CAFS 2011 Course Catalouge (Final)

2011 Course Catalogue

CAFS Headquarters Nigeria Country Office
Centre for African Family Studies (CAFS) Katsina House (Third Floor)
P.O. Box 60054, 00200 Nairobi, Kenya Plot 80 Ralph Shodeinde Street
Tel.: 254‐20‐2731479/2731486 Central Business District
Fax: 254‐20‐2731489 Abuja FCT, Nigeria
Mobile: 254‐722 205 179/254‐733 601 765 Tel: +2348068393899
Email:info@cafs.org Email: cafsnigeria@cafs.org

Lome Country Office Ethiopia Country Office
Centre d’Etudes de la Famille Africaine (CEFA) Gerje Sami Bldg 2nd Flr
BP 80529, Lomé, Togo P.O Box 33101
Tél. : 228‐222 36 40 Addis Ababa Ethiopia
Fax : 228‐222 35 87 Tel: +251(0) 116298399/6298405
Email:cefa@cefalome.org Email: cafseth@ethionet.et

http://www.cafs.org

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CAFS courses offered in English in Nairobi, Kenya Abuja,
Nigeria or Addis Ababa, Ethiopia.

Advances in Behavior Change Communication for Reproductive Health and HIV&AIDS
6‐10 June, 2011
Kenya

Integration of Family Planning/Reproductive Health (FP/RH) and HIV&AIDS Programmes
20 June‐1 July, 2011
Nigeria
19‐30 September, 2011
Kenya

Introduction to Monitoring and Evaluation of Reproductive Health and HIV&AIDS
Programmes
11‐15 July, 2011
Kenya

Advances in Impact Measurement, Monitoring and Evaluation of Reproductive Health and
HIV&AIDS Programmes.
18‐22 July, 2011
Kenya

Developing Advocacy Strategies for Sexual Reproductive Health and HIV&AIDS Programs
1‐5 August, 2011
Kenya

Organizational Development and Learning
17‐21 October, 2011
Kenya

Leadership and Management of Reproductive Health and HIV&AIDS Programs
24 October‐4 November, 2011
Kenya

Knowledge Management for Health and Development Organizations
22‐26 November, 2011
Ethiopia

1
CAFS courses offered in French in Lomé, Togo
Cours en Français en 2011

Communication pour le changement de comportement dans la lutte contre le VIH/Sida, la
Tuberculose et le Paludisme
13 ‐ 17 juin 2011

Management, Leadership et Bonne gouvernance pour les programmes de développement
18 ‐ 29 juillet 2011

Gestion Efficace des Programmes de Santé
15 ‐ 26 août 2011

Suivi et Evaluation des Programmes de VIH&SIDA
5 ‐ 16 septembre 2011

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Courses Offered On‐Demand

The following are courses that are offered on demand to public and private institutions in Africa or abroad. These
courses may be customized to fit the specific needs of the clients and the beneficiaries. The tuition fee for courses
offered on‐demand starts at $8,000 for up to 25 participants. If you would like to learn more about CAFS’s On‐
demand Courses please email courses@cafs.org

Research and Measurement Courses
1. Introduction to M&E of HIV/AIDS – 5 days
2. Advanced M&E of HIV/AIDS – 5 days
3. Qualitative Research Methods and Tools – 5 days
4. Research to Policy and Action Workshop – 3 days

Organizational Development Courses
1. ICT and Web 2.0 for Health and Development Organizations ‐ 3 days
2. Knowledge Management for Health and Development Organizations ‐5 days
3. Leadership and Management of RH and HIV&AIDS – 10 days
4. Organizational Development and Learning
5. Resource Mobilization and Proposal Writing for RH and HIV&AIDS Programmes – 5 Days
6. Strategic Planning for Health and Development Organizations – 3 days

Health Systems Strengthening Courses
1. Advances in Behavior Change Communication – 5 days
2. Integration of RH/FP and HIV&AIDS – 10 days
3. Promoting Gender and Rights in RH and HIV&AIDS – 5 days
4. Supervising HIV&AIDS Services – 5 days
5. Advocacy of SRH and HIV&AIDS – 5 days
6. Culturally Sensitive Approaches to Prevention of Gender Based Violence – 5 days
7. Health Financing – 5 days
8. Health Management Systems – 5 days
9. Managing HIV&AIDS Programmes at the Workplace – 5 days
10. Strengthening Multi‐Sectoral Responses to Gender Based Violence – 5 days

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Contents

About CAFS .......................................................................................................................................... 5
Training, Technical Assistance & Research ........................................................................................... 7
CAFS Courses to be Offered in Kenya, Ethiopia, and Nigeria ................................................................. 8
BC202: Advances in Behaviour Change Communication for HIV&AIDS, TB and Malaria ......................... 8
IN202: Integration of Reproductive Health/Family Planning (RH/FP) and HIV/AIDS ............................... 9
ME101: Introduction to Monitoring and Evaluation of Reproductive Health and HIV & AIDS
Programmes ........................................................................................................................................... 10
ME202: Advances in Impact Measurement, Monitoring and Evaluation of Reproductive Health and
HIV & AIDS Programmes ......................................................................................................................... 11
AD202: Developing Advocacy Strategies for Sexual and Reproductive Health and HIV & AIDS ............ 12
OL202: Organizational Development and Learning................................................................................ 13
LM202: Leadership and Management of Reproductive Health, and HIV & AIDS Programmes ............. 14
KM102: Knowledge Management for Health and Development Organizations .................................... 15
CAFS courses to be offered in Lomé, Togo .......................................................................................... 16
Communication pour un Changement de Comportement dans la Lutte contre le VIH et le Sida, la
Tuberculose et le Paludisme ................................................................................................................... 16
Management, Leadership et Bonne gouvernance pour les programmes de développement .............. 18
Gestion Efficace des Programmes de Santé ........................................................................................... 20
Suivi et Evaluation des Programmes de Lutte contre le VIH et le Sida .................................................. 22
How to Apply ..................................................................................................................................... 24
Course application form ..................................................................................................................... 25
4

About CAFS
Est. 1975

T he Centre for African Family Studies (CAFS) is an autonomous African institution dedicated to strengthening
the capacities of organizations and individuals working in the field of health , HIV & AIDS, population and
development in order to contribute to improving the quality of life of families in sub‐Saharan Africa.

