Measuring the Impact of Organisational Change Processes

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MeasuringThe value the Impact of volunteers of Organisational ChangeImagine howProcesses many needs on New would Services go to Vulnerableunanswered Communities without volunteers A review of 6 National Red Cross and Red Crescent Societies in Asia Pacific

Coordinated by the International Federation of Red Cross and Red Crescent Societies Asia Pacific Zone Organisational Development and Volunteering Unit Supported by the Swedish Red Cross

www.ifrc.org Saving lives, changing minds. © International Federation of Red Cross International F ederation of John Gwynn Asia Pacific Organisational and Red Crescent Societies, Geneva, 2010 Red Cross and Red Crescent Societies P.O. Box 372 Development Coordinator Copies of all or part of this study may be made for noncommercial use, CH-1211 Geneva 19 , Switzerland Tel: +60 3 9207 5760 Email: john.gwynn @ifrc.org providing the source is acknowledged The IFRC would appreciate receiving Telephone: +41 22 730 4222 Telefax: +41 22 733 0395 details of its use. Requests for commercial reproduction should be directed to E-mail: [email protected] Rika Ueno the IFRC at [email protected]@ifrc.org. Web site: www.ifrc.org Asia Pacific Organisational Development Delegate The opinions and recommendations expressed in this study do not IFRC Asia Pacific zone Tel: +60 3 9207 5736 necessarily represent the official policy of the IFRC or of individual National The Amp Walk, E-mail: [email protected] Red Cross or Red Crescent Societies. The designations and maps used do Suite 10.02 (North Block) not imply the expression of any opinion on the part of the International Fed- No 218 Japan Am pang Alex Torres eration or National Societies concerning the legal status of a territory or of 50450 Kuala Lumpur, Malaysia Asia Pacific Volunteering its authorities. All photos used in this study are copyright of the IFRC unless Tel: +60 3 9207 5700 Delegate Fax: +60 3 2161 0670 Tel: +60 3 9207 5726 otherwise indicated. E-mail: [email protected] TABLE OF CONTENTS 1

1. Introduction 1.a Background 00 1.b The “Impact Spider” tool 00 2. Case studies 2.a Case study from Cambodia Red Cross 00 2.b Case study from Cruz Vermelha de Timor Leste (East Timor Red Cross) 00 2.c Case study from Case study from Democratic People’s Republic 00 of Korea Red Cross 2.d Case study from Mongolia Red Cross 00 2.e Case study from Nepal Red Cross 00 2.f Case study from Sri Lanka Red Cross 00 3. Lessons learned 3.a Internal drivers for change 00 3.b Key contexts and environmental factors behind 00 successful change processes 3.c Balancing combinations of internal and external inputs 00 3.d Key success elements of National Society change processes 00 3.e Other factors that contribute to impact 00 3.f Measuring successful changes at community level 00 4. Recommendations for the future 00 5. Appendices 00 5.a Terms of Reference 5.b The “Impact Spider” 5.c Questionnaire used to undertake the review in each National Society International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation 1. Introduction

2 The International Federation of Red Cross and Red Crescent Societies’ Strategy 2020 promotes the notion that a learning culture is essential to adapt to a changing world so as to ensure that we can match appropriately and adequately the evolving needs and vulnerabilities of the communities of which National Societies are a part.

The combined service delivery ability of National Societies is the main strength of the Interna- tional Federation and, indeed, the whole Movement. To help National Societies become strong and sustainable service providers is the best way to tackle vulnerability anywhere and everywhere. It is also how Red Cross Red Crescent influence and share of humanitarian and development action can be expanded. That is why the International Federation has made making National Societies strong one of its main objectives.1 So has the Movement.2 The International Federation has the lead in the Movement of the work to support National Society development.

WHAT IS A STRONG NATIONAL SOCIETY?

All Red Cross and Red Crescent National Societies can become strong. This is true regardless of whether a country is rich or poor. Over the years many National Societies have gone from weak to strong. However, an achieved strength is not permanent; it must be nurtured and adapted to remain so. Neither is a weakness permanent; it can be overcome.

Growth of strength in an organization always comes from within. It is the result of good strategies, right leadership, strong partnerships, and hard work. When those are in place, external partners can make a difference through appropriate support that is carefully applied to help and not undermine the National Society. Thus, it is critical that all Movement actors recognise that each National Society is responsible for its own sustainable development and growth.

A National Society is a service delivery voluntary organization. People join it mainly to help others; unmet needs in the community are their driving force. As a service delivery body, a National Society must do so to consistently high standards if it is to remain in business. It must also run its services continuously for as long as needed. This also keeps its volunteers motivated and busy, and maintains its delivery strength.

Characteristics of organisational strength

Accordingly, we may define a strong National Society as follows:

A strong National Society is one that is able to deliver country-wide, through a network of volunteer-based units, a relevant service to vulnerable people sustained for as long as needed.

Experience suggests that a strong National Society demonstrates characteristic norms. It:

• lives up to a clear, important and well-known mission.

• runs a few well-known services on a long-term basis.

• has a strong democratically involved membership base.

• has local branches based in and resourced by the served communities.

• has an effective volunteer management system in place to attract and retain a diverse range of volunteers from all sectors of society.

• has a strong headquarters coordinating regional branches that lead, guide, train and support local work.

• covers through a managed mix of incomes, the costs for its organization and services. Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational • mobilizes on a voluntary basis competent people to govern, lead and deliver services. 3

• attracts and keeps competent managers and staff.

• enhances the knowledge and skills of governance, management, staff and volunteers through its own nation-wide learning system.

• is accountable to its members, the communities it serve, and to donors and partners.

Organisational development to reach a “turning point”

National Societies are always changing and most of this is a spontaneous process which can make it stronger or weaker. A planned change process is called organizational development (OD) 3. This is an internal strategic top-leadership responsibility and starts with the leaders themselves as part of their duty to lead and run the National Society.

There are several situations in which National Societies should use organizational development:

1. Starting a new National Society. If a new National Society gets the right organizational structure and statutes from the very beginning, it will have a good, sustainable base from which to grow.

2. Adjusting a National Society to new external conditions. When there are major changes in the country, the National Society needs to adjust itself to the new situation.

3. Adjusting a National Society to emergencies. During major disasters, the big challenge for the National Society is to temporary scale up and then down. With the right strategies this can be done without harming its long-term interests.

4. Transforming a National Society. If a National Society is not, but wants to become sustainable, if it wants to change its structures or services, or if it wants to add a great number of local branches or a new nationwide service, then it has to go through an organisational transformation.

The turning point

Once a National Society acquires the right leadership, structure, systems, and services it is potentially fairly stable and sustainable. It has reached a turning point. To reach the turning point is always a transformation process i.e. organizational development. The work to be done depends on the situation. It is likely to be divided into steps. Good practice within IFRC has developed a “design, test, and duplicate” method to improve the new before going up in scale (which is capacity building).

Organizational development (OD) is work done within a National Society by its leaders to change what exists. The aim is a major increase or improvement, often requiring a transformation. The result is a new quality (from weak to strong National Society, from dependent to sustainable), a modification of structures, delivery systems or services; or a dramatic increase of key numbers (including the adaptation of the organization to a new situation).

Capacity building is the work done within a National Society to improve what already exists eg an organizational unit, a work process, a service or staff. It is often under the responsibility of technical staff. The result is an increase (e.g. of branches, volunteers, members, incomes, beneficiaries, delivered hours, or an improvement (eg. In management, the activities, administration, etc. compared to the situation prior to the intervention. International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation 4 1.a Background

A key challenge in our Red Cross and Red Crescent Movement is to show how the results of our short, medium or long term organisational development and capacity building work have changed the lives of vulnerable people for the better. All our OD and capacity building work should result in improved lives for the vulnerable, but measuring this link has not always been easy. For the purpose of this review Organisational Development work is defined as work undertaken by National Societies to achieve a wide ranging change to the existing organisational culture and systems in a consciously planned manner to improve services to vulnerable people. Capacity building is defined as strengthening the existing systems or procedures to enhance something that may already be good for increased effectiveness (ie volunteering systems, financial management practices, human resource development systems).

With this challenge in mind, this review used a tool developed by 14 NS across the Asia Pacific Zone in 2004 called the “Impact Spider”. The essence of the tool is to show how a series of steps can be analysed that gives us a better chance to measure an organisational development or capacity building input through a number of steps until we can measure how it helped to assist vulnerable people to receive something better at the end of a given period of time. 1.b The “Impact Spider” tool The “Impact Spider” is attached with a full explanation in Appendix 2, and the “Questionnaire” used in each National Society to generate comparative answers across all reviews undertaken is attached at Appendix 3.

The following diagram explains the basic concept between OD and capacity building inputs and their measurable impact on the lives of the vulnerable as seen through a clear “impact chain”.

The “Impact Spider” further develops the spirit of the “impact chain” into a series of questions that can be customised to each environment. In this way a change process can be evaluated in terms of the impact it finally has on improved lives of vulnerable communities as follows:

Measiring Change Linking Organisational Change to Community Level Impact

Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational The following case studies in Chapter 2 illustrate the impact that long term OD processes have 5 finally had on improving the lives of vulnerable communities. Each case study used the “Impact Spider” and impact chain framework to reflect on the key OD inputs, outputs and outcomes that

finally delivered improved services with measurable increases in the overall well-being of communities as a result. International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation 2. Case studies

The following case studies are written by each of the National Red Cross and Red Crescent Societies concerned and reflect the individual way in which they choose to best illustrate the connections between their long term OD processes and the measurable impact these have had in vulnerable people’s lives. Case studies photos 2.a Case study from Cambodia Red Cross 7

1. Introduction

The theme of our impact story is “Crisis and Victory”. Just over a decade and half our Red Cross Society has emerged from a severe crisis to a great victory to become the leading humanitarian organization in Cambodia, with a membership of 216,955 people from various stratus of the society, thus making it as one of fastest growing movement in the country, actively supported by over 10,000 volunteers and 14,000 youths working as auxiliary to the Government, alleviating suffering and assisting vulnerable families to improve their livelihood.

This impact story is a fruit of a participatory process of consultation and reflection at all levels,1 with focus groups discussing the key achievements and challenges experienced by the National Society (NS) during the change process. The study team’s task was to explore the direct linkages that Organizational Development (OD) and Capacity Building (CB) had in improving of services delivery systems and impacting on livelihood of the vulnerable communities in the four selected branches/provinces in Cambodia.

We are very delighted to share this story with our stakeholders and partners, with a hope that you will also be inspired to see that every single contribution and effort you have made in the past towards the humanitarian cause has not been wasted, but in a long run produced a ripple effect that is continuously impacting on the lives of the individuals and families in the communities everywhere. During the study we discovered that institutional, individual and community development is an organic process and will continue to grow like a mighty tree, as long as it is nurtured and protected in the spirit of love and respect for humanity without any discrimination of color, race, religion and other social, economic or political factions.

The learnings from the 90’s showed a need to change the way of working, to be more focused and to universally adopt the same well-functioning characteristics, with an aim to unify the national societies of the world under a common approach with a single Strategy 2010.

This impact story starts in the year 2000 when the Federation launched this Strategy 2010, when Cambodia Red Cross (CRC) was struggling to emerge from crisis and needed support to become a well-functioning national society, with an aim respond to the humanitarian needs along with the public authorities to alleviate suffering in the country.2 With the support of IFRC and partner national societies, the OD and CB programme became one of the priority programme and a part- time OD delegate was placed in Cambodia.

In 2003, Lok Chumteav Bun Rany HUN SEN, President of Cambodian Red Cross, sent a letter to the General Secretary of the International Federation in Geneva by highlighting the commitment to strengthening organizational development and in response a full-time OD delegate was as- signed from 2003 to 2007 to guide the change process. In this OD impact story we describes how the situation CRC from one cycle of growth to another evolved, and what are the key OD and CB interventions, lessons learned, best practices and experiences gained at the central, branch, sub- branch and community level and how all this have changed the lives of the vulnerable people and beneficiaries at all levels. International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation

1 Focus Group of Study (Governance-Management at central, branch and sub-branch level, volunteers and beneficiaries) 2 UNDP HDI Report 2000 8 2. Growth of our National Society

2.1 EMERGING FROM CRISIS

In 1975 to 1979 the Cambodian Red Cross (CRC) was sadly not able to function during the civil war, and in 1979 to 1994 the society was divided under the four political fractions of the country. However, in 1994 to 1997 it was possible to re-unite as one society when the 1st General Assembly was conducted on the 11th April 1994, based on the sixth fundamental principle of UNITY.

In 2002, the internal conflict between the 4 fractions ended and our society was gradually united, the public image improved,3 and the next step was to have a clear long–term future direction, and not just trying to survive from one crisis to another depending wholly on external support of the international community. Our country in general was also recovering from the past wounds of war and genocides of the Khmer Rouge regime, where 1.7 million people killed and complete breakdown of production and social service infrastructure. The government was having their 3rd Election with many growing pains of formulating a democratic, peaceful and just government. This was the type of challenging environment that our National Society (NS) was developing and emerging to become a unified society.

The NS Self-Assessment reporting process provided opportunity for the NS to reflect on its weaknesses and strength related to its existing legal base, capacity and performance. The Federation delegation and the partners were also complaining that CRC was a “bottle-neck” to scale-up the flow of donor funds and support to the project activities in the country.4 They demanded CRC to quickly become a stronger bi-lateral partner, in order to implement the projects. Some partners lost their patience and became unilateral and others became multi-lateral, projects were implemented through IFRC. Our staff capacity was limited, it was a period of great distress, delegates were driving the projects and programmes, no systematic planning, no local ownership and projects were not managed by our NS. This was the state of our NS – confusion, no clear direction, the problems were too complex and we did not know where to start.

2.2 A TURNING POINT

In March 2003, was the turning point for our society, when the Central Committee established an OD Council and appointment two OD focal persons 1) the first vice-president from the governance 2) the director of communication from the management team, thereby, fully committing to OD change process from the leadership level.

The first important undertaking was a consultation meeting held on the 19th May 2003 in Phnom Penh, between the members of the Central Committee, Management team headed by Secretary General Professor My Samedy. The theme of the consultation was “Uniting for the Future of CRC”. Using various participatory tools5 we achieved a unity of vision and mission, unity of thought that would lead all to unity of action in the near future.

Many problems and issues were openly discussed, putting them on the wall and on the table to visually see the issues that was the “bottle-neck” for the progress of our society. As a result there was a consensus that our organization had internal strength to build on, as well as many weaknesses to reduce, external opportunities to seize, and some key threats to tackle urgently. One of the key solutions was to conduct stakeholder analysis to see the external environment, and a SWOT analysis and problem analysis within each department to see the root cause of some of the key problems, before formulating a strategic plan 2003-2010, that would provide the framework for development of our NS under one common goal and objective, and followed by a bottom up annual planning process in line with the strategy, with all 24 branches. With the support of Federation and partner societies intensive and systematic capacity building activities were implemented at all levels, to help understand the meaning, application and implications of a Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational

3 Stakeholder Survey done with partners in 2003 4 Donors were appealing funds to support yearly flooding, drought, outbreak of dengue fever, cholera epidemics, hunger, homelessness and extreme poverty of the people due to migration and repatriation from the refugee camps and other internal security unrest facing the society. 5 Journey like Wall, SWOT and problem tree analysis well-functioning national society, and then mobilize all to participate meaningfully in the devel- 9 opment process. Various training activities were designed and delivered with manuals in Khmer language to staff at headquarter and 24 branches.

The first bottom-up planning processes was initiated each branch had the opportunity to formulate their own plans of action, integrating OD as one of the important cross-cutting activity. Within two years the capacity of all directors, managers and staff was upgraded with new knowledge, attitude, skills and abilities to apply them at work.6

2.3 IMPLEMENTING THE CHANGE PROCESS

By the year 2005, there was readiness, willingness and capacity in our governance and management team to implement a comprehensive OD action plan, integrated in the annual plans of all NHQ and 24 Branches. Many critical actions were undertaken by CRC for more integration and harmonization of the whole national society through one common goal to serve the vulnerable in an efficient and effective way. Since the problems were multi-dimensional in nature, it required many types of interventions at many levels to build a “Red Cross House” – starting from the foundation to the roof and refining all the components step by step7. The following are some of the key OD and CB strategic interventions, tools and approaches that were successfully implemented which brought about satisfactory outcomes and impact on the NS. a. Branch Categorization and Development

The development at the NHQ was too complex, so we decided to initiate the OD change process at decentralized levels, starting at the branch level. A branch need assessment was conducted in 2004, to study the needs and capacity of six pilot branches, before conducting a branch categorization process, involving all 24 branches in the country. The results showed that only 5 % of the branches were in A category, 65% were B category and the other 30% were C category.

A systematic branch development approach8 was developed to address the needs of the weakest branch (C-)9 As a result of the analysis of the branch situation, our leadership and partners could see the big picture of the situation of the branches around the country. They became aware of the areas the branch was weak and what support was needed. This became an opportunity to be more focused and not the stretch our resources too thin, and results could not be measured. Special missions were sent by our central committee to talk with the provincial government, branch committee members, to the weakest and isolated provinces in Rattanakiri and Koh Kong, whereby they were able to regain more attention and resources to grow. The study team reviewed Koh Kong branch10 that has developed fast from C- in 2005 to B+ in 2009. Yearly budget for minimum package of activities are provided by NHQ to support the weak branches to implement their RC work. b. Governance and Leadership Training at Central and Branch level

Good leadership and commitment to RC was the key to our success said by one of the CC member. The Leadership Training Course clearly separated the role of governance and management, bringing greater awareness and understanding of the governance and management team in the 24 branches and central committee members. Study visits organized to the sister NSs to share best practices in fundraising in Thailand, in governance, branch development and service delivery in the Philippines and youth and volunteer management in Vietnam. This was an eye opener for the leaders of our NS to be able to see the potentials, and great possibilities for changing and

6 Training provided by OD include: PPP, Project Management, Gender, TOT, PCD, HRM, HRD, IT, English, Branch Development, Governance and Management , Fund Raising and Resource Development, Youth and Volunteer Training, Study Tour and other courses. 7 Characteristics of WFNS : Foundation, Capacity and Performance 8 The approach recommended 1) A category branch to continue to sustain their growth and assist 1-2 weak branches, 2) B Societies and Red Crescent of Red Cross International Federation category branch should work with PNSs to gain more strength and support, and 3) C category branch need to be directly supported by Central Committee and NHQ, to systematically nurture and accompany them in the growth of a well- functioning branch. 9 Report of the Branch Categorization process 2004, 2006, 2009 10 These are very isolated provinces from the capital city but today they have become B + category branches. 10 improving the governance and management of CRC. As a result, the legal base was strengthened through on-going revision of the statutes during each General Assembly (GA) and Extra Ordinary GA11 which promoted a clear separation of governance and management, the role and function of branch, sub-branches, red-cross groups and volunteers. As well as revision of various policies and regulations for better management of the implementation of the services to the people12

c. Strengthening the Legal Base and Constituents of CRC

Through the democratic and participatory processes the General Assembly and Branch Assem- blies became a platform for reviewing the performance of the Branches, as well as the National Society, which is attracting more and more confidence, trust, and transparency of the public. This is directly impacting on the people, to be more involved in the RC activities throughout the country. This influences the increase of membership from 149,947 members in 2006 to 216,955 members in 2009 at a rate of 3% per year.

People in the community increased their awareness through dissemination on the importance of RC movement, resulting in increase of RC volunteers from 5,827 in 2006 to 10,770 in 2010. As well as students in school and colleges became more attracted to join the RC Youth programmes, thus increasing the number of youths from 6,362 in 2006 to 14,776 in 201013 The figures show that over the period of five years membership, youths and volunteers of CRC has doubled a clear sign of the strong foundation of our RC movement in Cambodia.

d. Human Resource Management and Development

CRC leadership realized that unless and until we have strong HR base, we cannot implement our NS plans, fulfill our mission and achieve our objectives to become a leading humanitarian organization in Cambodia, and respond efficiently and effectively to the demands of our most vulnerable. As part of OD intervention an HR Department was established and CRC was restructured, and a special training in HR was provided to all directors and HR related staff. Various HR policies and strategies were developed to tackle staff issues and problems such as retirement, staff salary, staff career development and benefits, transparent recruitment and staff appraisals.

As a result new working conditions of staff were developed with an aim to gradually raise standard of staff performance. Jobs were analyzed and central committee and branch committees’ members were given clear guidelines to select the right staff with the right skills, and attitude for each position, salaries was also increased, and the working environment was improved, new offices were renovated and constructed.14 There has been a big improvement to retain and recruit qualified and committed staff in the NS at all levels. The number of staff increased from 200 staff in 2005 to 412 in 2010. (140 at NHQ, 265 at Branch level, 66 new staff was recruited during 2006- 2010 and 24 staff have been retired at NHQ)

e. Gender balance in the CRC

As a result of the gender training course in CRC, a greater awareness on role of women was created and more women were elected and appointed in the governance and management level. Currently CRC is led by a capable women president, secretary general and deputy. In the central committee there are 10 active women members and in the NHQ there is 35 devoted women staff in the management team.

Among the 24 directors/branches, there are 4 women and out of 313 branch committee members, 72 are all women who work hand in hand. As a result a strong leadership at all levels, CRC has become a leading humanitarian organization with a great potential for scale up of services in par- allel with the government agencies to respond to demands of the people in the country. In 2007, mid-term reviews of the OD achievements and Strategy 2003-2010 was conducted, and the many Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational

11 All together 3 GAs and 2 Extra Ordinary Gas conducted by CRC 12 Youth and Volunteer policies, Conditions of Service revised 13 CRC 4 Year Report (2006-2010) 14 New HQ building and 10 new branch office was constructed and renovated 2.4 REFINEMENT OF THE OD PROCESS This was the period of implementation of the 2nd phase of our Strategic Plan, and development of new strategic directions for each core areas15 and integrating all programmes and projects to align to the same direction. The fund raising was systematically scaled-up in all branches and at NHQ to reach a total of more than 1 million dollars on 8th May and 3.3 million dollars during the whole year of 2007. The central committee approved the establishment of a M&E unit in the NHQ and with a network of M&E coordinators in each department and 24 branches that form a network for implementing regular M&E activities and reporting, which soon was integrated into to PMER.16 In order to have full understanding of the planning, monitoring, evaluation and reporting functions a systematic staff capacity was organized in M&E. With support of IT consultants we developed Branch Development Systems for monitoring and reporting progress for 24 branches.

Participatory Community Development was conducted to train CRC staff to understand the concept of community development,insights and to draw lessons lessons learned from thewere grassroots, gained, and toCRC keep was projects ready on for track the andnext report stage on of deviationsrefinement to the top 11 managementprocess to in orderimprove to take its performance. immediate actions to problems. We had on-job training in the field to enhance our skills in measuring outcomes and impact in the school health programmes.

2.5 FINE-TUNING OF THE OD PROCESS Chart showing OD process has advanced to become the Foundation of all the core areas, the mission and vision of CRC in the new strategy 2011-2020.

