Support documentation. Middle East, North Africa and Gulf

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1 Project Title :- Support documentation Organizational Development Middle East, North Africa and Gulf. Background The national societies (NSs) in the Middle East (Iraq, Iran, Israel, Jordan, Lebanon, Palestine and Syria), North Africa (Algeria, Egypt, Libya Morocco and Tunisia) and the Gulf (Bahrain, Qatar, Kuwait, Saudi Arabia, United Arab Emirates and Yemen) exhibit different levels of organizational development (OD) needs depending on the nature of the specific context in which they plan and manage their services With Iran generally considered as the th disaster prone country in the world, most of the MENA NSs operate in a context with a high degree of vulnerability to disasters such as earthquakes and floods. The region also suffers from chronic instability and conflicts.. This accentuates the OD needs of the NSs as they strive to provide efficient and effective humanitarian and social development services in their respective countries. A solid and sustained OD process, in a form of capacity building in emergencies, is essential to strengthen the NSs working in emergency situations including complex emergencies. This becomes critical not only to enable the NSs to provide efficient humanitarian services but also to ensure adequate linkages between the emergency needs and long terms NS development efforts. The achievements made in the past and the recent efforts being made towards a decentralized NS capacity building in the region has created a conducive environment to launch a more structured OD support process in the subsequent years.. The degree of NS receptivity to the OD support provided through the Federation Secretariat has gradually increased over the years The implementation of the Federation Secretariat change strategy aims at evolving a new MENA field structure with consolidated regional/sub-regional delegations in the Middle East and North Africa and Gulf (with a number of country level delegations established according to needs) As much as the evolving structure is intended to put the Federation Secretariat field level organization and management a good step closer to the NSs, it also enriches the process and impact of the OD support to the NSs which, under the new structure, can be provided with increased consultation with the NSs focusing on their basic needs and priorities..context The diversity of OD needs, within the MENA context, presents challenges and opportunities The type and level of NS OD needs considerably differ from one case to another. Whilst resource development is often seen as an important priority for the NSs in the Middle East and North Africa, the degree of priority attached to it is relatively limited in the case of the NSs in the Gulf except the NS of Yemen. Hence, the challenge of ensuring a truly differentiated OD support reflecting the specific priorities of each NS in the three regions/sub/regions. Skills development priorities involving leadership/senior management and staff/volunteers, define the key areas around which NS priorities strongly converge. This presents an

2 opportunity to provide OD support to all the NSs in the region with a degree of cost effectiveness and coherence based on an integrated approach tailor made to the region and, in reference to the global standards of the Secretariat such as the Characteristics of a Well Functioning NS. NS Statutes Leadership & Management Planning & Financial Managem Skills of Volunteers & Staff Volunteer recruitment, training & use Branch development / members Recourse mobilization methods UAE Libya Palestine Syria Jordan Lebanon Iran Bahrain Kuwait Qatar High Medium 2 Low None Egypt.2. Challenges The key challenges the NSs face include the following : - Absence of clear demarcation of roles between governance and management a factor that does not help to promote accountability based on checks and balances. Lack of reliable mechanisms to enable the NSs to attract, train and retain volunteers. Inadequate planning and management capacities including financial management capacities Problems of programme/service sustainability and impact Lack of adequate participation of communities in the management and services of the NSs Low domestic resource mobilization capacities (in some NSs) with increased dependency on external sources..stakeholders The agenda for the OD support will be driven internally by the operating NSs in the region representing the primary stakeholders. Ultimately, however, the primary stakeholders are represented by the communities the NSs serve. The OD needs of the NSs are, therefore, determined by the nature and scope of services the NSs provide to the beneficiaries. The Secretariat, supporting the NSs in its service leadership role, represents an important stakeholder and provides the necessary support including technical/ professional support to ensure that the OD process leads to the attainment of minimum standards of performance in terms of service delivery and advocacy 2