CAFS has been serving Africa since 1975, and is one of the few international NGOs (iNGO) that are based in the
African Continent and perhaps the only African‐based iNGO without an office in Europe or North America. CAFS
governing board is composed of nine international experts in reproductive health, HIV&AIDS and other
development fields. CAFS conducts courses and undertakes research and consultancy services from strategically
located bases in East and West Africa (Corporate Head Office in Nairobi, Kenya; Central & West Africa Regional
Office in Lome, Togo; and Country Offices in Abuja, Nigeria and Addis Ababa, Ethiopia). CAFS services are provided
by highly qualified professionals who come from a variety of disciplines; including reproductive health, HIV&AIDS,
population and development, and organisation and management development. The CAFS team reflects strong
field experience and a profound knowledge of the African social and cultural environment.

Participant Group Work – Ethiopia
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Why choose CAFS courses?

The Centre for African Family Studies (CAFS) has over thirty years experience in programmes in the area of
Reproductive Health (RH) and HIV & AIDS with focus on Advocacy, Behaviour Change Communication (BCC) ,
Management and Leadership, HIV & AIDS Treatment, Care and Support, HIV & AIDS Community‐based/Home‐
based Care and Support, Community‐based Reproductive Health Services, Youth Sexual and Reproductive Health
and HIV & AIDS, Gender and Empowerment, Population and Development.

World Class Experience
Since 1975, CAFS has trained over 14,000 policy makers (including Parliamentarians and Ministers), senior
organisational and programme executives, research and evaluation managers and officers, programme managers
and service providers. CAFS has conducted courses or technical assistance assignments in 41 African countries and
has received participants from Europe, North America, South America, Asia, and every country in Africa. Our
training approach is flexible and incorporates highly participatory training methods that are suitable to adult
learning, such as plenary discussions, group work, and case studies. CAFS technical staff not only follow‐up with
participants but also provide four hours of free technical assistance. Our goal is to build superior capacity to ensure
effective management of health, population and development programmes and organizations. We look forward to
working with you to strengthen health services in Africa.

Over 23 Course Topics Available On‐Demand
CAFS offers annual courses in Nairobi, Lome, Abuja, and Addis Ababa as well as several courses that are offered on
demand. Clients can chose from twenty‐three courses related to Health Systems Strengthening and Service
Provision, Research and Measurement, and Organizational Development.

Adult Learning Environment
CAFS training helps reproductive health and HIV & AIDS decision makers to meet Africa’s current challenges. The
training approach is flexible and incorporates highly participatory and experiential training methods that suitable
to adult learning, such as plenary discussions, group work, and case studies. CAFS’ practical and work‐related
training enables participants to immediately transfer their new skills into their work environment. Trainees
develop project proposals and action plans that seek solutions to problems they want to resolve in their respective
countries.

Customized Courses
If you do not find a course that fits your exact needs, CAFS can provide courses in English or French that are
tailored to your needs of your organization. CAFS technical staff work closely with clients to ensure that the needs
of the organization and the employees are met and the expected outputs of the course are fulfilled. Customized
courses allow the user to not only select content but also to choose between formal and informal approaches to
training and to set parameters such as duration, selection and use of materials, participant skills level and training
environment. All CAFS courses comprise of a number of modules that can be easily adapted to meet the needs of
the requesting agency.

Support Systems for Knowledge Application
To ensure that the knowledge gained from the course is applied on job, CAFS technical staff not only follow‐up
with participants but also provide four hours of free technical assistance. All course participants are required to
produce an action plan that demonstrates how the knowledge gained through the course experience will effect
change in their respective organizations.
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Training, Technical Assistance & Research

Regional Courses

CAFS training approach is flexible and incorporates a variety of training methods that enable health care providers,
administrators, researchers and programme managers to meet Africa’s health care challenges.

These range from formal lectures or tutorials to seminars and workshops, or to more informal on‐the‐job
apprenticeships and mentoring programmes. Formal training is tempered with group discussion and practical
fieldwork for a well‐balanced approach.

Highly experienced participants, with diverse expertise, provide for excellent cross‐border exchanges. These
exchanges form the basis for developing action plans with innovative strategies.

Courses Offered In‐Country and On‐Demand

CAFS conducts in‐country courses to meet the large‐scale personnel requirements of populations which are
increasingly demanding access to reproductive health (RH) and HIV & AIDS education and services. These courses
can better meet the escalating demand for skilled managers and service providers.

Technical Assistance

CAFS is a leading provider of consulting and advisory services in Reproductive Health, HIV & AIDS and Population &
Development. Using a participatory approach to organizational development and service delivery, CAFS responds
to its clients’ programme and management challenges across national boundaries. CAFS professional staff
provides short‐ and long‐term technical assistance services in Francophone and Anglophone sub‐Saharan African
countries in institutional capacity building, strategic planning, programme evaluation and development, curriculum
development and operations research.

CAFS assists clients to convert information into insights and operations in order to improve client efficiency and
performance.

7

CAFS Courses to be Offered in Kenya, Ethiopia, and Nigeria
BC202: Advances in Behaviour Change Communication for
HIV&AIDS, TB and Malaria
6‐10 June, 2011
Nairobi, Kenya

Promoting positive behaviour change is a complex process requiring a thorough understanding of what motivates
people to adopt or resist new behaviours. Behaviour Change Communication (BCC) approaches recognise that
presenting facts alone does not guarantee behaviour change. Individuals are greatly influenced not only by their
own knowledge about issues but also by social pressures exerted by their peers and the larger community
including culture, societal norms, laws and policies. BCC strategies are therefore designed to accommodate the
stage of behaviour adoption of an individual and to impart knowledge and skills and provide psychosocial support
that individuals need to initiate and sustain change.

