CARITAS ROMANIA CONFEDERATION. Organizational Development Plan

Transcription

1 Organizational Development Plan

2 6,1 % Catholics (RC & GC) CCR = National Office, confederation of 10 diocesan Caritas association; licensed as social services providers acc. with Romanian legislation

3 Beneficiaries Services Vulnerable children and youth Social assistance Elderly Psychological counseling Families at risk Home care People with special needs Day centers / after school programs Long term unemployed Residential centers Poor and remote communities Social and on wheels canteens Social drugstores Night shelters for homeless Hospice care Medical recovery programs & kinesthetics Professional training CONFEDERATIA CARITAS ROMANIA

4 Caritas Romania Confederation Year of foundation: 1994 Based in: Bucharest Average income/last 2 years: Euro/year Governance: Bishops Conference Board of Directors (10) President & Vice-president Executive director No. of employees: 5 Full time (incls. ExD): permanent labour contracts (4 in Bucharest, 1 in Satu Mare) 2 part time: permanent labour contracts full time (1 in Bucharest, 1 in Baia Mare) 2 part time: project based contracts (in Bucharest) Experts (outsources)

5 Caritas Romania Confederation role Representation of diocesan Caritas in the dialog with central authorities and governmental agencies Influence the social policies and strategies, mainly those addressed to vulnerable people who tackle the poverty and social exclusion Legislative lobby Advocacy and awareness campaigns / public debates that approach the social justice Promotion of Caritas best practices MO organizational capacity development (workshops, trainings, joint initiatves) Disaster Risk Reduction Intervention in case of emergency

6 The history behind OD plan October 2010: Translation of CMS in Romanian CMS ratification (Board meeting) Apr.2011: CMS Self assessment workshop with Board members Peer-to-peer / Caritas Luxemburg (exchange visits Ro Lxbg) : Annual self-assessment - national office / Piloting the CMS in three dioceses 2013: Review improvement plan / identify priorities May September 2013: CDF opportunity to speed up decisionmaking for change

7 Approach: How did we work? Presentation of the CDF opportunity to the Board (June, 2013); Identification of the problems Internal workshop with Board members Prioritization and milestones of the 3-year OD plan: working group Executive director, President, Vice-president and a Board member Responsibility of writing the OD plan and detail the 1 st year action plan: Executive director Submission of 3 year OD plan to Caritas Europa (Sept. 2013)

8 B.E.S.T. Caritas Better, more Effective, Stronger and Transparent for a fair world Specific objective of the OD Plan: To create a Better, more Effective, Stronger, Transparent organization and financially autonomous by the end of 2016 Existing resources: CMS self-assessment tool; CDF development handbook & project & budget templates; members of CDF task force ESF & CDF

9 BUT Are we prepared for a real change?

10 Problems Tree Inconsistent decision making OD Objectives Improve leadership and management Lack of policies and procedures Lack of staff Passive Board Weak communication Limitted financial resources Strengthen the financial base Increase Caritas visibility Develop staff skills in writing projects Increase Board s participation Extend the projects portfolio on development assistance and humanitarian aid

11 Planning the 3 year intervention actions and events that help the organization increase its effectiveness. Disrupt the Status Quo! Description of the results that need to be achieved relating to the problems identified as priorities Setting the timeline for the priorities to be addressed Nominee the person or group responsible for the action Listing the required external inputs and budget Estimate the budget and sources of income Detail the 1st year action plan & budget! Foresee the risks actions, events or situations that could obstruct the results being reached

12 Detail the workplan for Year 1 (2014) Five priorities; each priority represent a set of actions and outcomes Year 1 (2014) / Months Prior ity Activities P 1 Defining ToR for Board development Hiring an external consultant Workshop with Board members Interviews with Board members & stakeholders Outlining the Board handbook Board feedback & Formal approval of Board Handbook P 2 Updating organization chart Reviewing job descriptions Updating the Personnel policies Staffing plan Staff recruitment / call for applications/ CVs Financial Manager + Res. Dev. & Fundraising officer Short list with selected candidates Establishing Interview Selection Commission Running Selection Interviews Hiring/signing the labor contracts

