1. CARE Angola CO Summary Report September 2006
Jennie Perzon
Jennifer Jaramillo

2. Outline Background Initial Findings Angola Current Situation Angola
ADP Project Objectives
ADP Deliverables Approach
CO Approach Summary
Initial Findings Angola
Context Summary
CARE Angola’s Vision
Journey
Key Success Factors
Lessons Learned
Key Focus Areas
Current Situation Angola
Challenges and Goals & Objectives
Recommended Activities for Key Challenges
Summary overview for key priorities
Support Activities by ADP team
Process Workshop
Staff Capacity Building Workshop
Outcomes
Contact information
© 2006 Accenture. All rights reserved.

3. 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.

4. ADP Project - Deliverables Approach
Angola
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
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.

5. 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.3-4
© 2006 Accenture. All rights reserved.

6. Angola Context Economic Social Political NGO Economy growing
Positive changes underway
Highly inflated market
High cost of operations
Low local capacity
Political
Elections on the horizon
Government is playing a larger role in service delivery to Angolans
Laws are being analyzed with input from civil society
Trend towards privatization
Social
High inequality between rich and poor
More opportunity for creating increased space for civil society (need to increase voice of civil society and non-state actors)
Some corruption in the legal system
Angola
NGO
Changing donor environment
New NGO law being developed bringing some additional constraints
Competing / partner NGOs
Some other NGOs are closing down programs (ex. WFP)
© 2006 Accenture. All rights reserved.

7. CARE Angola’s Vision
We envision a democratic Angola where management of public resources is transparent and government policies are well defined and duly implemented in a manner that encourages inclusive participation of all social groups such that Angola’s population achieves a decent standard of living.
Communities will know their rights and obligations. Infrastructure will be reconstructed, providing access to basic services such as health and education. Food insecurity will be overcome; agricultural production will be in full expansion, through active trade between rural and urban areas. The fight against HIV/AIDS will be integrated into all development interventions.
© 2006 Accenture. All rights reserved.

8. Increase program impact
Journey
Increase program impact
Transform
Improve and strengthen
Angola CO is here
CARE Angola
Vision
Stabilize
Maintain and Repeat
Innovative programs with high impact
Focus on continuous improvement
Continue towards CARE’s mission and vision
Restructure
Build the foundation
Develop skills and capacity
Create standard processes
Refine structure
Analyze
Determine the change
Strategic Planning
Identify vision
SMT led process
Transparent process with staff
Team leads mapped out processes and tasks
Sub offices tasked with same activities
Need for more flexible and agile org
Based on M. Fuhrer’s financial analysis report
Operating cost needed reduction by 50%
Restructure and org changes in June 05
Trend towards capacity building programs
Begin organizational evolution
Removal of large infrastructure / service delivery funding
Operations and SPC implications
© 2006 Accenture. All rights reserved.
Timeline