This one‐week course is designed to equip programme managers, officers and health educators working in BCC
programmes with skills to design and implement effective interventions for HIV&AIDS. The course resonates with
recent advances and knowledge in communication for health and social change in order to improve health
outcomes. Course content includes overview of behavioral theory and behavior change, designing a BCC strategy,
message development, and M&E amongst others. This course is designed for those working in the field of
HIV&AIDS prevention and education.

Course Focus
Understanding Behaviour and Behaviour change
Designing Effective Behaviour Change Communication Interventions for HIV&AIDS, TB and Malaria
programmes
Promoting health literacy among communities
Developing appropriate messages and Materials to promote Behaviour Change

Course Benefits
At the end of the course, participants will be able to:
Develop effective behaviour change communication approaches for HIV&AIDS, TB and Malaria prevention,
care and support interventions;
Conduct behaviour analysis to identify motivators and inhibitors to behaviour change
Conduct communication, stakeholder and audience analysis
Develop and design appropriate messages and materials for HIV & AIDS prevention care and support
interventions.
Monitor and evaluate behaviour change communication programmes to improve performance.

Audience
This course is designed for programme officers and managers working in the field of HIV&AIDS, TB and Malaria
prevention and education in various sectors. These include the ministries of health, NGOs, reproductive health
organizations, civil society and for‐profit organizations, and Programme Officers working for bi ‐ and multi ‐ lateral
organizations that are responsible for providing technical assistance to national organizations or projects.

Tuition
US$1,000
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IN202: Integration of Reproductive Health/Family Planning
(RH/FP) and HIV/AIDS
20 June‐1 July, 2011 19‐30 September, 2011
Abuja, Nigeria Nairobi, Kenya

The programme of action of the 1994 International Conference on Population and Development (ICPD) called on
all countries to provide a full range of sexual and reproductive health in an integrated manner within the context
of the primary health care system. In order to support the health care system to achieve this goal, Sexual and
Reproductive health managers are frequently asked to add or integrate different types of health services to help
serve better the needs of the client and make services more cost effective. Consequently managers are asking
frequent questions about exactly when, where and how the new health services can be integrated into the current
ones. These questions are often answered on the basis of personal beliefs, rather than on a rigorous framework for
assessing the specific changes needed to deliver integrated services effectively.

This two‐week course has been designed to explore the different aspects and guiding principles of integrating
RH/FP and HIV&AIDS services in order to provide the full range of services called for under the International
Conference on Population and Development (ICPD). The course also provides guidelines on assessing integration at
several organizational levels and offers practical experiences on how to make integration successful. This course is
designed for service providers, managers and planners working in RH/FP and/or HIV&AIDS sectors, NGOs, civil
society, and those responsible for providing technical assistance to national organizations and projects.

Course Focus
Understand integration of components of RH/FP services into health care system
Specific aspects of management of integrated RH/FP programs at national, provincial and district level
(Challenges and opportunities)
Specific management of HIV & AIDS and FP
Making integration work (Planning and budgeting, internal organization, staff roles and responsibilities,
training, services provision, supervision, logistic management, MIS and monitoring)
Integrating RH/FP and HIV& AIDS programmes (Assessing your own organization)

Course Benefits
Understand the components of RH/FP areas
To share and learn from countries participants’ experiences and practices concerning the management of
integrated RH/FP with HIV & AIDS
Understand strategies and approaches for integrating components of RH/FP services into the health care
system
Understand management of specific aspects of HIV & AIDS
Impart knowledge and skills to the public so that they can make informed decision and participate in
HIV/AIDS prevention, treatment and control.
Monitor and evaluate integrated RH/FP services and programs
Mobilize and adequately manage resources for integrated RH/FP services and programs

Audience
This course is designed for service providers, managers and planners working in RH/FP and/or HIV&AIDS sectors,
NGOs, civil society, and those responsible for providing technical assistance to national organizations and projects.

Tuition
US$ 1,500
9
ME101: Introduction to Monitoring and Evaluation of
Reproductive Health and HIV & AIDS Programmes
11‐15 July, 2011
Nairobi, Kenya

Monitoring and Evaluation (M&E) seeks to determine if health and development programs are on track and if they
are making a difference. For an M&E system to succeed, programmatic staff and service providers must
understand what M&E is, how a proper M&E system functions, how to use the various tools, and how M&E is
linked to improved program performance and impact. Topics include M&E design, problem tree analysis, objective
creation, logical frameworks, indicators, basics of qualitative and quantitative research, and data collection tools.

In response to this, CAFS has developed a one‐week course to provide hands‐on skills in designing and
implementing monitoring and evaluation systems and tools in HIV & AIDS programmes. The course provides
training in fundamentals of monitoring and evaluation tools and techniques. The course will incorporate
participatory learning approaches such as group work, case studies, and plenary discussion sessions.

Course Focus
M&E Principals.
Problem Tree Analysis
Objective Creation
Understanding Indicators
Introduction to Logical Frameworks
Understanding Qualitative and Quantitative Methods
Using Qualitative and Quantitative Data Collection Tools

Course Benefits
At the end of the course the participants will be able to:
Understand the importance of M&E and how an M&E system functions;
Define program objectives and indicators;
Follow logical frameworks and link activities to programme impact;
Understand the principals of qualitative and quantitative Research;
Use a monitoring and evaluation system.

Audience
The introductory course targets SRH, HIV&AIDS, or Youth programme officers and managers and service providers
who wish to improve and use monitoring and evaluation skills to achieve their program goals. They will be staff of
government departments and NGOs who wish to improve their understanding of M&E and ability to contribute to
an organization’s M&E system.

Tuition
US$1,000

10
ME202: Advances in Impact Measurement, Monitoring and
Evaluation of Reproductive Health and HIV & AIDS
Programmes
18‐22 July, 2011
Nairobi, Kenya

Reproductive Health (RH) and HIV & AIDS programmes must show impact to ensure that the programs and
services are effectively making a difference. Managers of these programs must be held accountable, show impact,
and carefully select areas of investments in order to maximize the impact of scarce resources. Thus, impact
assessment has become a major step in the planning and implementation of RH and HIV & AIDS programmes, and
monitoring of on‐going projects has become an important internal management tool.

