1. CARE Tajikistan CO Summary Report October 2006
Jennie Perzon
Jennifer Jaramillo

2. Assumptions
Strategic planning in regards to the future model of Tajikistan at the ARMU and CARE USA level will define the long-term direction of CARE Tajikistan.
The ADP project is not involved in the definition of the long-term direction of CARE Tajikistan.
The main focus of the tools and templates that the ADP project develops during this CO visit are focused on the short-term (Jan 07) organisational re-structure and transition. However, it is the intent that these tools and templates can be re-used for any future change initiatives as defined in the strategic plan.
© 2006 Accenture. All rights reserved.

3. Outline Background Initial Findings Tajikistan
ADP Project Objectives
ADP Deliverables Approach
CO Approach Summary
Initial Findings Tajikistan
Context Summary
Journey
Current State
Key Success Factors
Lessons Learned
Key Focus Areas
Current Situation Tajikistan
Recommended Activities for Key Challenges
Summary overview for key priorities
Support Activities by ADP team
Transition Planning Workshop
Communications Workshop
Knowledge Transfer Workshop
Outcomes
Contact information
© 2006 Accenture. All rights reserved.

4. Project Objectives
The ADP project objectives are to collaboratively address short-term and long-term CARE goals for handling organizational impact as a result of reduced resources.
Provide support to the four selected COs in addressing the impact of reduced resources, particularly FFP resources
Document and package approaches, tools, and lessons learned for a globally relevant methodology that other CARE COs can use in the future
Guiding Principles
Balance CO’s immediate needs with globally relevant resources and priorities
CARE and ADP collaboratively team together to achieve project objectives
Align project with ongoing initiatives including the CARE USA Strategic Plan, CO Entry/Exit Criteria, and CO Business Models
Engage key stakeholders for consultation
Share knowledge and mutual learning across the organization
Facilitate re-use of approaches, processes, and tools
© 2006 Accenture. All rights reserved.

5. ADP Project - Deliverables Approach
Key findings
CO Summary
Interim Recommendations and Activities
Global Report
Context (Industry and CARE Strategy)
Reference Documentation
Project Overview and Approach
Guiding Principles
Assumptions
CO Summary x 4
Key Findings
Lessons Learned
Key Success Factors
Conclusions & Recommendations
Key Deliverables
Support Materials (Templates, Tools and Checklists)
Final Workshop Presentation
Angola
Complete
Key Findings
CO Summary
Interim Recommendations and Activities
Tajikistan
Key Findings
CO Summary
Interim Recommendations and Activities
Bolivia
Honduras
Key Findings
CO Summary
Interim Recommendations and Activities
© 2006 Accenture. All rights reserved.

6. Country Office Approach
Develop an understanding of current operations
By using a top-down approach conduct meetings / workshops and Interviews with key people in CO
Review of relevant documentation (strategy, process, policy etc.)
Sub-office and Field visits
Develop an understanding of the environment in which the CO operates
Social, political, economical situation and trends
Donor and NGO environment and trends
Conduct analysis to identify CO’s key challenges and goals
Impact of removal of resources
Focus on Operations (Admin, Finance and HR)
Alignment with findings from ATL HQ meetings
Validate and prioritize challenges
Meetings, workshops and document review with key stakeholders
Short term vs. long term priorities
Collaboratively develop solutions and recommended activities
Work with relevant people in CO to develop and implement (tools templates)
Focus on change management (org structure, R&R, Communication, training etc.)
Facilitate knowledge sharing
Communicate lessons learned
Share Key Success factors
Document findings
CO Summary
Input to global report
Validate with CO SMT, RMU, ATL HQ
Wk.1-2
Wk.2-3
© 2006 Accenture. All rights reserved.

7. Tajikistan Context Economic Social Political NGO
Heavy reliance on external aid and technical assistance
Privatization of farm land underway
High capacity of local staff
Evolving policies in natural resources and industry
Tight job market
Political
Upcoming election (Nov)
Corruption at all levels
Good relationships with government
Social
High inequality between rich and poor
Gender inequality
Labor Migration to Russia (men)
Stress on health and education sector (result of Soviet history)
Decreasing education levels
Tajikistan
NGO
Change in strategy of US government policy
Changing donor environment
NGO forum exists in Dushanbe
NGO salaries are often higher than other available government jobs
© 2006 Accenture. All rights reserved.