Vision 2011-2020 Contribute to accelerate the poverty reduction and promote the human dignity and protect the humanitarian value of the vulnerable people. vsdfsdf Mission As a National Society and a leading humanitarian organization in Cambodia, the Cambodian Red Cross mobilized the power of humanity to continue assisting the most vulnerable people through the provision of disaster management, health and care in the community and promotion of Humanitarian Values of the Movement

Strategic Direction 1 Strategic Direction 2 Strategic Direction 3 Contribute to a reduction of morbidity and Promote Fundamental Principles, Contribute to saving lives and building mortality of mother and child, to Humanitarian Values, Human Dignity and resilience to disasters and crises. communicable diseases prevention, and to a culture of non-violence. Core Area 1 responses to health in emergency. Core Area 3 Disaster Management Core Area 2 Promotion of the Movement’s Health and Health Care in the Community Fundamental Principles and Humanitarian Values Strategic Direction 4: Ensure the strengthening of the CRC profile as a National Society leading in humanitarian activities through activities in the Core Area 4: Organizational Development and Resource Development

Cross Cutting Issues: Members, Volunteer, Gender, Youth, Capacity Building, and Advocacy

15 Promoting Humanitarian Values, Disaster Management, Health and OD 16 M&E training report, 2006 2.4 REFINEMENT OF THE OD PROCESS

This was the period of implementation of the 2nd phase of our Strategic Plan, and development of new strategic directions for each core areas15 and integrating all programmes and projects to align to the same direction. The fund raising was systematically scaled-up in all branches and at NHQ to reach a total of more than 1 million dollars on 8th May and 3.3 million dollars during the whole year of 2007. The central committee approved the establishment of a M&E unit in the NHQ and with a network of M&E coordinators in each department and 24 branches that form a network for implementing regular M&E activities and reporting, which soon was integrated into to PMER.16 In order to have full understanding of the planning, monitoring, evaluation and reporting functions a systematic staff capacity was organized in M&E. With support of IT consultants we developed Branch Development Systems for monitoring and reporting progress for 24 branches.

Participatory Community Development was conducted to train CRC staff to understand the concept of community development, to draw lessons from the grassroots, and to keep projects on track and report on deviations to the top management in order to take immediate actions to problems. We had on-job training in the field to enhance our skills in measuring outcomes and impact in the school health programmes. International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation

15 Promoting Humanitarian Values, Disaster Management, Health and OD 16 M&E training report, 2006 12 2.5 FINE-TUNING OF THE OD PROCESS Chart showing OD process has advanced to become the Foundation of all the core areas, the mission and vision of CRC in the new strategy 2011-2020.

Overview of the Impact Chain at Branch level

Input: Revision of the CRC Statutes, restructuring of Branch and Sub-branch offices, appointment of new committee members, recruitment of qualified director, staff and training support from NHQ and PNSs.

Output: Increased number of trained staff, youth and volunteers with capabilities to manage more the RC projects and use resources efficiently

Outcome: Improved performance of staff and volunteers contributing to effective service delivery network and systems to reach out and scale-up RC activities in communities

Impact: More vulnerable people served with relevance, sensitivity and sustainability, contributing to significantly to bring back human dignity and restoring livelihoods, saving lives, changing minds and making a difference.

Input Output Outcome Impact

The Key to Success:

The following are the lessons learned why the OD & CB process has been successful, and as a result CRC has achieved the characteristics of a Well-Functioning National Society (WFNS):

1. Leadership of the governing bodies at all levels, has strong commitment, active in advocacy, sacrifice, clear-sighted directions, the humanitarian spirits and volunteerism , -good gover nance, transparent management, trust and confidence building, good partnership enabling the CRC to gain stronger support and power of humanity from national and international char- tered people and donors;

2. Comprehensive structure from headquarters to communities;

3. Availability of resources: staffs, Red Cross Volunteers and Red Cross Youth, financial and material resources;

4. Sector-strategic plan/program & project plan which were formulated in a participatory manner and possess Monitoring, Evaluation and Reporting System;

5. Good cooperation and strong partnership with partners through the practice of openness, consultation, constructive critics;

6. Strong support from the legislative and executive bodies and authorities at all levels and from people. Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational 3. 1 KAMPONG CHAM BRANCH Our branch is located in the east of Cambodia with a population of 1.6 million people, since it is located along the Mekong River; it is prone to seasonal flooding. The study team visited the Cham (Muslim) minority villages along river and other poor districts. RC youths in all schools actively participate in activities to help in cleaning the environment, promoting hygiene and awareness in dengue fever and other on–going campaigns to build a better society.

3. The impact ofEXPERIENCES OD and capacity SHARED building BY BRANCH, at community SUB-BRANCH level& 13 COMMUNITY It was a difficult decision for us to select the branches for the study, as there are many good Before we had practices and abundantSituation of experiences before inand the after country. OD The Process 2 branches - of Kampong Cham and only few youths and volunteers and as a result of Koh Kong were chosendissemination and Takeo and and Kampot training volunteered now we forhave this 2 volunteersstudy. The following in is the overview of the logic all and villages linkages betweenand RC input, Groups output, are outcome set up and in impact all 173 at the branch Level conducted by thecommunes study team. Sinceusing spider there tool are steps well and-trained questions. volunteers The story is presented present, the people are able to have access to information as experiences sharedfrom by various the earl RC yactors warning and beneficiaries, system1 people reflecting can beon morethe situation before and after the OD interventions,prepared changesto cope withand impact. the seasonal disasters.

Impact on Vulnerable People - Traditionally people Experiences Shared onlyBy Branch, make Sub-Branch merit to monks & Community, now monks and all temples have been actively participating in mobilizing Situation before and contributionsafter OD Process to – Before the poor we had. Through only few youths the volunteers, and volunteers the and as a result of dissemination and trainingelders now are we cared have 2 andvolunteers visited in all to villages support and RC their Groups means are set of up in all 173 communes. Since theresurvival. are well-trained Around volunteers 70%- present,80% of the people people are in able communities to have access to infor- were assisted in health education, which have impacted mation from the early warningon their system1 behavior people can to be use more clean prepared water to cope, sanitation with the seasonal and disasters. hygiene. The latrine project in the community was Impact on Vulnerablesuccessful People – Traditionally - 40 latrines people are only used make by merit families. to monks, now monks and all temples have been actively participating in mobilizing contributions to the poor. Through the volunteers, the elders are cared and visitedThe successto support is their due means to guidelines of survival. fromAround NHQ, 70%-80% commitment, of people in communities were assisted in healthclear education, role and which responsibility have impacted oncommitment their behavior to o usef branch clean water, sanitation and hygiene. The latrinecommittee project in and the operationalcommunity was team successful and – all40 latrines activities are used are by families. implemented in line with the CRC strategy 2011-2020.

The success is due to guidelines from NHQ, commitment, clear role and responsibility commitment of branch committee and operational team and all activities are implemented in line with the CRC strategy “Before,2011-2020. we elders in the

villagesTotal beneficiarieswere served since 2006: 21,410 people alone and lowly, no shelter and refuge, but now thankful that the RC Volunteer for 12 years RC volunteers look after us as their own family”

RC Volunteer for 12 years “Before, we elders in the villages were alone and lowly, no shelter and refuge, but now thankful that the RC volunteers look after us as their Totalown beneficiaries family” served since 2006: 21,410 people

International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation 3.2 TAKEO BRANCH Our branch is located in the south with a population of 843,931 people in the Mekong delta where there is seasonal swelling of the delta in the raining season and draught in dry season that has a negative impact on the livelihood of the people, livestock and agriculture. EXPERIENCES SHARED BY BRANCH, SUB-BRANCH & COMMUNITY

Situation before and after OD Process - Before our branch was weak and disunited and had a poor image in the public, after OD reform, we have strong committee members with a clear vision and mission, and a new director with qualified

staff that could work confidently with partner societies and donors. As a result we are more efficient and effective in implementing community RC services through mobilizing 1,488 RC youths in 6 schools, and 1,434 volunteers in 100 villages, 6 sub-branches and 3 RC groups established in villages.

Impact on Vulnerable People – In Phoung Phonom community has a population of 7,718 people and 1,630 14 3. 1 KAMPONG CHAMfamilies BRANCH are served by the RC. Providing 384 latrines and 70- 80% of people get health education through the volunteers. Our branch is located in the east of Cambodia with a population of 1.6 million people, since it is Water filters were provided to families’ as a result good located along the Mekong River; it is prone to seasonal flooding. The study team visited the Cham health and complete reduction of water–borne diseases in (Muslim) minority villagesthe along village. river They and alsoother build poor latrinesdistricts. toRC improveyouths in personal all schools actively participate in activities tohygiene help in an cleaningd enviro thenmental environment, sanitation promoting to health hygiene and hygiene and awareness in dengue fever and other improveon–going in campaigns the villages to .build Women a better and childrensociety. had more free time for education and other social–economic activities.

Experiences Shared ByTotal Branch, beneficiaries Sub-Branch served & Community since 2006 : 27,784 people

Situation before and after OD Process – Before our branch was weak and disunited and had a poor image in the public, after OD reform, we have strong committee members with a clear vision and mission, “I am happy, my family has and a new director with qualified staff that could work confidently with partner societies and donors. As a result we are more efficient and effective in implementing community RC services through mobilizing access to clean & safe water, I feel much healthier than 1,488 RC youths in 6 schools, and 1,434 volunteers in 100 villages, 6 sub-branches and 3 RC groups established in villages. before, thanks to RC water- filters “ Impact on Vulnerable People – In Phoung Phonom community has a population of 7,718 people and 1,630 families are served by the RC. Providing 384 latrines and 70-80% of people get health education through the volunteers. Water filters were provided to families’ as a result good health and complete reduction of water–borne diseases in the village. They also build latrines to improve personal hygiene and environmental sanitation to health and hygiene improve in the villages. Women and children had more free time for education and other social–economic activities.

Total beneficiaries served since 2006: 27,784 people “Now, my family also have a clean latrine, before we go to the bush, it was not very convenient, pigs followed us. “

“I am happy, my family has access to clean & safe “Now, my family also have a clean latrine, water, I feel much healthier than before, thanks to before we go to the bush, it was not very RC water-filters” convenient, pigs followed us. “ Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational 3.2 TAKEO BRANCH 15 Our branch is located in the south with a population of 843,931 people in the Mekong delta where there is seasonal swelling of the delta in the raining season and draught in dry season that has a negative impact on the livelihood of the people, livestock and agriculture.

Experiences Shared By Branch, Sub-Branch & Community

Situation before and after OD Process – Before 2004 we relied on funds from NHQ and branch committee was not interested in RC work, they were not clear about their roles and responsibilities, no clear structures for RCY/RCV. After the 2nd and 3rd mandate of branch assembly, there was a big change. Fundraising improved significantly: 2007 = $10,000; 2008 = $30,000; 2009 = $50,000; 2010 = $100,000. BC member’s commitment and participation in RC activities increased from 30% to 80% now each sub-branch can respond to 20 families during disaster.

Impact on Vulnerable People – Through active RC volunteers many project activities were implemented:

1. Home Gardening in Andong Toek commune: After the project started, we (people) increased the vegetable gardening by 50%. Our income increased 100% and could feed our family, 99% of our children go to school, no families go begging to the district authority office for food anymore. Since, now we have RCVs in all villages, we have easy access to information, faster response to community needs. This is due to the new RCV structure, committed CRC sub-branch and partners, who can provide timely, relevant and sustain support.

2. Mme Chao Lay (35 years old) RCV in MeanRith commune shared that: “one female with HIV positive, named A, was very sick, always lying in the bed, loosed all hope, wanting to die. We went to visit her, provided consultation, explained and provided psychological support. After one month, she agreed to take medicine, she became more healthy, made contacts with the other villagers, she started her own business (buying and selling vegetable in the market) and after 6 months her business grew bigger and bigger. Now, she is very happy and wishes to thank the RC for giving her a new life.

3. The water dug wells can support 30-40 families for our daily minimum water consumption; we now have better personal hygiene and health.

4. Materials for Latrines are provided by project and our families participate in the construction and many families are interested. International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation 3.3 KHAMPOT BRANCH

Our branch is located in the south, with a population of 585,110 people living near the Gulf of Siam, the main occupation is fishing, farming and salt production. Since people are living near the sea they are affected by tropical monsoon and flooding.

EXPERIENCES SHARED BY BRANCH, SUB-BRANCH & COMMUNITY

Situation before and after OD Process Before 2004 we relied on funds from NHQ and branch committee was not interested in RC work, they were not clear about their roles and responsibilities, no clear structures for RCY/RCV. After the 2nd and 3rd mandate of branch assembly, there was a big change. Fundraising improved significantly: 2007 = $10,000; 2008 = $30,000; 2009 = $50,000; 2010 = $100,000. BC member’s commitment and participation in RC activities increased from 30% to 80% now each sub-branch can respond to 20 families during disaster Impact on Vulnerable People – Through active RC volunteers many project activities were implemented:

1) Home Gardening in Andong Toek commune: After the Output project started, we (people) increased the vegetable gardening by 50%. Our income increased 100% and could 3.3 KHAMPOT BRANCH feed our family, 99% of our children go to school, no

Our branch is located in the south, with a population of 585,110 people familiesliving near the Gulfgo of begging Siam, the main tooccupation the district authority office for food is fishing, farming and salt production. Since people are living near the seaanymore they are affected. Since, by tropical now monsoon we and have RCVs in all villages, we have flooding. easy access to information, faster response to community EXPERIENCESneed s. SHARED This BY is BRANCH, due to SUB the-BRANCH new & RCV structure, committed CRC COMMUNITY sub-branch and partners, who can provide timely, relevant Situationand before sustain and after ODsupport Process . Before 2004 we relied on funds from NHQ and branch committee was not interested in RC work, they were not clear about2) Mme their roles Chao and responsibilities,Lay (35 years no clear old) RCV in MeanRith commune structures for RCY/RCV. After the 2nd and 3rd mandate of “I am happy, now my child branch shared assembly, there that was: a“ o bigne change. female Fundraising with HIV positive, named A, was improvedvery significantly: sick, 2007 always = $10,000; lying 2008 = $30,000;in the bed, loosed all hope, wanting has better nutrition and 2009 = $50,000; 2010 = $100,000. BC member’s commitmentto and die. participation We in went RC activitie tos increased visit her, provided consultation, food for her steady growth” from 30% to 80% now each sub-branch can respond to 20 familiese duringxplained disaster and provided psychological support. After one Impactmonth, on Vulnerable she People agreed – Through to active take RC medicine, she became more volunteershealthy, many project made activities werecontacts implemented: with the other villagers, she started 1) Homeher Gardening own in Andong business Toek commune: (buy Aftering the and selling vegetable in the Output project started, we (people) increased the vegetable gardeningmarket) by 50%. Our andincome afterincreased 6100% months and could her business grew bigger and feed our family, 99% of our children go to school, no bigger. Now, she is very happy and wishes to thank the RC families go begging to the district authority office for food anymorefor. Since, giving now we have her RCVs a innew all villages, life. we have easy access to information, faster response to community needs. This is due to the new RCV structure, committed CRC sub-branch3) andThe partners, water who can dug provide wells timely, relevant can support 30-40 families for our and sustain support. daily minimum water consumption; we now have better 3.3 KHAMPOT BRANCH 16 2) Mmepersonal Chao Lay (35 years hygiene old) RCV in MeanRithand health.commune 4) Materials for Latrines are “I am happy, Ournow branchmy child is located in the south, withshared a populationthat: “one femaleof 585,110 with peopleHIV positive, living nearname thed A, Gulf was of 3.4 KOH KONG BRANCH very sick, always lying in the bed, loosed all hope, wanting 3.4 KOH KONG BRANCH has better nutritionSiam, the and main occupation is fishing, farmingprovided and salt production. by projectSince people are and living ournear families participate in the Our branch is located in the south-west of the country in the Gulf of Siam borderingto die. We with went to Thailand, visit her, provide dwith consultation a , population of 117,481 people, their main occupationOur branch of the is locatedI ampeople in a the volunteer south is fishing-westfood of I for thelearned herand country steadythe seatrading. growth in theyto the construct”are Gulf affected of Siam by tropical bordering monsoon with and Thailand, flooding. with a population of 117,481 people, their main occupation of the people is fishing and trading. explainedconstruction and provided psychological and manysupport. After families one are interested. month, she agreed to take medicine, she became more cement rings for EXPERIENCESdug wells and slaps SHARED BY BRANCH, SUB-BRANCH & healthy, made contacts with the other villagers, she started COMMUNITYEXPERIENCES SHARED“I am happy, now BY my BRANCH, SUB-BRANCHI am a volunteer & I learned to for latrine, even if the project ends I her own business (buying and selling vegetable in the COMMUNITY child has better nutri - construct cement rings for dug tion and foodmarket) for her and after 6 months her businesswells and grew slaps bigger for latrine, and even will try continueSituation this useful beforeactivity. and after OD Process steady growth”bigger . Now, she is very happy and wishesif the project to thank ends I willthe try RC Before KohSituation Kong before andbranch after OD Process committee members were not much for giving her a new life. continue this useful activity. involved inBefore the Koh branch Kong branch level. committee The members office were was not too much small and quite far involved in the branch level. The office was too small and quite far from the central town. Communication system was poor, only 3 from the central town. Co3) mmunicationThe water dug systemwells can was support poor, 30 -only40 families 3 for our staff and no vice-director . Job performance was poor, limited staff staff and no vice-director. Job performance was poor, limited staff ability and no-sub-branchdaily minimum office. water consumption; After we OD now have reform, better under the guidelinesability of and the no -subrevised-branchpersonal office. statuteshygiene After and OD health. reform, in 4) Materials 2009under for the, Latrines we are have a newly appointedExperiencesguidelines branch Shared ofBy theBranch, committeerevised Sub-Branchprovided statutes & by Community project membersin 2009 and , we our have families, who a participatenewly are in very the committed I am a volunteer I appointedlearned to construct branch committee members, who are very committed and workingSituation before ac andcording after OD Process constructionto –their Before andKoh roles manyKong familiesbranch and committee are responsibility. interested members. were not The branch wascement rerings- structured,for anddug wellsworking and slapsaccording a new to their office, roles and with responsibility. buildings The branch for rent to generate for latrine,much even involved wasif the re projectin- thestructured, branch ends Ilevel. a newThe office office, was with too buildingssmall and quite for farrent from to the generate central town. Commu- more income was constructed. Now it is easier to communicate and will try continuenication systemmore this useful income was activity.poor, was only constructed.3 staff and no vice-director. Now it is easier Job performance to communicate was poor, and limited staff ability reachand outno-sub-branch to office.partner After OD sreform, and under the public guidelines of institutionthe revised statutes s,in 2009, and we our image improved.reach We out have to partner 9 s staffand public working institution s,at and branchour image level and one new have a newly appointed branch committee members, who are very committed and working according to sub-branchimprove officed. We haves build, 9 staff working 1% at (1,466) branch level of and ototalne new population in the their roles and responsibility. The branch was re-structured, a new office, with buildings for rent to gener- province subare-branch CRC office memberss build, 1% (1,466). 303 of RCYs total population in 6 targeted in the schools and 70 ate more income was constructed. Now it is easier to communicate and reach out to partners and public RCVs in province 29 villages/119 are CRC members. 303 village RCYs in 6 targeted of the schools whole and 70 province (2010) institutions, and our image improved. We have 9 staff working at branch level and one new sub-branch comparedRCVs to in2006 29 villages/119 only 34 village RCVs. of the Red whole provinceCross (2010)Group s are established offices build, 1% (1,466) of total population in the province are CRC members. 303 RCYs in 6 targeted in 4 communescompared to and 2006 only3 sub34 RCVs.-branches Red Cross Group ares are be established able to response to the schools and 70 RCVs in 29 villages/119 village of the whole province (2010) compared to 2006 only 34 disaster onin 4 theircommunes own. and 3 sub -branches are be able to response to the RCVs. Reddisaster Cross Groupson their are own. established in 4 communes and 3 sub-branches are be able to response Impactto the disasteron Vulnerable on their own. People - Since 2006, we have provided 50 Impact on Vulnerable People - Since 2006, we have provided 50 latrines to the village through HIV/AIDs project; as a result the Impact latrineson Vulnerable to the People village – Since through 2006, we HIV/AIDs have provided project; 50 latrines as a to result the village the through HIV/ hygieneAIDs project; behavior as a result the ofhygiene people behavior of people has has changedchanged over the years over and has the impacted years and has hygiene behavior of people has changed over the years and has impacted on their health. on People their living in HIV/AIDs health. have been People changed their living mindset about in discrimination HIV/AI and areDs have been impacted on their health. People living in HIV/AIDs have been changed involved in their social works, mind they alsoset receive a regularbout health discrimination care service from volunteers. The and standard are of involved in changed their mindset about discrimination and are involved in socialliving works, of people in target they villages also is gradually receive changing by through regular the micro loan health from the branch care to start service from social works, they also receive regular health care service from volunteers.their small businesses. The As standard a result the number of domestic’s living violence o andf peoplehuman trafficking in is decreasing target villages is becausevolunteers. of behavior change The standardand opportunities of living provided of peopleby the RC in volunteers target villagesliving in the is villages. gradually changing by through the micro loan from the branch to gradually changing by through the micro loan from the branch to start Totaltheir beneficiaries small served businesssince 2006: 3,447es people. As a result the number of domestic’s start their small businesses. As a result the number of domestic’s violence and human trafficking is decreasing because of behavior violence and human trafficking is decreasing because of behavior change and opportunities provided by the RC volunteers living in change and opportunities provided by the RC volunteers living in the villages3.4 KOH KONG. BRANCH the villages.

Our branchTotal is located beneficiaries in the south-west of served the country insince the Gulf of2006 Siam bordering: 3,447 with Thai people- Total beneficiaries served since 2006: 3,447 people . land, with a population of 117,481 people, their main occupation of the people is fishing and . trading.

“I am a victim of trafficking; my “I am a victim of trafficking; my husband ran away with another “I am a victim of trafficking; my hus- husband ran away with another woman and left me to survive alone in band ran away with another woman woman and left me to survive alone in and left me to survive alone in the the slu m with 4 children. I was very sad, but the RC volunteers visited methe slu m with 4 children. I was very slum with 4 children. I was very sad, but the RC volunteers visited me regularly to encourage me, they sad, but the RC volunteers visited me regularly to encourage me, they regularly to encourage me, they pro- provided RC loan to buy duck’s eggs, vided RC loan to buy duck’s eggs, I boiling and selling them every dayprovided RC loan to buy duck’s eggs, I boiling and selling them every day I boiling and selling them every day for survival. I am happy and thankful for survival. I am happy and thankful for survival. I am happy and thankful to have my RC family to take care of to have my RC family to take care of me and my sons. “ to have my RC family to take care of me and my sons. “

The role trained volunteers play in bringing, relevance, impact and sustainability to RC project 17 and programmes.

Before people in community had misconception of the responsibility of the RC volunteers and did not believe in what the volunteer had educated them. Most people are fisherman, construction workers and had migrated to the neighboring country. They did not know where to find assistance and support. Now after training of RC volunteers, they play an important role in community development for providing some health education and sharing necessary information. They can do multi-tasks including HIV/AIDs education and primary health care. Through the RHT Project, the capacity of volunteers is strengthened to provide timely response to vulnerable people. The rate of migration of the people to Thailand is gradually reducing. Most of vulnerable people from human trafficking, domestic violence and HIV/AIDs have received micro loan project from the RC branch to initiate small business. People in community feel very happy to what they have received such as health knowledge, latrine, water filters and particularly there is more solidarity in their community. As a result people changed their hygiene behavior of using latrine, drinking clean water by daily using water filter, cleaning the environment for better sanitation and starting to using latrine. There is less suffering from other diseases in community as a result of impact of changing their hygiene practices. If people continue these practices, even after the project has ended the situation will continue to improve. – Reported by RC Volunteers.

4. Conclusion

In conclusion, our NS experienced a great transformation during the past 10 years; from just being a “relief-charity” to a “development” oriented organization. This is the fruit of OD and CB interventions and support of IFRC/ICRC and its partners. There is clear evidence that there is a direct link between OD process and impact on the livelihood of the target beneficiaries.

The key to our success is attributed to having a strong leadership of the governance, team work/ spirit of the management, commitment of the youth and volunteers to take social action on issues and problems of society, whose exemplary actions overtime had transform the image and popularity of CRC, impacting on the hearts and minds of the Cambodian society and the public authorities to enthusiastically support in kind and cash.17, and wholeheartedly assist and trust that CRC NHQ and 24 branches can effectively carry out its humanitarian work. The majority of Cambodia people believe that “where there is suffering there is CRC” and “CRC is doing more, doing better and reaching further” to vulnerable people.

