Logical Framework Matrix: Organizational Development 2005

Transcription

1 Logical Framework Matrix: Organizational Development 2005 Overall Goal Indicators Sources of Verification Assumptions/Risks Better programmes and service delivery to the most vulnerable in the Russian Federation through enhanced organizational capacit y of the Russian Red Cross Health context in Russia as well as in participating regions is improved; regional vulnerabilities are reduced and the lives of the most vulnerable in the Russian Federation are improved; RRC as a single entity is moved closer to the Characteristics of a Well-Functioning National Society Participating RRC regional branches are moved closer to the Characteristics of a Well-Functioning Regional Branch UNDP Human Development Index (HDI) for Russia as well as HDI for participating regions WHO International Statistical Classification of Diseases and Health-Related Problems 10 th Revision (ICD-X) Reviews and reports of relevant National and international organizations and agencies Statistics Internal and external assessments and reports Stable and predictable political and economic national context Russian Red Cross Statutes are followed Composition of core executive staff at the headquarters level remains stable No major changes in Russian Red Cross leadership occur Programme Objective Indicators Sources of Verification Assumptions/Risks A stronger Russian Red Cross headquarters and participating regional branches through better coordination, self-assessment, planning and youth development. Russian Red Cross programme activities correspond to priorities outlined in Strategy 2010 A coherent approach to managing capacity building and organizational development process on regional level is ensured in at least 25% RRC regional branches Wider range of activities with more diverse and focused programs responding to regional and local vulnerabilities - in participating branches total increase in programs is estimated at 20% Total RRC programmes supported by donors outside International RC/RC Movement are increased by at least 20% Regular programme updates by Russian Red Cross Annual consolidated Statistic reports and Statements of accounts Reports from monitoring, evaluation and audit missions Strategic, operative and annual plans worked out by the regional branches Programmes and projects designed by the regional branches Financial and methodological support is ensured Positive image of the organization is maintained Relevant and qualified staff is involved Organization resources are not overwhelmed by sudden rise in vulnerability levels 1

2 Share of locally raised funding has increased by 5% per year Monitoring results indicate high quality of services provided in 65% of cases and their 100% relevance Number of young people involved in assessment, strategic and programme planning and implementation is increased by 50% Monitoring reports RRC regional branch Humanitarian passports (data on branch capacity, region s proneness to disasters, demographic and social statistics etc.) Sufficient coordination at the Headquarters level is ensured Adequate support to youth is provided by the leadership in the regional branches Expected results Indicators Sources of Verification Assumptions/Risks 1. Consistent and systematic organizational analysis, self - assessment and strategic planning is introduced into RRC Headquarters and regional branches practice 3 Workshops on organizational analysis, self-assessment and strategic planning took place 3 Round Tables to present regional Strategic Development Plans took place 36 staff representing 18 RRC regional branches staff are trained and coached in organizational analysis, self -assessment and strategic planning Consistent and systematic data and information collection on regional vulnerabilities and branch capacities and performance in line with proposed methodologies is ensured in 50% of the RRC regional branches A Federal data base on regional vulnerabilities and branch capacities is introduced and managed in RRC HQ. 100% participating RRC regional branches manage systematic and consistent assessment and strategic planning 18 participating RRC regional branches have carried out selfassessment and organizational analysis in line with proposed methodologies, matrix and frameworks resulting in regional branch Health Check-up Logbook Workshop assessment reports Staff appraisals Opinions and references from the Federation, ICRC and PNS experts Feed-back from the RRC regional branches Regional branch Health Check-up Logbooks in hard and electronic copies Regional Strategic Development Plans in hard and electronic copies Regional Reports Monitoring and evaluation reports Federal data base (card index) Humanitarian Passports of the Regions Plans reflect emerging needs and new methods to meet them Human, technical and financial resources are available Staff involved both in HQ level and in branches is qualified and relevant committees is ensured Legal status of the regional committees and other bodies of Russian Red Cross is adequate (mission, governance, scope of activities) 2