8. Increase program impact
Journey
Increase program impact
Transform
Improve and strengthen
CARE Tajikistan
Vision
Stabilize
Maintain and Repeat
Innovative programs with high impact
Focus on continuous improvement
Proactive, learning organization
Continue towards CARE’s mission and vision
Restructure
Build the foundation
Develop skills and capacity
Create standard processes
Refine operational structure
(iterative process)
Tajikistan CO is here
Analyze
Determine the change
Strategic Planning
Identify vision
Process led by Transition Project Team
Transparent process with staff
Need for more flexible and cost-effective org
Change Management Team’s Report
Operating cost needed ~$100k reduction by end of CY06
Operational changes needed
CARE’s presence and operations in Tajikistan (M. Luckins, M. Tsitouris)
Meetings with Atlanta / ARMU / CO
© 2006 Accenture. All rights reserved.
Timeline

9. Current State - Overview
Budget and SPC
Total budget FY07: $3,419,326
Total SPC planned FY07: $439,982
SPC as % of Total Budget as-is: 13%
Amount of $ that needs to be reduced from SPC to remain within target % for FY07: $100,000
Staff
Total number of staff: 160
156 national
4 international
CD, ACD-PS, ACD-P, Advisor
Administrative staff: 51 FTE, 2 PTE
Projects
Total number of projects: 9
3 projects ending by Dec 06
2 projects are being extended
6 proposals underway
FFP Funding
DAP project makes up 60% of funding
Ends in June 2008
Forecast for Major Transition Points
Dec 2006 – Several projects ending
Dec 2007
Jun 2008 – DAP ending
Current Budget / SPC Trends
© 2006 Accenture. All rights reserved.

10. Current State - SPC Allocation
© 2006 Accenture. All rights reserved.

11. Key Success Factors for Tajikistan
High capacity of local staff
Strong Admin Management
Strong Financial Team
Working groups established
Change Management Team
Core Team (for decision making)
Regular Communications underway
Staff meetings once per month
communications from CD
Internal training Initiatives and cross-training programs
Finance manger training
HR training on Performance Management
Several Internal Control initiatives
Driver Fuel coupons, mileage check, key’s at COB at office
Sign in sheets for staff
Well-defined Orientation Program
Introduction to every department
Good relationship with Government and other NGO’s
Specific examples of cost-saving and improvement ideas that has worked well in Dushanbe
Internal promotions (Security Guards and Drivers cross-train to now become Admin Assistants)
Using collaboration of experts across projects (eg. Jilikul using a water engineer 10%)
© 2006 Accenture. All rights reserved.

12. Lessons Learned from Tajikistan
With a re-structure needed in 2006, Tajikistan has started the planning process. Below are a number of lessons learned from this process. Some of these have been started successfully, where others are still in progress and are highlighted as key focus areas later in the presentation.
Balance Financial viability vs. Quality of program (services)
Reorganise with alignment to both strategy and financial viability
Balance impact on quality of service to program area
Monitor and evaluate throughout the process
Ensure thorough Planning for Transition
Approach like a project and develop a work plan with key milestones
Assign key responsibilities
Ensure Broad Financial Analysis to identify areas of saving
Priority SPC cost saving areas (see Slide 10 - SPC Allocation )
Options and cost of sub-contracted services (in-house vs outsourcing)
Options for nationalising management level roles and responsibilities
Include any potential salary increase as a result of expansion of responsibilities
Options of decreasing office facilities and infrastructure
Alignment of salaries with new roles (and market)
Update policies and procedures to reflect savings (eg. drivers not used for commuting)
Communications Planning
Stakeholder (audience) analysis
Unified leadership team
Consistent and timely messages
Regular staff updates
Develop Knowledge Transfer Plans for Key People
Succession Planning
Spread dependency across several people (eg proposal development skills)
© 2006 Accenture. All rights reserved.