Unfortunately, the capacity to assess impact on an on‐going basis and make the results of such assessment part of
the continuous process of planning and implementing RH and HIV & AIDS programmes is still weak in many
developing countries. Although the demand for such training and skill building is very high, only few organizations
offer such training in the region.

In response to this, CAFS has developed a one‐week course to provide hands‐on skills in designing and
implementing monitoring and evaluation systems and tools in HIV & AIDS programmes.
Course Focus
Advanced monitoring and evaluation concepts and practices
Improved logical framework for programme design
Building performance monitoring and evaluation plans
Selecting process, outcome, and impact indicators
Impact evaluation designs
Collecting data using Qualitative and Quantitative Methods and data analysis
Utilization and feedback of M&E results

Course Benefits
Develop or Improve indicators for the various RH and HIV/AIDS interventions;
Create both quantitative and qualitative data collection tools;
Design and implement data collection and analysis for monitoring and evaluation;
Design and implement monitoring and evaluation plans;
Establish a monitoring and evaluation system.

Audience
The course targets M & E professionals who wish to improve and use monitoring and evaluation skills to achieve
their program goals in RH and HIV & AIDS. They will be programme managers, officers in charge of monitoring and
evaluation, and staff of government departments and NGOs who wish to improve their reporting systems and
promote impact assessment. Participants must have background experience in M&E or have taken ME101.

Tuition
US$1,000

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AD202: Developing Advocacy Strategies for Sexual and
Reproductive Health and HIV & AIDS
1‐5 August, 2011
Nairobi, Kenya

Advocacy has become a requisite tool for reproductive health and HIV & AIDS programme managers and service
providers throughout the continent. As competition for scarce resources increases, advocacy skills become
important tools in influencing the decision‐making process regarding resource allocation.

This one‐week course provides hands‐on experience in designing, developing and setting indicators for monitoring
and evaluating an advocacy campaign and strategy aimed at influencing policy change.

Course Focus
Identifying problems, policy issues and solutions
Setting advocacy goals and objectives
Identifying and researching audiences
Developing and delivering advocacy messages
Using data to advocate for health policy development and planning
Formal and informal decision‐making processes
Building alliances, networks and coalitions
Self‐development skills
Effective presentations
Resources mobilization
Monitoring and evaluating advocacy efforts

Course Benefits
Apply advocacy skills as a tool for change;
Increase the effective use of data as evidence and a tool for advocacy;
Design and implement a strategy for resource mobilization;
Encourage a democratic process by providing people with the skills to make their voices heard;
Influence policy.

Audience
This course targets programme managers and staff of government departments and NGOs who wish to influence
policies in their agencies and/or communities, professionals in institutions, associations and networks involved in
advocacy, researchers interested in promoting the utilization of their findings, trainers and lecturers who work
with advocates.

Tuition
US$1,000

12
OL202: Organizational Development and Learning
17‐21 October, 2011
Nairobi, Kenya

For public and private sector agencies to improve their programmes and services, strategies and systems for
learning and internalizing best practices and lessons learnt must be in place. Agencies in the non‐profit sector are
extremely “knowledge intensive” and rely heavily not only on the knowledge of their employees but the collective
knowledge of the organization. Public and private sector agencies that become “learning organizations” are
constantly innovating their products and services, viewing knowledge as a currency, and have human resource
policies and procedures that staff the agency time and resources. Learning organizations systematically analyze
their programs and services, thrive on change, and low knowledge loss from staff turnover. Making the
transformation to a learning organization requires not only a commitment from the top management of the
agency, but also the leadership skills that are needed to manage change.

This one‐week course focuses on turning individual knowledge into organizational knowledge and how to create
systems and policies to solve problems and improve programme impact.

Course Focus
The concept and principles of organizational learning
Mitigating the impact of staff turnover
Transforming individual knowledge into organizational knowledge
Harnessing the knowledge and experience of employees
Systems and procedures for identifying and sharing promising practices and lessons learned.
External environment Analysis
Organizational knowledge creation and policy change
Change Management

Course Benefits
At the end of this course, participants will be able to
Discuss the benefits of organizational learning;
Develop procedures for mainstreaming individual knowledge into organizational knowledge.
Conduct an environmental scan or situation analysis.
Develop procedures and systems for creating knowledge and changing policy
Manage the change from an average organization/agency to a learning organization/agency
Measure a knowledge management strategy for impact.

Audience
This course is designed for senior personnel of non‐profit organizations; including civil society organizations, donor
agencies, foundations, state and federal ministries and international development agencies

Tuition
US$ 1,000

13
LM202: Leadership and Management of Reproductive Health,
and HIV & AIDS Programmes
24 October‐4 November, 2011
Nairobi, Kenya

The increasingly fast moving and competitive environment we face in the 21st century demands greater leadership
and management from people in order to make organizations prosper. Various factors inside and outside the
organization affect performance and contribute to an organisation’s results. Throughout Africa, dynamic leaders
and managers of RH and HIV/AIDS programmes are seeking practical assistance in leading and managing their
organizations and programmes. The reality of the HIV/AIDS epidemic requires that RH and HIV/AIDS programmes
are well designed and managed in order to achieve desired results.

This two‐week course will enhance modern leadership and management techniques for those dedicated to
achieving organization and program success in the areas of RH and HIV&AIDS. The course will cover content
including enhancing and institutionalizing visionary leadership and management techniques, leading organizational
change, strategic planning amongst others. The course is designed for senior programme managers and executives
of government, NGOs and civil society working within the RH or HIV&AIDS health sectors.

Course Focus
Leadership traits, characteristics and approaches
Vision: Key to Leadership covering Development individual vision and shared vision
Systems Thinking and seeing the big picture
Strategic leadership and management
Relationship management:
o Team building o Communication
o Negotiation skills o Coaching and mentoring
o Conflict management
Leading change and development
Good governance
Developing sustainable programmes
Resource mobilization
Becoming a learning organization
Performance management

Course Benefits
Enhance institutional visionary leadership and management
Lead organizational change, development and sustainability
Identify and mobilize resources for sustainable programmes
Appreciate governance issues and take appropriate action to enhance governance of their organization
Develop capabilities to manage relationship in the organization especially in respect to team building,
negotiation and conflict management, coaching and mentoring, and communication

Audience
The course is designed for senior programme managers and executives of government, NGOs and civil society
working within the RH or HIV&AIDS health sectors.

