Logical Framework Planning Matrix: Turkish Red Crescent Organisational Development Programme

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1 Logical Framework Planning Matrix: Turkish Red Crescent Organisational Development Programme Indicators Sources of verification Assumption/risks Overall Goal The Turkish Red Crescent as a key part of civil society is better placed to support the country s most vulnerable people. The Turkish Red Crescent shows measurable progress in the quality and quantity of its service delivery and advocacy in the four core areas and in the process of achieving the characteristics of a Well Functioning National Society: it has a strong foundation with a clearly identified mission, a consolidated legal base and well developed branch network. it has a strong leadership, solid and diversified human and financial resources. its financial management is transparent and accountable. structures, systems and procedures to implement relevant and effective programmes are in place. national society provides increased and relevant services to vulnerable people. By the end of 2006: The Turkish Red Crescent has adequate organizational and service capacity to deliver efficient, effective and sustainable services at central and local levels in accordance with its mission, vision and fundamental principles. through its network of well-developed branches, the Turkish Red Crescent delivers well-planned, managed, monitored and evaluated programmes consistent with the National Society s mission, vision and policies. the Turkish Red Crescent has functioning volunteer management system and volunteers who are engaged in providing assistance to their communities. Policy and strategy documents. Programme monitoring/evaluation reports. National society selfassessment reports. The National Society leadership maintain their commitment to change. Political environment in the country remains conducive to the National Society s humanitarian work. The development work is not hampered or stalled by major relief operations. The programme receives sufficient financial and technical support through the network of the Federation. Programme Objective ( ) The Turkish Red Crescent is a better functioning national society able to provide efficient, effective and sustainable assistance to the country s most vulnerable. Programme progress reports. Monitoring reports. Turkish Red Crescent Annual Activity Reports. National Society leadership remains committed to organisational change process. The development work is not hampered by major disasters.

2 Expected Results ( ) Indicators Sources of verification Assumption/risks Expected Result 1: Strategic Planning Implementation: The Turkish Red Crescent implements, monitors and evaluates its strategic plan to achieve its overall goal. By the end of 2004, the Turkish Red Crescent: 1.1. implements, monitors and evaluates well-planned programmes/projects consistent with its strategic goals and objectives embedded n the strategic plan forms an overall coordination body to oversee implementation, monitoring and evaluation of the strategic plan informs key stakeholders on quarterly basis about implementation of the strategic plan. Programme progress reports. Monitoring reports. Strategic plan implementation reports. National Society strategic priorities remain the same; National Society leadership remain committed to the organisational development. Expected Result 2: Branch Development: Turkish Red Crescent pilot branches implement programmes prioritized according to local needs and consistent with the national society s mission, policies and strategic priorities. By the end of 2004, the Turkish Red Crescent has: 2.1. developed a branch policy; 2.2. identified pilot branches to implement core activities and deliver basic services at local level active volunteer and membership base, as well as motivated and trained staff in branches. Branch Policy; Turkish Red Crescent programme progress reports; Monitoring reports. Turkish Red Crescent branches are committed to the change process; The National Society headquarters provide effective support to its branches; Partner national societies provide effective support and cooperation to the organisational development initiatives at branches. Expected Result 3: Volunteering System Development: The Turkish Red Crescent has developed an effective volunteer management system based on service delivery promoting greater diversity, gender and youth representation. By the end of 2004, the Turkish Red Crescent has: 3.1. developed a volunteer policy; 3.2. effective volunteer management system; 3.3. started to recruit active volunteers involved in service delivery at all levels. Volunteer policy; Turkish Red Crescent programme progress reports; Monitoring reports; Volunteer data base records National Society staff and members understand, support and promote volunteerism; The Turkish Red Crescent has an image of a credible and effective organisation to attract new volunteers and members. Page 2

3 Expected Result 1: 1.1. Provide workshops/training on: Project Planning Process (PPP) - 2 workshops with 60 participants; time management (1 workshop with 25 participants) 1.2. Assist the national society to: disseminate its strategic plan - goals, anticipated objectives, performance measures and implementation plan - to all stakeholders; implement the strategic plan; monitor and evaluate the overall implementation of the strategic plan and make any changes in the plan, when/if required. Expected Result 2: Activities Resources Sources Preconditions The following list applies to all activities to be undertaken: 2.1. Provide workshops/training on: Induction (4 workshops with 120 participants) Induction ToT (1 workshop with 20 participants) Fund Raising (1 workshop with 30 participants) 2.2. Assist the national society to: promote RC/RC Movement fundamental principles and raise awareness of Red Crescent through branches; develop and implement service programmes via branches based on local needs and vulnerabilities; improve cooperation and coordination between branches, the headquarters, local government authorities and partner organisations. Turkish Red Crescent staff at the headquarters and branches Federation personnel; Partner national societies; External consultants/facilitators; Seminars, workshops and training sessions; Training facilities; Educational material; Printed material; Stationary; Publishing; Meals and loading; Transportation; International and local travels. Federation Appeal; Partners national society and organisations; Turkish Red Crescent resources; Branch contributions; ICRC; Local communities. The programme receives sufficient financial and technical support through network of the Federation. The Turkish Red Crescent s Governance - Executive Board and Central Committee approves the strategic plan of the National Society. The Red Crescent s Governance authorises the organisation s management to start implementing the Strategic Plan. Page 3

