Training catalogue.
Applied programs for the teams who plan, deliver, control and evaluate public action.
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Training in Casablanca
Financial management of projects funded by international donors.
Domains
Programs
Public procurementE-procurement: governance and risk control
Run electronic procurement end to end, with clear roles, controls that leave a usable trail and a plan for incidents, so the platform improves transparency instead of moving the risks somewhere harder to see.
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Public procurementProcurement planning and needs definition
Turn the budget into a realistic procurement plan, and write needs clearly enough that the right bidders can answer them.
Explore- Public procurement
Bid evaluation: method and audit trail
Run an evaluation committee that reaches a sound decision and records it in a way that holds up to complaints and audits.
Explore - Public procurement
Contract management after award
Keep contracts on time, on budget and to specification once they are signed, and document every change properly.
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Procurement in donor-funded projects
Run procurement that satisfies both national rules and the financing agreement, without slowing the project down.
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Donor-funded project financeFinancial management of donor-funded projects
Set up and run the financial side of a donor-funded project: budget, accounts, controls, reporting and audit.
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Disbursements and expenditure justification
Keep funds flowing to the project with well-prepared withdrawal requests and expenditure that is easy to justify.
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Project budgeting and financial monitoring
Build a project budget that reflects the work plan, and follow spending closely enough to act before overruns.
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Preparing for a project audit
Approach the annual audit calmly: know what auditors will ask for, keep the evidence ready and turn findings into improvements.
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Financial reporting for projects
Produce interim and annual financial reports that are accurate, consistent with the accounts and useful to the people who read them.
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Project management, monitoring and evaluationProject management in the public sector
Plan, run and close public projects with a clear scope, a realistic schedule and governance that makes decisions on time.
Explore- Project management, monitoring and evaluation
Logical framework and theory of change
Make a project’s logic explicit, from activities to lasting change, and use it to design, steer and evaluate.
Explore - Project management, monitoring and evaluation
Designing a monitoring and evaluation system
Set up an M&E system sized for the institution: the right indicators, reliable data flows and reports that lead to decisions.
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Performance indicators that support decisions
Choose fewer, better indicators, set credible targets and read the results in a way that informs management.
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Commissioning and using evaluations
Ask the right evaluation questions, manage an evaluation well and make sure its findings change something.
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Risk and internal controlBuilding and using a risk map
Identify, assess and prioritise an institution’s risks with the people who own them, and keep the risk map alive.
Explore- Risk and internal control
Designing an internal control system
Build internal controls proportionate to the risks, documented clearly and owned by the managers who run the processes.
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Preventing fraud and corruption risks
Recognise where fraud and corruption can occur in an institution’s processes, and put in place prevention and detection that work.
Explore - Risk and internal control
Business continuity planning
Keep essential services running through a disruption, with a continuity plan that has been tested and that people know.
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Internal audit in practice
Plan and carry out internal audit assignments that focus on real risks and produce recommendations managers accept.
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Leadership and managementLeading change in public institutions
Lead a reform or reorganisation from the case for change to lasting new practices, with the people who have to live it.
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Managing teams by results
Translate institutional objectives into clear team objectives, follow progress with your team and give feedback that improves performance.
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Decision-making under uncertainty
Make sound decisions when information is incomplete and stakes are high, and explain them to those affected.
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Negotiation and stakeholder dialogue
Prepare and conduct negotiations with partners, suppliers and colleagues that reach agreements both sides keep.
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Running performance reviews that lead to action
Turn monthly and quarterly reviews into short, focused meetings where problems are raised early and decisions are taken.
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Data for decisionsManagement dashboards
Design dashboards that answer management’s questions on one screen, fed by data that is updated without heroic effort.
Explore- Data for decisions
Data analysis with spreadsheets
Clean, combine and analyse administrative data in a spreadsheet, with methods that others can check and repeat.
Explore - Data for decisions
Data visualisation for decision-makers
Choose and design charts that make the main message obvious, and present data to decision-makers without misleading them.
Explore - Data for decisions
Data collection and data quality
Design collection tools and routines that produce data you can trust, and check its quality before it reaches a report.
Explore - Data for decisions
Using evidence in public decisions
Find, weigh and use evidence when preparing policies and programs, and present it honestly to decision-makers.
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