How can you improve communication between program coordinators and financial staff?

I agree. In my experience keeping the financial staff engaged throughout the program development process can aid both areas in success while limiting surprises that could result in impacts to the program.

I do agree 100%. We must work closely in all phases of the project implementation: planning, implementation, monitoring, and evaluation. And working jointly to ensure funds are utilized for the intended purpose. The finance colleagues must see themselves as part of the project implementation and monitoring process. They want only to pay and leave out accountability to only technical staff. At times, technical staff also need to include their finance colleagues in the monitoring process and should not think they are only on the project to facilitate payment of funds. A Good understanding of respective roles and how they help achieve the project's goal will be beneficial.

Para lograr una mejora en la comunicación entre los coordinadores de programas y el personal financiero una buena estrategia es generar espacios de capacitación cruzada. ?Cómo? Brindando oportunidades de capacitación a los coordinadores de programas sobre conceptos financieros clave y proporcionando al personal financiero una comprensión más profunda de los objetivos y desafíos específicos de los programas. Esto fomentará un entendimiento mutuo y facilitará la colaboración.

Program coordinators and Finance staff all play a complimentary role for a sucessfull implementation of the project. Throughout the various stages of the project there must be regular meeting between coordinators and finance staff . Project planning cannot be complete without the contribution from finance satff. Field report from coordinators to finance during Implemetaion and monitoring is a good way of ensuring communication and collaboration between the two departments . Furthermore submitting and discussing financial reports with coordinators goes a long way to maintain communication and ensure collaboration between the two departments. Regular reports discussion from both department is the key to ensure impoved communication .

Improve communication between program coordinators and financial staff by establishing regular cross-functional meetings, fostering an open dialogue to address concerns, and implementing a shared documentation system to enhance transparency and streamline information exchange.

La comunicación no solo se relaciona con roles, procesos y procedimientos, sino también con una actitud y una vocación personal de brindar, aportar y/o construir una dinámica de comunicación en los equipos de trabajo, en la articulación de diferentes roles. Si esta vocación de comunicación existe entonces los procesos, herramientas y metodologías que se acuerdan la tarea será más sencilla. Si esto no ocurre, las cosas no fluirán, aparecerán las demoras, las ausencias de información compartida, etc. Comunicar y comunicarse es una cuestión básica en cualquier equipo, pero en los grupos en ocasiones se confunde con que el que tiene información es poder, y se equivocan porque el poder reside en trabajar en EQUIPO y circular los mensajes claves.

Clear, ongoing and transparent communication channels are always key for any activity within an organisation. It enables staff the chance to sort out challenges and misunderstandings and also, the possibility of planning and become open to oportunities.

For instance, you can set up a weekly email update on budget expenditures, using a standardized template to ensure consistency. Financial requests can be submitted through a designated online form with clear guidelines on submission deadlines and approval processes. Financial information can be stored and shared using a cloud-based platform accessible to both teams. In case of disputes, there can be a predefined escalation process involving designated team members from both sides to resolve the issue efficiently. This structured approach helps streamline communication and reduces the likelihood of misunderstandings or redundant efforts.

La clave siempre estará en el código compartido que se use para la difusión y diseminación de mensajes e información. Sin este código compartido lo sencillo puede ser complejo sin saberse el porque...Logré más éxito cuando este código era sabido por todo el equipo y no impuesto por alguien, es importante la apropiación de esta manera de comunicarse para que las cosas funcionen.

La retroalimentación es central, pero esto requiere un aprendizaje (y entrenamiento) de responsables y supervisores encargados de brindarla. En ocasiones no se saben cómo hacerla, se tiene torpeza y se omiten aspectos importantes, como generar conexión, empatía, claridad en los mensajes y brindar un buen feedback para que las personas crezcan en la tarea, y tengan una visión constructiva de los aspectos a mejorar para su desempe?o profesional y personal.

For instance, after successfully completing a major project, the program coordinator can send a thanku email to the financial staff highlighting their valuable support in managing the budget effectively. Similarly, the financial staff can recognize the program coordinators for their excellent planning and execution, praising their organizational skills and attention to detail. Constructive feedback can also b given during regular team meetings, whr both parties can discuss areas for improvement n provide suggestions for enhancing collaboration. Celebrating achievements, such as meeting project milestones or exceeding financial targets, can b done thru team lunches or small awards ceremonies to reinforce a culture of appreciation n teamwork.

Para aprender unos de otros tiene que haber un espíritu colaborativo, ganas de compartir información, búsquedas, errores y aciertos. Si no se reconocen las cosas que no se saben es imposible tener apertura en los procesos de aprendizajes personales o institucionales. El jugar en equipo es una competencia que se desarrolla, se aprende y se amplía la mirada respecto los resultados que se buscan, ya que colaborar es fundamental para cualquier programa de trabajo. El saber jugar en equipo y aprender junto a otros son competencias necesarias para cualquier rol.

Enfocarse en la solución del problema, basados en los diferentes roles y experiencias, ayudan a comprender las causas, facilitan el aprendizaje y colaboración para tomar decisiones que eviten la repetición del mismo.

In a hypothetical scenario where a program coordinator and a financial staff member disagree on budget allocation for a new initiative, they choose to address the conflict constructively. They first identify the root causes, listen to each other's perspectives, negotiate a compromise, and monitor progress to ensure success. This approach strengthens their relationship, builds trust, and shows their commitment to effective collaboration.

Finance often baffles people in all kinds of roles across an organisation despite it being the lynch pin for everything that organisation undertakes. There are 3 simple rules I always utilise to make sure Programmes understand finance; 1. Speak in simple language. Explain the way finance is managed and the way you want things recorded in easy to understand terms. It often helps to see how programme finance fits into the bigger organisation. 2. Use a template. Have a template that all the projects and programmes use. Explain how it works and how it feeds into the overall picture. 3. Update regularly. Keep on top of the finances. Understand the programme position inside out and be able to talk to it at any time.

Communication has one language simple and clear. Especially, working in any organization it needs to follow certain rules and regulations regarding privacy and interest. It needs to be open, accountable and transparent for all those who need to know and for those not concerned it should be unilateral.