Slowly but surely, people in target communities are gradually changing, as they become aware of risk reduction and disaster response and preparedness and changing their behavior in health care upon receiving health care, using safe drinking water, using toilets, cleaning their houses and protecting themselves from diseases, leading to the reduction of vulnerabilities in communities. Nevertheless, this has not been an easy process; we faced many challenges along the way but through the power of unity and spirit of solidarity among members of the RC starting from the honorary president the Queen NORODOM MONINEATH SIHANOUK to Lok Chumteav Bun Rany HUN SEN, the President, right to the volunteers and RC groups at the community level and vice versa, we achieved it from crisis to victory.

In the new millennium, our country is facing new challenges of widening of the social and economic disparities gap between the poor and the rich, urban and rural areas. Extreme materialism and degeneration of the moral, ethical and social values, break down of families and society are negatively impacting on the lives of our youth and children. We welcome partner societies and international community to join us in helping to put MDG of our country on track by 2015.18 International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation

17 CRC organized the biggest fundraising event of the national society garnered a significant USD 8 million or so during the Celebration of World Red Cross Red Crescent Day on 8 May 2010. The funds jointly raised by national headquarters and Phnom Penh branch allocated USD 400,000 to Phnom Penh branch, and USD 30,000 to each of the six branches of Kam- pong Thom, Kratie, Mondulkiri, Oddor Meanchey, Ratanakiri and Stung Treng (Mid-Term Report 2010) 18 CMDG Progress 2007-2010 18 2.b Case study from Cruz Vermelha de Timor Leste (East Timor Red Cross)

1. Introduction

In 1999, in a UN-sponsored referendum, the people of Timor-Leste voted for independence. Soon after, a group of ICRC and ex-PMI employees initiated the process to form a new National Society for the new nation – Cruz Vermelha de Timor Leste (CVTL). A Preparatory Committee and later Intermediary National Board were supported by ICRC and IFRC to establish a legal framework, and organisational structure.

While well-served by the strong reputation established by the ICRC presence in Timor Leste, as a new National Society (NS) CVTL had to establish a peace-time mandate and identity, and position itself as local organisation. The nascent NS inherited a partial organisational structure and staff from ICRC, transferred over 2 years between 2002-2004, beginning with Water and Sanitation, Administration and Logistics staff, with Tracing staff being the last to transfer to CVTL in 2004.

The first Strategic Plan for the four-year period 2006-2009 was approved by the first General As- sembly in Aug 2005 and the Red Cross Law recognising the special status and mandate of CVTL as the National Red Cross Society of Timor-Leste was passed on 17 August 2005. CVTL was recognised by ICRC and accepted as a member of IFRC in November 2005.

The National Society’s first Partnership Meeting was held in Bali in Feb 2005, and in this year CVTL signed or continued support agreements with 7 Red Cross partners (4 bilateral, 3 multilateral through IFRC) and 3 non-Red Cross (international NGO) partners.

Organisational Development & Capacity-Building 2006-2010

Branch Structure Development

A well-functioning branch structure is key to reaching local communities throughout the country with relevant services. The organisational structure CVTL inherited from ICRC was centralised. One of the key challenges of establishing a new NS was to create a membership-based branch structure and volunteer base for service-delivery. By 2003 CVTL had 5 branches and 5 sub- branches, covering 10 districts altogether. Late 2004 to early 2005 saw considerable effort put into recruiting membership in all districts which then made possible branch assemblies and the election of boards to establish branches in every district in early 2005. By the beginning of 2006, CVTL had four Organisational Development coordinators responsible for 3-4 districts each.

The Strategic Plan for 2006-09 included objectives that explicitly committed to development of branch and local structures to support service-delivery as well as to governance, management and resource-mobilisation capacity development at all levels. Strengthening the volunteer base and membership, developing management competencies and management support systems, and establishment of a Youth Red Cross were set as operational plan objectives.

The activity and direction of the newly-recognised CVTL was strongly impacted by the events of 2006 with the new NS having to respond to both natural and man-made crises. Timor-Leste was hit by Cyclone Daryl in January 2006 and then when renewed civil unrest broke out in Timor-Leste in April 2006, ICRC once again took over as the RC Movement lead in the country and CVTL staff and volunteers were mobilised for response to the needs of Internally Displaced People (distribution of family kits, water access). While disaster and crisis response activities increased and staff and volunteers were mobilised in the districts for these in addition to reduced ongoing ‘normal’

Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational service-delivery activities, management including planning and responsibility for financial management and reporting remained centralised. For example, regional ODCs received a working advance for travel, and provided receipts to NHQ, but otherwise were not involved in budget 19 management.

With the growing expectations and commitments for service-delivery, the four OD Coordinator staff responsible to coordinate branch activities across the 13 districts were stretched thin. San- dra Maria da Correia is CVTL Branch Coordinator for Bobonaro Branch and was previously one of the four regional ODCs. She recalls: “Before there was only one person to coordinate and oversee all the work in all (3 or 4) branches as Regional Coordinator. We had to trust the volunteers to do the work, but volunteers also could not keep an eye on all the activities, do the monitoring etc.”

In response to this, and partly informed by other weaknesses in branch capacities indentified late 2006 in an ‘OD Paper’ prepared by the incoming IFRC OD Delegate and articulating feedback from branch leadership, the National Board approved a proposal to replace the four regional ‘Organi- sational Development Coordinator’ (ODC) roles with a Branch Development Coordinator (BDC) in each of the 13 districts, and one national OD Coordinator. Existing regional ODCs moved to one of the new Branch Development Coordinator roles, and additional staff were recruited. Funding for the new salaries was committed through the IFRC support to CVTL OD Programme.

“With the change to one Coordinator for each branch it was possible to focus on the activities in one branch and to effectively manage activities” says Sandra.

This increase in the number of full-time ‘people on the ground’ was a first step to increase implementation capacity. Higher-level management responsibility was still largely centralised, which had been important in allowing closer control while CVTL developed core management competencies. With increasing service-delivery commitments however centralised management was being seen to constrain how much could be done, and was a source of frustration for branch leadership who saw potential to do more for vulnerable communities in their districts, but had little or no independent resource base.

Sandra, Maliana Branch Coordinator (middle top, speaking) with peers in a monthly Branch Coordina- tor meeting at which steps were made to improve coordination of planning in branches. (2008)

A CVTL ‘Branch Development Plan’ implemented under the OD Department from 2006 introduced some strategies to strengthen branch level management competencies and systems. Fol- lowing the establishment of the new BDC roles for each district, a small budget managed by the BDC was also introduced, to support coordination, monitoring and other branch operating costs. To develop branch-level planning and management skills, the Branch Coordinator was responsible for planning and reporting on this budget on a monthly basis, supported by the national HQ OD Coordinator and Delegate.

At this point not all branches had computers, none had internet access, and Timor-Leste did not yet have a functioning postal system. To facilitate the logistics of the monthly planning and report cycle, and provide an opportunity for BDCs to share experiences and learning with each other, monthly meetings of the BDCs together in Dili were instituted in 2007. The regular meetings also provided an opportunity for ongoing coaching support in their management role as well as facilitating information-sharing between NHQ and branch.

In addition, a schedule of regular visits by the OD Coordinator and IFRC OD Delegate to all branches was launched to provide targeted coaching support and supervision. Societies and Red Crescent of Red Cross International Federation 20 Finance Systems Development

National-level Finance Development interventions were a key part of CVTL Organisational Development, supporting branch structure development. Important contributing achievements included development and dissemination of new procedures, re-organisation of budget management to management responsibility rather than having the finance department exclusively dealing with all ‘money matters’, some improvements in the acquittals timing and in coding systems and skills resulting in improved cashflow, and increasing ‘decentralisation’ of financial management responsibility, giving branches more input and responsibility, and sharing the workload so more senior management could give more time to coordination.

Finance Development activities and impact, and challenges along the way are discussed in greater detail in the Report on the Asia-Pacific Finance Development Review carried out in late 2010 (available from IFRC AP Zone OD unit).

Community-based Programmes and branch development

With increasing service-delivery commitments, additional Health and DM Department programme staff in branches were recruited during 2007 under the new BDCs and by the end of that year there were dedicated Health staff in 8 branches and DM staff in 4 branches, with an additional 4 DM staff added in a further 4 branches in 2008.

By 2007, with the crisis environment of 2006 relaxing and branches eager to develop service- delivery capacity, CVTL management having gained a few years experience of what did and did not work in Timor-Leste, were seeking to strengthen programme quality. At the same time more broadly in the Red Cross Movement, new models for community-based approaches in Health and Disaster Management programme areas had proven successful in increasing the effectiveness of programmes addressing the needs of vulnerable people as well as driving development of local- level service-delivery structures. CVTL were aware of these developments through IFRC peer NS networks, and the input from partners.

Drawing on movement experience and based on a Timor Leste-specific assessment, a proposal was developed for a multi-year Community-Based Risk Reduction pilot project with an OD (branch capacity) component, and in 2007 this was approved for multilateral funding by Norwe- gian Red Cross. At around the same time, four people from the CVTL Health Department management team, accompanied by the IFRC Health Delegate embarked on a 2-week Study Tour to Cambodia to see an established and successful community-based health programme in action, with the aim of revitalising the community based village volunteer network in Timor-Leste.19

Meanwhile, work in one community in Maubise sub-district, Covalima district that had begun in 2006 with a DM intervention but brought in CVTL Health Department in response to community identification of water and health education needs, had shown an unexpected level of success from joint service delivery: “The Maubise project was the first experience of integration of Health & DM activities… The first time we did it in [this case in Covalima], we didn’t think it’d be working well, but we found that it helped us respond to the community, so then we were interested.” 20

These ‘enabling factors’ came together as, with CVTL DM Department supported technically by the in-country IFRC OD Delegate the first community volunteer group under the CBRR pilot was set up in Tilomar village also in Covalima district in late 2007. Another step in capacity-development needed for the effective implementation of community-based model was a more participatory process for planning with communities. Department Coordinators from Health, DM & OD Departments together attended a training workshop in Laos on the Vulnerability and Capacity Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational

19 IFRC Appeal Update Nov 2007 notes that “Many village volunteers are trained but follow up is rare.” 20 Cornelio, CVTL Health Dept Coordinator. Interview 13 Dec 10 Assessment (VCA) tool in 2008 and upon return or- 21 ganised a joint pilot process in the village of Dair, in Liquica district.

“CBFA activities started in 2003. But at that time the approach was mainly talking about First Aid. Also everything was just us informing the community. In CBHFA [and ‘adapted CBFA’ integrating some components from CBHFA – introduced from 2009] we are talking about community health more generally, and mobilising the community to find out their needs.” 21 CVTL Health and DM programme staff with community members of Aobeon in Manatuto district This approach was then developed and the practical- work together on a VCA. Dec 2010. ities of coordinating among programmes to support integrated service-delivery at branch level continued to be worked out in a process of ‘learning by doing’ as branches began to use the VCA process with new communities, and national managers were motivated to find ways of improving national-level coordination between programmes. Further to the VCA training, CBRR capacity-building activities included training and coaching branch staff and board members (including through monthly Branch Coordinator meetings) in stakeholder relationship management, as well as funding purchase of some motorbikes to facilitate branch access to rural areas.

Strengthening local disaster preparedness, CVTL volunteers together with government and IOM respond when heavy supporting local communities in times of rains require evacuation of around 300 people in Hera sub-district (Dec disaster. 2009). Above: CVTL volunteer in Lepa in Liquica district helps an ‘injured’ member of the community during an evacuation simulation (Nov 2010).

The combination of structural capacity and management ‘core competencies’ development through OD Programme interventions, together with coaching in programme-specific applica- tions under the CBRR Programme, has helped CVTL strengthen branch capacity to improve the impact of work with vulnerable communities, not just for CBRR activities:

“[with] Branch Coordinators in all branches now [there is] a person there [for NHQ] to communicate with, and to communicate with the communities. Bobonaro and Oecusse branches are good examples of where strong community and district stakeholder relationship management role of the Branch Coordinator supports better implementation of the Health programmes. For example in the recent work on [a water, sanita- International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation

21 Cornelio Gomes, CVTL Health Dept Coordinator, 13 Dec 10 22 tion and health] project in Oecusse, we (NHQ) just facilitated the resources. [The branch] initiated the community contact, implemented the assessment, development of the [Community Action] Plan, set up meeting and mobilised staff and volunteers. Also they take part in coordination meetings at district level. NHQ provide monitoring and coaching support. The implementation of the project is successful, and community feels they have been helped to improve their behaviour, and have increased knowledge.” 22

In CBRR service-delivery, development of technical understanding of disaster preparedness measures, together with stakeholder relationship and general management capacity has been critical to success in assisting communities through advocacy for support that is identified in community needs assessments but not part of CVTL mandate. Prior to the introduction of the CBRR model, CVTL support focused on those areas in which it was equipped to directly deliver services (such as water and sanitation, small-scale disaster preparedness activities, health awareness).

The CBRR Pilot had by 2010 reached 22 sucos (villages) in 8 districts, successfully reducing the impact of natural disasters through measures such as tree-planting, preparedness training and flood control measures. Ad- vocacy helped meet additional community-identified needs food support, larger-scale flood control works, clean water and sanitation, school construction, a new bridge. 23

Improvements in service-delivery impact linked to branch capacity-development interventions are illustrated in stories such as these. However the evidence of impact associated with capacity-building interventions is not universal. CVTL has learned that interventions are 2009 H1N1 campaign – another illustration of service- successful where the people who are part of the change delivery impact from strengthened branch management are engaged and committed, and leadership is key: “[In] capacity some districts we have already created the methods and the A 2009 mobilisation in response to the threat posed by motivation but they do not feel ownership at the branch level. H1N1 illustrated the strengthened planning, coordination, volunteer mobilisation capacities of branches ‘in So we go do [the work ourselves]. [whether capacity-building action’, as branches took responsibility for planning, support is effective or not] is first due to the initiative of the coordinating with stakeholders such as district health individual.” 24 An ongoing challenge is to address the vari- clinics, implementing and reporting on the district-level campaign. The campaign reached 115,058 people able results across districts. across all districts. While the combination of interventions through both Above: Timorese women listen carefully as a CVTL volunteer explains about H1N1 during the 2009 campaign OD and service-delivery programmes has been seen to contribute to improved service-delivery impact, the coordination between various initiatives has been fairly ad-hoc. The recognised need for better coordination involving all departments for organisational development is reflected in operational plans and in the 2010-14 Strategic Plan.

Strategic Planning Process 2008-09

With the first Strategic Plan covering the period from 2006 up to end of 2009, CVTL leadership began discussing development of the next Strategic Plan in 2008. In late 2008, a process for Strategic Planning was mapped out, with assistance from the IFRC OD Delegate, drawing on CVTL previous experience and making use of the IFRC NS Strategic Planning Guidelines. A proposed framework was mapped out in a briefing document and approved by CVTL National Board. A Steering Com- mittee was formed to help drive the process.

For the Phase I: ‘review against progress’ an external consultant was contracted in late 2008 to facilitate a Review of the Internal and External Working Environment and progress against the Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational

22 Cornelio, CVTL Health Dept national Coordinator, interview 13 Dec10 23 from CBRR Review report Dec 2009, updated figures from Gil, CBRR Manager, Nov 2010 24 Cornelio, CVTL Health Dept Coordinator, interview 10 Dec 2010 first Strategic Plan. The Review process included workshops and interviews with national and 23 branch staff, board representatives and volunteers, and CVTL partner representatives, a ‘SWOT analysis’ and an updated self-assessment against the IFRC ‘Characteristics of a Well-Functioning National Society’ (CWFNS) and ‘Characteristics of a Well-Prepared National Society’ (CWPNS), both of which self-assessments had previously been completed by CVTL in 2004.

Following the Review, for which a detailed report was prepared, the Board agreed to move forward with the same Vision and Mission statements that had guided the first Strategic Plan as these continued to be relevant. In Phase 2, ‘development of the Strategic Plan’, the IFRC delegation working with CVTL senior management team designed and facilitated workshops, held in May and July 2009. Between the workshops, Branch Coordinators and boards organised discussion meetings with district-level stakeholders to provide additional input brought to the July workshop and incorporated into the final plan mapping.

The draft Strategic Plan document, using the output from the workshops, was organised into four ‘Strategic Goals’, further explained in 17 ‘Strategic Directions’, with some additional dot- points added regarding specific known plans. CVTL decided specifically to avoid going into operational detail in the Strategic Plan, seeking a framework that would provide clear direction but allow enough flexibility as the organisation continued to learn from experience, and respond to emerging conditions. The draft in Tetun language was circulated to branches, national board and management and partners for feedback, informing a final revision. This final draft was then approved at the national General Assembly at the end of 2009. Copies printed in Tetun, English and Portuguese translation, and distributed to CVTL branches, and to partners and stakeholders.

While the final ‘Strategic Plan’ document, officially launched in April 2010, received very positive feedback from CVTL partners and others as a realistic and clear guide, CVTL SG and others emphasise the importance of the participatory process in arriving at a common understanding and broad commitment to the Strategic Objectives: “At the time I thought ‘this is such a long process’ – we started more than a year ahead, with the planning discussions, and the review. But all the [branch staff and board members, national staff, volunteers] have been involved. … in CVTL branch and national staff, board and volunteers worked the end it all came together and it was worth it; now together to map Strategic Priorities. May 2009 Strategic Planning we have a Strategic Plan that all the staff are aware Workshop. of. A [visiting partner representative] was in a meeting together with [one of the senior managers] recently and he pulled out a copy of the Strategic Plan – I think it was a test – and asked [the manager] ‘and do you know about this’? [The manager] laughed and said ‘of course I know about it, we all know about it, we made it’.” 25

Together with growing management skills and responsibilities at branch level, the increasing involvement in national planning activities in the words of some Branch Coordinators “gave the branches more power’, and led us to feel more part of the national planning activity as a result of these initiatives.” 26

The new Strategic Plan highlighted integration and the community-based approach as priorities. Branch Development as well as other areas of organisational development were considered as integral and cross-cutting interests and reflected in specific strategic directions in which all programmes had an interest and responsibility. International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation

25 Isabel Guterres, CVTL SG, interview Dec 2010 26 Branch Coordinator Focus Group, 10 Dec 2010 24 Harmonised, Multi-year Operational Plans From the first, the plan for the Strategic Planning process identified the importance of a ‘Follow up’ phase – the ‘operationalisation’ and ongoing review of the Strategic Plan. Once the Strategic Plan was approved, this process converged with the move toward greater integration and harmon- isation in programme planning. The Strategic Plan was approved in December 2009. In January 2010 the first of a series of ‘harmonised operational planning’ workshops was convened. Continu- ing the model of the strategic planning process, the IFRC delegation team supported CVTL in the design and facilitation of this process.

The first step was to reorganise existing ‘projectised’ plans within the SP framework identifying strategic plan connections. CVTL national management first mapped all existing plans against the Strategic Plan framework. This was combined with training in the theory and practice of the planning cycle. As the Strategic Plan was organised by strategic goals not necessarily by programme, this helped to highlight areas for further coordination and cooperation. This was also the first step in bringing together different project plans (generally associated with different funding partners) under one ‘programme plan’.

The plans developed by the national management group were then shared with Branch leadership, who again organised district-level meetings to discuss and provide feedback. The skills and experience gained by Branch staff, boards and volunteers in needs identification, budget management, relationship management and reporting are credited with helping make this effective. In April, branch and national staff came together in a 3-day workshop to finally map operational plans to carry CVTL toward the strategic goals over the next 5 years, identifying milestones and targets for at least 3 years, developing checklists for action on cross-cutting issues.

The lessons from 2009 were taken on board and in the interests of limiting the extent to which planning activity took staff away from ongoing service-delivery implementation, it was agreed not develop plans further than this. Budget estimates were made to the extent possible, particularly for the next 1-2 years, but otherwise at this point the plans were left in this form, with the plan (since realised) to revisit them and increase the budget detail in the end-of-2010 review and finalisation of 2011 annual plans.

The consistent common vision among CVTL leadership generated through the Strategic Planning process, backed by specific operational milestones and targets, is already seen to be improving

coordination in service-delivery for more effective use of resources: “If we don’t have a strong position and are consistent, the donor A and donor B will do their own approach. Now … there is a clear Strategic Direction and also clear is the multi-year Operational Plan. Our understanding of how to plan has increased.” 27

The multi-year plans were used in the 1st May 2010 Partners meeting as a reference for discussions with partners about funding and technical support commitments.

CVTL Secretary-General shares in plenary the ‘partner commitment matrix’ mapped against harmonised multi- year plans at the Partners meeting in Dili. (May 2010) Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational

27 Cornelio, Health Dept Coordinator, 13 Dec 2010 Volunteering development 25 The growth of the branch structure, and increasing level of service-delivery activities through branches has driven the development and maintenance of a volunteer base. Those involved in CVTL since its early years are clear about the importance of volunteers for effective local-level service-delivery:

“When I got involved with CVTL Dili Branch [in 2004] all the activities were concentrated in CVTL NHQ… Nowadays I see there is a change and it is really strengthened that each district already has a branch and also volunteers and programs that use volunteers. Activities don’t concentrate only in CVTL National but also reach all branches, and by this we understand that CVTL belongs to volunteers.” 28

At the same time, volunteer recruitment and retention has been one of the most challenging areas for CVTL organisational development. Reports in 2006 echoed those in 2003 identifying lack of activities in branches to engage volunteers, limited resources (IEC materials, transport costs, training equipment)for volunteer service-delivery activities and weak volunteer management and support and branch level as significant challenges.

Branches report finding it increasingly harder to attract and retain volunteers. This is attributed to the growing competition as youth clubs and free or cheap training centres prove more attractive options for the young people who made up most of CVTL volunteer base. Additionally, as the humanitarian and development sector in Timor-Leste has continued to grow, other organisations provide payment for ‘volunteer’ service that CVTL asks people to offer for free.

As CVTL sought to increase the scale of service-delivery activities, the high turnover of volunteers was a source of great frustration and unplanned-for cost as new volunteers had to be recruited and (re)trained, and branch learning was lost when experienced volunteers moved on.

The OD Department sought ways to support branches in volunteer support and retention. From 2008 CVTL joined the IFRC global volunteer insurance scheme. As Timor-Leste did not have any insurance available locally this was a particularly valued form of support and recognition. Vol- unteer Registration Cards (VRCs) were developed through a national-led process in consultation with branches and introduced in 2009 as part of the effort to improve volunteer retention and morale through recognition, and to strengthen volunteer management. “The volunteer registration card can be used like a CV for volunteers, and recognises their work. It also helps us understand more about the volunteers. These are helping to hold onto trained volunteers, we need experienced volunteers to provide a good service.” 29

While these interventions addressed some concerns raised in discussions with volunteers and branch staff, of the need for recognition and better organisation of volunteers, the challenge continued to be to work out how to combine activities, training and incentives that attract volunteers, with skills-development that contributes to CVTL service-delivery.

CVTL volunteers, recruited largely through word-of-mouth had always consisted mostly of young people (mostly high-school age or recent school leavers), drawn from the communities around the urban centres where branch offices were based. As CVTL branches sought various ways to improve volunteer retention, efforts often focused on providing opportunities for Ermera Branch Coordinator shows training or social activities that were attractive to the young vol- examples of completed Volunteer unteers. Registration Cards International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation

28 Cipriano, DM Staff Baucau Branch, previously volunteer in Dili branch; 28 Aug 2010 29 Branch Coordinators Focus Group, 10 Aug 2010 26 “Music and sports exchanges between branches are an important volunteer development activity. The result is strengthened relationships between branches, and between volunteers in different branches, and also between the branch and community. These activities encourage a ‘better mind’ among volunteers – they make volunteers happy, give them hope and confidence, and make them feel part of a group. This means they stay with CVTL, also that they are better at their work because they are happy.” 30

With the launch of CVTL Youth Red Cross Programme in 2008, these efforts were given some further direction, and a clearer link to organisational objectives for improving the lives of the most vulnerable, among whom CVTL includes some young people.

