1. CARE Angola Staff Capacity Building
Workshop Outcomes
September 2006

2. Outline Staff Capacity Current Situation
Barriers and Suggested Mitigation Activities
Capacity Building Elements
Capacity Building Overview
Proposed Actions Going Forward – Top 5!
Insights and Notes (Skill Gaps)
Language
Finance HR
Samples / Hints and Tips
Checklist for Developing a Training Plan
Hints and Tips for Knowledge Sharing
Hints and Tips for Coaching and Mentoring

3. Staff Capacity Current Situation
Challenges
Recommended Activities
Benefits
Lack of appropriate skills to perform new (expanded) roles
Lack of time to perform new “merged” roles
High dependency on some key people and lack of succession planning
Training and Capacity building for key areas (Finance &HR)
Expand roles of existing team people to offload Admin function
Clear Knowledge Sharing documentation of key processes
Increased quality of service
Appropriate and role specific skills and knowledge among staff
Lowered dependency on specific individuals
Key Focus Areas
Finance
Procurement (Gen Services) HR
Training and Capacity building for key areas
Conduct Skills Analysis to determine gaps (for prioritised areas)
Develop Training Plan
General (ex. Policy and Procedures, English, Computer skills)
Role Specific (ex. HR Knowledge Sharing (RMU, CO))
Function Specific (Finance workshop (ATL, SWARMU, CO, SO) and SCALA)
Develop / Source training materials / Job aids
Conduct Training
Expand roles of existing team people
Optimize Gen Services role / transfer and train responsibility (procurement etc.)
Plan for Succession Management for Key Roles
Set up Knowledge Sharing Schedule for key activities
Dependencies
Clear Roles and Responsibilities
Polices and Processes
Tools & Resources
Training Guides
Support from HQ Learning Organization

4. Barriers and Suggested Mitigation Activities
Barriers to Capacity Building
Suggested Mitigation Activities
Nobody available to back-fill activities when person on training course
Lack of sufficient planning and prioritizing skills among staff
Courses often “2 weeks away” or out of country – difficult with local commitments
Run Workshop for Management to increase planning and prioritization skills
Success plan / plan for backfill options
Investigate local courses / alternative options for training and run smaller workshops to increase knowledge not “all or nothing”
Not Enough time to participate in Training
Most training courses are run in English
Most policies and procedures are in English
Majority of CARE documentation and training documentation are in English
Knowledge Sharing across CO’s are in English
Some lack of Portuguese in international staff
Conduct English training for key people
Investigate local course options
Translate key documentation into Portuguese
Run peer training sessions / workshop in Portuguese
Incentives, clubs and meetings in English
Lack of Language skills
Few local courses available – adding travelling expense to training cost
People leave organisation shortly after training for better employment offers
Nature of the business and program staffing (people leave after program ends)
Group sessions rather than individual training
Investigate available scholarships
Investigate what training that Donors will pay for
Implement and enforce existing policy of employee reimburse training if leave CARE within 12 months
Training is costly investment
Training not widely recognised as value-ad activity
Lack of personal commitment to training and improvements
Leadership team to promote learning as key activity
Incorporate learning into CARE Angola Culture
Training not a prioritized activity

5. Capacity Building Elements
Training Elements
Description
Specific Capacity Building
This training will focus on positions and ‘roles’ as per critical business processes. Participants will gain basic knowledge to perform their role in the organization.
General Capacity Building
The training will incorporate a variety of business, professional and general skills, and enable participants to apply these skills in their everyday job in order for them to better handle their own responsibilities.
Knowledge Transfer
Emphasis on “Learning by doing”. A scheduled overlap in activities, where the person taking over the role or a similar role spends time observing and working with the person who already knows the job. A safe learning environment will encourage and build confidence. Knowledge sharing can also be applied in groups and take the form of meetings for example to share knowledge within a function.
Coaching and Mentoring
One on one sessions to help and facilitate learning or manage performance improvements for individuals. It is important to promote and facilitate team building and culture development opportunities (in both formal and informal environments).

6. Capacity Building Overview
Angola Capacity Building Program
Specific Capacity
Building
General Capacity Building
Knowledge
Transfer
Coaching and
Mentoring
Orientation Training
Language (English)
Finance
HR Management
Systems (eg SCALA)
Monitoring and Evaluation
Proposal Development
CARE Policies and Procedures (refresher / orientation)
Vision and Values (refresher / orientation)
Accountability / Responsibility
Conflict Resolution
Transparency – what does it mean
Etc.
New Roles
Promotions / Advancements
Succession planning
Existing Roles across CO/SO (ex. M&E)
Everyday coaching
Mentoring
High Level Components
Classroom training
External Training Courses
Workshops
Hints & Tips
Classroom training
External Training Courses
Presentations
Peer Sessions
Discussions
Hints & Tips
Regional / International visitors / Consultancies
Use existing CARE Approach and Materials
Scheduled meetings and works shadowing
Site and Field visits
Use existing CARE Approach and Materials
One on one sessions
On-the-job
Where performance issues have been identified
CARE Materials: Tips for Giving Feedback . Link to performance management
Sample Delivery Methods

