Collaborative Development Management Training Course

Duration 5 days 10 modules · 33 contact hours
Level Intermediate Certificate on completion
Who attends Programme Managers, Partnership Managers and others
Fee from USD 1,100 KSh 95,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 9 Nov 2026 Course code SD-NM-043

Before you join: This intermediate course assumes experience working on development, humanitarian, public-sector or NGO programmes.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

Collaborative development programmes depend on multiple organisations making timely, accountable decisions while working with different mandates, funding rules, technical capacities and community relationships. When partnership roles are vague, information is withheld, financial controls differ or power is concentrated in one agency, delivery slows and trust declines. Managers need practical ways to form equitable partnerships, govern shared work and address problems before they disrupt results.

This course develops the management methods needed to lead collaborative development initiatives involving NGOs, government bodies, donors, local organisations, community representatives and technical partners. Participants examine stakeholder interests and political economy, select and assess partners, write partnership agreements, establish governance arrangements and use RACI matrices. They build joint results frameworks, resource plans, risk registers, communication protocols and monitoring systems. The course also addresses localisation, safeguarding, data-sharing, collective advocacy, conflict resolution, performance reviews and responsible exit planning.

Teaching combines concise instructor briefings with development and humanitarian cases, facilitated group analysis, negotiation simulations and structured planning work. Participants apply the methods to realistic partnership issues such as delayed grant approvals, disputed decision rights, uneven partner capacity, safeguarding incidents and weak reporting data. They leave with a practical collaborative programme management pack: a stakeholder analysis, governance model, partnership agreement outline, joint planning framework, risk register and 90-day application plan. The course is suited to professionals who already manage projects or partnerships and need stronger methods for leading work delivered through several organisations.

What you will be able to do

  • Analyse stakeholder interests, influence and incentives using power-interest grids and political economy analysis
  • Design partnership agreements that define roles, contributions, accountability, risk and exit arrangements
  • Establish shared governance using RACI matrices, terms of reference and decision logs
  • Build jointly owned Theory of Change, results framework and adaptive management arrangements
  • Prepare joint budgets, cost-sharing models, cash forecasts and financial control arrangements
  • Apply interest-based negotiation and conflict-resolution methods to partnership disputes
  • Create joint risk, safeguarding, data-sharing and monitoring arrangements for collaborative programmes
  • Produce a 90-day action plan for improving an active development partnership

Benefits of attending

For you

  • Lead partnership meetings with clearer decision rights and follow-up actions
  • Handle role disputes using structured negotiation and escalation methods
  • Assess prospective partners beyond technical capability and reputation
  • Build evidence-based cases for adaptations, resource changes and governance decisions
  • Document partnership performance for senior management and donor discussions

For your organisation

  • Fewer delivery delays caused by unclear responsibilities and approval routes
  • Stronger partner due diligence, safeguarding accountability and financial oversight
  • More credible joint plans, budgets, risk controls and donor reporting
  • Better retention of local partner knowledge within programme decisions
  • Earlier identification and resolution of consortium performance problems

Course modules

10 modules over 5 days

Participants can diagnose collaboration needs, stakeholder incentives and power dynamics before forming a partnership.

  • Collective action problems diagnosed through stakeholder interests, power and incentives
  • Stakeholder mapping using power-interest grids, influence diagrams and social network analysis
  • Distinguishing coordination, cooperation, collaboration and integration within programme relationships
  • Partner value propositions tested against mandates, capacities and comparative advantage
  • Political economy analysis identifies formal rules, informal norms and gatekeepers
  • Do-no-harm screening surfaces exclusion risks and conflict sensitivities early
  • Collaboration boundaries set around decisions, populations, geography and duration

Participants can assess prospective partners and define fair, workable partnership arrangements.