Sandra, Maliana Branch Coordinator explains: “Youth RC programme [was] already written in the statutes but in this time was not yet realised because there was not budget. But CVTL’s youth participated in youth activities in other nations, such as Japan, Switzerland and (with) these, CVTL began to think about starting a youth department. Youth RC Programme began to support activities in the branch such as lifeskills training and purchase of sports equipment. In 2009 Youth RC Programme started ‘friendship games’ between branches. There is a Maliana Branch sports programme to do friendship games with Liquica and in target villages with the youth in the village (and) on the other part, having a drawing competition to make a sticker about road safety. The youth program has interest because CVTL works together with UNICEF and Traffic Police.”

While these efforts had some success, the demographic of young high-school age volunteers was an inherently unstable one, with people leaving CVTL and sometimes the district for further study or paid employment.

The development of the community-based approach in Health and DM Pilots from late 2007 began to involve a different volunteer demographic and introduced new roles for CVTL volunteers. Branches have found that community-based volunteers do not move on at the same rate as young urban ‘branch volunteers’. The framework of the community-based approach also gives a clearer role to volunteers.

“Establishment of volunteer structures in villages has been an important part of volunteer development. In Liquica there are now community volunteer structures in 11 sucos (out of a total of 23). These volunteer structures carry out activities related to various CVTL programmes including DM, CBHFA, Tracing and Dis- semination.” 31

In late 2010, a Volunteer Development Working Group was established to consider the questions of volunteering development more closely and to seek to develop more standardised strategies for CVTL. Membership of the Working Group includes national and branch representatives, and Youth Red Cross, DM and Health and OD programme representation. Technical support is provided by an international volunteer supporting the Youth RC programme and the IFRC OD Delegate.

An emerging development is the discussion around ‘volunteers as beneficiaries’, particularly in relation to the Youth RC programme objectives and civil society development contribution: “… not only does [CVTL] prepare its own volunteers but Red Cross also prepares its volunteers to be able to work in any NGO. In that I see that CVTL doesn’t only recruits/uses volunteers but also the other part is that CVTL prepares better resources (for Timor).”

Volunteering Development is a high priority for CVTL Organisational Development over the next few years under the multi-year operational plans. Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational

30 Branch Coordinators Focus Group, 10 Aug 2010 31 Cesar Bruno, Liquica Branch Coordinator Lessons learned & looking forward 27

The ‘stories’ above identify some ways OD & CB interventions have contributed to organisational capacity and improved service-delivery, resulting in more people reached through branch activities, more relevant services. Though this is not a complete picture, it also goes some way to illustrate how interventions have worked in complementary ways, and through incremental and repetitive processes, in some cases over several years. Finally it highlights some of the challenges and pitfalls that have provided learning opportunities for CVTL and that other NSs may also benefit from.

Lessons learned about what makes interventions effective in achieving impact include:

• Dedicated technical support including IFRC, ICRC and PNS delegates, seconded staff and long- term volunteers has been a significant factor particularly for the development of core capacities and to support major projects in areas which CVTL does not have the in-house technical expertise.

• Short-term once-off support was successfully used for time-bound tasks toward specific outputs such as facilitating short review or assessment processes and drafting documents including policies, procedures, guidelines. External assessments and evaluations have played an important role in guiding CVTL planning. Both once-off and multiple short-visit support have relied on effective ‘bridging’ support in-country for preparation and follow-up to be effective.

• Building a new National Society, CVTL has had to address a wide range of organisational development needs at once, requiring ‘juggling’ resources, particularly management time and energy between capacity-development and service-delivery activities. Capacity-building interventions being linked closely to and/or delivered (partly through) service-delivery programmes showed more obvious impact. This also entails a long-term perspective where processes are viewed as incremental and each step is ‘enough’ but not more than necessary, recognising that the people involved in capacity-building activities to improve future impact are the same responsible for implementing current plans.

• Where push for change (eg. better coordination, programme integration) came from both local branch (‘bottom’) and national management (‘top’), strong organisation-wide commitment helped ensure people stayed engaged. Incremental processes allowing staff and volunteers to learn ‘on the job’ and integrate new knowledge and skills in everyday work have produced sustainable growth in service-delivery capacity. Funding partner flexibility has supported CVTL in adapting plans as it learns from experience.

• Moving toward a more coordinated and strategic approach has helped CVTL use resources more efficiently and effectively, improve cooperation and coordination, reduced wastage due to over-commitment and competing needs, given CVTL a stronger lead in partner relationships.

• Written policy, procedures and frameworks have been important to ‘backstop’ training and systems development processes. Where these are focused on current and near-future needs, developed with broad consultation and disseminated through training they have been most

effective in providing guidance. It has been important for guidance documents to be backed Societies and Red Crescent of Red Cross International Federation by appropriate authority (eg. board or SG approval that staff are notified of). 28 • Leadership and motivation of key individuals as agents for change and development affect the extent to which interventions and inputs are effective.

Lessons learned have been integrated into future planning through the current strategic and operational plans. Effective mechanisms such as integrated planning at branch level, the partner cooperation meeting and the Working Group model for coordinating key development activities have been strengthened and where appropriate replicated. Areas of organisational development still needing attention are solidly on the agenda for next year and beyond.

With experience CVTL leadership is having increasing success to balance capacity-building activity, and the allocation of resource to this, with service-delivery, particularly making effective use of ‘learning on the job’ approaches. Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational 2.c Case study from Case study from Democratic 29 People’s Republic of Korea Red Cross

1 2 3

4 5 6

7 8 9

1. Chairlady of Misang-ri management committee, Anju city, South Phyongan province, at the impact review Background meeting 2. Review meeting in Anju city Red Cross branch office Ever since it was founded, the Red Cross Society 3. Swedish Red Cross delegation observing the review of DPR Korea (DPRK RCS) has put great efforts meeting in Anju city Red Cross branch into organizational development and capacity 4. Interview with Red Cross beneficiary during the impact building to provide quality service to the most review vulnerable people according to its mission. 5. Mrs. Kim Chun Gyong, Red Cross beneficiary in Sinsong-ri, Kumya county, South Hamgyong province, This OD impact review has been carried out 6. Noodle press machine provided to Sinsong-ri contrib- with the focus on two logically interlinked as- utes to the betterment of community people’s life pects: first, reviewing the main achievements 7. Impact review meeting with local authorities in Kang- and experiences gained in the fields of Orga- won province nizational Development and Capacity Building 8. Revisiting of the Impact Spider (Impact review in South since 2001 to the present, and secondly evalu- Hwanghae province) ating what kind of changes the OD interven- 9. Meeting with community people Kumya county, South tion has brought to the quality of Red Cross Hamgyong province humanitarian service and in the lives of the vulnerable. International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation 30 The review was conducted by three staff of the DPRK RC HQ Organizational and Programme Coor- dination Department and the Branch Secretaries of South Phyongan, South Hwanghae, Kangwon and South Hamgyong provinces. More than 60 beneficiaries, volunteers, Red Cross members, regular volunteers, paid staff, governance people as well as the partners including local authorities, social organizations i.e. youth league and women’s union participated in the review. The review took place in 5 different levels: NS HQ, two provincial branches (South Hwanghae, Kangwon), one city/county level branch (Anju city, South Phyongan province) and one community (Sinsong-ri, Kumya county, South Hamgyong province).

The review was conducted by revisiting every step of the OD Impact Spider. We have decided to present our history and findings against each of the questions of the Impact Spider as a helpful way of describing our organisation journey and progress. Meetings and interviews were conducted with stakeholders, there were community visits, and a small scale media image survey to cover the wider areas of OD impact using a common questionnaire and guideline. The Swedish Red Cross delegation visiting DPRK at the time, being the major OD partner since 2001, attended one of the review meetings held in Anju city branch, South Phyongan province.

What was the organizational issue or problem that meant that a deeper change process in the NS was necessary?

Any organization needs to reflect on the historical as well as social background which underpins its institutional change. The organizational change process of the DPRK RCS conducted in 2000s had been already started in 1990s.

The DPRK RCS mapped out a long-term organizational development plan in 1993 following the decision of its Congress held in August of that year, based on the outcomes of the Federation General Assembly held in Birmingham that year, and started implementing the plan since 1994. However, the unprecedented floods across the whole country in 1995 and ever-increasing large scale of relief and rehabilitation operations in its history urged the National Society to take up its own organizational development and capacity building as an imperative. This has led 1998 NS Extraordinary Congress to decide a deeper change process of the organization so as to be able to meet the increased needs of the most vulnerable. As a result of that decision, the Disaster Preparedness and Response Department and the Logistics and Resource Mobilization Depart- ment were newly established at the headquarters while the Social Medical Service Department was strengthened with the etsbalishment of the Water and Sanitation Unit. On the other hand, through the DPRK Red Cross/IFRC joint operations from 1995, tangible progress has been made in the human resource development and strengthening of the material and technical foundation of the Branches such as North Phyongan, North Hwanghae, Kangwon provinces and Huichon, Sinuiju, and Nampo cities.

With the shift from emergency to longer-term relief and capacity building in 1999, to expand its services to meet increased need of the vulnerable and to build its capacity were put on the agenda and at the leadership consultation meeting of the National Society held in summer 2000, the following problems surfaced as pending issues to be addressed.

OD issues identified

• Lack of strategic direction of the NS’s development and inadaptability of different sectoral policies to the changed environment

• Strengthening the National Society statutes and legal base

• Clearly defining the role and responsibility of the governance and the management at all levels Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational • Weakness in management and support for the volunteers in spite of their high motivation 31 • Improvement of communication and reporting systems between the headquarters, provincial branches and city/county branches

• Strengthening resource mobilization and fundraising for the sustainability of service programmes

• Improvement of the financial system

• Improvement of the skills and way of working of the paid staff.

Understanding of the problem/environment

How would the perceived solution to the problem assist the NS to launch a new organizational change or capacity building process to improve its services or internal organizational culture?

Without building a strong National Society, the Red Cross can compromise the ability to assess, evaluate and respond to the needs of beneficiaries especially the vulnerable, and it eventually fails to provide the necessary services to those in need. It is also likely that it will loose human resources due to the poor management of members/volunteers, and as a result it cannot expect the government’s and public’s support. So improving institutional and financial capacities of the National Society together with human resource development appeared to be the most pressing needs in order to build a strong National Society.

The OD intervention: What kind of OD and /or capacity building interventions were introduced? Who was leading the OD interventions? Who were the contributors/participants? What actions were taken?

In 2001, pursuant to the resolution of the Central Committee’s plenary session, the OD committee consisting of governance and management at different levels was formed, and the Secretary General appointed as its Chairman. The main task of this ad-hoc committee was to strengthen the National Society in line with characteristics of Well-Functioning National Society by 2004, the year of the next Congress.

The committee first assessed six provincial and city/county branches and started structural change in pilot branches in 2002. Based on the outcome, the organizational change plan was implemented until 2004 throughout the whole organization. The governance, staff, members, volunteers and beneficiaries have all been involved in this organizational change process while the Federation, ICRC and sister national societies gave their full support.

The organizational change process of the DPRK Red Cross Society has been, and is being, carried out through two phases.

First phase: 2002-2004

In the first phase period, focus was given to the development of human resource, the strengthening of the organizational structure, and developing and updating the overall policy framework.

Strategic direction and detailed methodologies were established through the study tours to the Swedish, Norwegian, Danish, Vietnam, Cambodian, Thailand, Belarus, Ukraine and Kyrgyzstan National Societies, two international trainings, and over ten rounds of organizational development workshops and consultation meetings at different levels in DPRK. International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation 32 In 2002, the management and the governance of the National Society were separated from each other with distinct roles and responsibilities. The former departmental structures at provincial and some city level permanent Branches were also dissolved to meet the requirements of the changed environment and tasks of the National Society, and a Desk Officer structure was introduced in order to provide staffing focus for OD, health, watsan, disaster management and finance desks in selected Branches with professional and skilled RC workers. This was an important step forward in the organizational change. Another very important step was the construction of offices in Anju and Kaesong city branches in 2002, the construction and renovation of branch offices started in South Hamgyong, North Hwanghae, South Phyongan, Kangwon provinces, and in Nam- po and Sinuiju cities by 2010. In the mean while their overall working conditions were improved and leadership and project management trainings were provided in a systematic and sustainable manner.

On the occasion of the Red Cross Congress convened in 2004, the National Society statutes were revised according to the Federation’s “NS Statutes Guideline”, sectoral policies were updated and/ or newly formulated, a National Society Development Plan 2004-2010 was adopted in line with the Federation’s Strategy 2010, thus enabling the DPRK Red Cross Society to build a strong organization with vision and clear strategic development directions.

The IFRC country delegation, regional delegation, AP Zone Office and the Geneva secretariat have actively contributed to the change process of the National Society by means of the provision of the global Capacity Building Fund, Empress Shoken Fund, needs assessment and mid-term reviews, OD consultants and so on. Swedish, Netherlands, German, Canadian, Norwegian Red Cross Na- tional Societies have rendered valuable support either multilaterally or bilaterally.

Second phase: 2005-present

The second phase of the organizational development change process is characterized by the strengthening of the legal base and volunteer management system and the improvement of the NS’s financial management system and resource mobilization for sustainable development.

A series of consultation meetings with law-makers of the Supreme People’s Assembly (the Parlia- ment), study tours to Federation AP Zone Office and ICRC regional legal advisors based in Kuala Lumpur, and advocacy activities resulted in an upgraded legal base of the DPRK RC in 2007, called “The Law on DPRK Red Cross Society” by Decree No. 2113 from Standing Committee of the Su- preme People’s Assembly. As a part of strengthening of the legal base the existing NS statutes were submitted to the Joint Statutes Commission in Geneva and its valuable recommendations were well taken in the revised NS Constitution which was finally adopted at the 2008 NS Congress.

In order to provide quality services to people in need the DPRK RC has geared up its volunteer management at all levels. In 2007 the re-registration of the volunteers according to new criteria on regular and occasional volunteer types was conducted throughout the organization and the NS volunteer management guideline was revised in line with the Federation’s Volunteer Manage- ment Guideline, which brought improvement in recruitment, training, retention and recognition of RC volunteers.

The National Society governance and management were benefited from Geneva leadership trainings in 2005 and 2006 and 3 rounds of overseas finance trainings including Mango training in 2005 which were also important contributions to finance management improvement.

Strenuous efforts were made to diversify the financial resources of the National Society and the Red Cross Service Center was opened with full support from Norwegian and Chinese RC in 2008. The Korean Red Cross Foundation was also established in 2010. Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational With strengthened organizational capacity, new RC services were provided to the vulnerable in- 33 cluding community disaster risk reduction, integrated community development, tree planting, road and water safety, emergency water sanitation activities, CBHFA, blood donor recruitment, orthopedic services, and support to orphanages. These new services were welcomed by the local authorities and RC supporters as well as the beneficiaries and the public image of the DPRK RC was significantly enhanced.

The second phase of the OD process in DPRK RCS was supported by the Federation, ICRC, Danish, Norwegian, Swedish, German, British, Canadian and Japanese RC.

Strengthened Red Cross Institutional Capacity

What was changed in the organizational culture and institutional capacities that led to more effective functioning and new strengths in systems, procedures and staff and volunteers strength?

The governance, management, paid staff, volunteers and members were changed in their commitment to RC services and the beneficiaries, the RC supporters and partners felt this change through the change process. The Characteristics of the Well-Functioning National Society can be used as a set of criteria to measure what changed during the 2001-2010 change process as follows:

Foundation

• Mission

The mission of the DPRK RC is to prevent and alleviate human sufferings and misfortunes, promote their health and well-being, contribute to world peace by facilitating friendship, solidarity and cooperation between the peoples. This mission statement has been revisited and polished by members, volunteers, staff and governance at all levels through the revision process of the NS Statutes.

• Legal Base

The statutes of the National Society have gone through two revision processes in 2004 and 2008 on the occasion of National Congresses and submitted and validated by the Federation and ICRC Joint Statutes Commission.

By the adoption of the Law on The DPRK Red Cross Society by Decree No. 2113 of the Standing Committee of the Supreme People s Assembly in January 2007, the legal base of the DPRK RCS has been updated and strengthened.

• Constituency

Through the change process the RC branch network could cover all the provinces and counties of the country and people at all walks of life joined the national society as members and volunteers.

Capacity

• Leadership

In 2002, the organization-wide separation of governance and management was successfully undertaken and the role and responsibilities of the National Congress and Central Committee were clearly defined through the statutes revision processes. The Red Cross Law clarified that all the activities of the DPRK RC will be conducted with respect for domestic laws and NS statutes as well as the Fundamental Principles of the Movement and the Geneva Conventions, and this reas- sured the integrity of the National Society at all levels. The OD programme also provided leadership training opportunities to senior governance and the Secretary General and Deputy SG, and International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation all governance at the province, city and county levels participated in leadership trainings. More 34 and more youth and women joined the governance and management representing their views and ideas in all decision-making processes of the organization and the popularity of the National Society was enhanced by inviting and linking to the popular masses from all walks of life.

• Resources

– Human Resources

During the period 2001-2010, the number of members increased by 20,000 thanks to the positive image of the Society gained through the relief and humanitarian services and ever increasing interests of the community to support the Red Cross. Improvement was made in the volunteer management by reinforcing Volunteering Policy and Volunteer Management Guideline. In 2007 through a re-registration process of volunteers clear definitions on different types of volunteers were made as follows; “regular volunteer” (a person who provides more than 5 hours RC service a week) and “occasional volunteer” (who are participating in RC activities at times of emergency and public campaigns). This clarification was defined according to the evaluation of skills, training and time rendered by volunteers. The total number of volunteers increased from 105,000 to 110,000 from 2007 to 2010 and special attention was given to involve as many beneficiaries as possible to volunteer activities in their local communities.

– Financial Resources

The DPRK RCS has continuously worked to diversify the financial resources and decrease its de- pendency on external and government financial resources. Pilot income generation projects were conducted in South Hamgyong and North Hwanghae provinces during 2003-2005, a Red Cross Service Center opened in Pyongyang in 2008 and DPRK Red Cross Foundation was established in 2010. Provincial and city branches were staffed with professional finance officers and the finance manual of the National Society was revised for the sake of strengthening a transparent finance system. However, there is a big room of improvement in this sector.

– Material Resources

Branch offices in South Phyongan, South Hamgyong, Kangwon, South Hwanghae, North Hwang- hae provinces and Kaesong, Anju, Nampo, Sinuiju cities were constructed or renovated during 2002-2009. Those offices were equipped with computers, projectors and other office equipments and with the introduction of mobile communication systems the communications between HQ and branches has been considerably improved. Thanks to continuous support from the Norwe- gian and the Chinese Red Cross a crutch workshop, vehicle workshop, and health complex facili- ties in the Red Cross Service Center were fully furnished and put into operation.

• Organization

During the reporting period the organizational network within the National Society from central to community level was fully set up and former departments (organization and social and health service) system in provincial and city branches were transformed in order to strengthen branches to meet new service requirements. Instead the Desk Officer system for organization, disaster management, social and health service, water sanitation, and finance was introduced and staffed with professionals and this change process brought high operational capacity and professional services into the Branches. The relationship between the HQ and branches was also improved by giving more autonomous responsibility for the Branches while consolidating the guiding role of the HQ. The last two National Congresses adopted the 2004-2008 and 2008-2011 Development Plans respectively, and the NS 2015 Strategic Plan was adopted by the Central Committee in Febraury 2011 in line with the Federation’s Strategy 2020. This enabled the National Society to work with longer term goals and in more consistent ways at all levels. Disciplinary measures were taken to ensure financial transparency at all levels including introduction of annual external au- Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational diting for HQ and permanent branches in province and city level. Cooperation and coordination 35 with partners such as Ministries of Public Health, Land and Environment Protection, City Manage- ment, the Central Meteorological Center, Local Authorities, social organizations, enterprises and the mass media have been considerably improved through pre-disaster and relief work, social and health services, and water and sanitation work in the communities.

Improvements in service delivery

How did National Society stakeholders at all levels in governance, staff and volunteers feel about the changes, and what were seen as the positive benefits in terms of new and improved services to vulnerable people?

(Our answer continues in the framework of the Characteristics of a Well Functioning National Society continued from Step 4 of the Impact Spider)

Performance

– Activities

The overall goal of the organization development and capacity building work of the DPRK RC is to provide quality services to the people in need by strengthening its human, financial and material capacity. In order to achieve this the 2015 NS Strategic Plan outlined 4 core areas of the Society’s work as Disaster Management, Social and Health Services, alleviation of misfortunes and sufferings of the separated families caused by national division and advocacy for protection of dignity and rights of oversea Koreans, and promotion of the Fundamental Principles and humanitarian values.

By 2011, the Society provides different types of services to the communities including disaster risk reduction, CBHFA, regular medical supply to primary health institutions, rehabilitation and renovation of water supply and sewage systems in rural areas, emergency drinking water supply, orthopedic service to amputees, support to infant orphans in the provincial orphanages, and all these services were developed and conducted in line with the Federation’s global policy framework. Most of all the trainings and workshops targeted RC leadership and volunteers reflecting the themes of the Fundamental Principles of the Movement and proper use and protection of the Emblem. In agreement with the State Disaster Coordination Committee the DPRK RC has clear roles and tasks in disaster response and has established disaster response teams and pre-stocked relief items that can cover 27,000 families in the HQ and 6 regions which are prone to natural disasters.

– Relevance

With financial and technical support from the Federation, ICRC and sister National Societies the DPRK RC has provided material and psychological support to the most vulnerable people in the last 15 years and consistently stabilized and improved their livelihood and well-being in a sustainable manner. During this period the resilience of the communities was increased and many beneficiaries joined in RC volunteer activities.

– Effectiveness

To improve the effectiveness and efficiency of RC services to the people in need the DPRK RC has continuously strengthened its monitoring and evaluation system in the different fields of its services. By now 6 monitors for the medical supply to primary health institutions, 6 water sanitation technicians for community water sanitation programmes, and 1 expert on disaster risk reduction are based in the HQ and regularly measure the impact of service programmes. International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation 36 As result of the findings and learning from field monitoring and evaluation in different services, as well as the changed external environment and the Federation’s policy concerns globally as well, the Community Based Development Programme was developed as a community based disaster risk reduction programme and the traditional CBFA programme was enhanced as a community based health and first aid programme. The Red Cross services in the communities are highly appreciated by the domestic partners and supporters including government, social organizations and beneficiaries and enjoy ever increasing governmental and social support.

The DPRK RC has improved its relationship with the mass media in recent years. During 2009- 2011 period journalists from different leading mass media organisations were invited to the Red Cross events and programmes on the occasion of World Red Cross and Red Crescent Day, Found- ing Day of DPRK RCS, World Water Day, First Aid Day, AIDS Day and so on. As a result they have better understanding on the International Red Cross and Red Crescent Movement and the Funda- mental Principles and proper use of the Emblem, and news coverage on Red Cross activities has been considerably increased.

The DPRK RCS has also improved its reporting system to the donors since 1995 when the country was hit by unprecedented floods across the country and now monthly, bi-annually and yearly reports on different programmes conducted in cooperation with the Federation are communicated to the Cooperation Agreement Strategy partners and and their own donors.

Impact on the vulnerable

Whose lives changed at community level and how?