9. Key Success Factors for Angola
Key Success Factors for the re-structure (2005)
Applied systematic process to re-structure
Analysis of impact
Discussions with RMU and consultant regarding analysis
SMT engaged to determine future structure. Open discussions.
Core Management Team created to organize functions and determine roles/positions going forward
Staff meetings conducted and communication provided in both Portuguese and English
Involved SWARMU leadership
Very strong SMT who very involved in choosing the structure
Engaged key staff in the re-structure process
Conducted formal knowledge transfer for key roles (ex. National Program Director, HR Manager)
Specific examples of ideas that worked well during re-structure
Regular staff meetings as part of business as usual (Both CO and SO)
Proposal Design Team run as a trial for one proposal
Establishment of Knowledge Sharing Groups
Program groups (learning outcomes)
Working groups (ex people doing HR activities meet to share ideas, policy review etc)
Consortia education sessions (Lubango ran training sessions on Care policies for consortia members)
LURE program structure success
Close relationship with the donor
Investment into staff (training, involvement and early exposure)
Re-structure for Program Managers, changed their responsibility areas to reflect “industry”
Up-skilled drivers to take on some administrative tasks
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10. Lessons Learned from Angola re-structure (1:2)
With the re-structure in 2005 Angola built the foundation for aligning with the new strategy. Below are a number of lessons learned from the re-structure process. Some of these have been implemented successfully, where others are still in progress and will be 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 Broad Financial Analysis to identify areas of saving
Options and cost of internal meetings (ex. SMT)
Options and cost of sub-contracted services (in-house vs outsourcing)
Options for reallocating management level roles and responsibilities
Include any potential salary increase as a result of expansion of responsibilities
Investigate options of merging office facilities (with SO, other NGO etc.)
Update Policies and Procedures to reflect re-structure
Ensure control mechanisms and conflict of interests do not overlap in new structure
Determine ownership and assign maintenance responsibilities
Document new Roles and Responsibilities
Allocate and document any new or “merged” tasks
Align new expanded roles with appropriate compensation and promotion structure
Update and Expand Infrastructure to match new structure
Authorities and access (PC access in SO to driver)
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11. Lessons Learned from Angola re-structure (2:2)
Encourage deep engagement and input from Sub offices
Donor specific requirement (local)
Hidden dependency of SO on CO functions
Local reporting constraints (ex. access to system ex SCALA)
Procurement variations (ex. availability of local materials)
Plan for Staff Engagement & Motivation of Staff
Involve people in the process early
Transparent process and communication (explain why decisions are made)
Focus on increased morale following restructure
Ensure alignment of compensation with any expanded roles
Invest time and effort in Capacity and skill Building
Train staff for expanded roles and responsibilities (HR and Finance skills particularly important)
Utilize internal movement of people to up-skill in particular areas (ex. drivers took on more logistics role)
Ensure to allow enough time for training and Knowledge Sharing
Ensure support for key roles during transition
Spread training across all functions (ex. some HR training to people with expanded roles that now includes some HR functions)
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12. Key Focus Areas for Angola
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.

13. Current Situation Challenges Goals and Objectives
Policies / processes not updated to reflect restructure; Control mechanisms are still “old way”
Lack of documented processes for key tasks, especially for de-centralized functions
Quality of service is varied
High quality program support services
Clear and efficient processes
Flexibility in staffing
Processes and Systems
Fewer people to manage workload
Roles not allocated to effectively support the CO
Unclear roles, responsibilities, and accountability within and between ATL, CO, SO
Key role vacancies
Alignment of salary to new roles
Clear roles and responsibilities
Sustainable workload
Ownership and accountability for functions and processes
Opportunities for career development
Organizational Structure
Lack of appropriate skills to perform new (expanded) roles
Lack of time to perform new “merged” roles
High dependency on some key people and lack of succession planning
Maximize capacity of staff
Decreased dependency on key individuals
Understanding and compliance with CARE policies
Increased quality of service
Staff Capacity
Organisation and staff not yet settled after the re-structure
Lack of motivation of team to perform in new roles (and new policies)
Retention of key staff is a key concern
Motivated staff
Increased staff retention
Transparent organisation
Strong Leadership
Communication
© 2006 Accenture. All rights reserved.

14. Recommended Activities
Processes and Systems
Challenges
Recommended Activities
Benefits
Policies / processes not updated to reflect restructure; Control mechanisms are still “old way”
Lack of documented processes for key tasks, especially for de-centralized functions
Quality of service is varied
Schedule and conduct Process Design workshop with a representative sample of key stakeholders
Process steps
Inputs and outputs
Frequency and timing
Volume
Complexity
Identify improvements and level of impact to current operations
Document detailed process
Determine process ownership
Develop evaluation criteria and performance metrics
Efficient and effective processes
Increased quality and accuracy
Clarity around process
Knowledge documented for training and knowledge transition; provides more flexibility in staffing
Key Focus Areas
Procurement
Inventory
Finance
Tools & Resources
CARE Policies
© 2006 Accenture. All rights reserved.

