1. Tuesday 19 Dec 2006 Jennie Perzon, Jennifer Jaramillo
Final Workshop – Executive Summary ADP – CO Transition Management Support
Tuesday 19 Dec 2006
Jennie Perzon, Jennifer Jaramillo

2. 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.

3. 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
Financial Analysis
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
Performance 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.

4. Journey – Current CO State
Increase program impact
Transform
Improve and strengthen
Angola
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
Tajikistan
Honduras
Bolivia
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

5. Organization Structure Continuous Improvement
Toolkit Framework
Strategic Planning
Identify vision
Analyze
Determine the change
Restructure
Build the foundation
Stabilize
Maintain and Repeat
Transform
Improve and strengthen
Planning and Leading the Change
Transition Management
Change Management
Designing the Change
Financial Analysis
Organization Structure
Processes
Enabling the Change
Staff Development
Continuous Improvement
© 2006 Accenture. All rights reserved.

6. Global Findings – Success Factors
Planning and Leading the Change
Transition Planning: Initiate transition planning early on even if significant uncertainty remains on the future direction. Define transition activities, owners, milestones, and timelines.
Leadership: Strong management to formulate and communicate the goals and benefits for the transition to the rest of the organization.
Change Management and Communications: Develop a plan to help ensure consistent, clear and honest communication tailored for each audience.
Designing the Change
Financial Analysis: Conduct broad, rigorous scenario analysis to inform strategic direction and planning efforts.
Balance financial viability vs. quality of program: Ensure engagement of both Program and Program Support to determine qualitative impacts and mitigating activities.
Update organizational structure: Define and document the new organizational structure including role definitions and job descriptions, reporting relationships, and management layers.
Policies and procedures: Update polices and procedures to reflect re-structure while maintaining control mechanisms by defining clear accountability and responsibility.
Enabling the Change
Staff Development and Skill building: Invest time and effort in capacity and skill building to help staff adapt to their new role and environment.
Staff Engagement and Motivation of Staff: Plan for engagement, discussion space and continuous improvement - provide critical leadership - disseminate key information and respond to feedback
Monitoring and Evaluation: Plan to measure outcomes, support and continuously improve the transitioned organization.
Strategic
Planning
Identify vision
Analyze
Determine the change
Restructure
Build the foundation
Stabilize
Maintain and Repeat
Transform
Improve and strengthen
© 2006 Accenture. All rights reserved.

7. Global Findings – Transition Management (1)
There’s a strong foundation upon which to build in enhancing CARE’s ability to deal with Title II changes – or other major organizational transitions
Leadership experience in dealing with transition management in multiple contexts
Lessons learned across many COs which can benefit future transitions
Existing in-house tools and technical expertise in areas such as financial analysis and change management
Recognition of the importance of managing transition effectively, in order to stay true to CARE’s mission and core values
© 2006 Accenture. All rights reserved.

8. Global Findings – Transition Management (2)
However, there are general organizational barriers to CARE making maximum use of these experiences and capabilities:
Lack of integrated approach for dealing with transition: no overarching framework for bringing together various elements of a transition program: change management, financial analysis, processes, etc.
Unclear roles and responsibilities – at HQ and CO level – on who ‘owns’ activities related to transition management
Varied skills and capabilities – expertise exists in pockets, but not evenly spread; barriers to knowledge sharing impede organizational learning
Insufficient mechanisms for COs to access CARE’s existing expertise, tools or to receive support
Lack of practical, easy-to-use tools and training to get things started
Unclear decision-making process and reluctance to make hard decisions
© 2006 Accenture. All rights reserved.

9. Global Findings – Transition Management (3)
In addition, this project revealed additional barriers related to implementing Title II changes in particular:
Insufficient understanding at various levels of the organization on the rationale for CARE’s Title II decisions
Concerns related to CARE’s understanding of full range of potential direct and indirect impacts of Title II reductions
Loss of key capabilities: logistics, supply chain
Impact on emergency response capabilities (infrastructure and expertise)
CARE role in emergency response
External perception (donors and other NGOs) of CARE’s move away from Title II and monetization
Increased need for collaboration between projects and program support (shared resources, planning, estimating)
Impact to overall CARE USA budget (via ICR)
© 2006 Accenture. All rights reserved.

