Local level Governance Training

1
Title Page

• Local level Governance Training

Performance
Activities Relevance Effectiveness
Capacity
Leadership Resources Organization
Foundation
Mission Legal Base Integrity Constituency
2
Module 1Introductions RC RC Movement at
Local level / National Level / International Level
3
Slide I.1 - International Red Cross Red Crescent
Movement
International Red Cross Red Crescent Movement

• National Red Cross and Red Crescent Societies
  National Societies

• International Federation of Red Cross and Red
  Crescent Societies International Federation

• International Committee of the Red Cross "ICRC"

4
Slide I2 - simple structure(animated)
International Red Cross Red Crescent Movement
International Red Cross and Red Crescent
Conference
Standing Commission
Council of Delegates
RC RC Movement
5
Slide 12 - simple structure(not animated)
International Red Cross Red Crescent Movement
International Red Cross and Red Crescent
Conference
Standing Commission
Council of Delegates
RC RC Movement
6
Slide I.3 - International Red Cross Red Crescent
Movement
Movement allocation of responsibility

• National Societies - assist vulnerable people
  within their own territory whatever the cause,
  coordinates support according to capacity

• Federation - coordinates international support
  for non-conflict disaster affected people,
  assists NS with building their capacities

• ICRC - coordinates international support for
  people affected by international armed conflict
  internal strife

7
Slide 1.4 - Strategy 2010
Strategy 2010
Background in the 90s

• "Vulnerability" was useful, but needed better
  definition
• Work was undermined bylack of focus
• 'Capacity building' did not have desired impact
• Missed opportunity to mobilize volunteers
  resources
• Need to work more together as a Federation

8
Slide 1.5 - Strategy 2010
Strategy 2010
Three Strategic directions

• Responsive and focused
• Four Core Areas
• Principles and Values
• Disaster Response
• Disaster Preparedness
• Health and care
• Well-functioningNational Societies
• Working together effectively

Most relevant to governance
9
Slide 1.6 S2010 strategic direction 2
S2010 strategic direction 2
Well-functioning National Societies

• Local institutions are a central challenge for
  development.
• Capacity building is about strengthening National
  Societies (headquarters, branches and local
  structures) and requires a long-term perspective
  and commitment
• A well-functioning and committed governance is at
  the heart of building National Society capacity
• The Federation must improve diversity and
  representation of the population in decision
  making positions
• Expanding leadership development schemes for both
  governance and employees will be a priority.

10
Module 2What is Governance?
11
Slide II,1 Governance Definition
Governance
Definition

• the way an organisation sets direction by making
  decisions about people, priorities, programmes
  and services
• the mechanism through which accountability is
  realised
• the act of ensuring compliance with legal controls

Governance Guidelines Page 8
12
Slide II,2 Governing Definition
Governing
Definition

• Governing means providing direction and focusing
  on the broader picture and the long term.

Guidance for NS Statutes Page 16
13
Slide II, 3 - Governing leadership, managing
leadership
Governing leadership

• works on vision, values, policies and desired
  outcome
• it decides on the ends and deals with
  effectiveness

Managing leadership

• translates vision, values, policies and desired
  outcome into cost-effective results
• it decides on the means, and also deals with
  efficiency (input - output ratio)

14
National level
Management
Governance
Volunteer committees / groups
Slide II, 3a local, national and intermediate
level
15
Slide II,4 National and Branch Structure
National and Branch Structure
Every National Society must carry on its
humanitarian work throughout its territory
Principle of Unity
It is therefore important to establish a branch
structure that covers the whole country Guidance
for NS Statutes
16
Slide II, 5 The Banyan Tree
The Banyan Tree
Starting from the ground up, the banyan tree
once grown produces shoots from its vast
spreading branches that take root to form new
trunks.
17
Slide II, 6 Banyan Tree Branch Development
Banyan Tree Branch Development
Although the creation of new branches is
monitored by headquarters, HQ should regard
itself as part of the Branch network
Activities
Headquarters
Branches
18
Slide II, 7 Banyan Tree Branch Development
Banyan Tree Branch Development
Starting from the ground up, the banyan tree
once grown produces shoots from its vast
spreading branches that take root to form new
trunks
Although the creation of new branches is
monitored by headquarters, HQ should regard
itself as part of the Branch network
19
Slide II,8 National and Branch Structurce
National HQ / Branch Relations
Delegation
Headquarters Office
General Assembly
Accountability
Elects
Delegation
Branch Office
Elects
Accountability
Branch Assembly
20
Slide II,9 Local Accountability
Locally relevant activities
For matters which do note extend beyond local
interests, the local manager reports to local
board
Headquarters Office
Delegation
Branch Office
Accountability
21
Slide II,10 National accountability
Nationally relevant activities
Reporting and accountability especially on
activities of national relevance
Headquarters Office
Branch Office
Support and guidance especially on activities of
national relevance
22
Slide II,11 Key aspects of Branch Committee
performance
Key aspects of Branch Committee performance
What
How
Who
Membership
Mandate
Conduct