15. Organizational Structure
Challenges
Recommended Activities
Benefits
Fewer people to manage workload
Roles not allocated to effectively support the CO (ie. Procurement)
Unclear roles and responsibilities within and between ATL, CO, SO (specifically Finance)
Key role vacancies (Fin Manager)
Unclear accountability and ownership of functions and processes
Alignment of salary to new roles
Schedule and conduct RACI workshop with a representative sample of key stakeholders
Transfer responsibilities into other positions (ex. Splitting out some Gen Svc activities)
Update job descriptions with appropriate skills and competencies
Review salary and other incentives for impacted positions
Develop transition plan for impacted people
Workload is appropriately spread
Defined ATL, SWARMU, CO, and SO roles and responsibilities will maximize capacity and support while maintaining local flexibility
Clarity in roles will increase accountability and ownership
Career development opportunities and performance criteria will increase motivation
Key Focus Areas
Procurement HR
Finance
General Services
Dependencies
Documented Process B C D A
Tools & Resources
Competency Model
CARE Transition Management Plan
© 2006 Accenture. All rights reserved.

16. Recommended Activities
Staff Capacity
Challenges
Recommended Activities
Benefits
Lack of appropriate skills to perform new (expanded) roles
Lack of time to perform new “merged” roles
High dependency on some key people and lack of succession planning
Training and Capacity building for key areas (Finance &HR)
Expand roles of existing team people to offload Admin function
Clear Knowledge Sharing documentation of key processes
Increased quality of service
Appropriate and role specific skills and knowledge among staff
Lowered dependency on specific individuals
Key Focus Areas
Finance
Procurement (Gen Svcs) HR
Conduct Skills Analysis to determine gaps
Develop Training Plan
Specific training
General training
Knowledge Sharing
Coaching and Mentoring
Conduct Training (conduct workshops ex. Finance)
Expand roles of existing team people (align with Org Structure activities)
Optimize Gen Services role / transfer and train responsibility (procurement etc.)
Plan for Succession Management for Key Roles
Assign ownership of key Capacity Building tasks
Dependencies
Clear Roles and Responsibilities
Polices and Processes
Tools & Resources
Training Guides
Support from HQ Learning Organization
© 2006 Accenture. All rights reserved.

17. Recommended Activities
Communication
Challenges
Recommended Activities
Benefits
Organisation and staff not yet settled after the re-structure
Lack of motivation of team to perform in new roles (and new policies)
Retention of key staff is a key concern
Ensure transparency across all processes
Increase communication within and across Offices (utilizing existing forums)
SMT to lead and inspire a positive culture
Motivated staff
Increased Staff retention
Transparent organisation
Key Focus Areas
Accountability / Honesty / Responsibility
Status / Progress / Current Events
Determine Communication Needs
Develop Communication Plan (Within and Across AL / SWARMU / CO / SO) including Communication activities & Meeting Calendar (audience, content, responsible)
Assign Owners
Publish/ Post Communication Plan
Obtain support materials (Communication materials (vision, mission posters, photos etc.)
Conduct Peer communication sessions
Dependencies
Training and Capacity Building
Clear Roles and Responsibilities
Tools & Resources
CARE Communication Guides / standards
Globally available Communication mtls
© 2006 Accenture. All rights reserved.

18. Support Activities – Process Workshop
Objectives
Procurement: (1) Update procurement policies, (2) Identify improvements, (3) Document roles, responsibilities, and accountabilities
Inventory: (1) Provide clarity around inventory policies, (2) Document roles, responsibilities, and accountabilities
Document in user-friendly template
Engage key staff in order to transfer knowledge of approach and “know-how” for using templates
Outcomes
Updated process to reflect re-structure (only 1 person in procurement)
Standardized process compliant with internal controls across CO (HO and SO)
Segregated roles by tasks in compliance with internal controls
Created clear criteria for authorization
Increased efficiency by minimizing control mechanisms (vary by amount)
Documented in user-friendly template
Knowledge sharing among admin staff from different offices within the CO
Trained admin staff on re-using the template and process
Materials that can be used for training and knowledge sharing
Decreased reliance on individual knowledge of process
Tool to support metrics and identify performance issues
© 2006 Accenture. All rights reserved.

