CI Madagascar Learning Activities for Progress September 2007 – 2008

Startup … Better use of expertise available Sustainable culture of COLLABORATION and ADAPTATION

The pillars of ILI COLLABORATION Learning Network, Global Team, Dynamo COMMUNICATION INFORMATION Information System, IT Tools ENABLING FACTORS Leadership support, Incentives

Designing my « Dynamo »  Purpose –Inspiring distant vision –Mid term goal –Immediate objectives  Opportunities & Challenges  Commitment  The Malagasy Learning Dynamo Team  The Madagascar - Learning Action Plan

The Purpose 1. Inspiring distant vision  Boost up the whole team and each member with a high rate of participation for the development of CI in its mission. 2. Mid term goal  Common interests: Reconciling the CI vision/mission with the staff objectives 3. Immediate Goals  Create a learning reflex through different formal and informal activities  Identify some capabilities and skills ignored but available  Identify all opportunities and test some tools adapted to CI Madagascar

The purpose (Continued) The management of Professional Careers The priorities of Conservation International REAL PROGRESS AND SUCCESS Small group interest Individual Interest This is an ADAPTIVE WORK : NO RECIPE !!! LEARNING ACTIVITIES

Opportunities as Challenges  Get Out of the Box through CIMAD: Changes or additions to staff member TOR  The impact of National Issues generating new initiatives and competitiveness to CI’s mission (Eg. Climate Changes)  Consideration of SOCIAL aspect (“FIHAVANANA” concept) in the working environment of CIMAD

Our Commitment  PASSION for the capacity building of Malagasy human capital  RESPECT of the organizational structure and each personal values within CIMAD  OPTIMISM about the obstacles related to behavior change.  INTEGRITY for a real success  COURAGE to cover the entire CI Madagascar Program for a Long Term

The Malagasy Learning Dynamo Team Executive Management Team

The « Madagascar Learning Action Plan » 1.CIMAD Training Assessment 2.The ILI Development in Madagascar 3.Internal Communication  CIMAD Documentation  Sharing, Information and Communication 4.Career Development 5.Exchange and Collaboration Program 6.Monitoring & Evaluation of the « Learning Activities »

CAG Training USAID Funds CIMAD Launching Tana & Region Learning Action Plan Regional Sub-Office Exchanges (E-NW) Social Activities Fihavanana Sports & Events Training Assessment FY06 – FY08 Training Course 21 Themes Sharing sessions  19 Brownbags  5 TGIF Weekly Notes Grantes Research Report Analysis Learning Week  Outcomes Mapping  SNA  CI Library  Int. Communication  Communication Skills CIMAD SNA  Software  Analysis Exchange Program Field trip RVP to 12 partners

Training Assessment: Key Achievement  Inventory of Needs FY06 – FY08  39 themes training identified  34 training performed since FY06, with 19 for FY08  15 major strategic areas identified (Support & Program) for the next 2 years  Key elements defined for the CIMAD Training Policy

Some key questions …  What are the impact of these ?  WHAT do we want to learn?  WHERE we can learn?  Do we have capacity and will to learn?

Problems vs. Solutions PROBLEMSSOLUTIONS Learning Activities = Training Program CIMAD Training Policy for FY09- FY10 Request to perform all identified Learning Tools on a regular basis Identify and Prioritize some adapted tools on a regular basis Malagasy people does not have habit to Read, which means to Learn through books Attract people to use CI Library online People wants something NEW and SPECIAL Explore together some Efficient and “Sexy” activities The local capacity exists but we are bad communicators Training and practice on the theme Communication Skills The Learning dynamo were asked to solve management problem (ex. HR, Supervision, Communication, etc.) Clarification of the Dynamo’s role through the CIMAD structure Problem linked to “GET OUT OF THE BOX” Benefit from “GET OUT OF THE BOX”

The « Malagasy Learning Activities » FY09 – FY10  Vision To Enhance the Team work To Develop and create Knowledge from the team To create Motivation from the knowledge management  Mission Mobilize the team and each member toward a real progress Create opportunities to valorize the capacity of each team members Explore new knowledge transfer adapted to CIMAD  Relation Boundary partners Outcome challenges Activities & Indicators

Long is the Road …