{"id":10402,"date":"2026-10-11T14:00:00","date_gmt":"2026-10-11T10:00:00","guid":{"rendered":"https:\/\/matsh.co\/en\/?post_type=course&#038;p=10402"},"modified":"2026-10-05T01:30:04","modified_gmt":"2026-10-04T21:30:04","slug":"partnership-consortium-management-ngos-course","status":"publish","type":"course","link":"https:\/\/matsh.co\/en\/course\/partnership-consortium-management-ngos-course\/","title":{"rendered":"Partnership and Consortium Management for NGOs Course"},"content":{"rendered":"\n.pcm-hook{background:#f8fafc;border:1.5px solid #d0dce8;border-radius:16px;padding:36px 40px;margin-bottom:32px}.pcm-hook p{font-size:1rem;color:#2d3a4a;line-height:1.85;margin:0 0 20px}.pcm-stats{display:flex;flex-wrap:wrap;gap:14px;margin-top:24px}.pcm-stat{background:#fff;border:1.5px solid #d0dce8;border-radius:12px;padding:16px 20px;flex:1;min-width:150px;text-align:center}.pcm-stat strong{display:block;font-size:1.38rem;font-weight:800;color:#6a7350}.pcm-stat span{font-size:.75rem;color:#5a6a7e;line-height:1.5;display:block;margin-top:5px}.pcm-source{font-size:.72rem!important;color:#6b7788!important}.pcm-pain{background:#f7f8f2;border-left:5px solid #6a7350;border-radius:0 14px 14px 0;padding:30px 34px;margin-bottom:44px}.pcm-pain ul{line-height:2;color:#363c29}.pcm-h{font-size:1.45rem;font-weight:800;color:#363c29;border-bottom:3px solid #6a7350;padding-bottom:10px;margin:44px 0 24px}.pcm-cards,.pcm-regions{display:grid;grid-template-columns:repeat(auto-fit,minmax(230px,1fr));gap:18px;margin-bottom:44px}.pcm-card,.pcm-region{border:1.5px solid #d2d8c1;border-radius:14px;padding:22px 20px;background:#fff}.pcm-card h4,.pcm-region h4{margin:8px 0;color:#363c29;font-size:.95rem}.pcm-card p,.pcm-region p{margin:0;font-size:.84rem;color:#3a5578;line-height:1.65}.pcm-gains{background:#f7f8f2;border-radius:16px;padding:36px;margin-bottom:44px}.pcm-gg{display:grid;grid-template-columns:repeat(auto-fit,minmax(240px,1fr));gap:14px}.pcm-g{background:#fff;border-radius:10px;padding:16px 20px;display:flex;gap:12px;font-size:.88rem;line-height:1.65}.pcm-g i{color:#6a7350;font-style:normal}.pcm-m{border:1.5px solid #d2d8c1;border-radius:14px;overflow:hidden;margin-bottom:16px}.pcm-mh{background:#363c29;color:#fff;padding:16px 24px;display:flex;gap:16px;align-items:center}.pcm-mn{background:#6a7350;width:38px;height:38px;border-radius:50%;display:flex;align-items:center;justify-content:center;font-weight:800}.pcm-mb{padding:22px 26px}.pcm-mb p{color:#444f5e;line-height:1.8;font-size:.93rem}.pcm-mb ul{color:#444f5e;line-height:1.95;font-size:.9rem}.pcm-work{padding:12px 16px;background:#f7f8f2;border-radius:8px;color:#363c29!important;font-weight:600}.pcm-faq{border-bottom:1px solid #d2d8c1;padding:18px 0}.pcm-faq b{display:block;color:#363c29;margin-bottom:8px}.pcm-faq span{color:#3a5578;font-size:.88rem;line-height:1.75}.pcm-rel{display:grid;grid-template-columns:repeat(auto-fit,minmax(220px,1fr));gap:14px;margin-bottom:44px}.pcm-rel a{border:1.5px solid #d2d8c1;border-radius:10px;padding:16px 18px;text-decoration:none;color:#363c29;font-weight:600;font-size:.88rem}.pcm-cta{background:linear-gradient(135deg,#6a7350,#363c29);border-radius:16px;padding:44px;text-align:center;color:#fff;margin-top:44px}.pcm-cta h3{font-size:1.5rem;color:#fff;margin:0 0 12px}.pcm-cta p{color:#fff;opacity:.9;line-height:1.7}.pcm-tbl{width:100%;border-collapse:collapse;font-size:.9rem}.pcm-tbl td{padding:14px 24px;border-bottom:1px solid #d2d8c1}\n<div class=\"pcm-hook\"><h2 style=\"font-size:clamp(1.15rem,2.5vw,1.5rem);font-weight:800;color:#1a2535;margin:0 0 14px\">A Consortium Is Not a Group of Organisations Sharing One Donor Contract. It Is a Governance System That Has to Work Under Pressure.<\/h2><p>Partnerships often look strongest at proposal stage.<\/p><p>Roles are described positively. Complementarity is emphasised. Governance diagrams are simple. Everyone agrees on the overall outcome.<\/p><p>Then implementation begins.