1 / 23

Operational Plan for the Staff Capacity Building Strategy FY08 and beyond

Operational Plan for the Staff Capacity Building Strategy FY08 and beyond. Operationalizing a staff capacity building plan.

cathy
Download Presentation

Operational Plan for the Staff Capacity Building Strategy FY08 and beyond

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Operational Plan for the Staff Capacity Building Strategy FY08 and beyond

  2. 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.

  3. 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

  4. Staff Capacity Building Framework Certification Levels Goal: Strengthen staff skill, knowledge, and practices to enhance effectiveness in emergency response and preparedness Application (Applying Knowledge) Acquisition (Skill Building) Sharing Knowledge OrganizationalSystems / Structures Strategic Partnerships and Alliances

  5. 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

  6. 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

  7. Competency Framework for Emergency Response and Preparedness Level I: Foundation Level II: Emergency Operations Level III: Specialization Basic Core Knowledge Operational Knowledge Technical/Specialist Knowledge • Advanced: • Logistics • Watsan • Shelter • Food • Accountability • EPP • Psychosocial • Knowledge of CARE protocols and values • Humanitarian Principles & Standards • Knowledge of EPP • Basic Safety & Security • Knowledge of CARE • Leadership in • an emergency • Comprehensive Emergency Operations • Advanced Safety & Security • Underpinnings of an EPP Behavioral Competencies Developed Across All Levels decision-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

  8. Curriculum Related to the Target Audience Curriculum Related to the Target Audience [1] Tier I are CERT staff with strong emergency experience; Tier II are staff with little to no emergency experience but have significant potential.

  9. [1]Tier I are CERT staff with strong emergency experience; Tier II are staff with little to no emergency experience but have significant potential.

  10. 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 What would the CARE simulation programs include? These programs will be adaptable to different contexts

  11. 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 What does the SC-UK Foundation and Operations accredited model include? Foundation + Advanced ( 20 days face to face + 4 week on-line)

  12. 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

  13. 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

  14. 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.

  15. 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)

  16. 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

  17. 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

  18. 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

  19. 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 Action Plans for FY08 that involve all of CI

  20. 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 Action Plan for FY09 & beyond

  21. 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 Action Plans for FY08 and onwards

  22. 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

More Related