SO IPG Forum (SOCCER)

1. SO IPG Forum(SOCCER) DUBLIN Sept 18 to 20, 2012

2. What is the SO IPG forum? • Established in 2006 as SOCCER The Support Office Consortium for Creating Enhanced Relationships • Supports Partnership initiatives from an SO perspective • A mechanism for SOs to discuss, coordinate and support members in common ministry issues • Share opportunities and challenges. • Share innovation, and experiences to align our work • While recognizing the uniqueness of each SO.

3. SO IP Forum members aim to: • Connect and influence key Partnership stakeholders • Promote program effectiveness • Share wisdom, learning and accountability • Enable effective and consistent messaging worldwide • Develop clear and transparent operating policies, including finance (cost-effectiveness) and quality assurance • Through our work, enable field partners tackle the causes of poverty for sustainable impact

4. SO IPGs of the Future Child well BEING OUTCOMES • What does a support office look like thatcontributes to achieving child well-being outcomes? • IPGs will cultivate relationships with our stakeholders (internal and external) to create an environment where Regional Offices nurture the growth and health of national offices to enable them to effectively contribute to child well-being outcomes and aspirations

6. So what is likely to change? • IPGs focus will be on outcomes/impact and not activities/inputs and outputs • IPGs role will become more and more internal facing to support donor accountability and retention. • IPGs field-facing role will be primary directed at building the organisational capacity of National Offices through regional offices. • The primary responsibility for child well-beingoutcomes will lie with the National Offices. • IPGs may decide to use their spare capacity ( if any) through GTRNto provide services to the field or by field placements. • IPGs will manage by exception based on clear minimum standards of direction & controland/or as directed by fiduciary and legal requirements.

7. Agenda focus • SO IPG Future • GTRN and CPMs • CWB Targets • PSTs - PCRs ****

8. Talking points from SOCCER regarding IPG future20-22 June 2012

9. Summary • Re-affirm • Recognize • Summary of SO IPG roles • Critical misconceptions

10. (Re) Affirm IPG: The Way Forward, Code of Engagement and FedNet Common responsibility through partnership to achieve CWB, assure primacy of community and donor accountability. Reference The Way Forward Page 2 (from Going Forward) A place at the table for SO’s. Example removal of SO involvement in the Partnership Initiative Approval Process Request SO leadership to work in an united manner with GC to re-establish a genuine partnership approach.

11. Recognise SO IPGs are structured differently with a variety of roles which correspond to their own contexts and funding mix. • There are two main components to the GC debate around the role played vis-a-vis the NO/programmes: • Ensuring programme quality/DM&E and technical support – supplement field capacity as & where required (governed by PSC & PST) • Ensuring accountability to donors – there is a minimum level of oversight required by law/by industry

12. Summary of the role of the SO IPG • Each SO has minimum requirements/responsibilities, determined by their own legislative context (government, industry, 'good practice' directed) which are permanent parts of the role. • Legal requirements: “direction and control”; “ability to influence the management of funding” • Used “for charitable purposes” • Approval of activities • WVG - “auxiliary” actors • Sectoral “musts” e.g. gender • Moral and ethical duty • We are working towards a time when NOs have sufficient capacity for SO IPGs to decrease in size to the minimum number of staff required to undertake these requirements/responsibilities at (1) We are not there yet in terms of demonstrating impact/evidence. Quality assurance: competent performance against agreed upon standards & programme effectiveness (relevance & impact)

13. Summary of the role of the SO IPG cont. 3. In the meantime/ transitional roles: • PCR gives us the risk and capability rating of NOs and SOs assisting us to determine where support is needed and which SOs can provide directly or need to 'buy it in‘ • PSC/PST – engage to ensure (1) “no programme left behind” and (2) other support requested by NO around OCP. • PST coordinates capacity building and is guided by PCR Rating. For bigger NOs there may be value in a higher strategic conversation to complement. • PSC outlines where extra oversight and assistance is needed • GTRN provides a database for resources. Registration (ensuring accreditation over time), trips & DME/LEAP cycle related travel • Multiyear budgeting – best intention to project commitments • SOs will always have a right to: • Approve PDD & budget; • Review reports & financial statements; • To do monitoring visits; • To raise concerns; • Trigger line management action; • To intervene; • To withhold/ stop funds.

