CARE Tajikistan CO Summary Report October 2006 Jennie Perzon Jennifer Jaramillo

Assumptions Strategic planning in regards to the future model of Tajikistan at the ARMU and CARE USA level will define the long-term direction of CARE Tajikistan. The ADP project is not involved in the definition of the long-term direction of CARE Tajikistan. The main focus of the tools and templates that the ADP project develops during this CO visit are focused on the short-term (Jan 07) organisational re-structure and transition. However, it is the intent that these tools and templates can be re-used for any future change initiatives as defined in the strategic plan. © 2006 Accenture. All rights reserved.

Outline Background Initial Findings Tajikistan ADP Project Objectives ADP Deliverables Approach CO Approach Summary Initial Findings Tajikistan Context Summary Journey Current State Key Success Factors Lessons Learned Key Focus Areas Current Situation Tajikistan Recommended Activities for Key Challenges Summary overview for key priorities Support Activities by ADP team Transition Planning Workshop Communications Workshop Knowledge Transfer Workshop Outcomes Contact information © 2006 Accenture. All rights reserved.

Project Objectives The ADP project objectives are to collaboratively address short-term and long-term CARE goals for handling organizational impact as a result of reduced resources. Provide support to the four selected COs in addressing the impact of reduced resources, particularly FFP resources Document and package approaches, tools, and lessons learned for a globally relevant methodology that other CARE COs can use in the future Guiding Principles Balance CO’s immediate needs with globally relevant resources and priorities CARE and ADP collaboratively team together to achieve project objectives Align project with ongoing initiatives including the CARE USA Strategic Plan, CO Entry/Exit Criteria, and CO Business Models Engage key stakeholders for consultation Share knowledge and mutual learning across the organization Facilitate re-use of approaches, processes, and tools © 2006 Accenture. All rights reserved.

ADP Project - Deliverables Approach Key findings CO Summary Interim Recommendations and Activities Global Report Context (Industry and CARE Strategy) Reference Documentation Project Overview and Approach Guiding Principles Assumptions CO Summary x 4 Key Findings Lessons Learned Key Success Factors Conclusions & Recommendations Key Deliverables Support Materials (Templates, Tools and Checklists) Final Workshop Presentation Angola Complete Key Findings CO Summary Interim Recommendations and Activities Tajikistan Key Findings CO Summary Interim Recommendations and Activities Bolivia Honduras Key Findings CO Summary Interim Recommendations and Activities © 2006 Accenture. All rights reserved.

Country Office Approach Develop an understanding of current operations By using a top-down approach conduct meetings / workshops and Interviews with key people in CO Review of relevant documentation (strategy, process, policy etc.) Sub-office and Field visits Develop an understanding of the environment in which the CO operates Social, political, economical situation and trends Donor and NGO environment and trends Conduct analysis to identify CO’s key challenges and goals Impact of removal of resources Focus on Operations (Admin, Finance and HR) Alignment with findings from ATL HQ meetings Validate and prioritize challenges Meetings, workshops and document review with key stakeholders Short term vs. long term priorities Collaboratively develop solutions and recommended activities Work with relevant people in CO to develop and implement (tools templates) Focus on change management (org structure, R&R, Communication, training etc.) Facilitate knowledge sharing Communicate lessons learned Share Key Success factors Document findings CO Summary Input to global report Validate with CO SMT, RMU, ATL HQ Wk.1-2 Wk.2-3 © 2006 Accenture. All rights reserved.

Tajikistan Context Economic Social Political NGO Heavy reliance on external aid and technical assistance Privatization of farm land underway High capacity of local staff Evolving policies in natural resources and industry Tight job market Political Upcoming election (Nov) Corruption at all levels Good relationships with government Social High inequality between rich and poor Gender inequality Labor Migration to Russia (men) Stress on health and education sector (result of Soviet history) Decreasing education levels Tajikistan NGO Change in strategy of US government policy Changing donor environment NGO forum exists in Dushanbe NGO salaries are often higher than other available government jobs © 2006 Accenture. All rights reserved.

Increase program impact Journey Increase program impact Transform Improve and strengthen CARE Tajikistan Vision Stabilize Maintain and Repeat Innovative programs with high impact Focus on continuous improvement Proactive, learning organization Continue towards CARE’s mission and vision Restructure Build the foundation Develop skills and capacity Create standard processes Refine operational structure (iterative process) Tajikistan CO is here Analyze Determine the change Strategic Planning Identify vision Process led by Transition Project Team Transparent process with staff Need for more flexible and cost-effective org Change Management Team’s Report Operating cost needed ~$100k reduction by end of CY06 Operational changes needed CARE’s presence and operations in Tajikistan (M. Luckins, M. Tsitouris) Meetings with Atlanta / ARMU / CO © 2006 Accenture. All rights reserved. Timeline

Current State - Overview Budget and SPC Total budget FY07: $3,419,326 Total SPC planned FY07: $439,982 SPC as % of Total Budget as-is: 13% Amount of $ that needs to be reduced from SPC to remain within target % for FY07: $100,000 Staff Total number of staff: 160 156 national 4 international CD, ACD-PS, ACD-P, Advisor Administrative staff: 51 FTE, 2 PTE Projects Total number of projects: 9 3 projects ending by Dec 06 2 projects are being extended 6 proposals underway FFP Funding DAP project makes up 60% of funding Ends in June 2008 Forecast for Major Transition Points Dec 2006 – Several projects ending Dec 2007 Jun 2008 – DAP ending Current Budget / SPC Trends © 2006 Accenture. All rights reserved.