10. Global Findings – Recommended Way Forward
We believe there is significant potential to build on the initial findings of this project to build an improved ‘transition management’ capability across CARE. Key steps:
Develop an integrated approach to transition management that cuts across functional and organizational areas, which includes
A commonly understood framework
Practical tools and templates which support planning & execution
Define ownership, roles, and responsibilities for transition management – both at HQ and in the field
Executive sponsorship
Functional ownership
Identify mechanisms for COs to get access to the skills and tools they need
Hands-on support
Capacity building
Networking and peer learning
The outputs of this project are intended to provide a useful start in this direction!
© 2006 Accenture. All rights reserved.

11. Toolkit Approach
The transition toolkit provides an integrated approach to addressing the various components of change to CO Operations.
What is it?
The toolkit is designed with the objective to support and guide the CO’s in their current and future activities within the following six components. For each component, an overview and step-by-step guidelines are provided as tools.
Transition Management : Develop an overall action plan, identify owners and timelines for activities.
Change Management : Analyze and address the impact of the transition on staff.
Financial Analysis : Determine the CO financial situation to understand the cost structure, coverage and future scenarios.
Organization Structure : Align program support operations organization structure to support the CO.
Processes : Adjust processes as necessary to support CO programs while complying with policies.
Staff Development : Understand current skills and skills needed in the future. Develop capacity where gaps are identified.
What are the Benefits?
Provides practical, user-friendly tools to use during a transition
Ensures the benefits of a transition are actualized
Aligns the CO operations (and organization) with the changed environment
Expedites transition activities
Provides a consistent approach and a common vocabulary to promote knowledge sharing
Incorporates lessons learned and leverages examples from other COs
Provides an approach that is expected to evolve over time as improvements and efficiencies are identified
© 2006 Accenture. All rights reserved.

12. Transition Toolkit Component 1: Transition Management
Outcomes What are results of the activities?
Transition Plan
Meeting Schedule
Resource Engagement Plan
Challenges What common issues does this help address?
Components / Activities What common activities address the challenges?
Benefits What is the desired impact?
Many interrelated activities occurring at the same time
Unknown timeframe for transition
Weak linkage between program and program support
Lack of experience in transition activities
Maintaining Program Support quality during transition activities
Unclear how to implement changes
Develop transition plan (activities, timeframe, resources, milestones)
Monitor status and identify issues/risks
Engage staff resources and RMU / Atlanta
Systematic approach to re-structure
Incorporate lessons learned from other transitions
All key stakeholders have input
Tool to prioritize activities and mitigate risks
Minimize timeframe for transition activities
Limit impact to programs
© 2006 Accenture. All rights reserved.

13. Transition Toolkit Component 2: Change Management
Outcomes What are results of the activities?
Change Analysis
Change and Communications Plan
Challenges What common issues does this help address?
Activities What common activities address the challenges?
Benefits What is the desired impact?
Lack of understanding about re-structure and transition timeline, impact and implications for CO
Retention is a concern and some people leaving organization
Lack of motivation of team to perform in new roles (likely to happen in new structure)
Lack of consistent communication management and information not always filtering down
Analyze change impact on staff
Plan change activities
Develop and deliver change activities
Motivated staff
Increased staff retention
Maintained respect for people and individuals
Transparent organization
Effective organizational transition
Reduced confusion and disappointment
© 2006 Accenture. All rights reserved.

14. Transition Toolkit Component 3: Financial Analysis
Outcomes What are results of the activities?
Financial findings
Financial scenarios
Challenges What common issues does this help address?
Activities What common activities address the challenges?
Benefits What is the desired impact?
Major change in funding
Unclear coverage of SPC cost structure
Unclear coverage of other cost pools
Overload of data, but lack of information
Gather and validate data
Conduct financial analysis
Identify potential options / scenarios
Identify option for future state
Monitor the CO to ensure healthy financial situation
Proactive crisis prevention and opportunity identification
Ability to make decisions based on information
Understand the amount and timing of cost adjustment for SPC
Understand the amount and timing of cost adjustment for other cost pools
Ensure broad financial analysis by assessing all options
© 2006 Accenture. All rights reserved.