As a result of strengthened community-based Red Cross services, a number of positive changes could be measured at community level and in the lives of vulnerable people. Various natural disaster risks including floods have been reduced, the morbidity is decreased, and the overall living condition of community people has improved. The total number of beneficiaries getting Red Cross service increased by 35 % in the past 10 year and now amounts 8.25 million. The water and sanitation project is the only one which covers the needs of 610,000 people in 19 communities over the past 10 years.

The most vulnerable groups of people like the elderly, single mothers, children below the age of five, handicapped, and families with low income have been particularly benefited from these expanded Red Cross inputs.

Mr. Jang Myong Gil (67, beneficiary in Misang-ri, Anju city, South Phyongan province) says: “There are 387 families in our village where drinkable water was the most acute problem. Even though the water supply system had been established decades ago, the villagers had to fetch water from 2 kilometres distance for more than 10 years as water pipes were destroyed due to the floods and rust.

Yet, the water also used to get polluted in rainy season causing water-borne diseases among community people and, in winter season, added the burden to housewives and their children by exposing them several times a day to the cold as they travelled to distant areas. There were farmers getting lesser share of products as they had to spend time through the year in fetching water or in the hospital during the working hour. Moreover, those families without any labor would experience the most difficult situation. But now the situation has changed. The management committee together with the Red Cross vol- Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational

unteers mobilized people while providing materials for new water supply construction. So the construction could be completed within a year’s span of time and now all the families in the 37 village have access to clean water every day at home. In fact, every single family is benefited from this support but especially the elderly people, mothers and children. The health status of community people is obviously improved, and the management of the farm and even families is completely getting improved.”

Mrs. Kim Chun Kyong (68, beneficiary in Sinsong-ri, Kumya county, South Hamgyong province) remarks: “Our village is surrounded by valleys which would bring damages caused by flooding and landslide. Whenever there were flooding and heavy rain every year, it used to destroy dwelling houses, roads and fields, leaving big damages behind for livelihood, agriculture, and drinking water. In big rain, some houses would be gone or under mud and the people had to be left homeless. But now there is no such a damage since water from mountain is channeled and disaster prevention construction is done. I think I do not have to live inconveniently in heavy rainy season on high hill shelter for days like in the past. Only years ago, our family had no water supply so had to wash laundry at creeks and drink water from bore hole. But now we have 24-hour running water at home after water construction. I have a daughter-in-law with her little son. She is now free from household work and concentrates to the farming. The farmers here are taking good care of us as we are in a more difficult situation than the others by providing food. Red Cross people also are quite helpful with us. They teach us how to take good health care of my family and help with my household work. I am really happy with it.” International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation 38 2.d Case study from Mongolia Red Cross

Introduction

The effect of Mongolia Red Cross Society (MRCS) programmes on the lives of many thousands of vulnerable individuals and families has grown from strength to strength over the past decade, a direct result of improved service delivery by the organisation.

In 1992 MRCS had 21 mid-level branches and 83 staff. Today, less than 20 years later the national society has expanded its services to every province in Mongolia, with 33 mid-level branches, 902 primary level branches and over 350 staff. Thanks to 15,000 dedicated volunteers and more than 300,000 members, MRCS has built a public reputation as the leading humanitarian organisation in Mongolia and is set to broaden it scope of activities even further in support of vulnerable groups nationwide.

All through these years, the role of organisational development (OD) and capacity building (CB) has been crucial in improving and expanding MRCS internal processes. Actively enhancing the capacity of staff and volunteers and focusing on sustainable and long-term assistance rather than emergency, short-term aid has contributed to the development of the national society.

This case study aims to demonstrate the impact that improved capacity building has had on the quality of programmes and, ultimately, on the lives and livelihoods of the most vulnerable in Mongolia. The study team set out to document both the challenges and achievements of the programme through a series of individual and focus group discussions with beneficiaries as well as MRCS volunteers, programme staff, senior management and governance. Interviews were conducted both at NHQ and at two mid-level branches in the capital city districts of Chingeltei and Bayangol.

Growth of a National Society

Country in Transition

After the fall of communism in 1990, Mongolia went from a centrally planned system to a market economy and in 1992 ratified a new democratic constitution.

The early transition years were rocky and saw high inflation and food shortages throughout the country. Factories closed down, grocery shelves were empty and the rate of unemployment soared. Mongolia was not prepared for MRCS the change to a democratic state and struggled for the next several years, dependent on inter- Herding families account for 30 per cent of Mongolia’s national aid to survive. population

Approximately 30 per cent of the country’s 2.8 million people are herders and lead nomadic or semi-nomadic lifestyles. When the communist regime came to an end, herds were privatized and the number of herding families almost tripled - from 75,000 in 1990 to over 190,000 in 2000.

The country’s economic shift led to rapid and large-scale migration of this highly dispersed population from rural areas to urban centres as people moved in search of new employment oppor-

Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational tunities. In addition, the occurrence of several extreme winters disasters between 1999 and 2003, a phe- nomenon known as the ‘dzud’, led to the decimation of approximately six to eight million heads 39 of livestock over large parts of the country. This caused further mass and uncontrolled migration to the cities and in particular to the capital Ulaanbaatar, where, today about one-half of Mongo- lia’s population lives.

Besides the agricultural sector that is dominated by animal husbandry, Mongolia’s economy is centred on mining. The past decade has seen a surge in economic growth as the country established itself as a key global player in critical resources such as oil, coal, copper, iron ore and ura- nium. Mongolia’s newfound natural wealth has created an economic foundation, including creating employment, and is now taking a country undergoing transition into a phase of development.

National Society in Transition

The Mongolian Red Cross Society was established in 1939 and for more than 50 years operated under the government’s Ministry of Health. As with the nation, MRCS went through a period of transition in the 1990s.

During these years of economic crisis the public began to recognise MRCS as a charitable organisation. From 1990 to 1993 MRCS acted as a distribution hub for food, medicines and other goods to vulnerable communities, from donors MRCS such as the German, Japanese and Taiwan Red Cross societ-

In the early years MRCS built its reputation through ies. The national society also ran first aid and information the distribution of food, medicines and other dissemination services. goods. According to the society’s first OD manager and current head of administration, ‘the biggest transformation at MRCS has been in the structural change that started at NHQ in the late 1990s. ‘The first change started in 1996 with the 9th General Assembly when for the first time MRCS elected a president. Then in 1997, the secretary general was appointed,’ she said.

In 1998, an extraordinary meeting was held to look at the aims and objectives of the 9th General Assembly; from here the branch structure evolved. With these structural changes the number of people who received Red Cross services began to increase.

The OD department was established in 2001 as a result of a national meeting in 2000 that identified the need to concentrate on improving the capacity of MRCS.

In the frame of the OD programme, MRCS first needed to build up and improve the capacity of the primary level branches that had to cope with expanding programmes. Training was provided to governance, membership was expanded, information dissemination activities initiated to market MRCS programmes, and the number and quality of target groups improved.

In 2002 MRCS started to develop Strategy 2010, which was implemented the following year. The strategy enabled branches to have a guideline to expand the scope of programmes and activities.

The branch secretary of Chingeltei Red Cross believes that MRCS policies and strategies reflect the humanitarian needs of Mongolia. ‘Where the needs of society are so will follow the Red Cross with necessary programmes and activities,’ she said.

Another significant process that created change at MRCS was the ‘Capacity Building’ project, initiated by the IFRC OD programme in 2005 to increase the number of trained volunteers. Above all, volunteers were essential at that time to assist with a growing humanitarian crisis that resulted from dzud. The project helped address this and other pressing issues. International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation 40 The OD and CB Programme The OD and CB programme has concentrated on the following four core components to help develop the capacity of the national society:

Resource mobilization & IGP

Before 2000, MRCS ran its operations largely based on membership fees. Starting in 2001, the OD programme focused on helping branches to develop and sustain income generation programmes (IGP).

The result of this is that today 80 per cent of the mid-level branches run successful IGP ranging from animal husbandry and vegetable cultivation projects, to bakeries, garment making, rental of office space, and commercial first aid training courses.

The impact on beneficiaries is that branches draw on this income to sustainably run various services at the community level.

Human resource capacity

The skills and capacity of MRCS staff at NHQ has been improved considerably over the past ten years. Staff implementing and managing technical programmes have undergone training in areas such as developing and writing project proposals, reporting, and communications skills. The result is that now NHQ staff are equipped and able to coach mid-level branches in these same skills.

In addition, with the support of the IFRC OD programme, MRCS has built up its HR and volunteer policies and revised its salary scales. Before updating its salary scale in 2004/5, MRCS had a high turnover of staff. Significant change has been evident since then. Statistics from 2010 show that nationwide, 84 per cent of the 350 staff at MRCS have continually worked with the society for the last few years. This is a direct result of the OD programme’s role in revising policies and adjusting salaries.

Branch capacity

MRCS branch capacity has increased greatly in the past decade. For example, since 2001 branches have been encouraged to independently manage projects with local authorities. Previously, all mid-level branch agreements with the local authorities had to pass through NHQ first, for approval. By changing this process branches have evolved and gained more financial independence.

Furthermore, the past several years has seen branches focus on improving hardware capacity through purchase of vehicles, equipment and buildings. Buildings include social care centres and, in the case of Chingeltei branch, an office.

Volunteer management systems

In the early 2000s, the British Red Cross Society, Canada Fund and IFRC Asia Pacific zone volunteer delegate all provided support to implement volunteer management systems at MRCS. Among other things this expanded the number of primary level branches, with three to four added each year.

By 2005, MRCS started to face new challenges as the scope of its work broadened. Issues of internal migration required volunteers to work in new areas including the registration system linked to the government’s social care programme. Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational As the Bayangol branch secretary explained, ‘we went from dealing with the elderly to having to 41 register thousands of internal migrants. Besides the lack of volunteers, we didn’t have the proper training to do this’.

In 2005, a three-year “Capacity Building” project was launched to address the rising needs of poverty and internal migration, and to provide capacity to volunteers to deal with these growing issues.

Impact at the Community Level

From its inception, the OD and CB programme has been wholly integrated into the national society’s various technical programmes including disaster management, HIV/AIDS, social care, blood services, health and first aid.

In all these programmes, OD has provided technical support and policy making expertise, col- laborated on project development, facilitated monitoring and evaluation, and played a vital coordination role to broaden MRCS networks with numerous government agencies and NGOs. Capacity Building Project

From 2005 to 2007, the OD programme implemented a “Capacity Building” project in 15 mid-level branches of MRCS funded by the IFRC capacity building fund (CBF).

The aim of the programme was to increase management capacity of selected mid- and primary level branches to be able to organise sustainable community-based volunteering and services by trained volunteers, volunteer leaders, and skilled staff.

Initial activities focused on providing more favourable conditions at branches by improving the existing heating systems. Installation of new, cost-efficient heating not only provided volunteers with a safe, friendly, warm environment to meet but also reduced the branches’ annual heating bills.

Specialised training (for example, in government registration procedures) for selected volunteers, enhancing the volunteer network, and better volunteer management followed this. One clear result was that before the project each mid-level branch had few- er than 50 volunteers; after implementation, each branch had a minimum of 100 volunteers.

Trained Red Cross volunteers then started to define

MRCS the needs of the most vulnerable in their communities through baseline surveys. This done, branches The Capacity Building project provided Red Cross were able to assist more beneficiaries with targeted volunteers with specialized training services. The impact of this was seen in improved living conditions for the most vulnerable, better understanding of legal rights and registration by internal migrants, and a steady flow of referrals to government services.

As the head of administration said, ‘on the social care level, the project was extremely successful and led to an improved quality of services for our beneficiaries’.

To increase funding, improve financial management and ensure sustainability once project support ended in 2007, branches were encouraged to consider income generation schemes. Branches ventured into small-scale garment businesses, bakeries, vegetable cultivation and animal husbandry projects. Most branches also rented out extra office space to generate income. International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation Ms Chuluunbaatar Y., a volunteer from Bayangol branch 42 shares her experience of the project:

In our branch we developed a volunteer committee to train and motivate volunteers. Our focus is to retain volunteers. In the past each volunteer would work with one beneficiary. We changed the system so that each volunteer worked with a family unit. This gives the volunteer more recognition and responsibility in the community. It also means we can reach more people. We have regular meetings with volunteers, encourage them to share their experiences, and recognise and motivate them with awards. MRCS At the structural level, we developed teams of volunteers and this Chuluunbaatar (middle) in discussion with enabled us to reach more beneficiaries, as instructors could focus other volunteers at the Bayangol social training at the team leader level. care centre.

As a volunteer I work in a committed, united team, which is personally encouraging. Beneficiaries look forward to our visits. The impact of this project is that the quality of our services has improved so we can better assist our communities.

Social Care in Chingeltei branch

The Chingeltei district of Ulanbaatar ranks as second highest of the city districts relative to its number of internal migrants. In the last ten years, the total registered population has swelled from 90,000 to over 147,000.

The Red Cross branch was established in 2001 with funding from IFRC; programmes started the following year. Until 2004, running costs of the branch were funded on a sliding scale by IFRC (100 per cent in 2001, 83 per cent in 2002, 37 per cent in 2003); the remaining costs covered by income from membership fees.

The scope of branch programmes and activities has grown enormously in the past ten years. The branch has an active social care programme that focuses on the large domestic migrant and elderly populations in the district.

According to the branch secretary, in late 2006 early 2007 the branch had 25 volunteers that underwent specialized training. By 2010, the branch had 186 social care volunteers working with over 555 beneficiaries in the district.

Legal awareness for internal migrants

In 2004 the Netherlands Red Cross assisted MRCS address the urgent needs of internal migrants who are deprived of their legal rights and entitlement due to their unregistered status. Initially a “Life Skills” project was implemented in Songinokhairkhan district and had a component of legal rights training for beneficiaries.

This was followed in 2006 by a “Legal Rights Training” project in Chingeltei, which aimed to provide internal migrants with knowledge on legal rights through trained volunteers in the same district.

The project in Chingeltei provides migrant families with MRCS relevant information on the procedure of registration. This includes the dissemination of knowledge on their rights to Chingeltei branch instructor explains regis-

Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational claim available state health and social care services as well tration process to beneficiary as other entitlements and rights. Prior to training people on their rights, the branch published a manual on legal rights incorporat- 43 ing significant and relevant amendments to Mongolian laws and regulations of social welfare. Initially, the manual was used at a review meeting of volunteers, selected as team leaders from the community, and some 200 internal migrants (mainly herders based in the district) involved in the training.

Today, the branch registers over 200 people annually. ‘Thanks to the registration system we have in place, more than 100 volunteers have been trained and understand the registration process,’ shared a branch instructor. ‘The impact of this initiative is that many more vulnerable people now can access their entitlements including pension money, disability allowance and child benefits.’

Home visits to the elderly

Ms Khorolsuren J. is a frail 97-year old blind, almost deaf widow living in impoverished conditions, in a dilapidated single room with poor heating. She shares this space with her 60-something year old son, an alcoholic and ex-prison inmate. A Red Cross volunteer from Chingeltei introduced her case to the branch. The volunteer also applied to the government for Khorotsuren’s son to be a carer. He now has access to a carers allowance to look after his mother.

I’ve lived a hard life. I have a son but it’s not like having a girl who would look after me. My hearing is bad. I can’t move so easily.

Before the Red Cross, no one came here. The local authorities never came to visit MRCS me; people from the [leather] factory I worked in for so many years never came. Khorolsuren gets regular visits The volunteer from the Red Cross comes a lot, gives me what I need. from her Red Cross volunteer

When my volunteer comes, it’s like my daughter coming to visit. Even the smallest thing she does is big for me. She comes regularly… at least twice or three times a week to check on me. Sometime she brings me hot tea that she boiled at home. When my son goes away, he asks her to look after me. She comes a lot.

Creating Networks for HIV/AIDS

Mongolia is considered a low prevalence HIV country but one with high sexual health risks. The country is at high risk of epidemics due to its relatively young population, increasing population movements, increasing mining activities that attracts sex workers to the sites, the significant HIV/AIDS epidemics in neighbouring Russia and China, and low awareness of sexual and reproductive health among the general population.

The MRCS HIV/AIDS programme started in 2002, with support from the Australian Red Cross. In the early years, the programme focused on youth peer education in high schools and universities.

A few years later, the focus of the programme moved to high-risk groups: men with men, prison- ers, sex workers, single mothers, people living with HIV/AIDS (PLWHA), and mobile populations.

Between 2007 and 2008, the MRCS HIV/AIDS programme implemented volunteering counselling testing (VCT) centres in five provinces in Mongolia, and developed guidelines and methodologies to work with sex workers, a collaboration with the Australian sex worker NGO, Scarlett Alliance. Today MRCS is the leading organisation in Mongolia that works with sex workers.

From the outset, OD has played a key role in the HIV/AIDS programme, leading and developing projects, providing technical support and policy-making expertise. Most crucially OD has played a coordination role that has helped broaden the programme’s network with other organisations. The collaboration with Scarlett Alliance, for example, was a direct result of discussions between the OD programme and Australia Red Cross that subsequently linked in with the NGO. International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation 44 Cross-border HIV/AIDS Prevention The two year project started in 2009, between MRCS and the Red Cross Society of China, with IFRC playing a coordination role with other partners including UNFPA and the Luxem- bourg government.

Within the project, MRCS works with high risk groups in two Mongolian-Chinese border areas. On the eastern border Mongolian sex workers are the main risk group while on the western border high-risk groups include mobile populations (traders, truckers, businessmen) as well as sex workers. MRCS Truckers are one of the high-risk groups Outreach activities conducted by MRCS to reach these tar- targeted under the HIV/AIDS project get groups include distribution of IEC materials, group discussion, and face-to-face meetings. The programme also runs sensitization sessions for local authorities (police, hospitals, government authorities) and conducts peer education and skills development for the target groups. The OD programme has been actively involved in monitoring and evaluation of the project.

Unlike other agencies and groups, MRCS is able to deal with these cross border issues because of its network with the Red Cross Society of China, the result of a link facilitated by the OD programme.

The impact of the project has been an increase in the number of clients visiting the border VCT centres. Moreover, the Chinese Family Planning provides free testing (STI, HIV/AIDS) for Mongo- lian sex workers. In 2010, 77 women took advantage of the free service; 33 were provided treat- ment. Knowledge and attitudes of clients has also improved on the Mongolian side of the border.

The Hay Project

In 2006 the IFRC OD programme initiated a project to improve community resilience and reduce the vulnerability of herding communities to the risks posed by natural hazards (specifically dzud) frequently affecting Mongolia through a community-based disaster mitigation project.

Financed by the CBF, the ‘Hay Project’ centred on the preparation, by members of the community, of emergency stocks of hay and fodder for distribution to poor and vulnerable

herding families to see them through heavy snowfalls and MRCS winter disasters. Under the “Hay Project” herding families have been provided with tractors and The project provided herders with tractors and related other equipment equipment. After production, 60 per cent of the hay was ear-

marked for distributed to selected herders free of charge (to those with 50 or under head of ani- mals). The balance of hay was sold at a reduced rate to other herding families or kept as DP stock.

Beyond the production and distribution of hay, and the creation of employment opportunities for unemployed herders, MRCS incorporated Mongolian traditional cooperative hay preparation work and Red Cross educational activities such as first aid and disaster preparedness training into programme activities, thereby improving the capacity of communities engaged in the project to cope with disasters and emergencies.

The MRCS disaster management manager spelled it out, ‘if the project hadn’t been initiated, the

Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational number of herding families affected would no doubt have increased. The poverty rate would have gone up, as would migration into urban centres, and consequently the unemployment rate’. He explained that the project helped more than 1,800 families in 2006 and again in 2007. The 45 figure would have been higher if not for drought in the north of the country that affected the production of hay.

This unique, self-sustaining project has helped developed the capacity of the six Red Cross regional disaster preparedness centres involved. Each can now produce enough hay to be prepared for emergencies. Although results at all levels have been difficult to monitor and evaluate, on the whole impact of the project has been significant. Over nearly six years approximately 10,000 families have benefited from the project.

New life skills for herder family

14-year old Nyambaatar’s parents are ex-herders, forced to leave their traditional way of life and move to Ulaanbaatar in seek of new opportunities. In September 2010, they underwent a three-month professional life skills training programme organised by the Chingeltei Red Cross branch. Equipped with interior design skills, his parents recently started work with a local construction company.

Mr Nyambaatar shared his family’s story with us… MRCS My family is from Uvs province. My parents are herders and we After the dzud, Nyambaatar moved with lived there with our grandparents and a herd of nearly 400 ani- his herder parents from the provinces to the Ulanbaatar mals, mostly horses, cows and sheep. During the dzud of 2006, all the hay finished and all our stock froze to death.

After that it was impossible to make a living and we moved to Ulanbaatar. First we stayed with my grand- mother’s relatives. Then, in 2009, we moved to the house we now live in.

My parents started a new job a few days ago. I know they got some training and a certificate from the Red Cross. I can’t tell you much, but I know the Red Cross is an organisation that helps people like us.

Expanding services in Bayangol branch

In the past several years, the OD programme in the Bayangol Red Cross branch has focused on developing the capacity of its human and financial resources and on increasing cooperation with various partners in government, business and the public.

Specialised training under the disaster preparedness programme has also been a priority. The branch has organised dissemination campaigns and trainings to prevent disasters and to increase disaster preparedness in local communities. This especially so in densely populated ger areas, where one of the most common disasters is fire. Importantly, the branch provides psychological and material support to those affected by disasters.

According to the branch secretary, ‘the biggest change in our national society over the past ten years is that we have expanded our services to the community. The reason and how we expanded was by identifying the needs of the community’.

In 2000 Bayangol branch reached approximately 300 families with essential services. At its peak, after the dzud in 2006 and 2007, assistance tripled to 900 families in the district.

New ger for fire victims

As a result of an electrical fire, Ms Lkhan J.’s ger burnt down in 2009, leaving her, her bed-ridden husband and four dependent children homeless. Over a difficult four-month period the Red Cross branch provided much needed psychosocial support to the family. Through its network, the International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation 46 branch was also able to present Lkhan with a new ger, one of three that the branch provided to affected families in 2010.

On 29 June 2009, I woke up in the middle of the night to go to the toilet. It was unusually warm in our ger. I quickly realised it was on fire! My husband and I managed to get out with only the night- clothes we had on. Our daughter’s gers is next to ours. Thankfully we had water and could save it.

By the time the fire engines arrived it was too late; our home had burned down in less than three minutes. There was nothing left, only a black circle of ash marking the ground.

The next day, I contacted the local authorities as well as the Red Cross for help. A volunteer from the branch has been visiting my home since 2004. Two of my sons are disabled and my husband was bed-ridden with a heart condition. As their carer, she has been Lkhan is grateful to the Red Cross for her new ger supporting me. On my behalf, the branch approached a board member from the Red Cross who lives in Bayongol. He owns a factory manufacturing gers in the district. He agreed to donate a new ger to my family.

We were homeless for about four months. I spent most of the first two months in hospital as my husband’s condition deteriorated. He died two months after the fire.

I was crying, speechless when the Red Cross built me this new ger. They helped me through a very difficult situation, visiting regularly, providing emotional support. When you have many children it’s important to have your own place, a place to call home.

In the spring of 2010, the Red Cross invited me to attend a disaster preparedness course. Now each time I leave home, I make sure the electrical sockets are disconnected. Local authorities also made sure to bury the electrical cables that used to lie exposed next to the ger. That was what caused the fire in the first place.

From Transition to Development

The government of Mongolia has described the years between 1990 and 2009 as a period of transition for the nation. In 2010, the government announced that the country is now beyond transition and into a period of development and growth.

‘In the last ten years there has been a significant increase in our humanitarian work,’ said Mr Turbat Shooton, under secretary general of MRCS, ‘and we have increasingly achieved recognition from the public’.