3 The necessary consultation is done with the ICRC in the process of defining the OD priorities of NSs to harmonize efforts between the Secretariat and the ICRC with respect to NS capacity building The participating national societies (PNSs) play an important role facilitating the OD support to the NSs in the region. This is driven not only by the strong sense of solidarity within the Federation membership but also by the fact that stronger OD capacity means greater results per unit of investment Governmental and non-governmental organizations the NSs work with have a considerable stake and look upon the organization and management of the NSs as the key ingredients that determine the degree to which the NSs can work as effective and credible partners. 2. Overall goal The NSs in the MENA region are increasing the quality and quantity of their services based on strong capacities and solid foundation (including membership and geographic coverage) in terms of structures and services. Objective To strengthen NS capacities with a focus on leadership, planning/management, and resource development/utilization. Expected results and activities.. NS leaders and managers are constantly improving their knowledge about the Movement maximizing their contribution to the development of the NS based on well-defined legal base...orientation seminars for newly elected NS leaders..2. Refresher courses for NS leaders and mangers...technical support to reviews/amendment of NS statutes.2 NS representatives (6 from NSs from the three regions) who already attended the first phase of the decentralized leadership course have finished the course and are contributing in their respective areas of responsibilities.2. The 2 nd phase of the decentralized leadership course to be conducted internalizing the lessons learnt from the implementation of the st phase of the course.2.2 The nd phase of the decentralized leadership course to be conducted internalizing the lessons learnt from the implementation of the st and 2nd t phases of the course... NS leaders /managers, who have launched strategic planning processes(jordan, Syria Yemen) are committed to concluding the process with a possible development of effective cooperation agreement strategies (CAS)... CAS processes in Jordan, Yemen and Syria based on strong NS leadership/management support and commitment..two NSs (Lebanon and Palestine in the Middle East), Bahrain (in the Gulf) and two NSs( in North Africa) have started a long term strategic planning process based on participatory approaches and in a direction that aligns their local priorities with strategy 200 goals of the Federation... Strategic planning processes with the NSs of Bahrain, Lebanon, Palestine and two NSs in North Africa

4 .5. The NSs in the Gulf are showing increasing interest in promoting cooperation within the Movement based on a process of strategic planning and CAS focusing on the common challenges of the NSs.5.. A consultative OD forum involving the Gulf NSs with a focus on leadership/mangment improvement and long term planning in line with Strategy 200 of the Federation.6. NS Mid-level managers have improved their skills with NS staff/active volunteers trained in a variety of skills.6..three project process planning (PPP) courses conducted for selected volunteers and staff from the NSs in the Middle East, North Africa and the Gulf.6.2. Training of potential delegates from within the region..7.resource mobilization and management capacities have improved in several NSs with up to 25 staff/ active volunteers (from the Middle East and North Africa ) trained on the basic techniques of resource mobilization and management.7..fundraising skills development course for selected staff and volunteers from the NSs in the region.7.2. knowledge sharing, re;- lessons learnt in income generation..8 Several NSs encouraged to promote internal change and development with at least two staff/active volunteers ( from the Middle East and North Africa ) trained through staff on loan arrangements and driving the process of NS change from within.8..coaching of three NS staff/volunteers to work as change agents within their NSs.8.2 Contribution to process and impact review of NS capacity building (OD) efforts.9.the OD support to the NSs, as part of the overall capacity building support in the region, is substantially improved through effective impact monitoring and quality check..9..contribution to the development of MENA strategic framework highlighting common challenges and strategies that can promote collective action by the NSs based on shared visions.9.2. Monitoring/review meetings of delegates and staff working on OD.0.The NSs are effectively benefiting from Capacity Building Fund coordinated by the Secretariat.0.. Selection of NSs and screening of projects in relation to allocation of resources from the Capacity Building Fund(CBF 5.Category of activities and level of implementation Activities Category Level...Orientation seminars for newly elected NS leaders..2. Refresher courses for NS leaders and mangers...technical support to reviews/amendment of NS statutes 2. The 2 nd phase of the decentralized leadership course to be conducted internalizing the lessons learnt from the st phase of the course.2.2. The. nd phase of the decentralized leadership course to be conducted internalizing the lessons learnt from the st and 2nd t phases of the course... CAS processes in Jordan, Yemen and Syria based on strong NS leadership/management support and commitment...strategic planning processes with the NSs of Bahrain, Lebanon, Palestine and two NSs in North Africa.5..A consultative OD forum involving the Gulf NSs with a focus on leadership/management improvement and long term planning in line with Strategy 200 of the Federation.6..Three project process planning (PPP) courses conducted for selected olunteers and staff from the NSs in the Middle East, North Africa and the Gulf Basic Basic country/regional country/regional Basic/advanced country/regional Basic/advanced country/regional/ Basic/advanced regional/mena regional Basic -country/regional -

