Operational Plan for the Staff Capacity Building Strategy FY08 and beyond
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Transcript of Operational Plan for the Staff Capacity Building Strategy FY08 and beyond
© 2002, CARE USA. All rights reserved.
Operational Plan for the Staff Capacity Building Strategy
FY08 and beyond
© 2005, CARE USA. All rights reserved.
Operationalizing a staff capacity building plan
The following presentation incorporates feedback from the recent March ERWG meeting, and outlines a clear set of recommendations and plan for FY08 and beyond to move forward the staff capacity building strategy
It focuses on the four tiers to the capacity building approach: 1) skill building; 2) applying and sharing knowledge; 3) Developing strong systems and practices; 4) Strengthening external partnerships.
© 2005, CARE USA. All rights reserved.
Lessons Learned
Training alone is not sufficient to strengthen capacity Equal investments need to be made to apply and share
knowledge and skill Investing in local capacity and preparedness is key (EPP) to
developing a strong organizational foundation to capacity building
Organizational systems need to be in place to ensure that the right systems, incentives and rewards to retain and develop staff are in place
We cannot do this work alone and need to partner with other agencies
The following slide on the capacity building framework and strategy is the guiding approach to strengthening emergency capacity
© 2005, CARE USA. All rights reserved.
Strategic Partnerships and Alliances
Acq
uis
itio
n
(Skill
Bu
ild
ing
)
Ap
plicati
on
(A
pp
lyin
g
Kn
ow
led
ge)
Sh
ari
ng
K
now
led
ge
Certification Levels
Organizational Systems / Structures
Staff Capacity Building Framework
Goal:
Strengthen staff skill,
knowledge, and practices to
enhance effectiveness in
emergency response and preparedness
© 2005, CARE USA. All rights reserved.
1. Outcomes of a Skill Building Approach
Staff in local and international emergency response teams have the required skills and knowledge in the core program and program support areas for effective emergency preparedness and response
Qualified and prepared staff from country offices, regions, and lead members are available for global emergency response
© 2005, CARE USA. All rights reserved.
Recommendations for a skill building approach
Adopt a 3 tier curriculum to skill building (see following slide) Design two new CARE specific simulations focused on:
CARE Values and Protocols Leadership in Emergency
Partner with SC-UK to implement a comprehensive operations program that will be accredited
Target participants to include: Select CO senior staff (CD, ACD, senior staff involved in
response) and select regional staff Select CO ERT members, especially the Emergency Response
Coordinators Select HQ staff who support emergencies or are part of the
deployable global roster
© 2005, CARE USA. All rights reserved.
Level I: Foundation
•Knowledge of CARE protocols and values
•Humanitarian Principles & Standards
•Knowledge of EPP
•Basic Safety & Security
•Knowledge of CARE
Level II: Emergency Operations
Level III: Specialization
• Leadership inan emergency
•Comprehensive Emergency Operations
•Advanced Safety & Security
•Underpinnings of an EPP
Advanced: •Logistics
•Watsan
•Shelter
•Food
•Accountability
•EPP
•Psychosocial
Basic Core Knowledge Operational Knowledge Technical/Specialist Knowledge
Competency Framework for Emergency Response and Preparedness
Behavioral Competencies Developed Across All Levelsdecision-making under pressure; coping with rapid change; managing stress; managing teams in complex environments; self-awareness of behavior; ability to work in diverse multicultural settings and teams
© 2005, CARE USA. All rights reserved.
Curriculum Related to the Target Audience
Target Audience Leadership(CO Senior Staff/RD)
CO ERT CERT CI-HQ
Goal Strengthen Leadership skills in emergency response and preparedness
Build county office response capacity
Build a strong global response team
Strengthen knowledge and understanding of HQ staff involved in emergencies
Basic Core Knowledge (minimum requirements for all staff involved in emergencies)
CARE Foundation Simulation (to be designed) (1 day)
CARE’s Approach to EPP (on-line – almost completed)
CARE’s safety & Security (available on-line)
CARE’s approach to ending poverty (available on-line)
© 2005, CARE USA. All rights reserved.