19. DRAFT
© 2006 Accenture. All rights reserved.

20. Support Activities – Capacity Building Workshop
Objective:
To run a collaborative workshop identifying high level gaps and determining Angola’s Approach to capacity building
Engage key staff in order to transfer knowledge of approach and “know-how” for using tools and templates
Outcome:
Conducted high level capacity gap analysis
Documented Angola capacity building overview (see next slide for summary)
Identified potential learning barriers and developed mitigation actions (see next slide for summary)
Identified top 5 priorities and next steps
“Know-how” and user-friendly tools and templates
© 2006 Accenture. All rights reserved.

21. Capacity Building Overview
Angola Capacity Building Program
Specific Capacity
Building
General Capacity Building
Knowledge
Sharing
Coaching and
Mentoring
Orientation Training
Language (English)
Finance
HR Management
Systems (eg SCALA)
Monitoring and Evaluation
Proposal Development
CARE Policies and Procedures (refresher / orientation)
Vision and Values (refresher / orientation)
Accountability / Responsibility
Conflict Resolution
Transparency – what does it mean
New Roles
Promotions / Advancements
Succession planning
Existing Roles across CO/SO (ex. M&E)
New Roles…
Everyday coaching
Mentoring
High Level Components
DRAFT
Classroom training
External Training Courses
Workshops
Hints & Tips
Classroom training
External Training Courses
Presentations
Peer Sessions
Discussions
Hints & Tips
Regional / International visitors / Consultancies
Scheduled meetings and works shadowing
Site and Field visits
TBC
One on one sessions
On-the-job
Where performance issues have been identified
CARE Materials: Tips for Giving Feedback . Link to performance management
Sample Delivery Methods
© 2006 Accenture. All rights reserved.

22. Barriers and Suggested Mitigation Activities
Barriers to Capacity Building
Suggested Mitigation Activities
Nobody available to back-fill activities when person on training course
Lack of sufficient planning and prioritizing skills among staff
Courses often “2 weeks away” or out of country – difficult with local commitments
Run Workshop for Management to increase planning and prioritization skills
Success plan / plan for backfill options
Investigate local courses / alternative options for training and run smaller workshops to increase knowledge not “all or nothing”
Not Enough time to participate in Training
Most training courses are run in English
Most policies and procedures are in English
Majority of CARE documentation and training documentation are in English
Knowledge Sharing across CO’s are in English
Some lack of Portuguese in international staff
Conduct English training for key people
Investigate local course options
Translate key documentation into Portuguese
Run peer training sessions / workshop in Portuguese
Incentives, clubs and meetings in English
Lack of Language skills
DRAFT
Few local courses available – adding travelling expense to training cost
People leave organisation shortly after training for better employment offers
Nature of the business and program staffing (people leave after program ends)
Group sessions rather than individual training
Investigate available scholarships
Investigate what training that Donors will pay for
Implement and enforce existing policy of employee reimburse training if leave CARE within 12 months
Training is costly investment
Training not widely recognised as value-ad activity
Lack of personal commitment to training and improvements
Leadership team to promote learning as key activity
Incorporate learning into CARE Angola Culture
Training not a prioritized activity
© 2006 Accenture. All rights reserved.

23. Outcomes Global Benefits Country Office Benefits
Developed a good understanding of change management approach and process needed for successful a re-structure
Finalized an approach and frameworks to best capture, communicate and share findings with other CO’s
Insight and documentation of 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
Process Improvements
Capacity Building
Guidelines, templates and other support materials to be used in developing and implementing solutions
*Key Success Factor for achieving these outcomes was the significant time and effort commitment of CARE Angola Management and Staff
© 2006 Accenture. All rights reserved.

24. 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
Skype: jennie.perzon
Mobile: (Sweden)
Jennifer Jaramillo
Skype: jennifer.jaramillo
Mobile: (US)    
© 2006 Accenture. All rights reserved.