3 18 participating RRC regional branches have designed their Strategic Development Plans in line with proposed methodologies, matrix and frameworks, where Strategic priorities reflecting community needs are set Activities of RRC branches where Strategic Development Plans have been designed and adopted correspond to plans by 80% 2. Consistent and systematic Vulnerability and Capacity Assessment and project planning is introduced into RRC regional branches practice Vulnerability and capacity assessment using PRA (Participatory Rural Assessment) methodology is carried out in 2 pilot regions Methodologies and mechanism of accountability to beneficiaries involved in the VCA are worked out Guidelines on how to plan and manage VCA in the communities are drafted, approved and disseminated in the regions 1 Training session for regions on VCA/PRA methodology is carried out 2 training sessions on Project Planning Process took place 30 staff representing 15 RRC regional branc hes staff are trained and coached in Project Planning Process Opinions and references from the Federation, ICRC and PNS experts Feed-back from the RRC regional branches Feed-back from the communities and beneficiaries involved in the Programme Workshop assessment reports Staff appraisals Regional Reports Monitoring and evaluation reports Human, technical and financial resources are available Staff involved both in HQ level and in branches is qualified and relevant committees is ensured 15 staff representing 8 RRC regional branches staff are trained and coached in Vulnerability and capacity assessment using PRA (Participatory Rural Assessment) methodology 100% programmes and projects are drafted in participating RRC regional branches in conformity with unified methodologies and matrix and in coordination and collation with the branches Strategic Development Plans and Operative Plans of Action Number of projects submitted and approved for implementation by the participating RRC regional branches is increased by 20% 3

4 3. Coordination between RRC Headquarters and regional branches is enhanced through improved communication and information sharing A RRC web-site is continuously and properly managed. A centralized server for all the RRC regional branches is continuously and properly. Total RRC branches using the web-site for information sharing is estimated at 75% Total RRC branches using the server is estimated at 90% Total 75% RRC regional branches get timely relevant information from the HQ and give their feed-back Internet Quarterly and annual reports from branches to the leadership of Russian Red Cross Reports by revision commission (consisting of Russian Red Cross branch chairpeople and central committee representatives) Technical and financial resources available committees is ensured Staff involved both in HQ level and in branches is qualified and relevant Agreed deadlines are met in 90% of the cases in the regional branches who have access to web-site and server Federal data base 4. Financial management and resource mobilization in RRC regional branches is improved A unified and standardized 1C accounting software is developed and adopted by 6-8 RRC regional branches A Financial Management Manual is developed Computerisation of finance offices in 6-8 pilot regional branches; installation of reference software Consultant+ and Garant ; access to Internet; Standards of fiscal control are introduced in the RRC regional branches and adhered to Monitoring reports Workshop assessment reports Staff appraisals Results of external audit Collection text in hard copies and electronic version State standards of fiscal control remain stable Tax legislation remains stable Positive image of the organization is maintained branches is ensured A Collection of resource generation best practice cases is compiled and disseminated in the regions Legal status of the regional branches and other bodies of Russian Red Cross is adequate (mission, governance, scope of activities) 5. RRC Youth Movement is more consolidated and enhanced both in Federal and regional levels and more actively engaged in RRC A Youth section within RRC Headquarters framework is set up and starts operating Field Assessment and Review of Youth performance and capacities in the regions is carried out RRC HQ Youth Section s quarterly and Annual Reports Opinions and references from the Federation, ICRC and PNS experts Plans reflect emerging needs and new methods to meet them Human, technical and financial 4

5 programme management A Youth Rally to discuss Youth achievements and lessons for the last 5 years and challenges for the next decade is held A Strategic Plan of RRC Youth Development drafted and adopted 2 Workshops to discuss Draft Strategic Plan of RRC Youth Development are held Methodologies and matrix for RRC Youth Basic Training Course are worked out Monitoring reports Workshop assessment reports Staff appraisals A Strategic Plan of RRC Youth Development in hard and electronic copies resources are available Staff involved both in HQ level and in branches is qualified and relevant committees is ensured 1 regional RRC Youth Basic Training Course is carried out Activities Resources Sources Preconditions Workshops on organizational analysis, self-assessment and strategic planning participating RRC regional branches carry out their self-assessment and organizational analysis in line with proposed methodologies, matrix and frameworks resulting in regional branch Health Check-up Logbook participating RRC regional branches design their Strategic Development Plans in line with proposed methodologies, matrix and frameworks Round Tables to summarize regional assessment process and to present and discuss regional Draft Strategic Development Plans 1.5 Consistent and systematic data and information collection on regional vulnerabilities and branch capacities and performance in RRC regional branches Human resources (1 RRC HQ OD Officer; 1 Financial Coordinator, Consultants -OD and IT experts Funding (to conduct 7 self assessment/ strategic development workshops, 7 Round Tables, 2 Workshops on RRC SDP and cover administrative costs Office equipment (1 fax machine, 1 printer, 1 copy machine) Software Stationery Office expendable materials and stuff Reference materials skills (methodologies, Workshop participants are relevant and committed Regional committees are sufficiently equipped (computers) and have access to Internet 5

