organisation Management, Handbook series for community-based
organisations. 2006. p.2

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An organization should have a Vision for what it wants to aspire or become
An organization should have a defined Mission (the organization’s reason for
existence)
The nature of the organization depends upon its vision and mission
The members of an organization should have shared beliefs and values
An organization should be dynamic – adapt to the changing times and trends
without losing sight of its Vision and Mission
A viable organization should build, maintain and sustain three (3) core
capacities:
 Leadership and Governance - with competent, committed Board; clear
roles and functions for both Board, management and staff; clear
organizational and programmatic goals, formalized policies and
procedures

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 Technical and adaptive - should have an understanding of issues and
environment, with a strategic plan, with an evaluation and
performance measurement plan, community presence and involvement
 Management - sound financial , program and human resource
(including volunteers) management, with an operational plan, and
organizational and decision-making processes in place.
A viable organization is conscious of and honors its accountabilities to its
constituency and supporters.
Leadership means doing the right things.
Management means doing things right.
Poorly-run boards give rise to unaccountable practices, non-transparency, and
poor communications with workers, clients, the public and funding agencies.5
Ineffective governance imposes a level of dysfunction upon an organization and
can eventually lead to organizational failure.
5
Social Services: A Guide to Non Profit Governance. CUPE National Research Branch. p 7

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Governance or Stewardship (i.e. the way organizations function) may be defined
as “the overall processes and structures used to direct and manage an
organization’s operations and activities”.6
Governance is the domain of the board of directors, which, in the non-profit sector,
is comprised of volunteers. It has been said that proper governance requires the
board to “stand outside the organization and hold it accountable to the public
interest”.7
The “public interest” may include any of the following: client population,
workers, volunteers, members, funding agencies, and the general public.8
Boards should operate in an accountable and ethical manner
The board develops policies to provide direction and guidance to the organization.
It is responsible for:
 Developing a mission statement that reflects the vision and provides
direction
6
Panel on Accountability and Governance in the Voluntary Sector (February 1999). “Building on Strength: Improving Governance and
Accountability in Canada’s Voluntary Sector.” Available online at http://www.vsr-trsb.net/pagvs/
7
Alliance for Non-profit Management, “What is the Role of Governance?” Available online at http://www.allianceonline.org
8
Ibid

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 The agency’s financial health including annual budget approval
 Proper human resources
 Ensuring legal requirements are followed
 Ensuring the Bylaws are followed
 Ensuring Board effectiveness
 Administration
 Establishment of committees to undertake financial, personnel, fundraising
and planning functions
 Effective community relations and communications
 Hiring the executive director
To be able to lead well, individual board members are responsible for:
 Understanding the organization’s mission and mandate;
 Knowing the board’s role and functions
 Knowing the board’s legal obligations and ensuring that they are followed
 Understanding financial and budget matters
Community Mobilization is an approach in which the communities themselves lead
and determine the nature of their response to a shared concern and where members
within that community taking responsibility and are active in shaping plans and
taking action.9
9
Definition by the International HIV/AIDS Alliance

30
Day Two
Activity 11: Warm Up Activity and review of the previous day’s proceedings
Objective:
a. To wake up the senses of the participants and get them ready for the day’s work.
b. To enable the participants recall the previous day’s learning and connect the succeeding activities
with these.
Methodology: Group Dynamics Exercise (Cabbage Game/ Participatory Recitation)
Step 1: Make a “cabbage ball” out of pieces of bond or craft paper. In each paper, which represents
a cabbage leaf, is written a review question about the previous day’s lessons. (The questions are
prepared beforehand).
Step 2. Let the participants form a circle. Pass the “cabbage ball” in time with fast/lively music.
Every time, the music stops, the participant who has the ”cabbage” peels off a leaf and reads aloud
the question written on it. The participant answers the question. Praise the participant for clear and
correct answers. Elucidate/clarify or provide the correct answer in cases when the participant fails to
give the right answer.
Day Two
Activity 12: World Cafe: Strengthening my CBO: The need for Mentoring
Objective: To concretize the participants’ appreciation of mentoring as a need to strengthen their
Organizational Governance.