<\/p><p>One partner controls the donor relationship. Another controls field delivery. Financial information arrives late. Reporting expectations are interpreted differently. A local partner carries operational risk but has little influence over decisions. Technical disagreements turn into governance problems. One partner underperforms and nobody is clear whether the issue belongs to programme leadership, contract management or the consortium board.<\/p><p>Current FCDO programme guidance emphasises clarity of roles, responsibilities, accountability, finances, risk and delivery-chain mapping when external partners are used. CHS Alliance's recent partnership work also highlights the shift from top-down expectations toward stronger partnership with local and national organisations.<\/p><p>This course teaches how to build and run that system deliberately: structure, roles, partner selection, governance, funding flows, risk, performance, conflict resolution, localisation and close-out.<\/p><div class=\"pcm-stats\"><div class=\"pcm-stat\"><strong>Map the delivery chain<\/strong><span>Current FCDO guidance requires visibility over downstream delivery partners, functions, funding flows and risk-management arrangements. Source: FCDO.<\/span><\/div><div class=\"pcm-stat\"><strong>Roles before delivery<\/strong><span>FCDO's mobilisation stage stresses clarity on roles, responsibilities, accountability, stakeholders, finance and risk before delivery.<\/span><\/div><div class=\"pcm-stat\"><strong>Partnership, not transfer of burden<\/strong><span>Recent CHS Alliance work highlights the importance of resourcing and strengthening local partners rather than imposing standards without support. Source: CHS Alliance, 2026.<\/span><\/div><\/div><p class=\"pcm-source\"><a href=\"https:\/\/www.gov.uk\/government\/publications\/fcdo-programme-operating-framework\" target=\"_blank\" rel=\"noopener\">FCDO Programme Operating Framework 2026<\/a> \u00b7 <a href=\"https:\/\/www.chsalliance.org\/get-support\/article\/dutch-relief-alliance-and-chs-alliance-bringing-chs-commitments-closer-to-communities\/\" target=\"_blank\" rel=\"noopener\">CHS Alliance Partnership Practice<\/a>. Evidence is contextual; jurisdiction-specific or specialist advice remains separate where relevant.<\/p><\/div><div class=\"pcm-pain\"><p style=\"font-weight:700;font-size:1.05rem;margin:0;color:#363c29\">Consortia become unstable when:<\/p><ul><li>proposal-stage roles are too vague to govern delivery<\/li><li>the lead agency controls information and decisions disproportionately<\/li><li>partner selection is based on relationships rather than capability and risk<\/li><li>due diligence is treated as a pass\/fail gate instead of an ongoing management tool<\/li><li>financial and programme reporting calendars are misaligned<\/li><li>downstream risks are not visible at consortium level<\/li><li>members interpret donor obligations differently<\/li><li>technical disagreements escalate because decision rights are unclear<\/li><li>local partners carry delivery\/accountability burdens without equivalent influence or resources<\/li><li>shared indicators exist but data responsibilities are unclear<\/li><li>conflict is personalised instead of governed<\/li><li>close-out leaves unresolved advances, assets, data or stakeholder commitments.<\/li><\/ul><\/div><h2 class=\"pcm-h\">How This Applies Across the Markets MATSH Serves<\/h2><div class=\"pcm-regions\"><div class=\"pcm-region\"><h4>GCC<\/h4><p>Applications include foundations, humanitarian\/development funding, CSR partnerships and regional programmes bringing together NGOs, government and specialist partners.<\/p><\/div><div class=\"pcm-region\"><h4>Africa<\/h4><p>Highly relevant to donor-funded consortia, localisation, multi-country programmes and partnerships between international, national and community organisations.<\/p><\/div><div class=\"pcm-region\"><h4>Asia<\/h4><p>Participants consider large delivery networks, national\/local partners, multi-country consortia and complex reporting structures.