• Composition size
• Profile of members
• Identifying and electing/appointing members
• Preparing members
• Training and informing members
• Limits to length of membership

• Ensure compliance with National mission/policies
• Protect integrity / Legal base
• Accountable to stakeholders
• Appoint Branch Secretary
• Decide on resource development use
• Monitor performance

• Procedures
• Climate of openness
• Relations to overall Governance structure
• Sub-Committee structure
• Committee/management relationship
• Assessing own performance

23
Slide II,12 Key aspects group work
Key aspects - group work
What
How
Who
Membership
Mandate
Conduct

• Composition size
• Profile of members
• Identifying and electing/appointing members
• Preparing members
• Training and informing members
• Limits to length of membership

• Ensure compliance with National mission/policies
• Protect integrity / Legal base
• Accountable to stakeholders
• Appoint Branch Secretary
• Decide on resource development use
• Monitor performance

• Procedures
• Climate of openness
• Relations to overall Governance structure
• Sub-Committee structure
• Committee/management relationship
• Assessing own performance

Are these key aspects of branch committee
performance applicable and relevant to the
situation of your National Society / Branch? If
yes, give some practical positive examples? If
no, explain, why not?
24
Slide II,13 - Mandate
Key aspects of Branch Committee performance
Mandate
What

• Committees mandate includes the three aspects of
  a well-functioning Branch Committee
• Foundation ensuring compliance with policies,
  safeguarding integrity and legal base, being
  accountable to stakeholders
• Capacity Appointing Branch Secretary and
  deciding on resource development use
• Performance overseeing and monitoring the
  overall performance of the Branch, defining
  reporting needs, ensuring auditing is carried out
• Committee members act as "owner trustees" - a
  small group that governs on behalf of the members
  for the good of the whole Branch
• A Committee's added value is in doing committee
  work, not staff work.

25
Slide II,14 - Conduct
Key aspects of Branch Committee performance
Conduct
How

• The officers of the Branch Committee usually
  include a chairperson, a vice-chairperson, a
  secretary and a treasurer. Responsibilities for
  each of these positions should be clearly
  defined.
• It has a climate of openness and works
  harmoniously as a group
• The Committee should be run efficiently, fairly
  and effectively.
• Branch Committees should develop a code of
  conduct, which is a clear set of guidelines about
  integrity.
• Branch Committees should regularly evaluate their
  own performance in order to improve it.

26
Slide II,15 - Membership
Key aspects of Branch Committee performance
Who
Membership

• Members of the Branch Committee have the
  responsibility to assure a well-functioning
  Branch and therefore should be elected or
  appointed to bring the skills and perspectives
  needed for that role.
• As well as reviewing the need for new members,
  the Committee also assures regular rotation of
  current members off the Committee through some
  clear limits on the terms in office for Committee
  members and officers.
• Committee development and strengthening should be
  an ongoing activity.
• The organisation should provide training and
  orientation for Committee members.