6 1.6 Managing a Federal data base (card index) on regional vulnerabilities and branch capacities in RRC HQ 1.7 RRC branches capacity mapping in RRC HQ 1.8 Managing a centralized server for all the RRC regional branches for improved information sharing 1.9 RRC Strategic Development Plan drafting workshops to discuss RRC Strategic Development Plan 1.11 RRC Strategic Development Plan refining and adoption 2.1 Vulnerability and capacity assessment using PRA (Participatory Rural Assessment) methodology in 2 pilot regions Workshops on Project Planning Process using findings of the regional VCAs 2.3 Working out methodologies and mechanism of accountability to beneficiaries involved in the VCA 2.4 Drafting Guidelines on how to plan and manage VCA in the communities. 2.2 Approval and dissemination of the Guidelines on how to plan and manage VCA in the communities Human resources (1 RRC HQ Assessment Officer; 1 headquarters finance officer; 1 Consultant VCA/PRA expert) Office equipment (1 PC (Word processor) Software Stationery Office expendable materials and stuff Reference materials skills (accounting, Training sessions participants are relevant and committed 2.6 Training session for regions on VCA/PRA methodology 3.1 Managing a RRC web-site 3.2 Information sharing on entire spectrum of OD issues in OD Forum of the RRC web-site Human resources (1 RRC HQ OD Assistant Officer;) Office equipment (1 computer) Funding (to manage RRC web-site) skills (methodologies, Regional comm ittees are 6

7 sufficiently equipped (computers) and have access to Internet 4.1 Capacity assessment of selected Russian Red Cross branch resources available to enable adoption of unified accounting system 4.2 Development and introduction of Financial Management Manual 4.3 Training workshops on financial management and resource mobilization techniques for 6-8 selected branches; finance officers involvement in state tax system sensitization seminars 4.4 Adoption of 1C accounting software adequate for application throughout selected Russian Red Cross regional committees Human resources (1 HQ coordinator; 1 headquarters finance officer; 1 consultant) Reference materials for manual production Software («Garant», «Consultant+») Funding (to cover administrative costs) Services of commercial and audit companies skills (accounting, Regional committees are sufficiently equipped (computers) Workshop participants are relevant and committed 4.5 Computerisation of finance offices in 6-8 pilot regional committees; installation of reference software Consultant+ and Garant ; access to Internet 4.6 Exchange visits between selected 6-8 pilot branches 4.7 External audit in 6-8 pilot regions 4.8 Compiling a Collection of resource generation best practice cases 4.9 Dissemination of the Collection to the regions 5.1 Setting up a Youth section within RRC Headquarters framework 5.2 Field Assessment and Review of Youth performance and capacities in the regions Human resources (1 HQ Youth Coordinator; 1 headquarters finance officer; 1 Consultant Youth expert) Funding (to conduct Youth Rally, 2 Workshops to discuss Draft Strategic Plan skills (accounting, 7

8 5.3 A Youth Rally to discuss Youth achievements and lessons for the last 5 years and challenges for the next decade 5.4 Drafting a Strategic Plan of RRC Youth Development of RRC Youth Development, 3 regional RRC Youth Basic Training Courses and cover administrative costs Workshop participants are relevant and committed Workshops to discuss Draft Strategic Plan of RRC Youth Development 5.6 Strategic Plan of RRC Youth Development refining and adoption 5.7 Working out methodologies and matrix for RRC Youth Basic Training Course regional RRC Youth Basic Training Courses Office equipment (1 PC notebook, 1 PC (Word processor) Software Stationery Office expendable materials and stuff Reference materials 8