<\/p><\/div><div class=\"pcm-region\"><h4>Europe<\/h4><p>Applications include institutional funding, EU-style consortia, humanitarian\/development alliances and formal partnership governance.<\/p><\/div><\/div><h2 class=\"pcm-h\">Who Should Attend<\/h2><div class=\"pcm-cards\"><div class=\"pcm-card\"><div style=\"font-size:1.8rem\">\ud83e\udded<\/div><h4>Consortium and Partnership Managers<\/h4><p>Running multi-organisation programmes and governance.<\/p><\/div><div class=\"pcm-card\"><div style=\"font-size:1.8rem\">\ud83d\udcca<\/div><h4>NGO Programme Directors<\/h4><p>Responsible for consortium performance and donor relationships.<\/p><\/div><div class=\"pcm-card\"><div style=\"font-size:1.8rem\">\ud83e\udd1d<\/div><h4>Grant and Compliance Managers<\/h4><p>Managing flow-down obligations and partner assurance.<\/p><\/div><div class=\"pcm-card\"><div style=\"font-size:1.8rem\">\ud83c\udfe2<\/div><h4>Finance and Operations Leads<\/h4><p>Managing funding flows, partner advances and shared controls.<\/p><\/div><div class=\"pcm-card\"><div style=\"font-size:1.8rem\">\ud83c\udfaf<\/div><h4>Localisation \/ Partnership Teams<\/h4><p>Working to improve power balance and partner capability.<\/p><\/div><div class=\"pcm-card\"><div style=\"font-size:1.8rem\">\ud83d\udc54<\/div><h4>Senior Leaders and Consortium Board Members<\/h4><p>Making high-level decisions across member organisations.<\/p><\/div><\/div><div class=\"pcm-gains\"><h2 style=\"font-size:1.45rem;font-weight:800;color:#363c29;margin:0 0 6px\">What You Will Leave With<\/h2><p>- <strong>A consortium operating model<\/strong>, defining members, lead role and interfaces. - <strong>A governance matrix<\/strong>, clarifying decision rights and escalation. - <strong>A partner-selection and due-diligence framework<\/strong>, proportionate to risk. - <strong>A delivery-chain map<\/strong>, showing roles, funding and accountability. - <strong>A shared reporting calendar<\/strong>, aligning programme, finance and donor deadlines. - <strong>A consortium risk register<\/strong>, distinguishing shared and partner-specific risks. - <strong>A performance-management process<\/strong>, addressing underperformance early. - <strong>A conflict-resolution protocol<\/strong>, separating technical disagreement from governance failure. - <strong>A localisation\/power review<\/strong>, identifying where roles, cost recovery or decision influence are unbalanced. - <strong>A close-out checklist<\/strong>, covering finance, assets, data, communications and obligations.<\/p><div class=\"pcm-gg\"><div class=\"pcm-g\"><i>\u2713<\/i><span><strong>A consortium operating model<\/strong>, defining members, lead role and interfaces.<\/span><\/div><div class=\"pcm-g\"><i>\u2713<\/i><span><strong>A governance matrix<\/strong>, clarifying decision rights and escalation.<\/span><\/div><div class=\"pcm-g\"><i>\u2713<\/i><span><strong>A partner-selection and due-diligence framework<\/strong>, proportionate to risk.<\/span><\/div><div class=\"pcm-g\"><i>\u2713<\/i><span><strong>A delivery-chain map<\/strong>, showing roles, funding and accountability.<\/span><\/div><div class=\"pcm-g\"><i>\u2713<\/i><span><strong>A shared reporting calendar<\/strong>, aligning programme, finance and donor deadlines.<\/span><\/div><div class=\"pcm-g\"><i>\u2713<\/i><span><strong>A consortium risk register<\/strong>, distinguishing shared and partner-specific risks.<\/span><\/div><div class=\"pcm-g\"><i>\u2713<\/i><span><strong>A performance-management process<\/strong>, addressing underperformance early.<\/span><\/div><div class=\"pcm-g\"><i>\u2713<\/i><span><strong>A conflict-resolution protocol<\/strong>, separating technical disagreement from governance failure.<\/span><\/div><div class=\"pcm-g\"><i>\u2713<\/i><span><strong>A localisation\/power review<\/strong>, identifying where roles, cost recovery or decision influence are unbalanced.<\/span><\/div><div class=\"pcm-g\"><i>\u2713<\/i><span><strong>A close-out checklist<\/strong>, covering finance, assets, data, communications and obligations.