Current State - SPC Allocation © 2006 Accenture. All rights reserved.

Key Success Factors for Tajikistan High capacity of local staff Strong Admin Management Strong Financial Team Working groups established Change Management Team Core Team (for decision making) Regular Communications underway Staff meetings once per month Email communications from CD Internal training Initiatives and cross-training programs Finance manger training HR training on Performance Management Several Internal Control initiatives Driver Fuel coupons, mileage check, key’s at COB at office Sign in sheets for staff Well-defined Orientation Program Introduction to every department Good relationship with Government and other NGO’s Specific examples of cost-saving and improvement ideas that has worked well in Dushanbe Internal promotions (Security Guards and Drivers cross-train to now become Admin Assistants) Using collaboration of experts across projects (eg. Jilikul using a water engineer 10%) © 2006 Accenture. All rights reserved.

Lessons Learned from Tajikistan With a re-structure needed in 2006, Tajikistan has started the planning process. Below are a number of lessons learned from this process. Some of these have been started successfully, where others are still in progress and are highlighted as key focus areas later in the presentation. Balance Financial viability vs. Quality of program (services) Reorganise with alignment to both strategy and financial viability Balance impact on quality of service to program area Monitor and evaluate throughout the process Ensure thorough Planning for Transition Approach like a project and develop a work plan with key milestones Assign key responsibilities Ensure Broad Financial Analysis to identify areas of saving Priority SPC cost saving areas (see Slide 10 - SPC Allocation ) Options and cost of sub-contracted services (in-house vs outsourcing) Options for nationalising management level roles and responsibilities Include any potential salary increase as a result of expansion of responsibilities Options of decreasing office facilities and infrastructure Alignment of salaries with new roles (and market) Update policies and procedures to reflect savings (eg. drivers not used for commuting) Communications Planning Stakeholder (audience) analysis Unified leadership team Consistent and timely messages Regular staff updates Develop Knowledge Transfer Plans for Key People Succession Planning Spread dependency across several people (eg proposal development skills) © 2006 Accenture. All rights reserved.

Key Focus Areas for Tajikistan Strategy & Vision Governance Programs CI strategy impact on identifying future state CARE USA strategy SWARMU and CO strategy CARE Leadership from RMU and Atlanta Any governance processes or bodies to oversee CO Transition Program dependency on operations Impact of operational change Country Operations Financial Viability Funding pipeline Scenario analysis SPC Processes and Systems Policies and procedures Workload Organizational Structure Roles and responsibilities Reporting lines Job descriptions Staff Development Skill analysis Capacity development Communications Workshops Forums Retention & Succession Management Knowledge Sharing Monitoring & Evaluation Retention strategy Talent management Succession planning Identify key success factors and lessons learned Share transition process with other CARE COs Share within CO / RMU Measure success and impact of transition Measure success of ongoing operations Integrate metrics into CARE’s broader M&E and reporting mechanisms © 2006 Accenture. All rights reserved.

Current Situation Challenges Goals and Objectives Country Operations Transition Planning Change Management Planning Clear Roles and Responsibilities High quality program support services Clear and efficient processes for re-structure Clear ownership and responsibilities for transition activities Re-structure planning needed Roles not allocated to effectively support the CO Key role vacancies Alignment of salary to new roles Fair process with respect for individuals Clear roles and responsibilities Ownership and accountability for functions and processes Flexibility in staffing Organizational Structure Staff unsettled due to activities and some rumours about re-structure Likely lack of motivation of team to perform in new roles Segregated office space and closed door culture Motivated staff Strong Leadership Team spirit Increased staff retention Transparent organisation Communication High dependency on some key people and lack of succession planning International staff leaving the organisation at the same time Low local capacity for proposal development Decreased dependency on key individuals Maintenance of key knowledge and relationships within organisation Minimal disruption to operations Knowledge Transfer © 2006 Accenture. All rights reserved.

Current Situation – Country Operations Challenges Recommended Activities Benefits Lack of experience in transition (re-structure) activities Limited timeframe for transition (re-structure) Maintaining Program Support quality during transition (re-structure) activities Schedule and conduct a Transition Planning workshop with the Change Management Team and other key stakeholders Identify specific activities for CARE Tajikistan Identify timeframe for each activity Determine resources needed for activities Determine owner of activities Identify risks if activities are not completed Develop monitoring and evaluation criteria Systematic approach to re-structure Incorporate lessons learned from other re-structures (Angola, Peru, etc) Limit impact to Programs Clear steps on how to get to the transition state Clear roles and responsibilities for transition process Minimize timeframe for transition activities Key Focus Areas Planning Engaging key people Tools & Resources CARE contacts © 2006 Accenture. All rights reserved.

