Overview Organizational Development Briefly review definition and - PDF document

Overview Organizational Development • Briefly review definition and purpose of Organizational Development • Introduce NuPITA Organizational Capacity Assessment process and tool • Apply process to a simulated situation New Partners Initiative (NPI) Round Two Partners’ Launch Meeting Dar es Salaam, Tanzania May 20-23, 2008 Defining Organizational Development • A planned effort, organization-wide , managed from the top, to increase organization effectiveness and health, “ Every organization is perfectly designed through planned interventions in the organization's to achieve the results it gets.” 'processes ', Donald Berwick, M.D., M.P.P. IHI • Process through which an organization develops the internal capacity to be the most effective it can be in its mission work and to sustain itself over the long term. • Collaborating with organizational leaders and their groups to create systematic change and root-cause problem solving to improve productivity and satisfaction by improving the human processes of getting work done . Organizational Elements Organizational Challenges of Expanding Programs? SUSTAINABILITY • Staffing • Creating/Strengthening the Organizational Structure Management Systems : : • Measuring Progress Planning Organizational HR • Keeping the Organizational Identity Structure Performance Mgt M&E • Strengthening Local Capacity • Improving Sustainability Leadership Governance Governance • Creating Effective Partnerships • Complying with new Requirements • Managing Finances MISSION 1

Assessing OD Needs • Identify Priority Areas • Assess where you are Organizational Development • Data • Information (OD) is a process • Input from staff, partners, clients • Identify Standards of Excellence • Best Practices • Measure performance against standards • Address Gaps – Develop and agree on an improvement plan – Set up team • Communicate & Implement • Measure progress at agreed upon intervals Example: Purpose of OCA NGO ORGANIZATIONAL ASSESSMENT TOOL (OCA) GOVERNANCE Stages of NGO Capacity Development and Characteristics Organizational Capacity Assessment (OCA) 1. Mission/Goals 1 2 3 4 The organization does The organization has The organization has clearly The organization has not have clearly defined clearly defined mission defined mission and goals that clearly defined mission and • Is available in many forms/structures to meet mission and goals. and goals but they do not reflect the organization’s structure goals that reflect the reflect the organization’s and context, but they are not organization’s structure needs of target audience current structure and written and posted. and context, are written, context, they may or may and are clearly posted not be written and posted • Assists organizations to review status against 2. Policies 1 2 3 4 organizational capacity standards to identify The organization has no The organization has basic The organization has constitution, The organization has well written constitution, written constitution and bylaws and some written policy conceived constitution and both strengths and weaknesses bylaws or operational bylaws but no written but policies may be incomplete bylaws and thoroughly policies to guide work, policies that guide work, developed operational human resources human resource policies to guide work, • Enables development of organizational management practices, management practices or human resources or financial management financial management management practices and improvement plans financial management 3. Structure, 1 2 3 4 • Provides framework for continual review of Roles and The organization has no The organization has a The NGO has an organizational The NGO has an formal structure and basic organizational structure which is well designed organizational structure Responsibilities OC achievements and program achievements member roles and structure with clearly and relevant to the NGO’s which is well designed and responsibilities are not defined lines of authority mission/goals; and roles and relevant to the clear. and responsibilities. responsibilities are clearly defined mission/goals, roles and • Builds internal capacity and appropriate, but some responsibilities are clearly positions are not filled. defined and appropriate, and all positions are filled. GOVERNANCE Sample Assessment Tool Stages of NGO Capacity Development and Characteristics 4. Stakeholder 1 2 3 4 Involvement (continued) The organization does The organization has The organization has complete The organization has not have complete some information about and up-to-date information about complete and up to date information about key stakeholders and service all key stakeholders working in information about all key stakeholders and providers in the area the same geographic and stakeholders working in service providers in the (geographic and technical area, has identified same geographic and area (geographic and technical) in which it where they are, what they are technical area and Management Systems Administrative Procedures technical) in which it operates, but this is doing and their expectations, but stakeholders participate in operates incomplete and out of does not hold regular meetings at least yearly reviews of date. with these stakeholders the HIV/AIDS activities HRM and their impact on the organization’s area of operation. Decision Making 5. Planning 1 2 3 4 Reporting The organization has no The organization has an The organization has an annual The organisation has an annual work plan. annual workplan and an workplan & an associated annual wokplan and an associated budget was budget was developed with associated budget which Financial Management Financial Management developed with participation of stakeholders. were developed with participation of The plan and budget are used to participation of stakeholders, but these guide implementation and stakeholders. The plan Financial Controls are not consistently used resource allocation. However, and budget are used to to guide implementation progress against the plan is not guide activities and and resource allocation. reviewed with stakeholders. resource allocation. Control over Assets Progress against the plan and expenditure is regularly reviewed Audits (monitored) by the organization and stakeholders and necessary adjustments made. 2

Sample Assessment Tool Using the OCA Process (continued) Sustainability Sources of Funding • Participatory Process -includes relevant IGA members of organization including financial, Community Leader Support administrative, technical, management and Technical Linkages leaders, partners, volunteers Information Systems Information Systems • Self-directed or led by external expert/facilitator Performance Management Standards & Supervision to give objective perspective and provide OD Indicators & Targets knowledge M&E • Periodically repeated to measure OD change Action Planning Service Delivery Service Delivery Preparation Prerequisites for success • Assemble a team All changes do not necessarily lead to improvement but all improvement requires • Amass relevant documents change . (IHI) • Identify place and time • Board and leadership commitment – (Process can take several hours to several • Openness to change days) • Management of Change OCA Outcome Applying the Process • Improvement plan aimed at addressing identified • Break into 6 groups; areas of weakness • Imagine yourself as part of an OCA team; • Plan is linked to measurable outcomes • Read the scenario; and • Plan includes objectives, actions, responsibilities, a monitoring strategy, a timeline • Answer the questions. and required inputs, including TA • Plan is periodically reviewed to measure effectiveness of strategies • OCA repeated annually to measure OD • Internal capacity development 3