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Methodology:
• World Cafe Tool
Step 1: Divide the participants groups of 5 to 7 people- ensuring that participants from one CBO are
distributed among the groups. A facilitator will serve as the Host in each table.
Step 2: Let the groups settle in their work tables and provide them with manila/kraft paper and
markers of assorted colors.
Step 3: Provide the groups with the following trigger questions:
First Group:
• What are Your Goals in Working with a Mentor? Setting realistic goals; milestones
• How do you work with your Mentor?
Second Group:
• In what specific aspects of organizational governance will your CBO need mentoring?
• What Can You Do to Be an Effective Mentee?
Step 4: Let a smaller working team consolidate the results of the discussions from both tables by
answering these guide questions:
• What are the scope of work of the mentor?
• What are the obligations of the mentee?
• How should the mentor and mentee work together to strengthen the CBO?
Let the participants elect the reporter of the output among themselves.
Activity 13: Plenary – Sharing of World Cafe Outputs
The reporter shares the consolidated report of the groups.

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Activity 14: Learning Contract between Mentor and Mentee (TOR-roles of mentor and
mentee)
Using the consolidated report of the previous session as the reference, let the participants (SR and
CBO) come up with the salient points of the “Learning Contract” between the mentor and mentee.
Day Two
Activity 15: Developing the CBO Governance and Leadership Enhancement Plan (90 days
timeline
Developing the CBO Governance Enhancement Plan (90 days)
Tool:
CBO Governance Enhancement Plan Template
(See Annex 5)
Objective:
To concretize participants’ learning on Institutional Governance by applying such in developing their
respective CBO Governance Enhancement Action Plan.
Methodology:
Small group work by country or CBO as the case may be
Ask each group to create their own symbol or logo.

33
Day Two
Activity 16: Closing Activities
Post Test
Evaluation
Distribution of Certificates
Participatory Evaluation Matrix
Content Process Participant Facilitation Total
Total
Objective:
To determine the level of satisfaction derived by the participants in the training.
Methodology: Participatory Evaluation
Step 1: Make equal number of “emoticons” of smileys, (one with wide smile, and another slight
smile) and a frowneys in as many as many as there are particlpants.

34
Step 2: Make a matrix on the board or on a manila paper showing the aspects of the training for
evaluation- Content, Process, Facilitation and Participants. Post the matrix in a private area of the
hall/room.
Step 3: Ask the participants to privately post on the matrix the emoticon that convey their evaluation
of each aspect of the training. Explain further that under the “participant” column, the one they will
be evaluating is their own performance during the training.
Step 4: After all participants have posted their emoticons, consolidate the results and show it to
them. Then ask each one for feedback.
Closing Activities
Tools:
• Certificates
• Closing Program

35
Case Studies
Example from the Phiippines
This community based organization of MSM had its early beginnings in 2008. Organized to support
and defend the cause of MSM and to advocate for the sexual health and human rights of the
community. It has a total of 24 members, 16 of which are active while eight (8) are inactive. The
CBO thrive on personal contributions of members as well as donations from friends and supporters
such as the City and Provincial Health Offices where they belong. Most of the members are
professionals and are employed while the officers / leaders are well-known in the area since they hold
high positions in the government. The organization is supported by an NGO with national coverage.
The support included assigning one (1) program coordinator as well as the use of office and all its
facilities.
As recipient of Global Funds project, the members of the organization were trained as peer educators
and outreach workers for the prevention of STI/HIV/AIDS and eventually the group earned a
reputation in the city that they are good advocates. The organization is now being tapped to conduct
lectures in schools / universities and in organizing health events such as the World AIDS Day and AIDS
Candlelight Memorial. The CBO also holds regular Friday session / meeting among MSM and they
discuss various topics such as HIV/AIDS and LGBT rights.
In 2011, the group decided to register with the Securities and Exchange Commission, a government
organization that registers NGO and private organizations in the country. They complied with all the
government requirements for registration. In 2012, the logistics and manpower support from the
national NGO was stopped due to the lack of funding of the said national NGO. The assigned program
coordinator is no longer employed but works as volunteer and the residence of the volunteer is now