Tuition
US$1,500
14
KM102: Knowledge Management for Health and Development
Organizations
22‐26 November, 2011
Addis Ababa, Ethiopia

An organization’s knowledge is one of its most important assets. One of the biggest challenges within an
organization is how to manage, document, use, and share the knowledge that employees have. Institutional
knowledge is frequently used ineffectively, misplaced, or lost. As a result, organizations lose time and productivity,
and use additional resources to retrieve, reuse, and regenerate knowledge and information. An effective
Knowledge Management Strategy will enable an organization to generate, codify, store, use, reuse, share, and
disseminate knowledge inside and outside of the organization This will lead to improved performance, time and
resource management. Carrying out a knowledge management strategy will also enable staff to share best
practices and lessons learned resulting in improved programs and services.

The purpose of this one‐week course is to build the capacity of non‐profit organizations in knowledge management
by equipping participants with the knowledge, information, and skills to develop and carry out an effective
knowledge management strategy.

Course Focus
The Concept and Principles of Knowledge Management
Conducting a Knowledge Audit
Identifying Knowledge Gaps and Barriers
Improving Research and Knowledge Generation
Systems for Capturing Tacit Knowledge for Documentation
Systems for Codifying, Storing, and Retrieving Knowledge
Using Communities of Practice
Documenting and Sharing Best Practices and Lessons Learned
Information Dissemination in a Global Environment
Defining KM Roles and Responsibilities
Aligning Knowledge Management to a Strategic Plan
Measuring the Impact of Knowledge Management Activities.

Course Benefits
At the end of this course, participants will be able to
Discuss the organizational benefits of knowledge management;
Carry out a knowledge audit
Develop systems to share best‐practices between staff
Develop systems for codifying, storing, and sharing knowledge
Design, develop, and implement a cost‐effective knowledge management strategy;
Measure a knowledge management strategy for impact.

Audience
This course is designed for senior personnel of non‐profit organizations; including civil society organizations, donor
agencies, foundations, state and federal ministries and international development agencies.

Tuition
US$1,000

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CAFS courses to be offered in Lomé, Togo
Communication pour un Changement de Comportement dans
la Lutte contre le VIH et le Sida, la Tuberculose et le Paludisme
13 ‐ 17 juin 2011

Sur les huit Objectifs du Millénaire pour le Développement (OMD) adoptés par le Sommet du Millénaire des
Nations Unies en septembre 2000, six concernent le développement sanitaire et sa contribution à la réduction de
la pauvreté. La mise en place d’interventions pour faire face à des menaces aussi importantes pour la santé que
sont le VIH, la tuberculose et le paludisme, joue un rôle important dans la réalisation de ces objectifs.

Nous ne pouvons espérer atteindre les OMD ‐ c’est‐à‐dire stopper la propagation du VIH et maîtriser la
tuberculose et le paludisme, sans promouvoir le changement de comportement. Ce dernier est un processus
complexe qui requiert une compréhension totale de ce qui motive les individus à adopter ou à résister à un
comportement nouveau.
Les approches de communication pour le changement de comportement (CCC) insistent sur le fait que la simple
présentation des problèmes réels ne suffit pas pour induire un changement de comportement. Les individus ne
sont pas seulement influencés par leur propre savoir/connaissance sur les problèmes existants, mais aussi et
surtout par les pressions sociales qu’ils subissent de la part de leurs pairs et de la communauté en général y
compris la culture, les normes sociales, les lois et les politiques. C’est la combinaison de ces deux sphères qui
permet de réaliser le changement du comportement humain.

Cette formation vise à doter les participants des compétences nécessaires à la conception, l’élaboration et la mise
en œuvre des interventions de communication pour le changement de comportement en matière de lutte contre
les trois maladies prioritaires du Fonds Mondial que sont le Sida, la Tuberculose et le Paludisme.

Objectifs d’apprentissage
A la fin du cours, les participant(e)s seront capables de :
Identifier les principaux défis auxquels sont confrontés les pays d’Afrique en matière de lutte contre le
VIH/Sida, la Tuberculose et le Paludisme ;
Expliquer le rôle de la communication dans le processus de changement de comportement en matière de lutte
contre le VIH/Sida, la Tuberculose et le Paludisme;
Expliquer le concept de changement de comportement et les facteurs qui affectent ce changement;
Décrire les principes de base de la communication pour le changement de comportement ;
Développer des approches efficaces de communication pour un changement de comportement en faveur de
la prévention, du traitement et du soutien dans le domaine du VIH/Sida, la Tuberculose et le Paludisme ;
Concevoir et développer des messages et du matériel de prévention, de prise en charge et de soutien dans le
domaine de la lutte contre le VIH/Sida, la Tuberculose et le Paludisme ;
Planifier un programme de communication pour le changement de comportement en matière de lutte contre
le VIH/Sida, la Tuberculose et le Paludisme;
Elaborer un plan d’action de mise en œuvre de ce programme au profit de leur organisation.

Eléments du contenu
Principes de base de la communication
Etapes du changement de comportement chez l’individu
Facteurs influençant le changement de comportement
Comportements souhaitables face aux fléaux que constituent le VIH et le sida, la tuberculose et le paludisme
Développement de messages et de supports appropriés pour la promotion du changement de comportement
dans la lutte contre le VIH et le sida, la tuberculose et le paludisme
16
Conception et planification d’une stratégie de communication efficace pour le changement de comportement
dans le domaine de la lutte contre les IST, le VIH et le sida, la tuberculose et le paludisme.

Profil des participants
Ce cours de deux semaines s’adresse :
aux gestionnaires et chargés de programmes des ministères, ONG, société civile travaillant dans le domaine
de la prévention des maladies en général et, en particulier, dans la lutte contre le VIH et le sida, la
tuberculose et le paludisme.
aux chargés de programmes des organisations bilatérales et multilatérales menant des assistances
techniques aux organisations nationales ou aux projets.

