1. © 2005, CARE USA. All rights reserved. CARE Rwanda’s Experience on MSC Re-visioning & CO business plan workshop 16-20 March 15

2. © 2005, CARE USA. All rights reserved. Background: Accountability? December 2013, CARE Rwanda developed accountability framework: internal accountability being key Experience in using CSC with community members Gisagara district used CSC and was proven successful for the district administration CARE learnt from this and decided to include it in the internal accountability February 29, 2016 2

3. © 2005, CARE USA. All rights reserved. CARE Rwanda Accountability framework From the December 2013 workshop, CARE Rwanda defined its 4 accountability pillars:

4. Why do we want to be accountable as CO/ Management  To walk the talk: We are good in communities; we are looking and promoting transparency but how is it internally?  Improving our relationship with staff/ one another; same voice towards respecting our values and achieving impact  Information sharing on CO direction and priorities  Staff voice and participation in decision making processes in respect of our values  Improve partnership informed by feedback from stakeholders

5. Internal accountability: MSC Objectives  MSC aims to provide a formal avenue for engaging dialogue between staff and management on sensitive and tangible issues  Enable and respond to staff feedback on management (SMT) decisions; specifically, on set priorities and directions for the CO.  Aims at measuring and improving the quality of working environment and relationships, within the framework of AOP, SMT ToR, policies and procedures  Enable the CO management to improve its performance

6. © 2005, CARE USA. All rights reserved. What were expectations  SMT accounts to Staff: (SMT need to take in good faith the consequences of being SMT)  We can’t say we have changed and keep OUR OLD ways of doing business  Improved culture among CARE Rwanda team for providing/giving feedback (+ve and _ve)  LEARNING - agility to learn and listen Apollo” Accountability is not a choice for us as SMT, it is a must (consequence of true- leadership)….”

7. © 2005, CARE USA. All rights reserved. MSC process Staff orientation and awareness on MSC steps and expected outcome + selection of MSC animators Training of MSC animators; translation and avail key documents (SMT ToR, AOP, ) Facilitate a staff meeting to prioritize issues that needed to be scored on (SMT excluded) + Define indicators for the issues prioritized Input tracking, collection and gathering information on issues raised from all departments and individuals. Design the scoring matrix by the MSC animators SMT members and staff agree on the scoring matrix facilitated by MSC animators Staff and SMT organize respectively the scoring exercise (same issues raised, same indicators) Interface meeting: Staff and SMT get together to discuss, dialogue and challenge the scores given by both sides: Reasons for scores are discussed and agree on the same score Joint Action plan is developed by Staff and SMt based on the agreed scores: role and responsibilities are clarified and a timeline for implementation is fixed.

8. © 2005, CARE USA. All rights reserved. Lesson learnt on the process! Selection of MSC animators “HOLD YOUR LEADERS ACCOUNTABLE AND INFLUENCE THE DIRECTION YOUR OGANISATION IS TAKING!” The first meetings had hesitations: Staff and SMT members were not sure on whether the process is healthy ! “Bazatwishyiramo” Said one driver

9. © 2005, CARE USA. All rights reserved. MSC Lesson learnt  Staff challenged why they are not involved in the development of the CO AOP  Staff at different levels have skills/capacity to lead on CO strategic priorities (SMT score card animators, good facilitators)  MSC animators have done the excellent work that needs to be recognized in their APAA  Contrary to many warnings, the SMT-staff interface meeting was extremely open, fair, transparent touching even sensitive issues generally a taboo in Rwandan culture  MSC process revealed information gaps on the side of staff and SMT had to address that

10. © 2005, CARE USA. All rights reserved. MSC Challenges  Workload limiting staff participation  A learning process that needs huge time for documentation!  Most CARE documents are in English while staff discussions are in Kinyarwanda. Staff needed to understand strategic documents to inform their discussions  Staff unfamiliar with CARE Rwanda CARE Rwanda key strategic documents like AOP and SMT ToR (Info gap above)

11. © 2005, CARE USA. All rights reserved. MSC Way forward  Produce a documentary video for sharing other COs/ Region/Minerva?  Implement interface meeting action plan  Monitor implementation of the action  Start phase II with new indicators