As part of a continually evolving process, MRCS introduced major structural changes at the 12th General Assembly, in November 2010, with the election of a new board of governance. Many members now have strong links to the government, including the new president who is deputy speaker of parliament. With this new structure in place, MRCS has set in motion ambitious plans to work more closely with government agencies in the coming years.

For example, MRCS has been offered the responsibility at national level of all the government’s social care activities, under the Ministry of Labour and Social Welfare. Perceived as better positioned to run activities because of its resources, skills and branch network, services will be extended to MRCS under contract. With long-term contracts assured, programmes and services of branches are set to expand. So too will the reach of MRCS to vulnerable groups throughout the country.

As the MRCS programme coordinator fittingly said, ‘we are now ready to move to a new decade with OD entrenched in our organisation’. Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational 2.e Case study from Nepal Red Cross 47

Introduction

Please let us welcome you to the Nepal Red Cross Society as we share with you the story of our efforts in organisational change and how success has been achieved. Ours is a journey of recognition, reflection and transformation which has fundamentally changed and improved our Society over the past decade.

Recognition that we if we were to achieve our National Society vision we needed to be closer to our communities so we may understand them better and support them more effectively

Reflection that if we were to understand and support our communities better and more effectively we would require a significant change to our NS’s mindset, structure and service delivery system.

Transformation that would require the sustained commitment of all levels of our National Soci- ety, utilising multiple strategies so that a new operating approach can engage and empower communities to indentify and mitigate their own challenges.

This after all is what we define as IMPACT....

While we remain positive and optimistic of the future we remain realistic about the challenges ahead. Let us be clear that our journey to be a better organisation is never ending and while we have made huge improvements we still remain un- satisfied and eager to institutionalise our efforts and further improve our service delivery.

Those of you who have supported us in the past; please we urge you to continue while we humbly encourage new partners to join with us as we strive to implement the humanitarian imperative and reach further to the most vulnerable people. A rally in the General Assembly Background

The Nepal Red Cross Society has a proud history. It came into being on Bhadra 19, 2020 (Septem- ber 4 1963) and really is a volunteer based organisation that delivers services and support to the vulnerable people in an impartial and neutral manner. Over the years we been able to reach all over the country through an expanded network of organisation and volunteers. The power of humanity has been effectively mobilised.

The aim of the NRCS (5th Development plan 2008 – 2010) was to endeavour to eliminate or reduce human suffering irrespective of religion, caste, colour, gender, group, language, nationality or political ideology. The society achieves the aim through the following core areas of work:

• Promotion of Fundamental Principles and humanitarian values and dissemination of Interna- tional Humanitarian Law • Disaster Management • Health and Care in the community • Organisational development.

We believe that the volunteers affiliated to our District Branches, Sub Branches, and junior/youth Red Cross circles both in academic institutions and in the community are the backbone and most

important part of the NRCS. We celebrate you! Societies and Red Crescent of Red Cross International Federation 48 The Issue and Our Challenge World wide the humanitarian environment is becoming ever more complex and demanding; with new and emerging issues such as HIV, climate change, new and re-emerging diseases like dengue, polio, malaria, mea- sles, population movement, migration and urbanization.

These demands were not lost on our National Society as we try to respond to the humanitarian imperative by reaching more and do better!

The existing NRCS operating structure included HQ and 75 District Transportation of relief Branches which were located in district capitals of mainly urban and/ materials by boat or semi urban environments. While Sub Branches were in existence, it was in name only as they were not that operational and without activities. They had been created in an ad hoc manner without a defined supporting structure. While junior/youth circles existed throughout the country they were primarily located in educational institutions and not part of the formal constitutional structure of the NS.

Our Challenge:

It was recognised that District Branches were simply too far away from the communities within their jurisdiction and that they lacked the resources and ability to engage meaningfully with communities to deliver quality services.

This perspective was also mentioned during various internal and external project evaluations and reinforced by members of district chapter executive committees,

“The leadership of the Nepal Red Our dialogue, consensus building and decision making Cross Society felt that to truly max- process imise our potential and achieve our Historically the Nepal Red Cross society is considered to be a goal of alleviating human suffering well organised and disciplined National Society. we need to be closer to the communities we wish to render service. In fact our reputation has encouraged our regular participa- This included seeking their mem- tion in Movement conferences and forums at different levels. bership and involvement in our Also the NRCS has been selected to pilot many movement ini- governance – so that our future di- tiatives including CAS, OA, Global Alliance on HIV and AIDS, rection is influenced by the vulner- Humanitarian Pandemic Preparedness, CBDP, CBFA etc. In ad- able communities we seek to serve” dition many of our staff members have received the opportunity to work overseas with the Federation and Movement Dev Rant Dhakhwa partners. This has greatly contributed to our learning, skills Secretary General development and service delivery. For this we are humbly Nepal Red Cross Society grateful.

But like many of us our very strength can become our weakness. Looking back now we see that the NRCS was potentially evolving to a quite conservative organisation that could find it difficult to adapt to the changing context of its environment. Surely it could be seen that we can adapt quickly on tactical issues, however deeper change process engaging our core structure were natu- rally more sensitive.

From early 80s, we had started working with communities through community based projects. After 1994, we realized that structured organizational unit in the community could add value and effectiveness in our service delivery. Then after, a provision of Sub Branch was incorporated in the constitution. In the beginning, though it was provisioned to establish Sub-chapter, the coverage in the district was not mandatory. In 2002, constitution was amended by provisioning mandatory

Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational coverage of all the constituenties within the catchment area of the Sub-Branch. With this in mind we instigated a detailed year long consultative process ensuring collective agreement and consensus building. In particular we sought advice from a number of District 49 Branches who have been earlier encouraged to develop Sub Branches so we could learn from their experience. Over the course of several meetings conducted in 2001 a solution was gradually agreed.

Our Decision

To better serve our vulnerable communities the Nepal Red Cross would need to expand its network of branches and volunteers. To this end we agreed to establish a minimum of 10 Sub Branch- es in each of our 75 District Branches covering all the constituencies. While simultaneously developing a mechanism in which the membership of these Sub Branches would become part of the decision making process of the NS.

A word or caution

To the reader these decisions may seem flat and easily reached. However, the discussions on this topic were quite robust and sometimes heated.

To set a goal of rapidly expanding our network by forming a minimum 10 Sub Branches in each of our 75 Districts would mean a minimum formation of 750 Sub Branches. Such a goal requires commitment and is not without risks. In particular some members expressed concern that such expan- Sense of Ownership Workshop for CEC sion could be unsustainable and might create an untenable burden on the National Society and the District Branches in “As we say in Nepal; with heartfelt particular. desire we reach for the sky, but with one hand we remain firmly anchored The proposed changes could have wide ranging and unfore- for the feel of the earth”. seen consequences on the various levels of our NS. It was therefore important that we approach the implementation Umesh Dhakal of this decision from a particularly practical and pragmatic Executive Director approach. Nepal Red Cross Society

Overarching principles

A number of overarching principles were agreed and potential options tested against

1. The principle of sustainability

A guiding principle of this structure is sustainability and the philosophical position that it is the inherent responsibility of the District Branch and Sub Branches to generate their own funding/ resource base to sustain their branch and activities.

Therefore under normal operating conditions (e.g. no ongoing project) there is no expectation that the higher level structure e.g. HQ to District Branch or District Branch to Sub Branch will provide financial support.

2. The principle of empowerment

A guiding principle of this structure is that the Sub Branch is located within the community with the ability to support them to identify and respond to their needs.

Empowered communities are encouraged to define their own priorities and seek their own solu- International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation tions. 50 Empowered communities who value their local NRCS Sub Branch are encouraged to become normal members and ultimately members of their executive committee. The democratic nature of our National Society and constitution means that our agenda is strongly influenced by the beneficiaries we seek to serve.

3. The principle of attachment and detachment

Utilising the principles of sustainability and empowerment the District Branches and Sub Branch- es will gradually detach from their supporting platform becoming semi autonomous entities operating within the framework of the constitution, the current development plan, policies, and guidelines.

The District Branch or Sub Branch can re-engage with their supporting structure at any time when specific support is required. The key is that the Sub Branch remains engaged with the communities, even when some of the activities implemented under projects are officially phased out.

The ability for branches to undertake resource mobilisation is critical if the are to achieve detachment. To this end the development of the resource mobilisation policy and training modules has very much benefitted our branches. Practical advice from the District Branch has been very successful.

Implantation Strategy

We recognised that to institute this organisational change we would need multiple, overlapping and complementary strategies. These included:

• Constitutional Change to legitimise, define and mandate the new organisational structure • Redefine the role of HQ, District Chapters and Sub branches. • Define polices, systems and guidelines • Establish monitoring roles

The management of this process was undertaken by a specially convened task force which included representation from governance, district representatives, members and senior management

Movement partners, principally the Federation and ICRC, strongly supported this process with technical input as well as facilitating a number of meetings.

Constitutional Change

The constitution of the NRCS was amended to mandate the formation of a minimum of 10 Sub Branches per District Branch.

The constitution was amended so that the District Branches had no territory of activity or implementation. Therefore existing District Branch members were re-allocated to an appropriate Sub district.

The constitution also amended the composition of the District Branch Executive Committee ensuring a completely democratic process. This meant that the composition of District Branch Ex- ecutive Committees changed and became truly accountable to the Sub Branch membership.

Redefined Roles

Summary of our roles 1. HQ to support and empower District Branch 2. District Branch to support the formation and empowerment of Sub Branches 3. Sub Branches to support and empower the local communities and provide guidance to local

Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational junior/Youth Circle 1. Head Quarters 51 The role of Headquarters was revised and given clearer focus to support the capacity building of District Branches. Three separate areas were identified: • Development of policies, systems, guidelines and their dissemination to District Branches. En- abling them to better support Sub Branches e.g. Resource mobilization policy, volunteer management policy and manual, reporting templates, newsletters. • Coordination, facilitation, capacity building and guidance of District executive members and staff. E.g. Leadership training, resource mobilisation training. • Liaising with external donors and development of projects based upon vulnerabilities and base line studies.

2. District Branch

The role of our district branch was revised and focused on the establishment and support of Sub Branches • Dissemination and advocacy of RCRC principles • Support the formation of cooperation committees and their evolution to Sub-Branches • Dissemination of policies, system and guidelines as considered relevant to the context of the District Branch and Sub Branches • Providing practical sub branch development guidance and mentoring • Coordinate Sub Branches within their jurisdiction • Facilitate dialogue with local authorities including the Village Development Committee (VDC) • Having available minimum quantity of relief items • Undertaking a monitor and reporting role to HQ

3. Sub Branch

The role of our Sub Branches was agreed as the “primary service delivery” mechanism for the Nepal Red Cross Society. • Optional establishment of a transitional structure (cooperation committee) prior to formal Sub Branch formation • To attract a minimum no of 50 members and form an executive committee • To recruit members and volunteers from within their community • To engage with their local community and support them to identify their needs • To support the establishment of other nearby Sub Branches e.g. twinning • Have available a minimum quantity of relief items

The Impact of this Change process at cCommunity Level

As we reflect on the process which begun more than a decade ago firstly let us agree that we are still a work in progress and that there is much still to do in terms of consistency and quality of services. But actually we could not have imagined the change in our National Society.

Overview of our Impact Chain at Sub Branch level

Input: Revision of NRCS constitution, policies, systems and procedures. Clarification of roles and responsibilities. Guidance, mentoring, dissemination, training and a focus on gender.

Outputs: Establishment of 1306 Sub Branch’s network over the last decade. Thousands of new volunteers are associated with these networks.

Outcome: NRCS are closer to the community they seek to serve and are able (in a sustainable manner as per their context) to generate resources to engage meaningfully with their communities and deliver quality services.

Impact: More vulnerable people are served by the NRCS, Communities are empowered to seek their own Societies and Red Crescent of Red Cross International Federation solution. The image, trust and reputation of the NRCS have been greatly due. Skilled volunteers are on hand within communities ready to serve. 52 Our objective of forming 10 Sub branches per District Branch seemed such an ambitious goal. Are we closer to our communities, do we understanding them better and most importantly have we positively impacted their lives?

We are proud of the achievement of our governance, members, volunteers and staff. Since 2002, out of 75 District Branches 74 have formed at least 10 Sub Branches within their District. In fact the formation of sub- Branches has exceeded this number a lot. As of February 2011 some 1306 Sub Branches have been formed and are based in communities throughout Nepal.

Impact: In their words

Who but the participants in this change process are better placed to accurately portray the process and impact that this case study seeks to capture. Rather than edit their comments we have left them largely unchanged so the reader gains deeper appreciation.

1. Experience of Kathmandu District Branch

This District Branch like many branches is located in the same city as the National Society’s headquarters and has struggled to find its rightful path. Kathmandu city continues to receive the flood of people seeking the promise of urban life and its many opportunities. The surrounding district is rural, isolated with high levels of vulnerability. Prior to 2004 the District Branch had no Sub Branches and an estimated 25 active volunteers

6 years ago our District Branch was not strong at all – I was part of the executive committee, so I must take some of this responsibility. This District is largely rural with many challenges; it was just too big for us to serve.

In Kathmandu we see the social changes that urbanisation brings. The spirit of volunteerism is lacking and perhaps people become selfish just to survive.

Now we are in a much better position - we have supported the formation of 19 Sub Branches of which 4 have funded the construction of their own office building - we have a further 9 Cooperation Committees in the process of achieving the criteria necessary before formation of Sub Branch.

This move has truly brought us closer to our communities, increased our impact, and the profile of our Na- tional Society. Our District Branch executive committee has fair representation from the Sub Branch and keeps us focused on the needs of the communities.

Headquarters supports us with the broad policy and guidelines. Training is also important for our volunteers and we can contact headquarters to support us when we need. Our district has thousands of members and volunteers. In fact let me tell you that it is now the Sub Branches are really a good motivation for us!

We have created our own RCAT (Red Cross Action team) with 30 active members who respond to emergency within the city of Kathmandu.

President of Kathmandu Branch

This Sub Branch is located some 2 hours drive from Kathmandu in a particularly hilly area. The area of the Sub Branch is responsible to deliver services in 6 Village Development Committees and accounts for some 4000 households of particular vulnerable people. Hazards include landslide, fire, and water borne disease.

One day a representative of the Kathmandu District Branch (points to Dis- trict Secretary) came to our community and held a meeting to inform us about the Red Cross. I am a teacher and had been a member of the Red

RC Volunteers in Polio Cross junior circle many years ago - our community was very interested Campaign in Kathmandu in the discussion.

Later when they came again they asked if we wanted to form a Sub Branch and many of us agreed.

The district branch helped us with advice and guidelines at the start. They also facilitated a meeting with the closest Village Development Committee, who in the end agreed to donate land for our building.

We have now many members including 100 life members of our Sub Branch. Our volunteers are very active and this has enhanced the reputation of our Branch.

Also I know that members have improved status and recognition in our community because of our Branches impact.

Our Sub branch has been the recipient of a water and sanitation project based in Nanglebhare village. Because the impact has been so great we are receiving support from the 5 other Village Development Committees within our scope and each is contributing a small amount so we can complete the next stage of our office building.

Our Sub Branch feels the support of our community and also the responsibility to do more even more!

Experience of Nanglebhare community under working area of Sankharapur Sub Branch

Our community had a very bad sanitation and hygiene situation, people were openly defecating on the road and the traveller passing through our village would complain a lot.

In times of rain or heavy wind our water source and pots became polluted and the disease made us sick and particularly the children. Cholera, dys- entery, hepatitis A and typhoid hurt us a lot!

The hygiene project in our community was targeted at the construction of

Community area of toilets to the level of 60%. Initially our community did not see the need to Naglebhare use a toilet – we have been doing our way for generations so why should we change?

The project encouraged us to establish a user committee (beneficiary committee) so we are completely involved in the project. Also the sub branch is represented so they can support our interest to the project team.

The project helped to train some in our community to become volunteer motivators, they explained to us the importance of better hygiene and we

were finally convinced. Societies and Red Crescent of Red Cross International Federation 54 Half way through the project we became so satisfied that we convinced the NRCS to change their project. We want 100 % of our household to have access to the toilet!

Now we have declared our village to be an open defecation free zone. Our community is much cleaner and for more than 1 year we have no outbreak of disease at all! Now we have 50 volunteers in our village and we want to start a sub branch of our own!

Experience of a woman volunteers Ms. Bimala Dangal from Nangleb- hare community-Kathmandu

My name is Bimala Dangal and I am a volunteer of the Nepal Red Cross Society and live in the Nanglebhare community.

One day my 10 year old younger brother was playing in our house with some rope. In a tragic accident he had fashioned a knot around his neck and lost his consciousness. Women volunteer of Na- glebhare Sub Branch

My family found him and screamed that he had died and called to me immediately. Be- cause I had attended first aid training with the Red Cross and even though he had no pulse I was not prepared to give up hope that he may be resuscitated and was determined to fully do my best.

When I tried to administer mouth to mouth artificial ventilation the villagers were angry – they said to leave his body alone and do not undertake such undignified actions.

But I persisted against their wishes and even harsh words. After several minutes he began to cough and began to breath. Fortunately he has fully recovered and he is completely normal even to the extent that he often misbehaving.

People praise me a lot for my effort, but really strong credit and thanks should go to the Red Cross without them my brother would surely not have survived.

2 Experience of Chtitwan District Branch

In Chitiwan our District Branch has made strong growth over the past decade we now have 26 Sub Branches and 9 Cooperation Committees in operation.

We are very fortunate to have Mr Jaganath Neupane as our branch development officer as he is very hard working and committed to support the development of Sub Branches. To this end he received the most outstanding staff member of the NRCS award 6 years ago.

We have very much appreciated the support of the Headquarters in our development; while we appreciate our role as being responsible for activities within the district - their support in terms of training and guidelines is appreciated.

One of the major impacts we see is change in the composition of our executive committee, now we have large representation form Sub Branches who bring to the table real issues that concern their community The experience around the table helps us to find practical solutions to the many issues we encounter.

The membership of our district has increased many times and the recognition by the community has truly improved. A critical factor in our success is our resource mobilisation which includes the renting out of our space in our office space, membership recruitment and cultural events. Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational

Volunteers gather at Jutpani Sub Branch for interaction

Earlier the Red Cross was seen more Experience of Madi Sub Branch from Chitiwan District. 55 as an international organisation be- This Sub Branch is based in a rural community some 3 cause many of our activities at com- hours drive from Chitiwan. This community is located at munity level were as a result of exter- the far side of the river Rapti and its population is partic- nally funded donor projects. Now that ularly exposed to the annual snow melt which floods the we have Sub Branches at commu- river destroying houses and isolating the community for nity level the people’s perception has weeks at a time. changed. We are the Nepal Red Cross Society - from the people of Nepal for Our cooperation committee was formed in 1997 and up- the people of Nepal! graded as a Sub Branch in Madi. Our area was subject to troubled times during the conflict period with the Mao- Mr Jaganath Neupane ist and this had some impact on the development of our Branch Officer Branch Chitiwan District Branch The District Branch supported us during this process and facilitated a meeting with the Village Development Commit- tee who provided land for our branch. The District Branch also supported us by providing some table and chairs.

They also helped us to engage with the community and with their experienced they showed us how to arrange cultural activities and other ways to raise funds. This has helped us to build our office and fund an ambulance service.

By developing our volunteer base we have undertaken many positive activities within our local community. It is the case that each year our community is subject to severe Interaction with beneficiaries - Madi Sub Branch flood. When this happens we are able to immediately mobilise our volunteers in support those affected.

Because of our standing in the community we are facilitating negotiations between the flood affected landless people so that a permanent housing solution may be found.

Experience of Madi community under the working area of Madi Sub Branch from Chitiwan

Our land and house was washed away in the flood last spring, a total of 71 families were summar- ily affected. We are very thankful to the Red Cross branch because the came to our assistance in many ways.

Before the floods they supported us by helping to build a retaining wall and other ways to keep the flood waters from us. When the flood came they actually rescued people from the water. They were able to supply a small number of items like blankets etc and even now they are here to im- munise our children from the Polio.

Also during the Maoist time there were some explosion and as well as supporting those killed and effected they also worked to see that the houses of victims were not violated and there contents stolen.

The Red Cross has had a very positive effect for us; know I am becoming a volunteer as well! International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation 56 Observations:

Consultative approach

Often we have dilemma in our National Society - to achieve consensus we often go through such long and laborious consultative process, ensuring that our decision making is influenced from the bottom up. Such a process is all inclusive and very time consuming, sometimes we find ourselves searching for a short cut.

In this instance however the verdict is clear; to undergo such a wide ranging change process a key factor in our success was the collective consensus on an agreed way forward. None of this could have been possible without the good will, cooperation and commitment of our governance, staff members and volunteers.

Peace building

It has been observed that in a number of cases communities previously divided by relationship problems or political differences have been brought together during the formation process of Sub branches. It appears that the unity of purpose discovered when pursuing the humanitarian imperative of the Red Cross has created the opportunity to put aside differences of the past and focus on the potential of tomorrow.

Projects

The Nepal Red Cross Society has a very clear perspective on the role of externally funded projects. While the primary motivation is to directly impact vulnerable communities each project is carefully scrutinised so that it may contribute to the strengthening of the National Society particularly at grass roots level.

Partners are respectfully reminded that for a project to be sustainable, activities must continue to some extent after the project ends.

Often a small investment by the Conclusion project in building the capacity of the Sub Branch will pay handsome As we reflect on this change process we recognise so many dividends and substantially add positive changes to the service delivery system of the Nepal to the sustainable and ongoing Red Cross Society. impact of the project years after it The expanded Sub Branch network has most definitely has ended. brought us closer to communities so that we can understand and support them better. Sanjeev Thapa Chairman By supporting and empowering them we find them supportive Nepal Red Cross Society of our society, becoming members and influencing our agenda and keeping us well focused.

There is clear evidence that this Organisational Development “Change Process” is having a sustained impact and is genuine- ly changing minds and saving lives of the vulnerable people in Nepal.

At the time of writing we are in the initial stages of implementing the 6th Development Plan (incorporating the Federations Strategy 2020) of the Nepal Red Cross Society. Our expanded Sub Branch Network is in place but needing ongoing support Flood Victims in temporary shelters and intervention to ensure their effectiveness, consistency

At the same time the vulnerabilities in our country are continu- 57 ously increasing as are the demands upon our National Society.

We hope that our case study is useful and perhaps a source of motivation - as other case studies has been a motivation to us.

To other National Societies we salute you and to our partners we thank you. We look forward to your continued support as we em- bark on the next leg of our endless journey.

The last word from a Sub Branch Founder President – Jutepani Sub Branch Some years ago I was suffering from a quite serious an illness. If not for the Red Cross blood bank located in Chitiwan I fear that my health would have seriously deteriorated. By travelling from my village I was able to receive a blood transfusion.

Since that time I realised that I have the Red Cross blood flowing through in my veins, this was what encouraged me to become the founder president of this Sub Branch.

Mr Tej Prasad Lamichane Founder President Jutpani Sub Branch International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation 58 2.e Case study from Sri Lanka Red Cross Changing Attitudes: Re-engineering the Sri Lanka Red Cross Society

Introduction

A few years ago, the president of the Sri Lanka Red Cross (SLRCS), Jagath Abeysinghe, posed two key questions to his national society. “Are we really harnessing the full potential of the national society? Will programmes be able to continue once the tsunami operations are over?” He sensed a crisis looming in SLRCS with the ending of the massive tsunami recovery operation, and in an effort to forestall it, and build a more sustainable national society, identified

the need for radical change within the organi- IFRC sation. As the president said, the SLRCS needed Community participation and consultation has been ‘to change from a tsunami mentality and face integral to the success of the construction programme in reality’. Sri Lanka where Movement partners are supporting the construction of 35,000 new homes. Initial, conventional efforts by SLRCS to deal with the problem included implementing a change management process and adopting the IF- RC-led ‘scale down without harm’ approach. While useful, these exercises did little to spur any noticeable change within the society. The president recognized that unorthodox measures were needed if there was to be any hope of change. In 2009, a partnership was forged between SLRCS and the PASS Research and Consultancy group, who had previous and extensive working relations with the national society. The goal of this partnership was to prepare SLRCS for organisational change and enable it to effectively and efficiently manage the transformational rather than incremental change with completion of tsunami projects, implementation of the national society five-year development plan, addressing the challenges of a complex internally displaced people operation, and bringing together other stand-alone interventions.