Target Audience Leadership(CO SeniorStaff/RD)
CO ERT CERT CI-HQ
Operational Knowledge of Emergency Preparedness and Response
CARE leadership in Emergencies (to be designed) (1/2-1 day)
Senior staff involved
Save-UK Foundations & On-line Operations Program (currently being piloted) (10 days + on-line over 2-3 months)
Especially CO-Emergency Response Coordinator
Tier II[1] –Select staff who show potential
Select HQ staff who show potential to be team leads
Save-UK Advanced Final Simulation (currently being piloted) (10 days)
Especially CO Emergency Response Coordinator
Tier I&II - Team Leader & select staff
Select HQ staff who show potential to be team leads
Focal Point Training on Safety & Security (almost in completion)
CO ERT members responsible for security
CERT staff involved with security
Emergency Response Team EPP Training (on-line)
All CO ERT
EPP Training of Facilitators Senior staff involved in EPP
CO ERT Coordinators &
[1] Tier I are CERT staff with strong emergency experience; Tier II are staff with little to no emergency experience but have significant potential.
© 2005, CARE USA. All rights reserved.
Target Audience Leadership(CO Senior
Staff/ RD)
CO ERT CERT CI-HQ
Specialization in Technical Areas (priority areas consistent with CI Strategy are listed below). These trainings will be external programs through Universities (i.e PhreeWay network) or institutions and will be identified in consultation with CI technical experts..
Logistics –i.e Fritz on-line CO ERTs can participate in specialized training in key areas depending on level of existing expertise
CERT staff can participate in specialized training in key areas depending on levels of expertise
Watsan – i.e Red R
Shelter – i.e Red R
Food – i.e Tufts University
Accountability (i.e Good Enough Guide Training)
© 2005, CARE USA. All rights reserved.
What would the CARE simulation programs include?
CARE Foundation Simulations will be a 1 day simulation delivered in country offices or in regions to:
Test and identify gaps in the EPP plan, and how to address them
Educate staff on the decision-making process and system and when and how to respond
Increase knowledge of CARE’s humanitarian mandate, policies, protocols and standards
Increase knowledge of humanitarian standards
Assess staff strengths and areas of improvement and capability to be on a global roster
CARE Leadership in Emergencies Simulation will be targeted at senior staff and may be a half day- one day integrated within existing programs or regional meetings to:
Educate senior staff on their role and responsibility in an emergency response
Build leadership and management skills Increase knowledge of CARE’s
humanitarian mandate, policies, protocols and standards
Increase knowledge of humanitarian standards
These programs will be adaptable to different contexts
© 2005, CARE USA. All rights reserved.
What does the SC-UK Foundation and Operations accredited model include?
Humanitarian principles and legal instruments;
Civilian-Military Relations Emergency programming
frameworks Standards for Humanitarian
Response including Sphere Emergency assessments Safety & Security
Logistics Leadership & Teamwork Emotional Resilience Protection/Exploitation Vulnerability & Targeting Media & Communications Finance & Grant
Management Health Education People Issues in
Emergencies
Foundation + Advanced ( 20 days face to face + 4 week on-line)
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2) Outcomes for Sharing & Application of Knowledge
Increase the exposure of CO ERTs to international emergency operations through exchange visits between countries within a region or across regions
Increase staff commitment to apply their knowledge Increase the exchange of real time knowledge across regions on
diverse topics of applicability in humanitarian operations Enhance access to relevant humanitarian action and disaster risk
reduction education and state of the art practices Inform regional strategic dialogues to integrate DRR and
humanitarian action more robustly Strengthen accountability and quality assurance processes and
systems
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Recommendation for Practical Mechanisms for Sharing & Application of Knowledge
Coaching – create a network of coaches who can be a resource for staff shortly after training or EPP plans are completed
Conduct a 360 evaluation before & after training and develop a coaching plan for staff who receive training.
Require staff to sign an agreement to commit to CARE for at least 1 year after completing a comprehensive training program.
Strengthen the ERT Global Learning Community by using technology to connect staff globally (see next slide)
Work with regions to create opportunities for exchange through TDYs, ELOs, cross-visits to share and apply learning
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Recommendation for Practical Mechanisms for Sharing & Application of Knowledge
Create on-going learning assignments (i.e encourage testing and use of ECB tools)
Document best practices and promote a learning exchange
Conduct research with external institutions such as PhreeWay Universities especially on DRR
Develop position papers on topics of interest such as how to promote quality assurance, accountability, DRR - share them widely during regional meetings
Expand the standing team to promote accountability principles
Strengthen reference groups on accountability and DRR.
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3) Development of stronger organizational systems
The following systems are vital for the success of the staff capacity building strategy and need to be closely linked to any intervention:
CEM Manual & Protocol development -- Significant progress has been made on the CEM standards and protocols development and these need to be linked to any skill building or knowledge sharing intervention
CERT improvements have also been underway and need to be reinforced by skill building and knowledge sharing.