  • Partnership selection criteria assess legitimacy, technical capacity, safeguarding and local presence
  • Due diligence evidence matrices document governance, finances, controls and sanctions checks
  • Memoranda of understanding define purpose, roles, contributions, data and duration
  • Partnership agreements allocate risk, intellectual property, dispute routes and exit terms
  • Mutual accountability principles translated into reciprocal commitments and reporting expectations
  • Localisation commitments assessed through decision rights, overheads and capacity exchange
  • Equitable partner engagement addresses language, accessibility, representation and meeting design

Participants can establish governance structures that support timely and accountable joint decisions.

  • Governance architectures match decision rights to programme scope and partner mandates
  • RACI matrices assign accountable, responsible, consulted and informed roles clearly
  • Terms of reference specify authority, quorum, escalation and secretariat duties
  • Steering committee agendas separate strategic choices from operational updates
  • Decision logs record options, evidence, owners, deadlines and rationale
  • Delegated authorities align approval thresholds with funding and safeguarding risks
  • Conflict-of-interest declarations protect procurement, recruitment and allocation decisions
  • Consensus, consent and voting rules selected for appropriate decision types

Participants can create shared programme logic, implementation plans and adaptation triggers.

  • Theory of Change links assumptions, pathways, outcomes and partner contributions
  • Joint problem trees distinguish root causes, effects and controllable factors
  • Results frameworks connect impact, outcomes, outputs, activities and indicators
  • Work breakdown structures sequence dependencies, milestones, owners and critical paths
  • Adaptive management triggers define evidence thresholds, authority and response actions
  • Assumption logs assign monitoring sources, review dates and mitigation owners
  • Planning horizons reconcile donor commitments with community and government cycles

Participants can coordinate budgets, funding responsibilities and financial controls across partners.

  • Cost-sharing models distinguish cash, in-kind, overhead and third-party contributions
  • Joint budgets map work packages, unit costs, contingencies and funding gaps
  • Indirect cost recovery negotiated using transparent allocation bases and ceilings
  • 13-week rolling cash forecasts reconcile receipts, commitments, payroll and supplier payments
  • Financial controls align segregation of duties with partner payment workflows
  • Procurement plans coordinate specifications, thresholds, lead times and conflict safeguards
  • Resource mobilisation cases align donor priorities with jointly owned outcomes

Participants can maintain productive working relationships and resolve routine partnership tensions.

  • Communication protocols define channels, response times, languages, audiences and approvals
  • Meeting cadences link operational reviews, technical forums and governance decisions
  • Interest-based negotiation separates positions, interests, options and objective criteria
  • Active listening techniques surface concerns, assumptions and unspoken implementation constraints
  • Facilitation methods balance airtime, manage dominance and document agreements
  • Feedback loops incorporate community, partner and frontline staff perspectives
  • Conflict escalation ladders establish informal resolution, mediation and formal referral

Participants can manage shared operational risks while protecting people, data and organisational integrity.

  • Joint risk registers score likelihood, impact, owners, controls and review dates
  • Risk appetite statements distinguish tolerable, managed and unacceptable exposures
  • Safeguarding responsibilities specify reporting routes, survivor-centred response and case confidentiality
  • Core Humanitarian Standard commitments inform quality, accountability and complaints arrangements
  • Data-sharing protocols address consent, minimisation, access controls and retention
  • Scenario planning tests continuity arrangements for access restrictions, shocks and partner withdrawal
  • Incident reporting thresholds connect field alerts with governance escalation

Participants can establish shared evidence systems that support accountability and programme improvement.

  • Indicator reference sheets define measures, disaggregation, sources, frequency and responsibility
  • Joint monitoring plans combine routine data, field verification and community feedback
  • Data quality assessments test validity, reliability, precision, integrity and timeliness
  • OECD DAC criteria structure evaluation questions on relevance, coherence and effectiveness
  • Contribution analysis tests whether collaborative actions plausibly influenced observed outcomes
  • Learning reviews convert evidence into decisions, adaptations, owners and follow-up dates
  • Shared reporting calendars reconcile donor deadlines, partner validation and governance review

Participants can align partner engagement, community participation and collective advocacy activities.