4 Expected Result 3: Activities Resources Sources Preconditions For details please see budget attached. See above. See above Provide workshops/training on: Volunteer Management (4 workshops with 120 participants) Induction (2 workshops with 60 participants) 3.2. Assist the national society to: develop and implement campaigns and programmes to attract new volunteers. develop and strengthen voluntary service programmes to engage volunteers in implementation at the headquarter and branch levels. Turkish Red Crescent Organizational Development Programme 1. Background 1.1. Context Organisational development supported by the Federation aims to enhance efficiency, effectiveness and sustainability of Red Crescent service delivery to vulnerable communities. In 2002, the Turkish Red Crescent initiated an internal change process to ensure its programmes are responsive to local needs and focused on the areas where it can have the greatest impact. A joint Federation and Turkish Red Crescent working group was established to help the national society achieve its organizational development objectives. It formulated a planning model, which would offer a plan to assist the national society strengthen its institutional identity, as well as improve its strategic and programme planning. Turkish Red Crescent Planning Model Page 4

5 A significant achievement of the internal change management process was the development of the Turkish Red Crescent vision and mission statements. A solid foundation has been laid for the national society to continue improving. The Turkish Red Crescent then focused on strengthening its strategic planning capacity to better meet various humanitarian challenges. The national society has embarked on developing a strategic plan to make clear the most pressing needs and how best the Red Crescent can address them. The Federation and other key partners have fed into this process. The plan focuses on six priority areas identified by the national society based on its vision, mission statement, and the Red Cross Red Crescent Fundamental Principles: disaster management, health and social services, blood and blood products, branch development, volunteering system development, media and public relations. For each, the Turkish Red Crescent defined a strategic goal, objectives and performance indicators. The national society executive committee is due to review and approve the plan by the end of The overall goal of the Turkish Red Crescent s strategic plan is to develop adequate organizational and service capacity to deliver efficient, effective and sustainable services at central and local levels in accordance with its vision, mission and the Movement s Fundamental Principles. One of the priority areas is branch development as branches work in their communities and know local needs and opportunities best. The Turkish Red Crescent has 652 branches. Some branches are active, particularly in providing health and social welfare services, while others have limited activities. The Red Crescent aims to develop its branches so that they make a bigger difference to people s lives. In 2001, the Red Crescent introduced induction courses for its staff and volunteers to increase their understanding of the Movement, its components, history, mandate, vision, priorities and the Fundamental Principles. Page 5

6 Another priority area is volunteers. They are the backbone of Red Crescent activities, helping the National Society run successful programmes and assisting thousands of vulnerable people in need. The dedication of volunteers not only reduces the cost of activities and enables the Red Crescent to reach more people, but the spirit of volunteering is at the heart of its humanitarian imperative. The Turkish Red Crescent is working towards understanding how to make volunteers more valued members of the organisation. The goal is to develop an effective system to recruit, manage and retain volunteers. In 2003, the Turkish Red Crescent developed a first draft of the volunteering policy. Work has started on the volunteer management handbook too, which will be an integral part of the Red Crescent s branch development. The Federation s policy on volunteering, as well as its work plan to support the development of volunteering in national societies in were translated into Turkish and distributed to Red Crescent staff and volunteers across the country. It is now necessary to build on the success, the meaning of which is substantial and is the way forward to become a well-functioning National Society providing effective support to vulnerable people. Over the coming two years, the Federation will continue to assist the Turkish Red Crescent (Kizilay as it is known in Turkish), in its efforts to ensure implementation of the strategic plan, strengthen capacity of its branches and volunteer management system Problems and needs Main problem: The Turkish Red Crescent s capacities to provide effective, efficient and sustainable assistance to vulnerable people remain poor. Reasons are complex and can be analysed from different perspectives such as disaster management, organizational development, social services, etc. From the organisational development perspective, the problem stems from the lack of institutional identity of the organisation. In 2002, the Turkish Red Crescent did not have a clear mission statement explaining why the national society exists and who its primary beneficiaries are. Nor did it have, until recently, a vision outlining what are the national society s long-term objectives. In addition, the National Society did not have a strategic plan to chart organisation s prioritises, its goals and objectives consistent with the organisation s mission and vision. An effective strategic plan would help a national society to efficiently and effectively mobilise limited resources that are available to fulfil its mission and achieve its vision. In terms of service delivery, the Turkish Red Crescent can be described as a centralised organization, although it has a network of some 650 branches across the country. The enormous potential of the branches is not fully utilised. Branches can play a major role in providing services to vulnerable people, as well as, promoting humanitarian values and raising awareness of many issues at local level. The Turkish Red Crescent had a widespread and efficient volunteering system in the past. Over the years, however, it has lost most of its volunteers and volunteer-based activities have ceased. As an indigenous humanitarian organization, the Turkish Red Crescent aims to develop an effective volunteer management system to strengthen links with local communities. Volunteers will be recruited based on service programmes to provide high quality services to vulnerable people Stakeholders The main stakeholders are: Page 6