27
Module IIIThe Different and Complementary Roles
and Responsibilities of Branch Committees and
Management
28
Slide III,1 - Governance and management
Governance
a 'hands off' process whereby the Branch
Committee ensures that the Branch is well managed
without itself getting involved in management
details. The Branch Committee gives direction
and support to Management.
Management
a 'hands on' day-to-day process of carrying out
missions and goals set by the Branch Committee in
order to achieve the planned-for
outcomes. Management does not stretch procedure
or activity beyond the scope of policy
29
Slide III,2 - Group work
Sharing Responsibilities Group Work
For Branch Committee Members
For Staff
What are the key tasks or functions of the
Branch Secretary?
What are the key tasks or functions of the
Branch Committee Chairperson?
Be prepared to explain to the other groups the
outcome of your discussion. You have 30 minutes
30
Slide III,3 Policy and Procedure
Policy

• a definitive statement of a course of action to
  be pursued, adopted by the Board and compliance
  assured by the Branch Committee
• can be compared to laws action to be pursued
  with respect to any engagement and concern

Procedure

• an interpretation of how the policy should be
  implemented, defined by Management
• It consists of regulations and guidelines

31
Module IVThe role of Branch Committees in
organizational change management
32
Slide II,9 (repeated), aspects of Branch
Committee performance
Key aspects of Branch Committee performance
What
How
Who
Membership
Mandate
Conduct

• Composition size
• Profile of members
• Identifying and electing/appointing members
• Preparing members
• Training and informing members
• Limits to length of membership

• Ensure compliance with National mission/policies
• Protect integrity / Legal base
• Accountable to stakeholders
• Appoint Branch Secretary
• Decide on resource development use
• Monitor performance

• Procedures
• Climate of openness
• Relations to overall Governance structure
• Sub-Committee structure
• Committee/management relationship
• Assessing own performance

33
Slide IV, 1 CWFNS

• Characteristics of a well-functioning National
  Society

Activities Relevance Effectiveness
Leadership Resources Organization
Mission Legal Base Constituency
34
Slide IV, 2 CWF Branch Committee

• a well-functioning National Society

Branch Committee
Activities Relevance Effectiveness
Leadership Resources Organization
Mission Legal Base Integrity Constituency
Mission Legal Base Constituency
35
Slide IV, 3 CWFBC foundation
a well-functioning Branch Committee
Integrity
Legal Base
ensures that the Society's constitution is
properly observed
monitors performance, and acts itself with
integrity
Mission
Constituency

• provides input to NS setting of mission
  policies ensures compliance at branch level
• provides strategic direction regarding relations
  with external partners, and mechanisms for
  conflict resolution.

• accountable to the membership through the
  assembly by procedures that give members a say in
  its affairs.
• specific accountability to relevant demands and
  expectations of other stakeholders, especially
  the most vulnerable in society

instres\govtrain\overhd2.pre
36
Slide IV, 4 CWF - capacity
a well-functioning Branch Committee
Resources
Leadership

• provides direction human, financial and material
  resources of the Branch review and approve plans
  and budgets at the broad policy level
• Monitors adherence to the NS policy on
  recruitment, training and retention of volunteers
• active role in seeking funding, supporting events
  and introducing people to the work and needs of
  the Branch.

• key role in the selection and appointment of the
  Branch Secretary
• if necessary, will follow a proper, objective and
  transparent process in achieving his or her
  removal.

Organisation
No dedicated article
37
Slide IV, 5 CWFBF - performance
a well-functioning Branch Committee
Relevance
Activities

• It regularly reviews progress in this direction
  by considering formal reporting as well as by
  making informal assessments.

• It oversees and monitors the achievement of the
  objectives of the Branch, and ensures that it
  moves in the direction of a well-functioning
  Branch.

Effectiveness

• It pays special attention to auditing, making
  sure that proper and timely audits are carried
  out, and that action is taken wherever needed.

38
Slide IV, 6 CWF Branch Committee

• a well-functioning Branch Committee

All these elements make up the of the
Branch Committee
Mandate
continues
39
Slide IV, 7 - performance, capacity, foundation
mandate
What the committee does
Mandate
40
Slide IV, 8 Mandate performance, capacity,
foundation
How
Who
What
Membership
Conduct
Mandate

• Composition size
• Profile of members
• Identifying and electing/appointing members
• Preparing members
• Training and informing members
• Limits to length of membership

• Procedures
• Climate of openness
• Relations to overall Governance structure
• Sub-Committee structure
• Committee/management relationship
• Assessing own performance

• Ensure compliance with National mission/policies
• Protect integrity / Legal base
• Accountable to stakeholders
• Appoint Branch Secretary
• Decide on resource development use
• Decide on resource development use
• Monitor / oversee performance

