ADP – CO Transition Management Support High Level Overview Jennie Perzon, Jennifer Jaramillo

CARE’s Challenge The driver for CARE’s change is to address the impact of a significant reduction in Food For Peace (FFP) funding and organizational evolution in a number of key countries. External Situation The new strategic plan for FFP aims to focus future resources available for development-oriented multi-year assistance programs on the most vulnerable people in the most food insecure countries. Implication CARE Country Offices that depended on FFP and monetization for a significant source of their resources will need to address the impact to the way they work. Internal Situation CARE has made organizational evolution a priority and are reassessing their strategic position and operations. © 2006 Accenture. All rights reserved.

Globally relevant approach Project Objectives The 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 CO immediate needs Globally relevant approach © 2006 Accenture. All rights reserved.

CO Transitions Framework Strategy & Vision Governance Programs CI strategy impact on identifying future state CARE USA strategy RMU and CO strategy CARE Leadership from RMU and Atlanta Any governance processes or bodies to oversee CO Transition Donor and program impact on operations Program dependency on operations (requirements) Impact of operational change CONTEXT Country Operations Finance Processes Policies and procedures Needs and Volume analysis Organization Structure Roles and responsibilities Reporting lines Job descriptions Staff Development Skill analysis Capacity development Knowledge Transfer Change Management Communications Leadership Retention and motivation Funding pipeline SPC Scenario analysis Talent Management Knowledge Sharing Monitoring & Evaluation SUPPORTING ACTIVITIES Talent management Succession planning Core competency development 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.

Approach Implementation Transition to Phase Project: Approximately 20 weeks Data Gathering and Impact Assessment Refine Goals & Define CRM Capability Blueprint Country Office Support (Angola, Tajikistan, Bolivia, Honduras) Consolidation / Knowledge Sharing Establish Implementation Roadmap Project orientation, HQ stakeholder meetings Consolidate findings & package deliverables Develop CRM Impact Assessment Operational Structure analysis Implementation Planning Change Management Planning Vision Implementation Transition to Phase Project approach and work plan Plan & facilitate concluding workshop Document Gather country information and lessons learned Develop summary final paper Journey & Program Management Project Management Pre-start Planning 2 Weeks In ATL 4 weeks in each CO 2 Weeks In ATL Executive Checkpoint CO Kick-Off CO Midpoint CO Initial Findings Executive Midpoint Executive Final Review © 2006 Accenture. All rights reserved.

Key Activities Approach week commencing 07-aug 14-aug 21-aug 28-aug 04-sep 11-sep 18-sep 25-sep 02-okt 09-okt 16-okt 23-okt 30-okt 06-nov 13-nov 20-nov 27-nov 04-dec 11-dec 18-dec Project Phase / Activity 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Project Orientation and Planning Project orientation, HQ stakeholder meetings Prepare project approach, detailed workplan Gather country information & develop approach Pilot Country Support Country Visit 1 - Angola Country visit 2 - Tajikistan Country visit 3 - Bolivia Country visit 4 - Honduras Consolidation / Knowledge Sharing Consolidate findings & package deliverables Plan and facilitate concluding workshop Develop summary final paper Project Mgmt / Status Reviews X Milestones / Checkpoints Kick-off Workshop Initial CO Findings Initial CO Findings Initial CO Findings Initial CO Findings Conclusions Workshop © 2006 Accenture. All rights reserved.

Deliverables Approach Global Report – Final Presentation Project Overview and Approach Guiding Principles & Assumptions CO Summary and Highlights Key findings and overall observations Lessons Learned & Key Success Factors Conclusions & Recommendations Reference Documentation Toolkit Toolkit Framework and Approach Transition Management Change Management Financial Analysis Org Structure Processes Staff Development Templates and Examples Angola Key findings CO Summary Interim Recommendations and Activities 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 (1) Approach was to conduct a quick assessment and based on current demands and priorities, initiate activities that the country office will take forward. Consultative and collaborative approach Actionable, practical and user-friendly tools and templates that are easy to implement Initiating momentum for transition activities © 2006 Accenture. All rights reserved.

Country Office Approach (2) 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.3-4 © 2006 Accenture. All rights reserved.

Journey – Current CO State Increase program impact Transform Improve and strengthen Stabilize Maintain and Repeat Innovative programs with high impact Focus on continuous improvement Proactive, learning organization Knowledge Sharing Continue towards CARE’s mission and vision Restructure Build the foundation Increase skills and capacity Create standard processes Identify efficiency improvements Refine operational structure (iterative process) Analyze Determine the change Strategic Planning Identify vision Structure a flexible and agile organisation Management inspire and lead transition process Transparent process with staff Consistent Communication Financial Analysis Determine impact on Program Support Structures Align analysis of Title II funding removal with parallel activities / initiatives CARE’s presence and operations (Strategic Plan) Trend towards development programs Removal of large infrastructure / service delivery funding © 2006 Accenture. All rights reserved. Timeline