  • Collective advocacy agendas identify shared asks, target institutions and political windows
  • Power mapping identifies allies, blockers, brokers and affected groups
  • Government engagement protocols respect mandates, sovereignty and public-sector planning cycles
  • Community participation plans define representation, consent, feedback and closure
  • Coalition messaging distinguishes agreed evidence, policy positions and organisational boundaries
  • Ethical storytelling standards protect dignity, consent and identity
  • Stakeholder engagement plans sequence messages, messengers, channels and follow-up actions

Participants can review partnership health, manage underperformance and plan responsible transitions.

  • Partnership health checks assess trust, reciprocity, accountability, learning and power
  • Performance scorecards combine delivery, finance, quality, relationship and risk measures
  • Underperformance conversations use facts, expectations, support actions and review dates
  • Partnership review meetings decide continuation, redesign, suspension or closure
  • Exit strategies transfer responsibilities, records, assets, relationships and communications
  • Sustainability plans test institutional ownership, financing, capabilities and policy fit
  • Personal 90-day application plans specify priorities, stakeholders, actions and evidence

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. Stakeholder power and interest analysis template
  2. Partnership agreement and due diligence checklist
  3. RACI governance matrix and decision log
  4. Joint Theory of Change and results framework
  5. Collaborative risk, safeguarding and data-sharing register
  6. 90-day partnership improvement plan

Who should attend

  • Programme Managers — to govern delivery involving several implementing and funding partners
  • Partnership Managers — to structure equitable agreements and maintain partner accountability
  • Country Directors — to oversee strategic alliances, consortium performance and organisational risk
  • Grants Managers — to align donor requirements, partner budgets and reporting responsibilities
  • MEAL Managers — to build shared indicators, data-quality controls and learning processes
  • Humanitarian Response Coordinators — to coordinate agencies during complex and time-sensitive operations

Skills and tools covered

Partnership governanceStakeholder analysisJoint programme planningCollaborative financial managementPartnership risk managementShared monitoring systems

Tools and standards

Theory of Change, RACI matrix, OECD DAC evaluation criteria, Core Humanitarian Standard

How the course runs

Training methodology

The course uses short instructor briefings to introduce each management method, followed by case analysis drawn from development and humanitarian partnerships. Participants work in groups to assess stakeholder power, establish governance arrangements, negotiate partnership terms, review risks and interpret programme evidence. Simulations examine difficult conversations on delayed delivery, unequal decision-making and resource disputes. Facilitated peer review helps participants test their assumptions against other operating contexts. Individual application planning connects the course tools to a current or planned partnership.

Requirements and prerequisites

This intermediate course assumes experience working on development, humanitarian, public-sector or NGO programmes. Participants should understand basic project planning, budgets, reporting and stakeholder engagement, and should be familiar with the type of partnership arrangements used by their organisation. Experience supervising staff, managing grants or coordinating with external organisations is useful. Participants do not need formal qualifications in project management, advanced financial training, legal expertise or prior experience leading a consortium. The course explains the collaboration tools and templates used during training.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

You should have practical exposure to programme delivery, grants, partnerships or stakeholder coordination. You do not need formal project management certification, legal training or advanced financial expertise.

Bring a current or planned partnership challenge if organisational policy permits discussion in general terms. You may also bring non-confidential partnership agreements, reporting formats or governance documents for reference.

It is intended for NGO and development professionals responsible for programmes delivered with other organisations. It is particularly relevant to managers working with local partners, consortium members, government counterparts or donors.

Project management training concentrates on controlling scope, schedule, budget and delivery within a project structure. This course focuses on the relationships, governance, power, accountability and joint decisions required when several organisations deliver work together.

Participants can use the templates to review an existing partnership, clarify decision rights and improve joint planning or reporting. The 90-day application plan identifies immediate actions, responsible stakeholders and evidence of progress.

Each 08:30-16:30 day combines approximately 6.5 contact hours of instructor input, case work, group analysis and simulations. The modules progress from partnership diagnosis and design through governance, resources, risk, evidence and performance improvement.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

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