41
Slide IV, 10 maximum standards

• Characteristics of a well-functioning National
  Society / Branch Committee

"a set of maximum standards that every National
Society /Branch should strive to meet and are
widely used as a point of reference in
organizational development processes throughout
the Movement Capacity Building Framework,
Section 2
42
Slide IV, 11 Key aspects of Capacity Building

• Key aspects of Capacity Building

• Performance
• relevant effective national society programmes /
  services

• Foundation
• mission
• legal base
• constituency
• organisation

• Capacity
• resources
• financial
• material

• Capacity
• leadership
• human resources

43
Slide IV, 12 Branch Stakeholders

• Local Branch Stakeholders

NS HQ
Local Donors
Delegates
Staff
Local Youth
Federation Secretariat
Sub -Branches
Local Authorities
Local Branch
Members
Local Trade Unions, Industry
The most vulnerable
Volunteers
Local NGOs and Relief Workers
Other Branches
Beneficiaries
Business Community
Community Groups and Leaders
Media
Groups and individuals who are important to a
Branch
44
Slide IV, 13 NS Stakeholders

• National Society Stakeholders

Donors
Branches
Government
ICRC
Federation Secretariat
Staff
UN/IGOs
Na ional So iety
Members
The most vulnerable
Local NGOs
Volunteers
Local NGOs
Beneficiaries
Business Community
Branches
Other National Societies
Community Leaders
Groups and individuals who are important to a
National Society
45
Slide IV, 14 Stages of Organisational Development
Stages of Organizational Development
OD
Time
46
Slide IV, 15 - criteria for successful and
relevant assessment
Assessment tools
Basic criteria for successful and relevant
assessment

• action oriented, allow the team to take decisions
  
• oriented to progress, to improve the existing
  situation.
• participatory, focusing on stakeholders opinions
• It should be understandable by the stakeholders.
  include self-diagnosis, identification of own
  capacity to intervene.
• allow room for creativity,
• It should include quality and quantity data.
• It should include objective and subjective
  information

47
Slide IV, 16 strategic planning
Strategic Planning
Basic elements of a strategic plan

• The aim that guides the whole organization
• The general objectives of the global action.
• The prioritized sectors of intervention (e.g.,
  childhood, youth, elderly people, drug addicts,
  etc.)
• The basic organizational structure available.
• The infrastructure and channels of information
  available.
• The time frame for its development.
• The evaluation mechanisms established.

48
Module V - Branch Committee Self Assessment
Module IV
Self-evaluation of the Branch Committee
49
Slide V, 1 CWFBC foundation
CWFBC Self assessment questionnaire
Legal Base
Mission

• Ensures compliance with all regulations.
• Monitors adherence to the NS statutes.
• Monitors use of the emblem

• Has a recently developed vision.
• Monitors progress in achieving mission.

Constituency

• Adheres to categories of NS membership
• Acts in members best interests.
• Provides strategic direction for partnerships.
• Develops mechanisms for conflict resolution

Integrity

• Is satisfied that integrity is being maintained
  throughout the Branch.

instres\govtrain\overhd2.pre
50
Slide V, 2 CWF - capacity
CWFBC Self assessment questionnaire
Resources
Leadership

• Follows National Society policies on
• human resources
• fiscal responsibility,
• resource and asset protection
• risk management.
• Takes a proactive stance in understanding
  approving budget and audited statements.
• Approves plans and budgets at the broad policy
  level.
• Ensures adequate fund-raising

• Hires the Branch Secretary
• Monitors performance based on agreed criteria and
  give feedback

Organisation

• Ensures that roles and responsibilities are clear
  for governance, for staff and for volunteers.
• Enables a Branch structure to achieve the
  National Society's mission and our vision.

51
Slide V, 3 CWFBF - performance
CWFBC Self assessment questionnaire
Activities
Relevance

• Sets out procedures
• Ensures activities make a difference to the Most
  Vulnerable.
• Ensures compliance with NS mission and policies.
• Manages Branch public image
• Monitors dissemination of the Fundamental
  Principles and IHL
• Runs development programmes
• Monitors branch preparation for disaster relief
  and armed conflict.

• Analyses the relevance of all programmes,
  activities and policies.
• Has tools and information to make decisions about
  relevance and priorities

Effectiveness

• Ensures a policy that places evaluation into the
  planning process.
• Ensures feedback corrective action
• Monitor overall Branch performance
• Ensure audits are carried out, and action is
  taken when needed.