Ultimately, the purpose of this process was to lay the foundation for a new and innovative organisation – a well-functioning national society able to execute its new vision and mission to provide humanitarian services to vulnerable communities in Sri Lanka. The consultants called this approach ‘re-engineering the SLRCS’.

It is noteworthy that while the process originated from the president, it was neither a directive by him alone nor a call from Movement partners, but a collective effort by both the SLRCS central governing board (CGB) and management to elicit change. This paper summarizes the process and early outcomes of that effort.

The Tsunami Experience

When the Asian tsunami hit Sri Lanka in 2004, Red Cross volunteers from all over the country came forward to assist with the enormous operation. Together with Movement partners and other stakeholders, the SLRCS responded to make a major contribution to the tsunami-recovery programme.

While most beneficiaries appreciated the services they received from the Red Cross, they were

Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational unaware that at that time the modestly sized SLRCS lacked the organisational capacity to react to this unprecedented disaster. Only through the recovery operation was SLRCS able to add to its 59 management capacity, develop skills, and increase its physical resources at national and branch levels. The massive Red Cross Red Crescent programmes that grew from the operation were primarily in ‘non-core’ (i.e. ‘non-traditional’) areas, with special focus on 13 branches located in tsunami-affected districts.

Five years on, with the tsunami operation nearing completion, SLRCS acknowledged that it was not possible to sustain their enlarged post-tsunami structure – not just in terms of staff numbers but also staff capability. From just 80 staff pre-tsunami, the organisation now had a total of over 1,000 employees working at SLRCS national headquarters and with partner national societies in more than a dozen branch offices.

The national society needed to downsize. And it needed to do so while ensuring a stronger society than pre-tsunami that refocused on, and had built capacity in, the core areas of programming and national society sustainability. Furthermore, during the early stages of the tsunami, due to the limited number of experienced personnel at management level, governance had taken an unprecedented role in running operations. Now was the time to re-establish a clear delineation of roles between management and governance, back in line with the national society’s constitution. A formal process for change was set in motion on 1 August 2009.

Process Overview

The scope of re-engineering has been described by PASS Consultancy as ’the fundamental re- thinking and radical redesign of SLRCS processes to bring about dramatic improvements in critical, contemporary measures of performance, such as accountability, transparency, quality, profes- sionalism, responsibility, service and speed to provide humanitarian services to the vulnerable communities in Sri Lanka’.

The consultants initiated change at SLRCS through a three-phased process. The first two phases were managed by PASS Consultancy thought a transference approach with increasingly shared roles with the national society. As per the goal, SLCRS management is leading the third phase.

• Orientation sessions • Development of new • Training & development • Rapid performance & strategies & policies • Resource mobilization status appraisal • New core structure • Policy orientation • 36 draft interim established Performance management recommendations • Staff interviews & • Monitoring, evaluations & • Separation of re-appointments reviews management & governance

International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation 60 Phase One: Towards Governance and Management Excellence

Managing change in a 74-year old organisation is no easy task. So how did PASS Consultancy intend to engage with SLRCS, a national society with an established and dedicated board of governors, 26 distinct branch offices, and over 1,000 staff working alongside various Movement partners, and steer them towards change? For years, branch chairs had become accustomed to running their offices autonomously. National headquarters, flush with cash from the tsunami programme, had become comfortable with an enlarged staff structure. Volunteers who had previously worked purely for charity had come to expect payment for their services. How would the total human resource base of SLRCS react to change?

According to Tissa Abeywickrama, director general of SLRCS, ‘the change was very much to deal with a human concern – the perception of long-serving staff in adjusting to changes that were inevitable with scaling down of SLRCS post-tsunami operations’.

The consultants aimed to set the tone of the first phase by fostering an environment that took the perceptions of employees and governance seriously. They began with orientation sessions to explain the process to governance and management at headquarters and the 26 branch offices. Core staff at national headquarters, IFRC, ICRC, and partner national societies also participated in the process. A brochure that described the process, available in English, Sinhala, and Tamil, was widely circulated within the national society, and similar information was posted on the SLRCS website. Bob McKerrow/ IFRC Bob McKerrow/

A separate team of consultants was appointed to develop a A group of Red Cross partners listening series of customised questionnaires to be used to conduct a to a presentation on the re-engineering rapid status and performance appraisal (RSPA) with employ- process ees and governance. The objective was to investigate the per-

ceptions, concerns, expectations, and challenges of SLRCS via a random sample of 20 people. Fi- nally, however, 302 interviews were conducted. Over a six-week period, in premises outside SLRCS, an independent panel carried out one-to-one interviews with governance, senior management, and core staff members. Confidentiality was ensured throughout the interview process.

In addition, a group of ten consultants conducted unannounced visits to the various departments of SLRCS headquarters and assessed everything from the building’s location to the president’s working environment, from drivers’ working conditions to the cleanliness of toilets. Four groups of consultants visited seven branch offices around the island to carry out similar assessments.

Both quantitative and qualitative data collected from the RSPA process was presented as 36 draft interim recommendations to the CGB. Among these were recommendations to: o Establish terms of references for top governance; o Develop a new core structure for SLRCS; o Develop new job descriptions for management; o Formulate a management-led annual budget; o Formulate technical committees; and o Develop various new policies, strategies and systems.

Within weeks, these recommendations were approved by the CGB, and by 15 December 2009 changes began to take place. The highlight of phase one was the formal separation in the roles and responsibilities of SLRCS governance and management. Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational SLRCS Vice President Bharatha Jonikkuhewa said that, ’Just 15 to 16 months back there was resis- 61 tance by some branches to the [idea of a] change of governance and management. Change first happened at national headquarters, with top governance, and then trickled down to branches. The society has been run by governance for over seven decades so it’s difficult to change overnight but branches are committed to change’.

Another key recommendation was to revise the SLRCS core structure and, in line with this, to re-appoint all core staff. The latter step was to have a much wider impact on SLRCS morale. Job descriptions and guidelines for governance and senior management were also drafted during this phase, including those for branch governance and branch executive officers.

In January 2010, a major ‘capacity building’ workshop was arranged for all governance and top management of SLRCS. The purpose of the workshop was to provide a progress report on the re- engineering process, discuss the new guidelines and job descriptions, set up new mechanisms and strategies for emergencies, and discuss follow-up of the first phase. During the same period all core staff, from the director general to branch staff, were formally informed of the re-appointment process, and of the interview process that would follow.

To ensure transparency, accountability, and regular assessments throughout the re-engineering process, two monitoring bodies were set up. SLRCS National Secretary Nimal Kumar said he thought ’the process has been conducted in a very structured manner by putting in two high level independent bodies - the reengineering progress review committee (RPRC) and the consultancy monitoring committee (CMC). All decisions were filtered through our technical partners, the CMC’.

The RPRC, which provided feedback and any necessary approvals to the consultants on a monthly or bi-monthly basis, was comprised of the SLRCS president, national secretary, senior vice-president, and vice president, as well as the advisor to the SLRCS president and the PASS chief consultant. The CMC, tasked to monitor the consultant’s’ progress, consisted of representatives from IFRC and ICRC, together with the advisor to the SLRCS president and the PASS chief consultant.

Phase Two: Good to Great

The second phase of the process can been thought of as the action stage. The objectives were to bring about change in SLRCS management by facilitating policy development and the smooth set- up and functioning of independent committees to implement these policies, and to facilitate the re-appointment of staff to the newly agreed structure.

During phase two, the following new policies and strategies were developed, reviewed, and put forward to the CGB for approval:

o “Whistle Blower” o “Decent Work for All” o Performance Management System o Amendments to Human Resources o Amendments to Vehicle Use o Media o Branch Grading and Branch Performance o International Visits for Governance and Management

Besides policy development, the most extensive changes in phase two were seen in the core structure. Staff re-appointment interviews that started in the first phase of the re-engineering process continued into the second. Between 4 January and 11 March 2010, 137 staff from national headquarters and 71 from branches were re-interviewed by professionals from the Institute of Person- nel Management (IPM). A rigorous set of criteria was used for the interviews, including a scoring International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation system, professional certificate verification, and observations. Understandably, as noted by the 62 SLRCS head of operations, ’there was a cloud of uncertainty within SLRCS with the IPM recommendations’.

Over 70 core staff eventually lost their jobs as positions were discontinued, causing an immediate drain of institutional knowledge from SLRCS. Staff terminations were not based on the interview findings but on subsequent performance appraisals and the finalisation of the new core structure. Final decisions on terminations were made by the CGB, with recommendations by the RPRC. The process and timing were, once again, understandably extremely challenging. The SLRCS head of HR and administration said the re-engineering process affected staff at SLRCS. ‘Staff reduction was too sudden, especially for administration and HR,’ he said.

Once the new core structure and core positions were in place, the consultants developed 41 new job profiles (descriptions and specifications), introduced new employment terms and conditions, and completed the performance appraisal guide. One significant change in the core structure was the elevation of the branch executive officer (BEO) role, with a new job description that exercises at branch level the same management responsibilities as the director general has at a national level.

The early outcomes of such fundamental change are impacting on different stakeholders in different ways. The Vavuniya branch chairman said he thought the re-engineering process was a good idea, but he was not happy with all aspects of it. ‘The power pyramid structure should be reversed,’ he said. ‘The new structure has resulted in “powers” being centralised, which from our branch perspective, has slowed down the decision making process’.

The IFRC disaster management (DM) delegate had a different view. According to him, ’with the re- engineering process there is dramatic reduction in interference by governance with operational and management issues. The DG role has become stronger and each and every staff member now knows their roles and responsibilities’.

Nevertheless, the introduction of new structures and mechanisms revealed some operational gaps that started to affect project implementation. The DM delegate noted that ‘IFRC/PNS projects have been significantly hampered because of lack of authority of the project managers. This is frustrating. The new mechanism has become more complex for project implementation over the past four months though I believe it is now being addressed’.

SLRCS head of operations echoed these sentiments: ‘Phase two of the process was much clearer because the core structure of SLRCS was now laid out. To avoid confusion caused by executive directors dealing directly with partner national societies, all had to report directly to the head of operations. Titles were changes to technical specialists to reflect this change in responsibilities. However, this sudden change in modality has affected programmes in the field’.

In Vavuniya, the senior coordinator of the IDP recovery programme, while supporting the entire process, expressed that ’it has not linked closely enough to the implementation level with the five-year development plan (FYDP). It has affected the implementation and monitoring of core SLRCS activities because of lack of experience and skills at certain levels. This has led to a slowing down of activities’.

As with all change processes, the early stages of implementing new structures has led to a significant reduction in programme work, while SLRS personnel have been involved in complex internal HR processes. The Canadian Red Cross (CRC) OD delegate went on to say that, “what has worsened is the effectiveness of programme implementation – there has been a slide downwards in programme effectiveness. Projects have been stalled; not getting them off the ground has impacted service delivery. There is also no focus on the FYDP. Resources can’t be used because SL- RCS [the implementing partner] is not functional’. Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational The action phase set off many questions for staff within the national society as well as Move- ment partners. Some change had taken place, but systems were not yet properly in place and 63 gaps existed. SLRCS was to start fine-tuning the re-engineering process.

As with the first phase, the RPRC and CMC continued their approval and monitoring roles. This time, the Canadian, Danish, German and Norwegian Red Cross Societies provided additional input to the CMC.

Phase Three: New Era - New Attitudinal Changes

The third and final phase of the change process is very much SLRCS-owned and management- led. Together with IFRC, ICRC, and partner national societies, SLRCS is set to focus on training and developing of staff, resource mobilisation, performance management, and monitoring, evaluation, and reviews. The goal is to inspire and cultivate a culture of independence within branches that will ensure a self-sustainable future for the national society as a whole.

The newly formed re-engineering process review committee (RPRC) and the CMC continue to evaluate progress and provide feedback for the last phase. An additional independent group, the 180-day review committee, was also established to review progress.

To kick-start this step and put new policies in place, the president conceived the ‘180-day inten- sified capacity building programme’. The SLRCS-designed programme has been geared towards preparing the network of 26 branches in Sri Lanka to be self-sustaining so they can continue to undertake the vital task of providing humanitarian assistance to vulnerable communities.

In an overwhelming show of unity, the 26 SLRCS branches attended a two-day meeting in mid-Sep- tember 2010 to discuss the new accelerated approach. The director general said that ’it was an emotionally charged session with sense of solidarity for SLRCS. The onus of planning and setting targets is [now] at the branch level. Whereas in the past national headquarters would plan activities and train branch volunteers, now branches have taken ownership and are involved in planning and the sustainability of their branches’.

The Red Cross branch in the busy commercial and OD officer provides income generation training at transport hub of Kurunegala focuses its work primar- the divisional level. Photo: Canadian Red Cross ily in the areas of health and first aid, dissemination and humanitarian values, and youth development. Disaster management activities are limited. The 180-day programme has already started to bring about noticeable changes within the branch and some of its divisions.

The Kurunegala branch chairman said that he thought, ’this is just the warming up phase of the 180-day programme. We shared the idea with our units and divisions. Not long after, Mawatagama and Pulpitigama divisions decided to start producing women’s shoes [as an income generating activity]. Sales have already started, through village fairs, and so far are going well. We are also expecting to generate income by providing commercial first aid to government institutions and companies and from rental of the main hall of our branch building’.

The executive officer of the branch said that she thought ‘the difference between the 180-day programme and what we were doing before is that previously we were working in an ad hoc way. Now we have developed a plan and set up targets and deadlines. As part of our plan, the branch intends to strengthen its five divisions and introduce income generation plans’. International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation 64 Changing Directions in Vavuniya

The town of Vavuniya, population 200,000, is situated in the Northern Province of Sri Lanka, a front-line town in the 30-year armed conflict between government military forces and the Libera- tion Tigers of Tamil Elam (LTTE). In early 2009, Sri Lanka faced another humanitarian crisis when more than a quarter of a million people were forced to flee armed conflict in the north of the country. In transit or displaced, hundreds of thousands poured into Vavuniya, seeking temporary refuge with host families or in government-run camps or centres for internally displaced people (IDP). Nearly all were deprived of basic needs such as decent shelter, water, and sanitation.

The Red Cross branch in Vavuniya has for decades been the coordinating centre between northern branches and SLRCS national headquarters and played an active role during years of conflict. With a team of experienced volunteers, the branch was well positioned to deal with the IDP crisis.

The branch established a first aid centre at the entry/exit point to the north with water supply and cooked meals for thousands of victims. Three ambulances stationed there transported 5,000 to 6,000 patients to hospitals in Vavuniya. For one year the branch operated ambulances, distributed non-food items, and supported hygiene promotion and first aid in the camps. Together with the German Red Cross it set up and ran a water purification plant in Cheddikulum that provided potable water to about 50,000 people in Zone 4 of Manick Farm (the section of the government camp managed by SLRCS).

In May 2009, the 30-year civil war was formally declared over. Resettlement of IDP started just over one year later. Vavuniya branch was granted access by the military to continue its work in the resettlement areas. By November 2010, roughly 20,000 IDP remained at Manick Farm. The branch manages two zones within the camp.

The branch chairman said that ‘the function of our branch has been affected by the re-engineering process because national headquarters has not been functioning properly. Before the process started it was fine. Now it is slow ad no one wants to or is allowed to make decisions. Fund transfers have been delayed and this has affected our work. Most embarrassing is the 10-month delay in the implementation of a community-based health care project in one of the northern resettlement areas. We have no ownership of our projects now. There should be a trouble shooting mechanism to deal with urgent issues so that the Red Cross can continue its humanitarian work’.

With the IDP operation scaling down, the branch now aims to develop and focus its resources on the 180-day programme. It continues to run its regular activities that bring in a good source of income. Plans are underway to expand income generation through a model farm project in Ched- dikulum, on land provided by the government.

The branch chairman explained, “Our aim is to increase our volunteer numbers by 50 percent and to focus on professionals and Sinhala speakers. The branch has four divisions but only two are fully functional so we want to address this; we also aim to establish a fourth division in Vavuniya South, a predominantly Sinhala community. We are not independent as a branch so the 180-day process is useful to help us develop ourselves. We will need financial and professional support in the beginning but after that, we can look after our branch on our own’.

Integrated programmes in Kurunegala

The re-engineering process has promoted the use of an integrated approach for SLRCS programming that aims to make processes efficient and more effective. This conceptual change is a move from sectoral to multi-sectoral, multi-year plans.

The OD officer of the Kurunegala branch said she thought that ’there are now visible changes in the integrated programme approach (IPA) running at the three divisions supported by CRC. Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational Establishment of units and divisions are strong and they are planning programmes together. In 65 the past, each programme would plan separately with technical units at national headquarters’.

She shared her recent experience with the Polpitigama, Mawathgama, and Ibbagamuwa divisions (under Kurunegala branch), which conducted a joint needs assessment in Poltigama. For the first time, new activities were planned together that included establishing medical camps, maternal and child health projects, upgrading wells in drought-affected areas, providing psychosocial support to women who work abroad (as domestic workers), and setting up a children’s library and club as well as youth circles.

The efficient results of the assessment can be attributed to the ability of BEOs who now make decisions themselves, without having to go through the cumbersome process of first getting approvals from each of the specialists at national headquarters.

There are obviously issues that need to be addressed to ensure this new approach works fully, but as the director general said, ’this process will take time as the various technical specialists need time to become proficient in areas outside their expertise’.

Conclusions

The re-engineering process at the SLRCS continues today. Governance and the management team clearly own the process and culture of change within the society, making the RPRC, CMC, and consultants’ involvement minimal and SLRCS involvement very high.

Critical processes are still ongoing, and it is difficult to measure impact and make conclusions while procedures are still in transition. The 180-day programme is set to end on 11 March 2011. The re-engineering process, however, may take SLRCS another three to five years to complete.

The SLRCS national secretary said he thought that ’we are on the right track and 100 per cent happy with the process. By the end of April 2011 we will clearly know if the process has worked. At programme level the changes will take time to happen. Tangible results will not be immediately visible’.

The re-engineering process challenged traditional methods and policies of governance and management at the Red Cross Red Crescent Movement. The reason for its success and the buy-in by the SLRCS can be credited to the fact that it did so without challenging the core principles of the Red Cross. International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation 66 3. Lessons learned

a. Internal drivers for change

The variety of case studies in the previous chatper demonstrate that there can be a range of internal and external drivers for change within the National Red Cross and Red Crescent Societies. These include:

• Stakeholders at various levels asking the question “Why do we need to change?” when asked how they aim to deliver new strategic directions such as the new Strategic Aims and Enabling Acions” of the Federation’s new Strategy 2020

• Assessing environmental factors and the changing vulnerability profiles of external populations through local level assessments that lead to recognising the need for new organisational characteristics that create better accountability to, and involvement of, local vulnerable populations

• Using tools that help to analyse the existing organisational culture and its relationshup to improved humanitarian performance

• Business drivers, realising that the current ‘business model” is unsuatainable as it results in loss of local and/or international support for the Society’s humanitarian services

• Improved understanding of the dynamics created by change processes through enhanced awareness of a variety of change models which may be appropriate to specific cultures and organisational cultures

Many National Red Cross and Red Crescent Societies in the case studies initiated their change processes by simple exercises. A common one is the listing of their five most pressing internal and external pressures for change, prioritising them, and identifying in multi-stakeholder groups of volunteers, members, governance and staff at all levels which are the most important pressures which the Society should respond to and why. This is often supplemented by undertaking an “oag- anisational types” audit within the same multi-stakeholder group which reveals a collective consensus or “baseline” of what kind of organisation the Society seems to be (for example, whether its chief characteristics appear to all internal stakeholders to be “beaurocracy”, “autocracy”, “democ- racy”, or “ad-hocracy”). Such internal self reflections and consensus building starting points build ownership over the vision and goal for what kind of new organisational culture the consensus internal stakeholders wish to move towards. A mapping of the change process to move from the existing to the future state was successfully used in all the case studies.

There are, however, significant challenges which all the case studies identify in managing well organised change processes, which include addressing dificult issues such as:

• Identifting the “real capacity” of each Society (ie without its domestic or external partners) and using this as a baseline to identify its core costs and human, technical and financial assets so that a capacity building plan for the growth of these domestic assests can also be drawn up

• Assessing the msot appropriate cross-culturally contextualised approach to sustainability with appropriate financial projections and planning

• Human resource planning and development to ensure the Society is not over or under sized in comparison to its humanitarian mission as it grows

• Assessing the benefits versus non-benefits of undertaking the change process Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational • Recognising that change is not a linear slope and that there will be capacity surges and then 67 revisionary trends at different parts of a longer term perpahs 10 year growth cycle

• Basing a change process within an organisational learning culture which thrives on inputs and ideas from all parts of the organisation who are its “human capital” and “democratising” the Society as it seeks to grow using the best of these ideas

• Understanding the difference between “incremental” and “transformational” change and which approach to consider and undertake in different organisational contexts.

There are many tools developed by the global Red Cross and Red Crescent National Society network through its International Federation that have been developed to support a deeper explora- tion of the kinds of change processes that might be appropriate in selected customised environments. Some of the more recent ones are referenced in the Federation’s “Framework and Principles for Building Strong National Societies”. However, it is reassuring to note the the 10 year change processes described in the varied case studies also ulitilised a very wide range of the Federation OD and Capacity Building tools, guidelines and approaches of the time. These included the technical guidelines such as “Guidance for National Society Statutes”, “Guidance for National Society Statutes”, the “Capacity Building Framework of 2003”, the “Characteristics of a Well Functioning National Society”, and the “resource Mobilisation Guidelines”.

On the financial side the majority of the deep change processes described in the previous Chapter beneffited deeply from timely and appropriately guaged assistance from the mutli-lateral do- nor supported OD and Capacity Building Funds such as the Federation’s “Capacity Building Fund (CBF)”. It is noteworthy that all six Societies who undertook this review had utilised the the CBF at critial moments of their OD processes which contributed directly to the ways in which the Societ- ies can now measure the impact their change processes had on improving the lives of vulnerable people. b. Key contexts and environmental factors behind successful change processes

The case studies in this compendium amply demonstrate the key factors of successful change processes as the following key steps:

• Gaining acceptance for change

• Creating readiness

• Building a shared vision through self-analysis leading to strategic planning

• Mobilising the commitment of the critical mass in the organisation

• Managing value systems

• Diagnosing currentl realities well

• Using experience and creativity by discovering everyone’s potential and using the intelecctual capital of the whole organisation.

The key aspects of each of the above steps to managing change are also apparent in the various case studies. Iwhile initiating change by gaining acceptance, the case studies highlight the most successful strategies as those which ensure as many people as possible are involved in decisions, accept the need for change, know the effect the change will have on them, know and can ex- press their needs, be invited to review the process at key moments, have a clear and well-placed International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation 68 timetable, and know the rewards of success while feeling that more rewardng work and skills are coming.

Although implicit in many of the change processes described in the case studies, it is clear that people dislike change when they do not see any reason to change, are not involved in decisions to change, do not understand the intended effect on their work, see change as a criticism of them personally, see the timetable to be too slow or too fast, feel the change process will not be reviewed, and fear losing control or status or rewards. Some of the strongest examples of well managed change in the case studies show how change managers identified in National Societies described the improved expected impact on vulnerable communities as a key driver from the very beginning. Others had also taken care to describe the change process as completely as they could, researched the results of previous change processes, and showed how the assessments had been made to create organisational readiness for the whole team. It is also important to note that the most successful change processes did not aim to make non-critical changes.