Current Situation – Communication Challenges Recommended Activities Benefits Lack of understanding about re-structure and transition activities Organisation and staff unsettled due to rumours and key people leaving organisation Lack of motivation of team to perform in new roles (likely to happen in new structure) Retention of key staff Increase communication (utilizing existing forums) Leadership teams to lead and inspire a positive culture Ensure transparency across all processes (especially for re-structuring process, selection criteria and timing) Conduct a Audience Analysis to determine current awareness levels (including external audiences) Develop Communication Plan Develop Communication Calendar Assign Responsibilities Align and incorporate into existing communication methods Motivated staff Increased Staff retention Maintains respect for people and individuals Transparent organisation Effective organisational transition Reduced confusion and disappointment Key Focus Areas Re-structure Key people leaving organisation Dependencies Decision on Tajikistan option for future model New organizational Structure developed Tools & Resources CARE Communication Guides / standards © 2006 Accenture. All rights reserved.

Current Situation – Knowledge Transfer Challenges Recommended Activities Benefits High dependency on some key people Several Key Management people leaving organisation at the same time Low local capacity for proposal development Successors not identified / new structure not in place Lack of time to conduct all necessary handovers Conduct Knowledge Transfer for key areas (ACD positions) Identify successors Develop Knowledge Transfer plan and calendar Communicate plan Document key information / processes Restructure to allow for shared activities in Admin function Succession Planning is a critical people management practice that enables the organization to identify, develop and retain key talent Lowered dependency on specific individuals Key knowledge is maintained in the Country Office Detailed knowledge transfer planning will ensure continuity of service quality Minimal disruption to business as usual Key Focus Areas Administration Program Management Dependencies Clear Roles and Responsibilities Polices and Processes © 2006 Accenture. All rights reserved.

Support Activities – Transition Planning Workshops Objective To collaboratively draft an action plan for the Transition Project Identify project management for implementation and engage key staff in order to transfer “know-how” on the transition process Incorporate lessons learned from other re-structures (Angola, Peru, etc) Outcome Detailed Transition Plan including activities, timeframe, and owner (see next slide for draft summary) Applied systematic approach to re-structure Clear timeline, activities, roles and responsibilities for the transition project Scheduled transition activities to be completed by target date (Jan 07) Training to senior staff on transition process Process and tool for re-used in future transitions Tool to monitor status, help identify and address issues / risks Feeds into a clear communication plan © 2006 Accenture. All rights reserved.

DRAFT © 2006 Accenture. All rights reserved.

Support Activities – Communications Workshop Objective: To run a collaborative workshop identifying high level gaps and determining Tajikistan’s approach to communication Engage key staff in order to transfer knowledge of approach and “know-how” for using tools and templates Outcome: Conducted high level Communications Overview and Discussion Documented Tajikistan High Level Communications Plan (see next slide for draft summary) “Know-how” and user-friendly tools and templates © 2006 Accenture. All rights reserved.

Communication Plan - Tajikistan DRAFT © 2006 Accenture. All rights reserved.

Support Activities – Knowledge Sharing Workshop Objective: To run a collaborative workshop determining Tajikistan’s approach to Knowledge Sharing for (specifically for ACD function) Engage key staff in order to transfer knowledge of approach and “know-how” for using tools and templates Outcome: Conducted high level Knowledge Transfer Meetings Documented Knowledge Transfer Plan (see next slide for draft summary) “Know-how” and user-friendly tools and templates © 2006 Accenture. All rights reserved.

Sample Succession Plan ACD High Level plan for handover and knowledge sharing for “Name” Overlap in Activities / Hands-on Coaching And Support Planning Overview / Discussions Plan handover Identify Successors Gain commitment from leadership Communicate to all involved Schedule Meetings with Key stakeholders / key relationships Document of key processes Supervision of Project Managers Program Management DRAFT Integration of Strategic Initiatives External Stakeholder Management Core Team Responsibilities Other Agreed timeline and objectives Final Handover 1 week 2 weeks 2 weeks 2 weeks Project Checkpoints © 2006 Accenture. All rights reserved. Project Checkpoints

Outcomes Global Benefits Continued to develop additional tools and templates for inclusion in the global report Insight and documentation of Tajikistan’s Key Success Factors and Lessons Learned Country Office Benefits Insight to the CO team in how to approach key challenges ahead Targeted workshops for key priorities focusing on both skill building and deliverables Transition Planning Workshop Communication Workshop Knowledge Transfer Meetings Guidelines, templates and other support materials to be used in developing and implementing solutions © 2006 Accenture. All rights reserved.

Thank You Thank you for graciously hosting us. Please do not hesitate to contact us with questions or comments at anytime. We look forward to continued progress.   Jennie Perzon Email: jennie.perzon@accenture.com Skype: jennie.perzon Mobile: +46 8 451 38 94 (Sweden) Jennifer Jaramillo Email: jennifer.jaramillo@accenture.com Skype: jennifer.jaramillo Mobile: 313-516-1199 (US)     © 2006 Accenture. All rights reserved.