7 the Turkish Red Crescent Society, because it has a primary responsibility to plan and manage all aspects of its own development; partner national societies, because they want to have an effective local partner in Turkey. They assist the Turkish Red Crescent to build capacities, particularly at branch level, in line with Red Crescent s priorities and objectives; the Federation s Regional Delegation in Turkey, because it is a principal facilitator and coordinator to assist the National Society in its planning and programme management capacity building; the ICRC, because its tracing programme and promotion of the International Humanitarian Law are linked with Red Crescent s branch development and volunteer development efforts; Red Crescent branches, because they aim to deliver efficient and effective services to vulnerable people in their communities; Volunteers, because they want to make their country a better place to live in and are willing to offer their services to the National Society to help vulnerable people Internal Analysis of the Turkish Red Crescent Internal Strengths Old and experienced national society. Has a strong legal base. Active during disasters. Has a network of branches throughout the country. Has a unique mandate of an auxiliary organisation to the Government s humanitarian efforts. Weaknesses Lack of communication and coordination between the headquarters, branches and other institutions. Lack of national, regional and local disaster response plans. Lack of coordination between various departments in the National Society. Bureaucracy. Concentration of power at the central level. Lack of autonomy at branch level. External Opportunities It is a well-known organisation to the public. There is a sense of solidarity in the community. Support from the community. Access to international community. High volunteer potential. Good relationships with local authorities Threats Central and local authorities do not have enough information about the Turkish Red Crescent s resources and capacity. Lack of a national disaster response plan in the country. Unclear divisions of tasks and responsibilities between various stakeholders operating in disaster management. Page 7

8 Insufficient number of trained staff. Lack of programme-based volunteers. Inadequate public and media relations. Poor public image. Decreasing financial support from the Government and the public. Note: The internal analysis draws from discussions during the Red Crescent s planning workshops. 2. Overall Goal The Turkish Red Crescent as a key part of civil society is better placed to support the country s most vulnerable people Indicator of the overall goal: The Turkish Red Crescent shows measurable progress in the quality and quantity of its service delivery and advocacy in the four core areas and in the process of achieving the characteristics of a Well Functioning National Society: it has a strong foundation with a clearly identified mission, a consolidated legal base and well developed branch network. it has a strong leadership, solid and diversified human and financial resources. its financial management is transparent and accountable. structures, systems and procedures to implement relevant and effective programmes are in place. national society provides increased and relevant services to vulnerable people. Sources of verification: Policy and strategy documents. Programme monitoring/evaluation reports. National society self-assessment reports. Assumptions/risks: The National Society leadership maintain their commitment to change. Political environment in the country remains conducive to the National Society s humanitarian work. The development work is not hampered or stalled by major relief operations. The programme receives sufficient financial and technical support through the network of the Federation. 3. Objective The Turkish Red Crescent is a better functioning national society able to provide efficient, effective and sustainable assistance to the country s most vulnerable. Indicator of project objective: By the end of 2006: Page 8