<\/span><\/div><\/div><\/div><h2 class=\"pcm-h\">Programme Curriculum<\/h2><div class=\"pcm-m\"><div class=\"pcm-mh\"><div class=\"pcm-mn\">1<\/div><strong>Consortium Architecture, Partner Selection and Roles<\/strong><\/div><div class=\"pcm-mb\"><p><strong>Why this module matters:<\/strong> Weak governance often begins with a partnership structure designed mainly to win funding.  Participants learn to:<\/p><ul><li>define why a consortium is needed<\/li><li>identify complementary capabilities<\/li><li>distinguish lead, member and downstream partner roles<\/li><li>establish partner selection criteria<\/li><li>assess strategic fit and delivery capacity<\/li><li>conduct proportionate due diligence<\/li><li>define consortium-wide versus partner-specific responsibilities<\/li><li>map donor flow-down obligations<\/li><li>document role boundaries<\/li><li>create a consortium charter.<\/li><\/ul><p class=\"pcm-work\"><strong>Workshop:<\/strong> Design a consortium structure for a multi-partner programme.<\/p><\/div><\/div><div class=\"pcm-m\"><div class=\"pcm-mh\"><div class=\"pcm-mn\">2<\/div><strong>Governance, Decision Rights and Accountability<\/strong><\/div><div class=\"pcm-mb\"><p><strong>Why this module matters:<\/strong> Consensus sounds attractive until a decision is urgent and partners disagree.  Participants learn to:<\/p><ul><li>design boards, steering groups and technical forums<\/li><li>define voting\/consensus rules<\/li><li>assign delegated authority<\/li><li>separate donor-contract accountability from partnership governance<\/li><li>manage conflicts of interest<\/li><li>define escalation thresholds<\/li><li>document decisions<\/li><li>manage changes in partner roles<\/li><li>handle non-performance governance<\/li><li>review governance effectiveness.<\/li><\/ul><p class=\"pcm-work\"><strong>Simulation:<\/strong> Resolve a deadlocked consortium decision with competing partner interests.<\/p><\/div><\/div><div class=\"pcm-m\"><div class=\"pcm-mh\"><div class=\"pcm-mn\">3<\/div><strong>Funding Flows, Reporting and Shared Controls<\/strong><\/div><div class=\"pcm-mb\"><p><strong>Why this module matters:<\/strong> Partnership trust breaks quickly when money, reports and evidence move unpredictably.  Participants learn to:<\/p><ul><li>map funding flows<\/li><li>align partner budgets and donor budget structure<\/li><li>manage advances and reconciliations<\/li><li>define reporting templates and cut-offs<\/li><li>harmonise evidence requirements<\/li><li>integrate finance and programme review<\/li><li>manage shared procurement or assets<\/li><li>reduce duplicated reporting where possible<\/li><li>maintain delivery-chain visibility<\/li><li>escalate financial\/control concerns proportionately.<\/li><\/ul><p class=\"pcm-work\"><strong>Workshop:<\/strong> Build a consortium reporting and funding-flow calendar.<\/p><\/div><\/div><div class=\"pcm-m\"><div class=\"pcm-mh\"><div class=\"pcm-mn\">4<\/div><strong>Risk, Performance, Conflict and Localisation<\/strong><\/div><div class=\"pcm-mb\"><p><strong>Why this module matters:<\/strong> Strong partnerships can tolerate disagreement because they have ways to manage it fairly.  Participants learn to:<\/p><ul><li>identify shared and partner-specific risk<\/li><li>monitor due-diligence actions<\/li><li>manage underperformance<\/li><li>build corrective action plans<\/li><li>distinguish technical disputes from relationship\/governance problems<\/li><li>facilitate difficult partner conversations<\/li><li>review cost recovery and resource burden<\/li><li>assess decision influence<\/li><li>strengthen local-partner capability rather than transfer compliance burden<\/li><li>preserve accountability while improving partnership equity.<\/li><\/ul><p class=\"pcm-work\"><strong>Workshop:<\/strong> Diagnose a failing partnership and design a recovery plan.<\/p><\/div><\/div><div class=\"pcm-m\"><div class=\"pcm-mh\"><div class=\"pcm-mn\">5<\/div><strong>Adaptation, Transition and Consortium Close-Out<\/strong><\/div><div class=\"pcm-mb\"><p><strong>Why this module matters:<\/strong> Partnerships need controlled change when context, donor requirements or partner capacity shifts.  