CARE Angola Staff Capacity Building

1. CARE AngolaStaff Capacity Building Workshop Outcomes September 2006

2. Outline • Staff Capacity Current Situation • Barriers and Suggested Mitigation Activities • Capacity Building Elements • Capacity Building Overview • Proposed Actions Going Forward – Top 5! • Insights and Notes (Skill Gaps) • Language • Finance • HR • Samples / Hints and Tips • Checklist for Developing a Training Plan • Hints and Tips for Knowledge Sharing • Hints and Tips for Coaching and Mentoring

3. Staff Capacity Current Situation Key Focus Areas • Finance • Procurement (Gen Services) • HR Dependencies • Clear Roles and Responsibilities • Polices and Processes Tools & Resources • Training Guides • Support from HQ Learning Organization 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 Training and Capacity building for key areas Conduct Skills Analysis to determine gaps (for prioritised areas) Develop Training Plan • General (ex. Policy and Procedures, English, Computer skills) • Role Specific (ex. HR Knowledge Sharing (RMU, CO)) • Function Specific (Finance workshop (ATL, SWARMU, CO, SO) and SCALA) • Develop / Source training materials / Job aids Conduct Training Expand roles of existing team people Optimize Gen Services role / transfer and train responsibility (procurement etc.) Plan for Succession Management for Key Roles Set up Knowledge Sharing Schedule for key activities

4. 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 • 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

5. Capacity Building Elements

6. Capacity Building Overview Angola Capacity Building Program Specific Capacity Building General Capacity Building Knowledge Transfer 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 • Etc. • New Roles • Promotions / Advancements • Succession planning • Existing Roles across CO/SO (ex. M&E) • New Roles • Everyday coaching • Mentoring High Level Components • Classroom training • External Training Courses • Workshops • Hints & Tips • Classroom training • External Training Courses • Presentations • Peer Sessions • Discussions • Hints & Tips • Regional / International visitors / Consultancies • Use existing CARE Approach and Materials • One on one sessions • On-the-job • Where performance issues have been identified • CARE Materials: Tips for Giving Feedback . Link to performance management • Scheduled meetings and works shadowing • Site and Field visits • Use existing CARE Approach and Materials Sample Delivery Methods

7. Proposed Actions Going Forward • Conduct Comprehensive training Needs Analysis and Develop Training Plan • Run training workshop with key representatives from CO and SO (use sample agenda in this presentation) • Develop and Document Training Plan (use sample Training plan checklist in this presentation) • Assign and spread responsibility of Capacity Building to various staff in the organisation • Align plan with existing initiatives and learning groups underway (ex Prop Dev and Governance – Daniel) • Hints and Tips: • Investigate support options (Regional, Global) • Use Knowledge Sharing for brainstorming what has worked in SO (ex Peer sessions in Kuito, Driver role expansion training in Kilama Kiaxi) • Update Orientation training Pack (HR working group under way) • Check with other CO’s for other materials • Check with ATL for CARE vision, mission and global stories materials • Develop Training Plan – English Specific • Conduct detailed needs analysis • Run workshop for Management to learn planning and prioritise (homework to do a plan how to fit in training in their role) • Investigate options and present to Robert • Timing: ASAP • Hints and Tips: • Group Learning ongoing in CARE office (contracting a local English teacher) • Run some meetings in English • Establish an English Club (Maria) • Subscribe/Collect/Distribute English magazines/books etc. • Focused effort on Knowledge Sharing (inexpensive, flexible, utilising key existing knowledge) • Expand on existing working groups • Apply a structured Approach to Knowledge Sharing (scheduled activates, set agendas with purpose and outcomes listed, group and individual sessions) • Topics: Monitoring and Evaluation, Finance • Hints and Tips: • Assign owners for developing a plan and gain sign off • Align with existing activities (ex Daniel’s Governance Learning Group) • Leadership and Management to continuously promote training as important and priority for individuals and CARE Angola as a whole!!

8. Insights and Notes – Skill Gap (Language) • Objective • Increase the language skill level among the staff in order to: • Meet minimum standard of language capability needed in order to perform day to day activities and interactions with key stakeholders (Other CO’s, Other colleagues, Donors and ATL HQ) • Increase flexibility in the distribution of roles and responsibilities within CARE Angola Operations • Recommended Activities • Conduct thorough skill gap analysis • English (broadest need within CARE Angola) • Portuguese (needed for some new international staff) • Local Languages (needed for some program staff in order to interact with locals) • Target Audience (English) • Admin Staff (approx 3-5 staff) • Driver (Tony) in order take on some responsibility • Assistant (Georgina) in order to take on some additional responsibilities • SO Admin staff - TBC • Finance Department (4-8 staff including SO) • Communication with ATL Finance Department • Program Officers and Upward • Interaction & Communication with Donors • Interaction with Donor Technicians • Interaction with Consultants • Donor Reports • Interaction with other CARE people in other CO • Action Notes • Investigate possibility of contracting an English Teacher