Frais de scolarité
1000 US $

17
Management, Leadership et Bonne gouvernance pour les
programmes de développement
18 – 29 juillet 2011

Il est reconnu aujourd’hui que le développement des capacités de leadership, de management et de bonne
gouvernance constitue un atout majeur pour relever les divers défis auxquels les individus et les organisations sont
confrontés, à savoir :

Comment les programmes, les projets et les organisations de quelque nature que ce soit peuvent parvenir à
des résultats probants dans des conditions de plus en plus complexes et changeantes et dans un contexte de
décentralisation ?
Comment les responsables à quelque niveau que ce soit peuvent concentrer les efforts de leurs organisations
pour aborder des problèmes complexes tels que la structuration organisationnelle ?
Comment les responsables peuvent soutenir leur système et processus organisationnel, ou améliorer le
moral et la motivation de leurs proches collaborateurs dans un contexte d’insuffisance de ressources ?
Comment promouvoir la bonne gouvernance et contribuer au bien‐être général et à la prospérité des
communautés ?
Comment concilier les principes de bonne gouvernance avec les différents styles de leadership pour
améliorer la performance et l’efficacité des programmes de développement ?
Quel type de management adopter pour garantir la performance et la durabilité pour les programmes de
développement ?

Les membres d’une organisation à quelque échelon que ce soit sont appelés à répondre d’une façon ou d’une
autre à ces questions cruciales. Qu’ils supervisent des équipes dans l’organisation ou qu’ils exercent des fonctions
d’agents de terrain, qu’ils soient en charge de la gestion d’une organisation, ils doivent apprendre à être des
leaders face à de tels défis.

Ce cours de deux semaines permettra aux participants de concilier leurs capacités de gestionnaires aux pratiques
de leadership et de bonne gouvernance sur le terrain en vue d’atteindre les résultats escomptés au profit des
populations.
Parallèlement au développement des capacités de leadership, de management et de bonne gouvernance, les
participants partageront une vision commune sur un domaine de développement, identifieront les défis
prioritaires, les obstacles qui pourraient s’interposer à l’atteinte des objectifs intermédiaires, des actions
correctrices et s’engageront à les mettre en œuvre dès leur retour au sein de leurs équipes respectives.

A la fin du cours, les participant(e)s seront capables de :
Situer les concepts de leadership, de management et de bonne gouvernance dans le processus
d’amélioration des services en vue de l’obtention des résultats ;
Déterminer les principales composantes de la bonne gouvernance ;
Relever les obligations et les conséquences pratiques en matière de mise en place d’une bonne gouvernance
;
Développer les capacités pour examiner le contexte (ou scanning) en tant que leader (focaliser), en vue d’une
meilleure préparation à la planification des actions ;
Utiliser les outils appropriés pour scanner son environnement interne et externe ;
Améliorer les compétences dans le domaine de la concentration de l’attention en utilisant des outils
appropriés en vue d’une meilleure orientation des efforts ;
Développer les compétences en matière d’alignement et de mobilisation des ressources ;
Développer les capacités d’un bon leadership pour inspirer les collaborateurs ;
Comprendre les relations fonctionnelles existantes entre Bonne Gouvernance et Développement;
Développer un programme de bonne gouvernance à tous les niveaux ;
18
Elaborer un programme de renforcement des capacités de leadership/management et bonne gouvernance
en tenant compte des défis prioritaires et des pratiques requises pour les relever.

Introduction au leadership/management et gouvernance
Cadre conceptuel du leadership, du management et de la bonne gouvernance
Pratiques de ‹‹scanner››
Pratiques de ‹‹focaliser››
Pratiques d’‹‹aligner et de mobiliser››
Pratiques d’‹‹inspirer››
Principales composantes de la bonne gouvernance
Rôles et responsabilités de chaque partie prenante : Conseil d’administration, Comité de gestion,
Direction/Secrétariat Exécutif, etc.
Evaluation d’une organisation des pouvoirs et de contre pouvoirs
Plan d’action pour le renforcement des capacités
Gestion et prévention des conflits d’intérêts dans le contexte de la bonne gouvernance
Obligations juridiques et financières dans la bonne gouvernance
Bonne Gouvernance et Développement Durable
Développement d’un programme de bonne gouvernance.

Ce cours de deux semaines s’adresse à tous les professionnels du secteur de développement, qu’ils soient chargés
de la gestion des programmes ou projets de santé ou non, à tous les niveaux de la hiérarchie, qu’ils soient du
secteur public ou privé.

Frais de scolarité
1500 US $

19
Gestion Efficace des Programmes de Santé
15 – 26 août 2011

La plupart des pays africains sont confrontés de nos jours à des maladies émergentes pour lesquelles des
programmes spécifiques de lutte sont élaborés. Nos pays sont dans la plupart des cas aidés par les partenaires au
développement qui allouent les ressources nécessaires pour gérer ces programmes.
Dans chaque pays, des programmes nationaux sont élaborés pour lutter contre le Sida et les Infections
Sexuellement Transmissibles (IST) et contre les autres endémies telles que le paludisme, la tuberculose, la cécité
des rivières, les schistosomiases, l’ulcère de Buruli, etc. Tous nos pays ont élaboré et disposent de programmes
nationaux de la Santé de la Reproduction pour mieux prendre en charge les problèmes liés à santé de la mère et de
l’enfant, y compris la planification familiale.
Les problèmes relatifs à la santé des jeunes et adolescents constituent aussi une préoccupation particulière de nos
gouvernants.
Certains pays disposent même de bureaux départementaux/régionaux chargés de l’exécution de ces différents
programmes.
La question qu’il convient de se poser de nos jours est de savoir quelles sont les compétences réelles des
responsables de ces programmes en matière de gestion, de leadership, de suivi et d’évaluation des programmes.
Que faire pour rendre la gestion des programmes plus efficace et surtout plus efficiente ?