Participants learn to:<\/p><ul><li>amend roles and workplans<\/li><li>manage partner entry\/exit<\/li><li>transfer responsibilities<\/li><li>close advances and commitments<\/li><li>manage shared assets\/data<\/li><li>communicate transition to stakeholders<\/li><li>capture partnership learning<\/li><li>manage post-award relationships<\/li><li>preserve institutional knowledge<\/li><li>conduct final partnership review.<\/li><\/ul><p class=\"pcm-work\"><strong>Capstone:<\/strong> Present a consortium operating model and governance plan.<\/p><\/div><\/div><div style=\"border:1.5px solid #d2d8c1;border-radius:14px;overflow:hidden;margin-bottom:44px\"><div style=\"background:#f7f8f2;padding:18px 24px\"><strong style=\"color:#363c29\">Course At a Glance<\/strong><\/div><table class=\"pcm-tbl\"><tr><td style=\"font-weight:600;color:#363c29;width:35%\">Format<\/td><td>Comprehensive modular curriculum, delivered flexibly<\/td><\/tr><tr><td style=\"font-weight:600;color:#363c29;width:35%\">Locations<\/td><td>Multiple locations, online available<\/td><\/tr><tr><td style=\"font-weight:600;color:#363c29;width:35%\">Methodology<\/td><td>Governance simulations, partner-risk cases, funding-flow workshops and consortium capstone<\/td><\/tr><tr><td style=\"font-weight:600;color:#363c29;width:35%\">Best for<\/td><td>Consortium managers, NGO directors, grant\/compliance, finance\/operations, localisation teams and board members<\/td><\/tr><tr><td style=\"font-weight:600;color:#363c29;width:35%\">What's Included<\/td><td>Consortium charter, governance matrix, partner due-diligence tool, delivery-chain map, reporting calendar and certificate<\/td><\/tr><\/table><\/div><h2 class=\"pcm-h\">Stress-Test the Consortium Before the First Crisis<\/h2>\n<p>Consortium governance works best when the difficult decisions have been designed before funding pressure, delivery failure or partner disagreement forces them into the open. Participants use a governance stress test to expose where the partnership is relying on goodwill instead of an agreed mechanism.<\/p>\n<ul>\n<li><strong>Decision rights:<\/strong> define what the lead can decide alone, what requires consultation and which reserved matters need collective approval.<\/li>\n<li><strong>Escalation:<\/strong> set the route for unresolved programme, finance, safeguarding, procurement and performance issues, including when senior leadership must step in.<\/li>\n<li><strong>Partner performance:<\/strong> agree how delays, quality problems and corrective actions will be documented without turning routine management into an adversarial process.<\/li>\n<li><strong>Financial responsibility:<\/strong> clarify cost recovery, shared costs, cash-flow expectations and the consequences of unsupported expenditure.<\/li>\n<li><strong>Change:<\/strong> establish how scope shifts, donor amendments, partner substitution and reallocation decisions will be approved.<\/li>\n<li><strong>Exit:<\/strong> define what happens to data, assets, staff responsibilities, beneficiary commitments and donor communication if a partner withdraws.<\/li>\n<\/ul>\n<p>Participants apply the test to a realistic consortium scenario and translate the findings into a decision matrix, escalation map and meeting structure. The objective is not to eliminate disagreement. It is to prevent disagreement from becoming paralysis because authority, evidence and escalation were never defined clearly enough at the start.<\/p>\n\n<div class=\"matsh-cluster-link\" style=\"margin:34px 0;padding:20px 22px;border:1px solid #d9e2ea;border-radius:12px;background:#f8fafc\"><strong>Explore the wider Governance &amp; Compliance cluster:<\/strong> <a href=\"https:\/\/matsh.co\/en\/course-category\/governance-compliance\/\">browse related Governance &amp; Compliance courses<\/a> to compare adjacent skills, pathways and training options.