14. Critical Misconceptions • SO Ministry related costs are all field related – growth also reflects increasing importance of advocacy • Travel costs are all DME related – trip rationale is often mixed and oversight/monitoring related • Resources are “reallocateable” • Evidence to date suggests no major work load reduction for CPM’s due to PSC rating. 79% of NO’s are consolidating and 5% are at base indicating continuing support is essential. Furthermore work is not only rating- related but also tailored specifically by context. • CPM roles are increasingly “inward facing” to support fundraising & other SO based work. • SO are not working towards shared services and are duplicating efforts

15. World Vision Canada International & Canadian programs SOCCER update Dublin – Sept. 18, 2012

17. The Right People 7-S Model Eg. Grant Writing Decision Making Style Eg. Procedures , activities HEA, IP etc. WVC/ICP Strategy Mission, Vision, Values

18. ICP strategic priorities • Evidence-based approach (WVC and ICP Strategic Objective) Ensure WVC-funded programs align with the Partnership’s evidence-based approach to help improve program quality and achieve child well-being aspirations, outcomes and targets. • Disaster resilience, response and rehabilitation Improve disaster management response & policy, with emphasis on reducing disaster risk, strengthening responses to slow-onset humanitarian crises & fragile contexts, and engaging Canadians to respond. • Canadian Programs(WVC and ICP Strategic Objective) Expand our work with new and existing Canadian Programs partners to improve child well- being, including a focus on aboriginal families facing urban poverty. • Organizational Capacity Building with Partners (ICP Strategic Objective) Strengthen ICP as a leader in program and organizational capacity development with international and domestic partners.

19. ICP strategic priorities • ICP Revenue (WVC and ICP Strategic Objective) • Grow financial contributions by enhancing existing resource development activities. • Organizational Capacity Building within ICP (ICP Strategic Objective) • Develop and implement an adaptive plan for capacity building of our division, departments and business units. • Collaboration and Innovation (ICP Strategic Objective) • Establish ICP as a World Vision leader in collaboration and innovation resulting in an innovation incubator. • FedNet and IPG Way Forward (ICP Strategic Objective) • Integration of the principles and practices of FedNet and the IPG Way Forward into the strategic operations of ICP.

20. Fortifying our Dual Ministry Resource Development Program Quality

22. PCR ratings B – Base C – Consolidating E - Established WVC Regional Portfolios FY 13 -15

23. International Programs Structure • Regional (Geographic) Teams – The regional teams will be primarily responsible for implementing WVC’s strategy for the respective regions by directing our investments to the WVC priority countries and building the required field capacity to maximize impact. They also remain the primary liaison and point of contact for the field. • Quality Assurance Unit – The main purpose of the Quality Assurance unit is to elicit evidence of program quality and results from program cycle (DME) documentation and provide synopsis, recommendations and feedback to all relevant stakeholders based on document desk reviews. They will support most of the WVC-facing compliance requirements. • Sponsorship Unit - The overall purpose of this unit is to support the Director of International Programs to manage sponsorship as it relates to the International Programs Department, both internally (WVC) and externally (National Offices, Global Centre.)    • SectoralIntegration:The purpose of this Unit is to provide strategic leadership for integration of sectors working toward the four Child Well-Being targets (Nutrition, Infectious Disease, Education and overall Child Well-Being) within I&CP and WVC.

25. GTRN& SO Program Staff

26. GTRN – SO program staff • Phase I – end of FY12 • Create an option in GTRN for CPMs to register • Determine a basic profile application for CPMs. • All CPMs registered • Kerin to send paragraph on how they handle the finances • Check with HR/P&C

27. GTRN – SO program staff • Phase II – Q1 FY13 and ongoing Travel/Tracking of movements • Phase III – Q2-Q4 FY13 Development of financial mechanisms • Phase IV – Q2-Q4 FY13 Systems set up to validate Determine the standards for CPMs – the minimums In terms of technical standards and competencies.

28. GTRN – What are we trying to achieve? • While each SO is unique, we also need to have some minimum stds for field facing work… to monitor but also to add value and to ensure consistency. • An opportunity for Performance tracking • Consistency in the level of support provided • Professional growth/ validation • Global standards/ competencies • Body of knowledge

29. WVC Pilot • All SO IPG staff registered on GTRN. • We are ready to also track their field trips starting from Q1 FY 13.

31. SME – SO Programme Staff • Create GTRN account : • Log in and Agree to Privacy disclaimer on first Log in only. • Complete profile: • Education, accreditations, languages, supporting documents, field experience, Upload your resume. • Apply to be an SME – link on home page: • Select area/s of expertise Application includes Approaches and methods, competencies. When applications are completed, click Save for Review & Validation*: *Your manager is notified to approve your application. On manager approval notification goes to assigned Lead for Validation. You will be notified when validation process is complete. Technical Standards and competencies are being reviewed Availability and rate is requested automatically which is under review for SO Programme Staff • http://gtrn.wvcentral.org/ • https://www.wvcentral.org/initiatives/GTRN/Pages/default.aspx

32. Tracking SO Programme Staff Proposed Process to start in October in WVCanada: • SO Programme Staff creates Request and share Request ID with manager for their review • TOR • Budget • TOR detail is negotiated with staff and manager • Notify NO of engagement – with access to TOR and details • Complete Engagement • Submit review of engagement - SME and NO • Actual budget included

33. http://gtrn.wvcentral.org