13 (Insert rows if you need to add more priorities) Priority (ies) for year 1 as identified in the CMS selfassessment tool 1. Develop Board efficiency by: creating a common vision on the role of the national office and the development of a comprehensive step-by-step guideline and tools for consultation and decision making in all critical and ongoing Board activities. WHAT HOW WHO WHEN MEANS INDICATORS RISKS Results that need to be achieved relating to the problems identified as priorities 1.1 Board Development Plan agreed & approved - Board members take over responsibility for monitoring the activity and make proper realistic decisions by regular follow ups / evaluation / report with the people in charge 1.2 Handbook / Guideline and tools for consultation and decision making are available Activities that will contribute to reaching the results Defining Terms of References for Board Development; search for an external consultant Hiring an external consultant; prepare the first Board consultation meeting Consultative workshop with board members (Board retreat) Qualitative interviews with Board members and other stakeholders Outlining the structure of Board Handbook /Guideline and write the decision-making procedures Formal approval of the Person or group responsible for the action President and Vice-president with the support of Executive Director (Ex. Dir) President; Executive Director Action finished on 30 th of March 2014 End of April 2014 Consultant May 2014 Consultant June 2014 Consultant 30 th of August 2014 th External inputs required Time & volunteer work from President &VP; Human resources -% salary for Ex. Dir Funds to pay the consultancy fee Human resource, board members, consultant Time, office supplies Finances for accommodation, Meals &transportation Computer with internet connection &Skype; Communication (telephone) Computer; time Human resource, board members, consultant Concrete criteria to measure the achievement of the results Terms of References/concept paper Contract of consultancy; agenda of Board consultation meeting Report with inputs from Board members 1 st draft of Board Dev. Plan and Board Handbook sent from consultation/feedbac k Final written documents; Detailed knowledge of how to use the Handbook and monitor the development plan; What could happen that could obstruct the results being reached? Board members did not allow sufficient time to provide input for development plan Selected consultant fails to facilitate effective consultation process. Assumption: a special attention should be given to the selection of the consultant, it is critical for the success of the process There are no anticipated major risks; just possible delays from the consultant in drafting the documents because of delayed feedback from Board members

14 That s why we need a Monitoring and Evaluation Plan

15 Monitoring and evaluation 1 st step: Clarification of terms / common understanding for all staff Monitoring = a planned, internal systematic process of observation that closely follows the activities and indicators written in the OD project, and compares what is happening with what is expected to happen. Evaluation = a process that assesses an achievement against preset criteria. 2nd step: Explain the importance of good monitoring and evaluation (people dislike too many reports and burecracy) 3rd step: Prepare as simple as posible monitoring and evaluation tools 4th step: Take corrective measures and discuss with people the causes

16 What How? Methods Source of verification Who OD Progress monitoring Monthly staff meetings Staff reports; minutes of the meeting / adjustments if necessary; administrative records; financial report Quarterly internal evaluation (example) Standardized evaluation form Evaluation files; financial reports Executive director & staff Executive director & staff Annual evaluation Technical / narrative report Outcomes President, Executive director External evaluation (annually) Audit / technical and financial control Audit report External auditor

17 Example: Evaluation Form Quarter / Year: Name of responsible person: Priority Action Expected result/s Rate of achievement (%)* Met the deadline (Y/N)** Corrective measure P 1 A1 R 1.1 R 1.2 A2 R 2.1 R 2.2 * Reasons ** Effects

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19 Example: OD Objectives / Year 1 Obj. 1: Develop Board efficiency (...) Activities implemented in Year 1 Results produced until the reporting date & planned to be reached by the end of Year 1 A1.1.1Defining Terms of References for Board Development: a first draft of ToR was prepared by the executive director in consultation with the President and the Vice-President between January March. It was presented to BoD at the Board meeting on 1-2 April at Satu Mare for information and feedback. A1.1.2 Hiring an external consultant: at the date of reporting a public acquisition invitation was sent to a number of three consultants with expertise in the organizational development. The deadline for receiving the offers is 10th of October. A1.1.3 Consultative workshop with Board members: this workshop is scheduled for the period October and it is back-to-back with the Board meeting. The consultant will prepare the first Board consultation meeting. Draft Terms of References for BoD Request of offers; invitation letter; contract Agenda of Board consultation meeting; Report with inputs from Board members Impact BoD member are aware about the OD priorities and expressed intention to participate at the achievement of objective An independent consultant will lead the debates about the roles and responsibilities at the level of BoD more objectively. Participatory approach will get more commitment and involvement of BoD to support the organizational development process

20 Annual report

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22 ESTIMATED COSTS OF THE OD PLAN YEARS TOTAL IN EUR Year 1 (2014) 41, Year 2 (2015) 33, Year 3 (2016) 43, TOTAL ( ) 118,679.79* *25% per year Caritas Romania contribution CDF supporter / Year 1 (2014): Secours Catholique CDF supporters / Year 2 (2015): Secours Catholique Caritas Germany Caritas Austria + Pro bono consultancy Sources of income for Caritas Romania contribution: EEA Grants (NGO Fund) Swiss Romanian Cooperation Program (Civil society component) Membership fees

23 PROBLEMS AND LESSONS LEARNT Participatory approaches and effectiveness Communicate (periodically) expectations to everyone involved in the OD plan implementation Consultations and link from the OD Plan to the diocesan level Decision-making and MO members involvement Tight deadlines and lack of backup for the OD project manager Clarifying roles and responsibilities

24 Board of Directors: 2 nd OD workshop Brasov, December 2014

25 In conclusion Sooner or later you ll discover the benefits of your organizational development plan. Don t give up!