The majority of the case studies show clearly how successful change processes were based on high participatory planning processes where input and participation were encouraged at all levels, assessments were made of the skills and knowledge needed to manage the change so that management and volunteer competencies could be built at appropriate levels, clear timetables were set, and contingency plans were in place to allow for impact on performance and produc- tivity. It can be noted that managing change processes at the height of complex humanitarian emergencies and response is to be avoided if at all possible, unless the driver for the change process comes form the very way in which those processes point the Society into an unsustainale or inappropriately positioned future.

The case studies also demonstrate well the critiacl issues around building shared vision, with many examples which show that the five pre-conditions for readiness to change could be some of the following:

• Sufficient dissatisfaction with the status quo

• Vision of how things might be after change

• Some ideas for the first few steps

• Participatory approaches, with shared access to information

• Shared decision taking about the implementation of change

Many tools have been used throughout the case studies to help multi-stakeholder participants in processes “visualise” the problem and its accompanying solution. These have included “Force Field Analysis”, the McKinsey “6S” model, “Problem Trees” with the Federation Participatory Planning Toolkit etc. Once change processes have successful opened the vision for change, mobilising the critiacl mass is still a hurdle and the case studies show clearly in many cases how change managers needed to develop clear ways of understanding how people can react and the causes of such reactions (using tools such as the “Cycle of Motivation” and “Maslow’s Hierarchy of Needs”), and how they can use this knowledge to create well-balanced highly-motivated teams.

It is clear that the reasons that the case studies in this compendium can demonstrate measurable impact on new services to the vulnerable after underytaking deep organisational change processes are because the change managers at all levels demonstrated openness to new information, flexibility, ability to collect and analyse valid data, ability to learn and reflect, and ability to use power and influence effectively. Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational c. Balancing combinations of internal and external inputs 69

All the case studies described by the National Societies themselves in this compendium benefitted at one point or another from some for of support from an “external” source to complement the internally planned change process. This support was accessed either from domestic local consultants or from internationally sourced delegates from the International Federation, other Partner Societies with bilateral presence in selected countries, and the International Committee of the Red Cross (ICRC).

The manner in which such sensitive roles are played by external personnel offering support is a vital ingredient to the success of the overall change process. In general the roles of what we might term “OD consultants” can span a range of eigth or so roles from the “non-directive” roles to the “directive”.

The cross-cultural sensitivity and developmental understanding and experience of external OD practitioners also remains a critical component of a well-balanced change process with the appropriate blend on internal and external contributions to the momentum of the process. In basic terms the “non-directive: roles of external OD practitioners can include being a “reflector”, “process specialist”, “fact finder”, or an “alternative identifier” in an ascending order from the least to the most “non-directive role”. The more directive roles take over at this stage and build towards the fully directive end of the spectrum by starting with being a “collaborator in problem solving”, “trainer or educator”, “technical specialist”, and finally “advocate”.

The case studies show that both internal “change agenets/managers” and external OD practitioners/consultants need to be aware of their invididual and complementary roles, capacities, mo- tives, power sources, and views of issues to share a common understanding of the culture, tasks, people and structures of the organisation.

The case studies demonstrate well the definition of an “intervention”. In essence from the evidence base of the studies, to “intervene” is to enter into an ongoing system of relationships, to come benweetn or among persons, groups, or objects for the purpose of helping or developing them. However, it is important to note that the system exists independently of the intervenor.

The case studies show that the timelag to be able to track the imact of vulnerable people’s lives of OD or Capacity Building inputs in an earlier stage of a change process can vary widely. Types of interventions can vary from a singular event that can take a comparatively short period of time to a 2 years piece of development work. Other interventions can be an ongoing event that takes a long perioid of time over a 5-10 year period of time. The case studies demonstrate that there can be categories of intervention that can focus on the individual, groups, that have an intergroup focus, or are interventions that are associated more directly with large system wide change.

The most creative synergy between internal change agents/managers and external OD practitioners result in the creative arrangement of existing knowledge, even though the issues are endem- ic in most organisations such as communications and planning, lack of trust, or lack of internal commitment to certain organisational policies. The deeper change processes appear to involve interventions which are biased towards structure and largely systemic matters, or towards issues related to value management.

On the issue of the synergy between the internal change agent/manager and external OD prac- titioner/consultant the key lessons learned in the various case studies is that it appears that the change intervention resulting from commonly agreed abojectives and roles was not so deep as to result in the Society resisteing even more and withdrawing from what are already very delicate processes. International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation 70 d. Key success elements of National Society change processes

The case studies in the previous Chapter demonstrate a wide range of elements that have led to Societies increasing their humanitarian reach and impact in measurable ways. The key elements relied in all cases on a strategic planning processbased on the steps of:

• Getting organised

• Analysing the current external and internal situation

• Developing a strategy

• Drafting the Strategic Plan

• Implementing the Strategic Plan

• Reviewing the Strategic Plan.

However, one of the most undervalued aspects of managing strategic change process is the aspect of linking human resource strategy to change management. Some of the case studies show in ex- cellent detail how these connections enable the clear outcomes expected. The key relationship between HR processes and managing change as displayed in the case studies can be framed as understanding and managing resistance, using “expectancy theory” as the source of motivation to change, identifying and influencing key stakeholders, reaching consensus, and managing transition. Many of the change processes used a “Model for Open Communication”, supplemented by the managers continuously reassing the situational leadershp style and the comparative benefits of styles. The staprs described in the case studies would include:

• Understanding how groups operate

• Developing skills to find consensus

• Developing skills to help groups become more effective

• Applying these skills to managing the change in question.

A final set of strategies for building resilience and momentum throughout each change process includes managing transition, understanding communications (internal and external), developing and demonstrating new habits, creating support systems for change agents (at volunteer, member, Branch and HQ levels), and providing resources for change. The “transition curve” diagram underlines the need to work with people to identify and solve problems. Transition structures and procedures needed dissemination in all processes, and needed to be accompanied by budgets and counselling mechanisms. The most interesting change processes also created new channels for communications such as emails, newsletters, videos, letters and posters.

e. Other factors that contribute to impact

Understanding and developing a strategic approach to communications proves to be one of the most critical success factors of the change processes described in the case studies. Developing “political” support from governance, empowering people with information, reinforcing and re- warding new behaviours, and carefully supporting the roles of leaders, managers, staff, members and volunteers proved critical. Change managers need communications skills so thay can listen with empathy, be visible and live with personal integrity, develop strong teams and stay out of their way, grow trust by caring and constancy, communicate strong optimism and vision and values, show commitment to team work, and operate an open and consultative culture. Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational All the case studies demonstrate evolving change processes that managed challenges, sometime 71 as identified at inception, and sometimes that evolved organically. One of the critical factors for success was the constant availability of human, techincal and financial support at key moments from a wide variety of Red Cross and Red Crescent Movement as well as external partners. For those aiming to scope out similar deep change processes into the future, some key lessons learned from the case studies include the questions:

• Do we have sufficient resources?

• Do we need to develop special skills?

• Can we provide the appropriate training?

• Do we need external impartial help to design the process? f. Measuring successful changes at community level

The most enduring messages that the case studies in this compendium leave behind are the quotations from those living in vulnerable communities about how their lives changed materially and psychologially for the better as a result of their respective National Red Cross or Red Crescent Society being able to “do more, do better, and reach further”.

There are a range of “Capacity Building Fact Sheets”, and audio visual materials such as DVDs on “Participatory Planning”, “Branch and Community Development”, “Gender and Diversity”, “Youth and Volunteers”, and “Resource Mobilisation” which contain other inspirational materials that show how the Red Cross and Red Crescent Movement’s OD and Capacity Building work can measurably change the lives of vulnerable people.

The “Impact Spider” tool referenced in this compendium is just one of many ways through which we can reflect on our work to ensure it’s final result is one that changes measurably the lives of vulnerable people. International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation 72 12. Recommendations for the future Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational 13. Appendices 73 a. Terms of Reference

Terms of Reference for a Study on the impact of successful Organisational Development and Capacity Building work on improved services to vulnerable people at community level in the Red Cross and Red Crescent Movement

1. Introduction

The Federation’s Asia Pacific Zone Organisational Development (OD) and Volunteering Develop- ment Unit has been engaged in work over 3 years to better document and profile the impact of OD work in Red Cross and Red Crescent (RC/RC) Societies that delivers significant and measurable improvements in the lives of vulnerable people. An increasing number of partners supporting OD work, as well as their back donors, are seeking reassurance that effective OD interventions do indeed improve the range and quality of services which reach vulnerable people. In this context the Swedish Red Cross agreed with the AP OD and Volunteering Unit that it would ve valuable to undertake a collection of 6 case studies from a variety of environments to capture experiences of organisational change and capacity building initiatives that have improved the lives of vulnerable people.

Six National Societies (Cambodia, Democratic Republic of Korea (DPRK), East Timor, Mongolia, Nepal, and Sri Lanka) have been selected representing widely varying external and internal environments with the cross-cutting factor of recent experience of a dynamic change processes. It was felt that it would be interesting to capture the key lessons from these experiences to share within other National Societies, the Federation, the wider Movement, and with external actors. The final compendium of case studies would also provide a useful profiling tool to assist the wider Movement to demonstrate the results and challenges of capacity building and organisational development (OD) that finally improves community level services.

The Asia Pacific OD and Volunteering Unit will be responsible for coordinating the visits and the Swedish Red Cross will very kindly cover the costs of the visits and the production of the volume of case studies.

2. Goal of the review

The goal of the review is to understand and analyse the experience of organisational change within the respective National Societies and its link to directly improving the lives of people at community level by capturing good practices, challenges and lessons learned to share with other actors, both within and outside the Movement.

3. Objectives of the review

The review will focus on three specific objectives:-

To understand the experience of organizational change in the respective National Societies and to work with each NS to identify the key achievements, challenges and learning points to present in a published compendium of case studies for dissemination to the wider Movement and external actors.

To review the added value of successive OD and CB contributions in supporting this process, and the comple- mentarity with other technical support in the planned progression towards sustainable programming. International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation

To share good practice and tools with other National Societies in the Asia Pacific Zone and beyond. To assist with this each two person internal country review team from within each NS will be joined by a senior OD 74 counterpart from another National Society in the Asia Pacific currently undergoing an organisational change process. The outcomes of this “peer review” process will therefore also be felt in a wider range of Societies from which the peer reviewers come as the learning will be taken back into these environments to influence the outcomes of organisational change processes and their impact on community level services eleswhere.

4. Key outputs of the review

Key outputs of the review will be:

A compendium of case studies compiled by the AP OD and Volunteering Unit from the individual case studies generated at country level by the respective country level review teams.

The compendium of case studies will capture the key achievements and challenges experienced by the National Societies during their change process and the impact these change processes have had on improved services to vulnerable communities. The report will be shared with relevant stakeholders within the Zone and across the Federation and Movement.

This published set of case studies will also provide a potential marketing or dissemination tool for the respective National Societies, the Federation and Swedish Red Cross to help mobilise more resources for effective OD and CB work in future that shows measurable results in changing lives at community level.

5. Methodology of the review

This TOR has been shared with the OD and other programme departments in the Geneva Secretariat and with stakeholder National Societies involved in the review as well as the Swedish Red Cross.

Each two person review team at country level will include at least one person from the host NS, and where appropriate one other person from any of the Movement components present in country, as well as a third team member another from an external National Society or Movement component partner to bring the ob- jectivity. The teams will be nominated by the Asia Pacific OD and Volunteering Unit in consultation with the host National Societies participating.

Each country team will be briefed by the Asia Pacific OD and Volunteering Unit before the commencement of the country review, and will have 10 days to complete the in country tasks against a pre-agreed template for each review/case study to maintain consistency in the overall volume of case studies. A draft report will be produced within 9 days of the commencement of the visit and finalized, and will be finalised with input from the Asia Pacific OD and Volunteering Unit. It will be circulated as outlined above.

The draft framework of the case studies and findings will be framed in such a way as to see the clear linkages between OD or CB inputs and improved services reaching communities. Examples of such impact chains could be as follows:

1. Revision of Statutes – membership diversified – more people reached through stronger Branches;

2. Governance restructured – constituency better represented – better ownership – more respon- sive to community needs;

3. Strategic review – new needs identified – ervices more relevant and needs driven;

4. Integrity problem solved – better public image – more programme resources;

5. New branches established – closer to beneficiaries – better participatory programming and reports of sustainable impact; Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational 6. Leadership trained – committed to change – better structure – higher efficiency in monitoring pro- 75 gramme and service impact at community level;

7. HR system improved – morale improved – better work that reaches communities;

8. Finance system improved – better transparency – more resources available at community level;

9. Focal point for volunteering added – better volunteer support – more volunteers – better services;

10. Alliance with other NGO – new resources – services saled up.

The use of the “Impact Spider” will enable stakeholders to demonstrate how an OD or CB input can lead to impact in communities’ lives.

The diagram of the “Impact Spider” tool will be used as a framework for questions in each country level review team’s work. It will demonstrate even more clearly why respective National Societies selected different OD or CB interventions by being able to tell the “story” of how the presenting problem (step 1) was identified, how the real issues behind the presenting problem were prioritised (step 2), why a set of single or multiple OD and CB interventions were selected (step 3), how these led to strengthened instituional capacities (step 4), how these new capacities led to strengthened programmes (step 5), and what final impact vulnerable people felt as impacts in their lives as a result of this chain of inputs, outputs, outcomes. b. Questionnaire used to undertake the review in each National Society

OD Review Using Impact Spider

Question list to guide discussions and to fill in the template of information for each case study.

Question One for Step 1 of the Impact Spider: “What was the original issue or problem that meant that a deeper change process in the NS was necessary?”

Sub questions: When was the problem put on the table? How was it raised? Who raised it?

OD interventions normally occur to address a specific issue or a problem. This is a critical part of the impact story. Sometimes it is a problem in the delivery of a service. Perhaps there is a lack of impact on vulnerable groups or perhaps the Red Cross or Red Crescent is unpopular among vulnerable groups. There may be a new set of vulnerable groups we are looking to serve but don’t know where to start.

OD interventions are often called upon to address a clear institutional problem. It could be that there are un- motivated or no volunteers, conflict between the board and management, board members who are unaware of their responsibilities, a lack of organizational direction, no financial transparency, inactive branches, conflict between branches and headquarters or a lack skills among staff or volunteers. Whether the issue concerns service delivery or a clear institutional problem, it is useful to identify the reason an OD intervention was called for.

Question Two for Step 2 of the Impact Spider: “How would the perceived solution to the problem assist the NS to launch a new organisational change or capacity building process to improve it’s services or internal organisational culture?”

Sub-questions: What are the inherent risks/costs/threats if the NS does not undertake the change process? How did the beneficiaries / partners / supporters / staff feel about Red Cross and its future if the change was not addressed? International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation 76 Before deciding on an OD intervention, it is critical to go into more depth in understanding the problem and the environment. Are there any useful signals, signs, indicators or stories that help you assess the extent of the problem? What would you see if the problem no longer existed? What would success look like? If the issue concerns areas that are difficult to measure, what would satisfy you that the job has been done effectively? Can you make an assessment of the effectiveness of your intervention that isn’t prohibitively expensive? Are there issues in the environment or partner organizations that should be considered when thinking about this problem?

Try and ask participants to describe the context/background/key environmental factors in the NS environment which had previously made change impossible, and how these were to be overcome. What is effective and not in achieving impact from OD & CB inputs obviously depends greatly on the working environment – both organisational and wider – and how well this is factored into planning.

Question Three for Step 3 of the Impact Spider: “What kind of OD and/or capacity building interventions were introduced?”

Sub-questions: Who was leading the OD interventions? Who were the contributors/participants? What actions were taken?

Having developed a more sophisticated understanding of the issue or problem, one should ask whether an OD intervention is appropriate. If so, what kind of OD intervention.

What external inputs contributed to and helped the change process and how? These inputs may not just be limited to support from the Federation or other Movement partners, but could include support the NS accessed from other external sources as well? What external support options were there, and which combination of internal and external support was preferred?

As for RC/RC Movement support how did the NS benefit from timely (or ad hoc!) support from sources such as a team of delegates with different specialities, technical support from the regional and zone offices, and even direct from Geneva in some areas (Capacity Building Fund or Strategic OD Support funds for example)?

Did the NS make use of Federation tools, models and guidelines in developing its own? Were tools and models from other Movement or non-Movement partners useful to help to accelerate the change process and if so which ones and how were they used? Did some initiatives come from other activities and their outputs such as ideas that came from information or knowledge sharing activities like a regional OD forum, study tours to other NS? Were there other bilateral supports such as volunteers, technical advisors and guest facilitators (eg. Strategic Planning workshops using external facilitators), use of non-RC technical input including non- RC consultants, international volunteers, local training institutes (branch and NHQ level) and international non-RC training opportunities such as MANGO.

There is rich ground here for learning something about how to make the most of a variety of technical inputs, for a quite intensive approach to organisational development where for example the Federation might sometimes be offering the technical support directly but might often be a ‘facilitator’ helping the NS link up with (and make the most of) other options.

Encourage participants to try and draw a diagram that represents the key elements of the NS change process and programme over time. This will also help identify where comparisons can be made between similar kinds of intervention in other NS in the overall review.

Question Four for Step 4 of the Impact Spider: “What started to change in the organisational culture or institutional capacities of the NS at HQ and Branch levels that led to more effective functioning and new strengths in systems, procedures, and staff and volunteers strengths?”

Sub-questions: Who felt the changes? Who changed? Was it mindset change or behav- ioral change or both? Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational Following the OD intervention, there will always be some impact on the Red Cross Red Crescent institution. 77 It is usually easy to describe these impacts to a point but they are often not very measurable – any examples of measurable improvements would be really valuable to illustrate how success was building by this stage (ie how many new Branch, sub-Branches, volunteers, members and staff were trained in new skills, how many new plans were established in Branches/NHQ departments in line with a possible new Strategic Plan etc)

It can be useful to take the position of the “devil’s advocate” and ask questions like “What convinces you that morale and enthusiasm have increased among staff and volunteers?

Why do you say that ‘energy in branches’ has increased? What are the indications that the National Society has a new sense of strategic direction?”encourage people to begin by sharing examples and stories to illustrate the lessons learned and experiences they want to share.

Once again try and get people to describe their thoughts about analysing how different combinations of inputs contributed to effective OD programmes when they start to describe the results. Focusing on this a bit more systematically will help with a bit more of an analytical presentation of contribution of external inputs in the case study document. From the point of view of NS OD planners, practitioners identifying best ways of providing/ linking to external inputs should lead directly to stories about how these generated measurable results in the early stages of a change process being measured.

Question Five for Step 5 of the Impact Spider: “How did National Society stakeholders at all levels in governance, staff and volunteers feel about the changes, and what were seen as the positive benefits in terms of new and improved services to vulneravle people?”

Sub-questions: How did beneficiaries feel about the changes and new services they were getting? How did supporters feel about the changes? How did staff and volunteers feel about the changes? How did key partners feel about the changes?

While an OD intervention may improve service delivery, it is likely that other factors have also influenced the improvement. It is important to point these out. Nevertheless, OD interventions can be important to the introduction of new services, stopping old services, adjusting the way services are delivered and increasing the skill level of staff and volunteers as they deliver services.

In terms of following good practice when making claims about impact from OD & CB interventions, it will be valuable to ensure either a section in the case study or a ‘checklist’ to be included here at this point to discuss ‘other factors that may have contributed to impact’. It would useful to group ‘other contributing factors inside organisational control’ and ‘other contributing factors outside organisational control’. This helps practitioners and partners alike to understand the complex environment in which OD operates, and makes it more likely that lessons learned can be successfully transferred.

Question Six for Step 6 of the Impact Spider: “Whose lives changed at community level and how?”

Sub-questions: Beneficiary stories after the OD intervention was completed. What are the new livelihoods, health status, or disaster preparedness of communities after the NS strengthened its work with them as a result of the OD process leaving behind stronger Branches, volunteers staff etc? How the livelihoods improved or risks reduced? What did the beneficiaries do? What did Red Cross do? Why was it not possible before?

The OD intervention will always be one among a number of contributing factors to improvements in the lives of vulnerable people. Other programmes, organizations, government decisions should all be identified if they are relevant factors. This final leg of the spider highlights the importance of integrating OD work with other programmes. Sometimes, our institutional approach of placing programmes in separate silos is unhelpful. International Federation of Red Cross and Red Crescent Societies and Red Crescent of Red Cross International Federation Ask beneficiaries, volunteers and staff at local levels to identify what is better in the lives of benefi- 78 ciaries now than before the OD process began?

There should be some very measurable development indicators and discussions with health and DM programme colleagues in the NS and accompanying federation, PNS and ICRC delegations should be able to identify these easily in focus group discussions (ie”How many less people die from disasters as a result of early warning systems at community level, how many less people go to hospital with infectious diseases, how many new families have livelihoods and assets etc”). Measuring the Impact of Organisational Change Processes on New Services to Vulnerable Communities Vulnerable Services to on New Change Processes Measuring the Impact of Organisational The Fundamental Principles of the International Red Cross and Red Crescent Movement

Humanity / The International Red Cross and Red Crescent Independence / The Movement is independent. The Movement, born of a desire to bring assistance without dis- National Societies, while auxiliaries in the humanitarian crimination to the wounded on the battlefield, endeavours, services of their governments and subject to the laws in its international and national capacity, to prevent and alle- of their respective countries, must always maintain their viate human suffering wherever it may be found. Its purpose autonomy so that they may be able at all times to act in is to protect life and health and to ensure respect for the hu- accordance with the principles of the Movement. man being. It promotes mutual understanding, friendship, Voluntary service / It is a voluntary relief movement not cooperation and lasting peace amongst all peoples. prompted in any manner by desire for gain. Impartiality / It makes no discrimination as to nationality, race, religious beliefs, class or political opinions. It Unity / There can be only one Red Cross or Red Cres- endeavours to relieve the suffering of individuals, being cent Society in any one country. It must be open to all. guided solely by their needs, and to give priority to the It must carry on its humanitarian work throughout its ter- most urgent cases of distress. ritory.

Neutrality / In order to enjoy the confidence of all, the Universality / The International Red Cross and Red Movement may not take sides in hostilities or engage at Crescent Movement, in which all societies have equal any time in controversies of a political, racial, religious or status and share equal responsibilities and duties in help- ideological nature. ing each other, is worldwide.  For more information on this IFRC publication, please contact: InInternational Geneva F ederation of John Gwynn xxxxRed Cross xxxxx and Red Crescent Societies Asia Pacific Organisational SeniorP.O. Box officer, 372 xxxx Development Coordinator E-mail:CH-1211 [email protected] Geneva 19 , Switzerland Tel: +60 3 9207 5760 Telephone: +41 22 730 4222 Email: john.gwynn @ifrc.org MediaTelefax: and+41 22public 733 0395 relations contacts xxxxxxE-mail: [email protected] xxxxxx Rika Ueno CommunicationsWeb site: www.ifrc.org and advocacy officer Asia Pacific Organisational Tel.: 41 79 xxx xxxx Development Delegate E-mail:IFRC Asia [email protected] Pacific zone Tel: +60 3 9207 5736 The Amp Walk, E-mail: [email protected] InSuite xxxxxxx 10.02 (North Block) xxxxNo 218 xxxx Japan Am pang Alex Torres Advocacy manager 50450 Kuala Lumpur, Malaysia Asia Pacific Volunteering Tel.:Tel: +6041 79 3 9207xxx xxxx5700 Delegate E-mail:Fax: +60 [email protected] 3 2161 0670 Tel: +60 3 9207 5726 E-mail: [email protected]