36
being used as temporary office of the organization. The CBO requested a seat / place in the City
Health Office or at the Provincial Capitol Building to conduct their peer education and one-on-one
counseling. This request garnered favorable response from both government agencies (the City Health
Office and the Provincial Health Office). In addition to the place being requested, the two (2) agencies
already committed to provide table and chairs for the CBO space. (by Mariluz Tejares)
Example from Malaysia
Mynetra was formed as the Malaysian Network of Transgenders as a result of a networking workshop
organised by PT Foundation and Seksualiti Merdeka in 2010. The participants came from all over
Malaysia and recognised the benefits of formalising the connections made at the workshop and there
fore set up a closed Facebook Group to stay connected and continue the discussions started at the
workshop. From there it has grown to a ground of 1400 members spread throughout Malaysian who
use this social media platform to discuss all types of issues that affect the transgender community in
Malaysia as well as providing a platform for them to network and share learnings, business ideas and
contacts.
Currently there are 5 administrators and the group has successfully organised an empower workshop
in Kuala Lumpur in April 2012 called Trace workshop. It was attended by 35 participants representing
Transgender groups from all over Malaysia. Funding was successfully sourced from UN and
International HIV/AIDS Alliance.
Given the political and other environmental factors in Malaysia the group will find it difficult to register
as an NGO or Foundation in Malaysia but are determined to continue their development and activities
both on and offline. MyNetra is also well connected to other NGOs and networks in Malaysia and
Internationally with members in the CCM and on the board of APTN (Asia Pacific Transgender
Network).

37
Useful Tips for trainers
 Always ascertain session “climate”. Check whether all participants understand
what is being discussed periodically.
 Always allow time for questions and clarification from the participants.
 Traffic the discussion. Ensure that everyone’s participation in the sessions.
Watch out for monopolisers. Encourage the silent and shy participants to share
their thoughts
 Ensure that materials and supplies needed in every session is available nearby
 Always make a synthesis of the discussions
 Ensure that the succeeding session connects/bridges to the preceding session

38
Training Tools and/or Handouts
1. Participants’ Profile Form
2. Pre/Post-Training Assessment
3. Pre/Post Test Key
4. CBO Self-Assessment on Governance Form
5. CBO Governance Enhancement Plan Template

39
References
Alliance for Non-profit Management, “What is the Role of Governance?” Available online at
http://www.allianceonline.org
Chechetto-Salles,, Marta and Geyer, Yvette. Community-Based Organisation Management, Handbook
series for community-based organisations. 2006.
Panel on Accountability and Governance in the Voluntary Sector (February 1999). “Building on
Strength: Improving Governance and Accountability in Canada’s Voluntary Sector.” Available online at
http://www.vsr-trsb.net/pagvs/
Social Services: A Guide to Non Profit Governance. CUPE National Research Branch
Supporting the HIV Response A Manual for Civil Society Organizations, Module 6: Mobilizing for Most
at Risk Populations. SUM Project USAID. June 2011
http://en.wikipedia.org/wiki/Community_organization; accessed April 29, 2012
http://www.buzzle.com/articles/effective-leadership-skills.html (accessed April 29, 2012)
http://www.buzzle.com/editorials/9-3-2004-58861.asp (accessed April 29, 2012)
http://ezinearticles.com/?Three-Options-for-Non-Profit-Board-Governance&id=6341920 (accessed
April 30, 2012

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