15. Transition Toolkit Component 4: Organization Structure
Outcomes What are results of the activities?
Roles and responsibilities
Updated Job Descriptions
New organization structure (reporting lines and/or teams)
Challenges What common issues does this help address?
Activities What common activities address the challenges?
Benefits What is the desired impact?
Major change in workload
Change in number of people to manage workload due to financial situation
Roles not allocated to effectively support the CO
Unclear roles and responsibilities
Unclear accountability and ownership of functions and processes
Determine roles and responsibilities
Determine org structure
Validate with financial analysis
Update job descriptions
Review salary and other benefits
Develop selection criteria for placing people in new roles
Workload is appropriately spread
Defined roles and responsibilities maximizes capacity and support
Increased accountability and ownership
Clear selection criteria for filling future positions
Staff benefits match responsibilities
© 2006 Accenture. All rights reserved.

16. Transition Toolkit Component 5: Processes
Outcomes What are results of the activities?
Process flow
Process table
Challenges What common issues does this help address?
Activities What common activities address the challenges?
Benefits What is the desired impact?
Policies / processes not updated to reflect restructure
Control mechanisms no longer appropriate for future structure
Unable to comply with some policies / procedures due to number of staff
Lack of documented processes for key tasks
Varying quality of service
Difference in operations within the CO
High dependence on specific individuals for critical processes
Document current process
Determine support requirements from program
Identify improvements and efficiencies
Develop new process
Efficient and effective processes
Increased quality and accuracy
Clarity around process, roles, and accountabilities
Knowledge documented for training and knowledge transition; provides more flexibility in staffing
Standard processes across the CO
Tool for continuous improvement
© 2006 Accenture. All rights reserved.

17. Transition Toolkit Component 6: Staff Development
Outcomes What are results of the activities?
Skills analysis
Staff development plan
Knowledge transfer plan
Challenges What common issues does this help address?
Activities What common activities address the challenges?
Benefits What is the desired impact?
Lack of appropriate skills to perform new, often expanded, roles
Lack of time to perform new roles
High dependency on some key people and lack of knowledge transfer planning
Conduct skills analysis to determine skill gap
Develop training plan
Conduct training
Plan for and conduct knowledge transfer
Increased staff morale and job satisfaction
Increased quality of service
Appropriate and role specific skills and knowledge among staff
Lowered dependency on specific individuals
© 2006 Accenture. All rights reserved.

18. Next Steps – Toolkit Owners
Toolkit owners will be responsible for ongoing maintenance and further development, proactively obtaining and addressing feedback, and promoting utilization in COs. The different functional areas should meet on a quarterly basis to ensure integrated approach is maintained and knowledge sharing is continued.
Transition Management
Michael Rewald, VP-IO
Change Management
Mare Fort, L&OD
Financial Analysis
Nick Marudas, Strategic Support
Organization Structure
Charlie Danzoll, GOIU
Processes
Minette Rubio, GOIU
Staff Development
Nanette Cantrell, HR
Operational ownership needs to be defined within each of the regions
© 2006 Accenture. All rights reserved.

19. Next Steps – Implementation Activities (Example)
Raise awareness about transition management and the toolkit
Executive communication
Executive sponsorship
Post on CARE Academy
Distribute via CD to COs
Translate the toolkit (Spanish, French, Portuguese)
Pilot the toolkit
Strategically choose a few COs that are or will be going through a transition phase (ie. monetization is ending, emergency programs are scaling down, etc) and apply the toolkit. Choose COs that are across the different regions. The expectation would be that CO representatives would be able to do a TDY in other transitioning countries and that they would present in advocacy forums.
Develop transition management expertise and expand the capability
Representatives from toolkit ownership areas are assigned to visit the pilot countries and conduct the toolkit exercises with a two-fold purpose: Assist the CO and train the people in the CO on how to use the toolkit.
Any lessons learned will be used to improve the toolkit. The examples from the pilot countries will also be used to further enhance the toolkit.
A new version of the toolkit should be released annually.
Develop transition management support through knowledge sharing network
Those who have been trained in the toolkit through the pilot exercise will be added to the list of knowledge sharing experts. The toolkit owners will manage and maintain the knowledge sharing network.
Advocate transition management and the toolkit in different forums
International Operations in Jan 07
Regional meetings (ex. SWARMU Steering Committee Meeting in Feb 07)
Other conferences or workshops
To operationalize the toolkit, the next step requires that an implementation plan is developed and one plan owner identified.
© 2006 Accenture. All rights reserved.