5 Training of potential delegates from within the region.7..fundraising skills development course for selected staff/ volunteers Basic.7.2. knowledge sharing, re;- lessons learnt in income generation regional/country.. 8..Coaching of three NS staff/volunteers to work as change agents within their NSs.8.2. Contribution to the process and impact review of capacity uilding(od) efforts...9..contribution to the development of MENA strategic framework ghlighting common challenges and strategies that can promote collective tion by the NSs based on shared visions.9.2. Monitoring/review meetings of delegates and staff working on OD and related issues.0.. Selection of NSs /and screening of projects in relation to allocation of resources from the Capacity Building Fund(CBF Basic/advanced -country/regional Monitoring and evaluation The planning, monitoring and evaluation of the basic level of OD support will be facilitated and monitored by Regional and/or Country Offices together with the operating NSs. At the advanced level, the planning, monitoring and evaluation of the OD support will be facilitated through the OD support working together with the Regional/and or Country Offices and operating NSs The process is based on strong complementarities to ensure enhanced local capacity utilization at the basic level with increased OD support at the advanced level promoting a degree of cost effectiveness, coherence and cross-pollination of best practices based on lesson learnt within and outside the region 7. Implementation and timetable The OD support to the NSs is often based on a process rather than on a series of events. The following description highlights the purpose and pattern defining the implementation of the integrated OD support activities. The specific sequence and pace of implementation will be elaborated further by the plan of action and budget breakdown by the respective Regional and /or Country level Offices 8. Critical assumptions The overall success of the OD support in the region depends on the degree of sustained NS commitment in terms of facing up to the challenge of practicing OD as a tool for structural and cultural change with better compliance with minimum performance standards established by the Federation Secretariat The combination of indigenous knowledge/local capacity (for the basic level OD support) and higher expertise, through OD(for the advanced level OD support) encourages an integrated approach that can ensure high quality performance based on increased cost effectiveness, coherence and cross-pollination of best practices The need for OD support, which is presently critical, related to OD capacity building (in leadership, planning/management, training of potential delegates from the region, etc.,), is expected to decrease as the use of indigenous knowledge at regional/country level increases. Further assumptions on which the OD support depends include the following: - Improving continuity and stability of NS structures and services based on increased capacity to retain and use trained staff and volunteers 5

6 The engagement of the Federation Secretariat with the NSs in the region is gaining momentum based on increasing trust and transparency 9.Sustainabilty While the basic OD support at the regional/country level helps to build up skills, at the advanced level, the OD support (through the OD resource) will enhance skills development and creates the basis for change and sustainable development The focus on human resource development (including leadership /management and staff /volunteers) is expected to create the dynamics the NSs require for their development. The capacity building effort by way of enabling the NSs to redefine their services as well as organization/management based on comprehensive and long term plans is also an aspect that can improve the prospect of sustainability and impact The relative focus in the Middle East partly relates to the need to ensure sustainability of efforts, through follow up and consolidation, in reference to the strategic planning processes with the NSs of Jordan, Palestine and Syria. The OD process in other regions is also expected to pick up momentum based on incremental and sustained support. Budget lines 200 A detailed budget is available upon request from the Regional department and/or the Regional office The budget total for the Middle East does not include the OD budget separately indicated in the appeals for Iraq, Lebanon and Palestine. But it includes support to the North Africa Programmes and staff costs and general expenses for the cross-regional functions through the OD. Key results areas Activities quantity NS leaders/managers are playing their respective roles with efficiency and commitment. NSs are working with strategic plans and up to date systems to improve value added and competitiveness NS performance is improving with staff/vol working more effectively with increasing skills and competencies

7 NSs are working towards improved financial self reliance NS services are making a difference in improving the lives of the most vulnerable The NSs are working together more effectively with increased synergy and solidarity Salaries and admin. costs (delegates/ consultancy/sup.staff <Click here to return to the Appeal document> 7

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