9 The Turkish Red Crescent has adequate organizational and service capacity to deliver efficient, effective and sustainable services at central and local levels in accordance with its mission, vision and fundamental principles. through its network of well-developed branches, the Turkish Red Crescent delivers well-planned, managed, monitored and evaluated programmes consistent with the National Society s mission, vision and policies. the Turkish Red Crescent has functioning volunteer management system and volunteers who are engaged in providing assistance to their communities. Sources of verification: Programme progress reports. Monitoring reports. Turkish Red Crescent Annual Activity Reports. Assumptions/risks: National Society leadership remains committed to organisational change process. The development work is not hampered by major disasters. 4. Expected Results and indicators The expected results and their respective indicators are: 4.1. Strategic planning implementation: The Turkish Red Crescent implements, monitors and evaluates its strategic plan to achieve its overall goal. Indicators: By the end of 2004, the Turkish Red Crescent: 1.1. implements, monitors and evaluates well-planned programmes/projects consistent with its strategic goals and objectives embedded n the strategic plan forms an overall coordination body to oversee implementation, monitoring and evaluation of the strategic plan informs key stakeholders on quarterly basis about implementation of the strategic plan. Source of verification: Programme progress reports. Monitoring reports. Strategic plan implementation reports Branch Development: Turkish Red Crescent pilot branches implement programmes prioritized according to local needs and consistent with the national society s mission, policies and strategic priorities. Indicators: Page 9

10 By the end of 2004, the Turkish Red Crescent has: 2.1. developed a branch policy; 2.2. identified pilot branches to implement core activities and deliver basic services at local level active volunteer and membership base, as well as motivated and trained staff in branches. Source of verification: Branch Policy; Turkish Red Crescent programme progress reports; Monitoring reports Volunteering System Development: The Turkish Red Crescent has developed an effective volunteer management system based on service delivery promoting greater diversity, gender and youth representation. Indicators: By the end of 2004, the Turkish Red Crescent has: developed a volunteer policy; effective volunteer management system; started to recruit active volunteers involved in service delivery at all levels; Source of verification: Volunteer policy; Turkish Red Crescent programme progress reports; Monitoring reports; Volunteer data base records 5. Project activities related to expected results 5.1. Strategic Planning Implementation Provide workshops/training on: PPP (2 workshops with 60 participants) Time Management (1 workshops with 25 participants) Assist the national society to: disseminate its strategic plan - goals, anticipated objectives, performance measures and implementation plan - to all stakeholders; Page 10

11 implement the strategic plan; monitor and evaluate the overall implementation of the strategic plan and make any changes in the plan, when/if required Branch Development Provide workshops/training programmes on: Induction (4 workshops with 120 participants) Induction ToT (1 workshop with 20 participants) Fund Raising (1 workshop with 30 participants) Assist the national society to: promote RC/RC Movement fundamental principles and raise awareness of Red Crescent through branches; develop and implement service programmes via branches based on local needs and vulnerabilities; improve cooperation and coordination between branches, the headquarters, local government authorities and partner organisations Volunteering System Development Provide workshops/training programmes on: Volunteer Management (4 workshops with 120 participants) Induction (2 workshops with 60 participants) Assist the national society to: develop and implement campaigns and programmes to attract new volunteers. develop and strengthen voluntary service programmes to engage volunteers in implementation at the headquarters and branch levels. 6. Monitoring and evaluation Monitoring of the programme will be conducted through regular analysis of achievements against the Strategic Plan goals and performance indicators, as well as reports from the national society on programme implementation. The ongoing monitoring will strengthen the organizational capacity of the national society. Through regular feedback, the Red Crescent will be able to constantly improve the implementation of the plan. Monitoring will focus on the compliance of activities with the implementation and financial plan and their conformity with the goals of the Strategic Plan. In addition, efficiency, effectiveness and sustainability of results will be monitored and evaluated. Page 11

12 Monitoring will be carried out by national society departments and project groups against pre-determined performance indicators. Findings of the monitoring will be incorporated in a quarterly report to a Strategic Plan Implementation, Monitoring and Evaluation Committee. The committee will provide feedback to increase efficiency and effectiveness of implementation. 7. Implementation and timetable (please see attached) 8. Preconditions The programme receives sufficient financial and technical support through network of the Federation. The Turkish Red Crescent s Governance - Executive Board and Central Committee approves the strategic plan of the National Society. The Red Crescent s Governance authorises the organisation s management to start implementing the Strategic Plan. 9. Sustainability Organizational Development is a long-term intervention and should follow a systematic approach of continuous change, learning and improvement. It is believed that the main factors, along with many others, that will ensure the sustainability of the Programme are active participation at all levels, increased ownership and improved institutional capacity of the organisation. The axis of the Turkish Red Crescent s organisational development programme is its Strategic Plan. It is, of course, important to have it as a final product, but what is more important is the process of strategic plan development. The National Society has followed a participative approach. Regular consultations have been held with all stakeholders. Increased participation strengthens sense of ownership and helps the National Society develop shared policies. In addition, through ongoing training, capacities of the national society s staff, who are key constituencies of the organisational development programme, improve. Page 12

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