<\/div>\n<h2 class=\"pcm-h\">Common Questions<\/h2><div><div class=\"pcm-faq\"><b>How is this different from Grant Management?<\/b><span>Grant Management focuses on managing one award. This course goes deeper into the governance and operational complexity created when several organisations share delivery responsibility.<\/span><\/div><div class=\"pcm-faq\"><b>Is this only for international NGOs?<\/b><span>No. It is equally relevant to national NGOs, local organisations, foundations and other consortium members.<\/span><\/div><div class=\"pcm-faq\"><b>Does it cover localisation?<\/b><span>Yes, specifically the governance, resource and accountability dimensions of partnership, while avoiding simplistic assumptions that one partnership model works everywhere.<\/span><\/div><div class=\"pcm-faq\"><b>Is this a legal partnership-contract course?<\/b><span>No. It covers operating and governance design. Formal legal agreements require appropriate legal review.<\/span><\/div><\/div><div class=\"pcm-rel\"><a href=\"\/en\/course\/grant-management-donor-compliance-course\/\">\u2192 Grant Management and Donor Compliance<\/a><a href=\"\/en\/course\/results-based-management-course\/\">\u2192 Results-Based Management<\/a><a href=\"\/en\/course\/program-management-multi-project-environments-course\/\">\u2192 Program Management for Multi-Project Environments<\/a><a href=\"\/en\/course\/financial-management-ngos-donor-funded-projects-course\/\">\u2192 Financial Management for NGOs and Donor-Funded Projects<\/a><\/div><div class=\"pcm-cta\"><h3>A Strong Consortium Does Not Eliminate Tension. It Makes Tension Manageable Without Breaking Delivery.<\/h3><p>Build partnerships with clearer roles, fairer governance and stronger shared accountability.<\/p><div style=\"display:flex;flex-wrap:wrap;gap:14px;justify-content:center\"><a href=\"\/en\/register\/?course=Partnership+and+Consortium+Management+for+NGOs\" style=\"background:#fff;color:#363c29;font-weight:800;padding:14px 32px;border-radius:8px;text-decoration:none\">Register Now \u2192<\/a><a href=\"\/en\/upcoming-courses\/?course=partnership-consortium-management-ngos-course\" style=\"color:#fff;padding:14px 32px;border-radius:8px;font-weight:700;text-decoration:none\">View All Dates<\/a><a href=\"\/en\/contact-us\/?type=inhouse&amp;course=Partnership+and+Consortium+Management+for+NGOs\" style=\"color:#fff;padding:14px 32px;border-radius:8px;font-weight:700;text-decoration:none\">In-House for My Team<\/a><\/div><\/div>","protected":false},"excerpt":{"rendered":"<p>Design and manage stronger NGO partnerships and consortia through clear roles, governance, due diligence, funding flows, shared risk, performance, localisation and close-out.<\/p>\n","protected":false},"featured_media":10880,"template":"","meta":{"_kad_post_transparent":"","_kad_post_title":"","_kad_post_layout":"","_kad_post_sidebar_id":"","_kad_post_content_style":"","_kad_post_vertical_padding":"","_kad_post_feature":"","_kad_post_feature_position":"","_kad_post_header":false,"_kad_post_footer":false,"_kad_post_classname":""},"course_pillar":[392],"course-category":[476],"venue":[],"class_list":["post-10402","course","type-course","status-publish","has-post-thumbnail","hentry","course_pillar-professional","course-category-governance-compliance"],"_links":{"self":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/course\/10402","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/course"}],"about":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/types\/course"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/media\/10880"}],"wp:attachment":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/media?parent=10402"}],"wp:term":[{"taxonomy":"course_pillar","embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/course_pillar?post=10402"},{"taxonomy":"course-category","embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/course-category?post=10402"},{"taxonomy":"venue","embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/venue?post=10402"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}