Ce cours de trois (3) semaines tente de répondre à cette question en renforçant les compétences des responsables
des programmes en conception, élaboration, mise en œuvre, suivi et évaluation des programmes cohérents de
santé.
.
A la fin de la formation, les participants (es) seront capables de:
Maîtriser les connaissances de base sur les différents programmes de santé en cours d’exécution dans nos
pays ;
Identifier les principaux défis auxquels sont confrontés actuellement nos pays en matière de gestion des
programmes de santé ;
Expliquer les concepts clés de gestion d’un programme de santé ;
Maîtriser les concepts et les applications de la Gestion Axée sur les Résultats ;
Etablir la relation entre la planification stratégique et la planification opérationnelle ;
Définir la structure organisationnelle appropriée pour gérer un programme ;
Utiliser les techniques et outils pertinents pour une gestion efficace des programmes de santé ;
Identifier les ressources nécessaires pour une exécution efficace d’un programme de santé;
Décrire les principales étapes de la gestion des ressources humaines, matérielles et financières ;
Gérer efficacement le travail en équipe pour améliorer la qualité des services ;
Utiliser les techniques efficaces de motivation, de délégation et de gestion des conflits ;
Concevoir un système de suivi et d’évaluation des programmes de santé.

Vue globale des programmes de santé (Programmes de SR, IST/VIH & Sida, Paludisme, Tuberculose, etc.)
Principaux défis en matière de gestion des programmes de santé
Eléments d’un programme de santé
Gestion axée sur les résultats
Compétences d’un bon gestionnaire de programmes
Politiques de gestion d’un programme de santé
Rôles et responsabilités des membres de l’équipe d’un programme
Processus de mobilisation des ressources et de gestion financière d’un programme de santé
Gestion des ressources humaines (gestion des conflits, gestion des réunions, constitution d’une équipe de
travail, dynamique de groupe, plaidoyer, délégation de pouvoir, négociation, motivation, etc.).
20
Gestion des ressources matérielles
Supervision et Assurance de la qualité
Suivi et évaluation des programmes
Elaboration d’un plan de gestion et de suivi et évaluation d’un programme.

Ce cours est destiné :
aux gestionnaires actuels ou potentiels des programmes de santé en général dans les différents secteurs que
ce soit gouvernemental ou non gouvernemental (ONG) et surtout le secteur privé ;
aux responsables de la coordination ou de la gestion quotidienne des programmes de santé ;
aux chargés de programmes apportant une assistance technique dans la mise en œuvre des programmes de
santé au niveau des agences de coopération bi ou multilatérales.

Frais de scolarité
1500 US $

21
Suivi et Evaluation des Programmes de Lutte contre le VIH et
le Sida
5 – 16 septembre 2011

La plupart des pays en développement ont du mal à démontrer que les rares ressources mises à leur disposition
ont produit un impact quelconque ; cela à cause du manque de moyens humains et institutionnels capables non
seulement d’apprécier la performance de leurs programmes et projets de développement, mais également
d’identifier les contraintes et les opportunités de leur mise en œuvre afin d’améliorer ces programmes et projets
dans le cadre de la réalisation des Objectifs du Millénaire pour le Développement (OMD).

Les programmes de lutte contre le VIH et le Sida n’échappent pas à cette problématique. Les acteurs de la lutte
contre le VIH et Sida sont confrontés à de nombreuses difficultés relatives au suivi et évaluation des programmes
mis en œuvre. Ces difficultés sont liées soit au caractère parcellaire des systèmes d’information existants sur le VIH
et le Sida, avec comme corollaire notamment une multiplicité d’outils de planification, de collecte, de traitement
et d’analyse des données, une faible fiabilité des données disponibles et la non disponibilité des données de base,
soit au fait que les compétences et capacités des acteurs en charge de suivi et évaluation au niveau des structures
sont limitées (insuffisance de formation et faiblesse organisationnelle).

En surveillant l’évolution de son projet ou programme, le responsable est en mesure de déterminer là où la
performance est excellente, là où elle est adéquate et là où elle est inadéquate. En retour, cette information peut
servir à cibler les domaines qui gagneraient à être améliorés et à allouer stratégiquement les ressources de
manière à rehausser la performance au niveau du projet ou programme.

C’est fort de ce constat que le CEFA, dans sa perspective de promouvoir la culture des résultats dans le secteur
public, privé et dans les ONG en Afrique, s’est engagé à développer ou renforcer les capacités humaines dans le
domaine du VIH et Sida en vue d’améliorer la qualité de la vie des populations africaines.
Ce cours de deux semaines a pour but de renforcer les compétences des gestionnaires des programmes de lutte
contre le VIH et le Sida en suivi et évaluation.

A la fin de la formation, les participant(e)s seront capables de :
Elaborer un cadre de suivi et d’évaluation pour les programmes de lutte contre le VIH/Sida ;
Sélectionner les indicateurs appropriés pour le suivi et évaluation de chaque domaine technique
d’intervention;
Collecter les données aussi bien qualitatives que quantitatives à partir d’outils identifiés ;
Démontrer leurs capacités d’analyse et d’interprétation de données ;
Appliquer les concepts généraux du suivi et de l’évaluation aux domaines techniques spécifiques (soins à
domicile, IST, communication pour le changement de comportements, CDV, orphelins et enfants vulnérables,
PTME, PEC cliniques, Traitement aux ARV) pour la prise de décision, la gestion globale du programme ;
Définir un système de suivi et évaluation impliquant les différents acteurs (différentes parties prenantes) ;
Elaborer un plan de suivi et d’évaluation d’un programme de lutte contre le VIH/sida ;
Elaborer un plan de suivi des recommandations suite à une mission d’évaluation.

Dispositif de suivi et évaluation
Principaux critères et indicateurs pour le suivi et évaluation et le cadre logique
Etapes standard et méthodes d’évaluation
Utilisation des résultats de l’évaluation
Mise en place d’un système de suivi et évaluation
Outils de suivi et évaluation
Elaboration d’un plan de suivi et évaluation
Exploitation et analyse des données recueillies d’une mission de suivi et évaluation
22
Suivi et évaluation des programmes de communication pour le changement de comportement (CCC)
Suivi et évaluation des programmes de soins à domicile
Suivi et évaluation des services de conseil et dépistage volontaire du VIH
Suivi et évaluation des programmes de prévention de la transmission mère‐enfant du VIH
Suivi et évaluation des programmes de prise en charge clinique du VIH (IO, Traitement aux ARV, IST)
Suivi et évaluation des programmes de soutien des OEV.