13. Key Focus Areas for Tajikistan
Strategy & Vision
Governance
Programs
CI strategy impact on identifying future state
CARE USA strategy
SWARMU and CO strategy
CARE Leadership from RMU and Atlanta
Any governance processes or bodies to oversee CO Transition
Program dependency on operations
Impact of operational change
Country Operations
Financial Viability
Funding pipeline
Scenario analysis
SPC
Processes and Systems
Policies and procedures
Workload
Organizational Structure
Roles and responsibilities
Reporting lines
Job descriptions
Staff Development
Skill analysis
Capacity development
Communications
Workshops
Forums
Retention & Succession Management
Knowledge Sharing
Monitoring & Evaluation
Retention strategy
Talent management
Succession planning
Identify key success factors and lessons learned
Share transition process with other CARE COs
Share within CO / RMU
Measure success and impact of transition
Measure success of ongoing operations
Integrate metrics into CARE’s broader M&E and reporting mechanisms
© 2006 Accenture. All rights reserved.

14. Current Situation Challenges Goals and Objectives Country Operations
Transition Planning
Change Management Planning
Clear Roles and Responsibilities
High quality program support services
Clear and efficient processes for re-structure
Clear ownership and responsibilities for transition activities
Re-structure planning needed
Roles not allocated to effectively support the CO
Key role vacancies
Alignment of salary to new roles
Fair process with respect for individuals
Clear roles and responsibilities
Ownership and accountability for functions and processes
Flexibility in staffing
Organizational Structure
Staff unsettled due to activities and some rumours about re-structure
Likely lack of motivation of team to perform in new roles
Segregated office space and closed door culture
Motivated staff
Strong Leadership
Team spirit
Increased staff retention
Transparent organisation
Communication
High dependency on some key people and lack of succession planning
International staff leaving the organisation at the same time
Low local capacity for proposal development
Decreased dependency on key individuals
Maintenance of key knowledge and relationships within organisation
Minimal disruption to operations
Knowledge Transfer
© 2006 Accenture. All rights reserved.

15. Current Situation – Country Operations
Challenges
Recommended Activities
Benefits
Lack of experience in transition (re-structure) activities
Limited timeframe for transition (re-structure)
Maintaining Program Support quality during transition (re-structure) activities
Schedule and conduct a Transition Planning workshop with the Change Management Team and other key stakeholders
Identify specific activities for CARE Tajikistan
Identify timeframe for each activity
Determine resources needed for activities
Determine owner of activities
Identify risks if activities are not completed
Develop monitoring and evaluation criteria
Systematic approach to re-structure
Incorporate lessons learned from other re-structures (Angola, Peru, etc)
Limit impact to Programs
Clear steps on how to get to the transition state
Clear roles and responsibilities for transition process
Minimize timeframe for transition activities
Key Focus Areas
Planning
Engaging key people
Tools & Resources
CARE contacts
© 2006 Accenture. All rights reserved.

16. Current Situation – Communication
Challenges
Recommended Activities
Benefits
Lack of understanding about re-structure and transition activities
Organisation and staff unsettled due to rumours and key people leaving organisation
Lack of motivation of team to perform in new roles (likely to happen in new structure)
Retention of key staff
Increase communication (utilizing existing forums)
Leadership teams to lead and inspire a positive culture
Ensure transparency across all processes (especially for re-structuring process, selection criteria and timing)
Conduct a Audience Analysis to determine current awareness levels (including external audiences)
Develop Communication Plan
Develop Communication Calendar
Assign Responsibilities
Align and incorporate into existing communication methods
Motivated staff
Increased Staff retention
Maintains respect for people and individuals
Transparent organisation
Effective organisational transition
Reduced confusion and disappointment
Key Focus Areas
Re-structure
Key people leaving organisation
Dependencies
Decision on Tajikistan option for future model
New organizational Structure developed
Tools & Resources
CARE Communication Guides / standards
© 2006 Accenture. All rights reserved.