Strong orientation system will need to be in place to complement staff capacity building
Strong reward and recognition mechanisms need to be in place to give staff the time and resources to be part of capacity building (i.e integration into job descriptions; Performance Management process)
© 2005, CARE USA. All rights reserved.
4) Development of Strong Partnerships
Partnerships allow us to: build on pioneering work rather than reinvent
the wheel apply tools and practices based on field
research, realities and lessons leverage collective resources and expertise
for wider impact standardize state of the art approaches that
can be recognized across the sector
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PHREE-WAY a global action learning network working together to expand education and
strengthen capacity for DRR and humanitarian action towards sustainable development and human security.
This partnership has allowed CARE to develop relationships with northern and southern academic institutions
Currently, World Vision, CARE, University of Washington, Tufts University, Monterrey Tech, GANN-NET and the Asian Disaster Preparedness Center have formed as an advisory group
This partnership seeks to: Increase capacity building resources globally – the network has the
potential to be a resource to implement training for CARE globally Improve joint-research– i.e DRR research, early warning, trends
analysis, geographic information systems which will increase staff knowledge of state of the art practices
Increase understanding of disaster risk reduction and humanitarian action across regional and global levels – co-organize humanitarian forums which can increase staff access to best practices and research
© 2005, CARE USA. All rights reserved.
•CARE has partnered with six NGOs on four themes: Staff Capacity; Accountability and Impact Measurement; Disaster Risk Reduction (DRR); and Information Technology.
•As a result of this effort:• Interagency collaboration has been strengthened• Links and relationships with leading networks (ALNAP, HAP, SPHERE, People In Aid) have been expanded•Tools and publications, studies, good practices – have been developed (i.e the Good Enough Guide on Accountability, Building Trust in Teams tools, SC-UK Program; Metrics Project; Lessons Learned from DRR pilots)
•More work needs to be done to expose staff to these resources and to integrate best practices and recommendations into CARE policy and practice
© 2005, CARE USA. All rights reserved.
Action Plans for FY08 that involve all of CI
Skill Building CI working group is formed to finalize
the capacity building plan and to develop a simulations design
Design the CARE Foundations module & pilot test in 2-3 COs (fine tune as protocols/CEM are finalized)
Continue to test and pilot 1 Operations course with SC-UK and ECB partners (identify CARE mentors and facilitators)
Pilot test 1-2 external trainings on Shelter, Watsan, Food, Logistics.
Conduct TOT on EPP and the Foundation simulation
Disseminate EPP on-line trainings Conduct Good Enough Guide TOT
and integrate into existing training plans
Apply/Share Knowledge Test 2-3 new distance learning
tools with the global learning community and test on-line EPP programs
2-3 TDYs/cross visits are tested wiith regions
Develop an coaching plan 1-2 On-the job learning activities
are identified & tested 1-2 Phreeway networks conduct
best practice research to inform CARE’s work.
1-2 best practice documents inform regional meetings
Discussion paper on quality assurance by EHAU and CEG completed and distributed
© 2005, CARE USA. All rights reserved.
Action Plan for FY09 & beyond
Skill Building Design the leadership in
Emergencies program and integrate into existing programs
Integrate the Foundations simulation into existing trainings and programs
In partnership with SC-UK expand the operations program and conduct twice a year
Expand the available technical programs
Evaluate the impact of all training programs
Finalize training guides and modules Additional on-line modules are
designed on technical components
Apply/Share Knowledge Implement a coaching program
and 360 evaluation tool Continue on-line technology
knowledge sharing mechanisms Implement a formal plan to
promote on-going learning through TDYs, ELOs
Assess staff retention who receive training
Strengthen research on state of the art topics & publish widely
Document best practices and how ECB tools are mainstreamed
Expand standing team mechanism Expand learning networks and
reference groups Develop and implement a quality
assurance plan
© 2005, CARE USA. All rights reserved.
Action Plans for FY08 and onwards
Organizational Systems and Practices
Continue protocol development and finalization of the CEM manual
Continue strengthening the CERT roster and linking this process with the capacity building plan
Develop an orientation process using the CARE Academy
Identify reward and incentive structures
Partnerships Continue mainstreaming and
integrating ECB best practices across CI
Strengthen partnerships with ECB partners
Strengthen relationships with Phree-Way
Strengthen relationships with external partners in Accountability and DRR
Strengthen relationships with sectoral experts
© 2005, CARE USA. All rights reserved.
Immediate Next Steps?
Need a team of 3-4 CI members who can serve as advisors to the staff capacity building strategy and provide input
Need all CI members to identify key areas in this plan that they can contribute towards
Need feedback on existing efforts or initiatives in CI that complement this plan