9. Insights and Notes – HR (Skill Gap) • Objective • Increase the knowledge and skills within the HR function for CARE Angola. Explore opportunities to offload some activities from the HR Manager. • Recommended Activities and Actions • Conduct a detailed skill gap analysis of people involved in the HR process • Expand Knowledge Sharing opportunities (some already under way) with other HR Managers • Develop and document clear processes, policies and guidelines for key activities • Investigate further decentralize options and train for delegation of some tasks to SO • Recruitment • Run training sessions (orientation and standard) • Investigate the possibility of General Training Materials to be developed, translated and trained by HQ (to offload some time intensive activities from HR Fucntion) • Care Vision / Mission materials • HIV Policy • Gender Policy • Annual Appraisal documentation • Other general CARE Orientation materials • Determine possibility of peak period support to CO from Region / other offices • For example Recruitment peaks of senior positions (upstart of new programs) • Target Audience • HR Manager • HR Responsible within the Sub-offices

10. Insights and Notes – Finance (Skill Gap) • Objective • Increase capacity & knowledge within finance function • New Finance Manager introduction • Prepare for fresh start for “new projects” • Team building • Prepare team for audits (internal and external) • Document high level processes and develop job-aids • Highlight areas of further training / development / coaching needs • Recommended activities • Run Finance workshop • Align with other Finance function support activities • Investigate Regional, Global Support (Materials, Experts, Teacher) • Finance Conference / Workshop • General Finance Training (concepts, interdependencies, audit requirements) • CARE Angola Finance Process (inputs and outputs) • Finance Process timeline (when things need to be done) • CARE Finance Systems Overview (SCALA & CRYSTAL) • Roles and Responsibilities (HQ, CO, SO, Program incl. specific roles and separation of duties) • Target Audience / attendees: All Finance team and potentially program managers to understand finance function (and their responsibilities) • Action / Notes • English training needed for Finance Manager

11. Sample - Checklist for Developing Training Plan • Determine Training Need (who needs the training, why, when, who else?) • Confirm training method (what is the best option, existing course, does anyone else have the knowledge, can we run a peer training session, is it possible to coach?) • Investigate training courses (what is available, what are the comparative prices?) • Tailor training materials / obtain training curriculum (if training in-house, what updates do we need to make to materials, can we source this from ATL?) • Develop course materials • Develop job aids • Determine Prerequisites (what does the participant need to know prior to the course – how can they learn this?) • Schedule Training Event and choose participants • Audiences for each course (who should attend the training?) • Plan participant communications • Schedule facilities & requirements • Schedule training • Update training materials as needed • Evaluate training effectiveness • Plan for ongoing support (identify a good coach, mentor etc.) • Assign owner for Training Course and materials for future use (Training Manager)

12. Hints and Tips for Coaching and Mentoring • Mentor Tips • Make your role as a mentor a high priority - make time and keep the commitment. Don’t wait for your mentee to call - be in regular communication. • Be positive and honest with your mentee. • Share your experiences and tell your stories - personal scenarios offer valuable, often unforgettable insight. • Share your failures and successes - both types of stories are powerful lessons that provide valuable opportunities for analyzing individual and organizational realities. • Build a relationship in which the mentee feels comfortable raising personal and professional difficulties openly. • Network with other mentors for ideas and support. • Respect confidentiality and at the outset, identify “ground rules” for confidentiality with your mentee • Mentee Tips • Strive to gain the respect and trust of your mentor. • Show interest in the projects, ideas, thoughts and abilities of your mentor. • Give your mentor feedback on how your relationship is working. • Respect the confidentiality of mentoring discussions. Don’t repeat confidential or sensitive information about people, projects, or politics that your mentor may share with you. • Take responsibility for managing your career. • Be honest and realistic in your self-assessment of skills and knowledge and validate these with your mentors. • Be respectful of your mentor’s time and express appreciation. Learn from your mentor’s successes and failures. • Look for multiple mentors who can guide you in a variety of areas.

13. Hints and Tips for Knowledge Sharing • Objectives of Knowledge Sharing • Establishing key relationships • Identifying key information and knowledge required • Documenting key processes and contacts • Sharing success stories / hints and tips for improvement • In order to maintain continuity of business operations as well as transfer all relevant knowledge to the new person, a number of activities will be undertaken • Overlap in responsibilities between < enter weeks as per case by case basis > weeks • Overview / workshop / meeting • Detailed overview of key responsibilities • Relevant Processes Overview • Status Reporting • Individual responsibilities • Dependencies / issues • Other areas of key responsibilities • Overview meetings with relevant other people from the team/ organization • < Enter team names > • < Enter other key contacts > • Handover of Responsibilities (Planning, Reporting and Daily activities) • Ongoing for the next < Enter relevant timing> weeks, the new person will phone/meet weekly to validate approach, progress and issue resolution.