At the end of 2011, based on internal and external analysis, 21 recommendations for organisational improvement were formulated to improve the functioning of programmes in the field and fundraising. Approximately two-thirds of these recommendations were implemented during 2012. War Child prioritised the clusters Planning & Control, Roles & Responsibilities, and Innovation and created a multi-year programme, Organisational Development 2.0 (OD 2.0). An important spin-off of OD 2.0 is the fruitful collaboration in all field projects between field staff and head office employees, bridging the gap between both worlds.
Planning & Control, Roles & Responsibilities
Minimum standards were developed for many organisational processes. These standards provide a quality framework for managers who deliver daily results in field projects or at head office. In addition, they enhance clarity in terms of ‘who does what’ and fill the gap of currently missing checks and balances between the field and head office. Standards were developed for:
- global advocacy
- child safety
- global fundraising
- grant management
- human resources
- policy development
- project management
- quality assurance
Lastly, War Child has adapted the Planning & Control Policy in order to align the process to War Child’s decentralised organisational design, adapt it to the planning and control cycle and stimulate a more result-oriented culture.
Due to lack of senior management on the project, further development on innovation has been delayed. It will be taken up in early 2013 in order to successfully implement new fundraising formulas.
The planned strategy review was postponed to 2013 because of the change of the executive director.
Until 2012, Key Performance Indicators (KPI’s) were not specified to the operational level. This caused confusion about responsibilities. In 2012 these indicators were also introduced at the department and sub-department levels, clarifying how every War Child employee contributes to the targets.
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