Ce cours est destiné aux gestionnaires actuels ou potentiels des programmes du VIH et Sida en général dans les
différents secteurs public, privé ou des ONG.
Il s’adresse également aux chargés de programmes du VIH et sida au niveau des agences de coopération bi ou
multilatérales.

Frais de scolarité
1500 US $

23
How to Apply

Application Form

Applicants should complete the course application form in detail and mail to:

The Director, CAFS
CAFS Centre, Mara Road, Upper hill
P.O. Box 60054
00200 Nairobi, Kenya
Tel.: (254‐20) 2731479/2731486
Cell: (254) (0) 722 205 179 /733 601 765
Fax: (254‐20) 273 1489
E‐mail: courses@cafs.org

Funding

Applicants are advised to seek financial assistance from bilateral and multilateral agencies and organizations
operating in their own countries such as USAID, CIDA, UNFPA, FAO, and GTZ. In order to reserve a place in one of
CAFS’ courses, it is advisable to indicate confirmed funding at least six weeks before commencement of the course.
Participants are advised to ensure that payments are made by the sponsoring agency before the training
programme begins. Cheques in favour of CAFS should be mailed to the address stated above. Payments by
telegraphic transfer should be made to the following account:

Centre for African Family Studies (CAFS)
CAFS/ Account No. 100848‐112
CITIBANK N.A., Upper Hill Road, Nairobi
Swiftcode CITI KENA
Nairobi, KENYA

Tuition

Tuition covers administrative and instructional costs, text, materials, supplies, health insurance, field trips, airport
pick‐up and drop‐off and certificate awards.

Air Travel and Per Diem

Airfare, transit expenses and per diem are the responsibility of the sponsoring organization.

Accommodation

Participants are responsible for meeting the costs of their accommodation, meals and other incidentals. CAFS
recommends that all participants stay at the course venue—half board rate (covering bed, breakfast and lunch) is
approximately US$ 80

24
Centre for African Family Studies (CAFS)
Centre D’Etudes de la Famille Africaine (CEFA)

Course application form
Formulaire de candidature aux cours

01. GENERAL INFORMATION/INFORMATIONS GENERALES
Course Applied for/
Cours demandé
Last name/ First Name/
Nom de famille Prénom
Date of Birth/ Sex/ Sexe
Date de naissance
Organisation Name/ Title at Work/
Nom de votre organisme Titre
P.O. Box/ Physical Address/
B.P. Adresse Physique
Telephone Fax
City/ Ville Country/ Pays
Email Internet http://
02. EDUCATION/FORMATION (Begin with most recent and include short‐term or professional training/Enumérez les formations
et stages suivis en commençant par les plus récents)
Institution Subject/Discipline Date Degree/Certificate/
Diplôme/Certificat

03. WORK EXPERIENCE(List current position first)/
EXPERIENCE PROFESSIONNELLE (Commencez par votre poste actuel)
Agency/Agence Position/Titre DatesFrom/to‐ De/A Location/Lieu

04. CURRENT JOB RESPONSIBILITIES/FONCTIONS ACTUELLES

05. EXPECTATIONS/ (Please specify the skills you hope to acquire from this course)/
ATTENTES (Veuillez préciser les connaissances que vous espérez acquérir au cours de ce stage)

06. HOW DID YOU LEARN ABOUT CAFS TRAINING COURSES? TICK ONE/
COMMENT AVEZ‐VOUS ETE INFORME DES COURS DU CEFA ? SPECIFIEZ
i. Mail from CAFS/ Name of CAFS staff/
Courrier Personnel du CEFA (nom) :
ii. Donor/ Bailleur de fond Name of donor/Spécifiez :
iii. Internet Which Web Site?/
Quel site Web ? :
iv. CAFS’ Publication/ Title of publication/
Publication du CEFA Titre de publication :
25
v. Advert/ Annonce Which newspaper/
publicitaire Quel journal ? :
vi. Alumni/ Anciens Indicate organisation/
participants Indiquer l’organisation :
vii. Other/ Autre Specify/Spécifiez :
07. PLEASE INDICATE THE NAME AND ADDRESS OF THE ORGANISATION THAT HAS AGREED TO PAY FOR YOUR
PARTICIPATION/ VEUILLEZ INDIQUER LE NOM ET L’ ADRESSE DE L’AGENCE QUI A ACCEPTE DE PAYER VOS FRAIS DE
PARTICIPATION

Organisation: Contact Person/Personne contact:
P.O. Box No/B.P.: City/ Ville:
Country/Pays: Email:
Telephone/Téléphone: Fax:
To the best of my knowledge the information supplied above is correct and true/
Je certifie que les informations données ci‐dessus sont correctes

Applicant’s Signature/Signature du candidat Date:

08. AS A SUPERVISOR, PLEASE INDICATE WHAT YOUR ORGANISATION EXPECTS TO BENEFIT FROM THIS COURSE/ IL
EST DEMANDE AU SUPERIEUR HIERARCHIQUE DE PRECISER LES CONNAISSANCES QUE L’ORGANISATION COMPTE
ACQUERIR A TRAVERS LE CANDIDAT
Name/Nom: Position:
Telephone/ Téléphone: Fax:
Email:

Signature: Date:

Please return the completed form to: Veuillez renvoyer le formulaire rempli au:
The Director, CAFS Chef du Bureau du CEFA
CAFS Centre, Mara Road, Upper Hill Immeuble BTCI, 6è étage, Boulevard Circulaire
P.O. Box 60054‐ 00200 Nairobi, Kenya B.P. 80529, Lomé, Togo
Tel: 254‐20‐2731479/2731486; Fax: 254‐20‐2731489 Tél: 228‐222 36 40
Cell: 254‐722 205179/733 601765 Fax: 228‐222 35 87
E‐mail: courses@cafs.org http://www.cafs.org E‐mail: cefa@cefalome.org

26

CAFS 2011 Course Catalouge (Final)

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