17. Current Situation – Knowledge Transfer
Challenges
Recommended Activities
Benefits
High dependency on some key people
Several Key Management people leaving organisation at the same time
Low local capacity for proposal development
Successors not identified / new structure not in place
Lack of time to conduct all necessary handovers
Conduct Knowledge Transfer for key areas (ACD positions)
Identify successors
Develop Knowledge Transfer plan and calendar
Communicate plan
Document key information / processes
Restructure to allow for shared activities in Admin function
Succession Planning is a critical people management practice that enables the organization to identify, develop and retain key talent
Lowered dependency on specific individuals
Key knowledge is maintained in the Country Office
Detailed knowledge transfer planning will ensure continuity of service quality
Minimal disruption to business as usual
Key Focus Areas
Administration
Program Management
Dependencies
Clear Roles and Responsibilities
Polices and Processes
© 2006 Accenture. All rights reserved.

18. Support Activities – Transition Planning Workshops
Objective
To collaboratively draft an action plan for the Transition Project
Identify project management for implementation and engage key staff in order to transfer “know-how” on the transition process
Incorporate lessons learned from other re-structures (Angola, Peru, etc)
Outcome
Detailed Transition Plan including activities, timeframe, and owner (see next slide for draft summary)
Applied systematic approach to re-structure
Clear timeline, activities, roles and responsibilities for the transition project
Scheduled transition activities to be completed by target date (Jan 07)
Training to senior staff on transition process
Process and tool for re-used in future transitions
Tool to monitor status, help identify and address issues / risks
Feeds into a clear communication plan
© 2006 Accenture. All rights reserved.

19. DRAFT
© 2006 Accenture. All rights reserved.

20. Support Activities – Communications Workshop
Objective:
To run a collaborative workshop identifying high level gaps and determining Tajikistan’s approach to communication
Engage key staff in order to transfer knowledge of approach and “know-how” for using tools and templates
Outcome:
Conducted high level Communications Overview and Discussion
Documented Tajikistan High Level Communications Plan (see next slide for draft summary)
“Know-how” and user-friendly tools and templates
© 2006 Accenture. All rights reserved.

21. Communication Plan - Tajikistan
DRAFT
© 2006 Accenture. All rights reserved.

22. Support Activities – Knowledge Sharing Workshop
Objective:
To run a collaborative workshop determining Tajikistan’s approach to Knowledge Sharing for (specifically for ACD function)
Engage key staff in order to transfer knowledge of approach and “know-how” for using tools and templates
Outcome:
Conducted high level Knowledge Transfer Meetings
Documented Knowledge Transfer Plan (see next slide for draft summary)
“Know-how” and user-friendly tools and templates
© 2006 Accenture. All rights reserved.

23. Sample Succession Plan ACD
High Level plan for handover and knowledge sharing for “Name”
Overlap in Activities /
Hands-on
Coaching
And Support
Planning
Overview / Discussions
Plan handover
Identify Successors
Gain commitment from leadership
Communicate to all involved
Schedule Meetings with Key stakeholders / key relationships
Document of key processes
Supervision of Project Managers
Program Management
DRAFT
Integration of Strategic Initiatives
External Stakeholder Management
Core Team Responsibilities
Other
Agreed timeline and objectives
Final Handover
1 week
2 weeks
2 weeks
2 weeks
Project
Checkpoints
© 2006 Accenture. All rights reserved.
Project
Checkpoints

24. Outcomes Global Benefits
Continued to develop additional tools and templates for inclusion in the global report
Insight and documentation of Tajikistan’s Key Success Factors and Lessons Learned
Country Office Benefits
Insight to the CO team in how to approach key challenges ahead
Targeted workshops for key priorities focusing on both skill building and deliverables
Transition Planning Workshop
Communication Workshop
Knowledge Transfer Meetings
Guidelines, templates and other support materials to be used in developing and implementing solutions
© 2006 Accenture. All rights reserved.

25. Thank You
Thank you for graciously hosting us. Please do not hesitate to contact us with questions or comments at anytime.
We look forward to continued progress.
Jennie Perzon
Skype: jennie.perzon
Mobile: (Sweden)
Jennifer Jaramillo
Skype: jennifer.jaramillo
Mobile: (US)    
© 2006 Accenture. All rights reserved.