7. Proposed Actions Going Forward
Conduct Comprehensive training Needs Analysis and Develop Training Plan
Run training workshop with key representatives from CO and SO (use sample agenda in this presentation)
Develop and Document Training Plan (use sample Training plan checklist in this presentation)
Assign and spread responsibility of Capacity Building to various staff in the organisation
Align plan with existing initiatives and learning groups underway (ex Prop Dev and Governance – Daniel)
Hints and Tips:
Investigate support options (Regional, Global)
Use Knowledge Sharing for brainstorming what has worked in SO (ex Peer sessions in Kuito, Driver role expansion training in Kilama Kiaxi)
Update Orientation training Pack (HR working group under way)
Check with other CO’s for other materials
Check with ATL for CARE vision, mission and global stories materials
Develop Training Plan – English Specific
Conduct detailed needs analysis
Run workshop for Management to learn planning and prioritise (homework to do a plan how to fit in training in their role)
Investigate options and present to Robert
Timing: ASAP
Group Learning ongoing in CARE office (contracting a local English teacher)
Run some meetings in English
Establish an English Club (Maria)
Subscribe/Collect/Distribute English magazines/books etc.
Focused effort on Knowledge Sharing (inexpensive, flexible, utilising key existing knowledge)
Expand on existing working groups
Apply a structured Approach to Knowledge Sharing (scheduled activates, set agendas with purpose and outcomes listed, group and individual sessions)
Topics: Monitoring and Evaluation, Finance
Assign owners for developing a plan and gain sign off
Align with existing activities (ex Daniel’s Governance Learning Group)
Leadership and Management to continuously promote training as important and priority for individuals and CARE Angola as a whole!!

8. Insights and Notes – Skill Gap (Language)
Objective
Increase the language skill level among the staff in order to:
Meet minimum standard of language capability needed in order to perform day to day activities and interactions with key stakeholders (Other CO’s, Other colleagues, Donors and ATL HQ)
Increase flexibility in the distribution of roles and responsibilities within CARE Angola Operations
Recommended Activities
Conduct thorough skill gap analysis
English (broadest need within CARE Angola)
Portuguese (needed for some new international staff)
Local Languages (needed for some program staff in order to interact with locals)
Target Audience (English)
Admin Staff (approx 3-5 staff)
Driver (Tony) in order take on some responsibility
Assistant (Georgina) in order to take on some additional responsibilities
SO Admin staff - TBC
Finance Department (4-8 staff including SO)
Communication with ATL Finance Department
Program Officers and Upward
Interaction & Communication with Donors
Interaction with Donor Technicians
Interaction with Consultants
Donor Reports
Interaction with other CARE people in other CO
Action Notes
Investigate possibility of contracting an English Teacher

9. Insights and Notes – HR (Skill Gap)
Objective
Increase the knowledge and skills within the HR function for CARE Angola. Explore opportunities to offload some activities from the HR Manager.
Recommended Activities and Actions
Conduct a detailed skill gap analysis of people involved in the HR process
Expand Knowledge Sharing opportunities (some already under way) with other HR Managers
Develop and document clear processes, policies and guidelines for key activities
Investigate further decentralize options and train for delegation of some tasks to SO
Recruitment
Run training sessions (orientation and standard)
Investigate the possibility of General Training Materials to be developed, translated and trained by HQ (to offload some time intensive activities from HR Fucntion)
Care Vision / Mission materials
HIV Policy
Gender Policy
Annual Appraisal documentation
Other general CARE Orientation materials
Determine possibility of peak period support to CO from Region / other offices
For example Recruitment peaks of senior positions (upstart of new programs)
Target Audience
HR Manager
HR Responsible within the Sub-offices

10. Insights and Notes – Finance (Skill Gap)
Objective
Increase capacity & knowledge within finance function
New Finance Manager introduction
Prepare for fresh start for “new projects”
Team building
Prepare team for audits (internal and external)
Document high level processes and develop job-aids
Highlight areas of further training / development / coaching needs
Recommended activities
Run Finance workshop
Align with other Finance function support activities
Investigate Regional, Global Support (Materials, Experts, Teacher)
Finance Conference / Workshop
General Finance Training (concepts, interdependencies, audit requirements)
CARE Angola Finance Process (inputs and outputs)
Finance Process timeline (when things need to be done)
CARE Finance Systems Overview (SCALA & CRYSTAL)
Roles and Responsibilities (HQ, CO, SO, Program incl. specific roles and separation of duties)
Target Audience / attendees: All Finance team and potentially program managers to understand finance function (and their responsibilities)
Action / Notes
English training needed for Finance Manager

11. Sample - Checklist for Developing Training Plan
Determine Training Need (who needs the training, why, when, who else?)
Confirm training method (what is the best option, existing course, does anyone else have the knowledge, can we run a peer training session, is it possible to coach?)
Investigate training courses (what is available, what are the comparative prices?)
Tailor training materials / obtain training curriculum (if training in-house, what updates do we need to make to materials, can we source this from ATL?)
Develop course materials
Develop job aids
Determine Prerequisites (what does the participant need to know prior to the course – how can they learn this?)
Schedule Training Event and choose participants
Audiences for each course (who should attend the training?)
Plan participant communications
Schedule facilities & requirements
Schedule training
Update training materials as needed
Evaluate training effectiveness
Plan for ongoing support (identify a good coach, mentor etc.)
Assign owner for Training Course and materials for future use (Training Manager)

12. Hints and Tips for Coaching and Mentoring
Mentor Tips
Make your role as a mentor a high priority - make time and keep the commitment. Don’t wait for your mentee to call - be in regular communication.
Be positive and honest with your mentee.
Share your experiences and tell your stories - personal scenarios offer valuable, often unforgettable insight.
Share your failures and successes - both types of stories are powerful lessons that provide valuable opportunities for analyzing individual and organizational realities.
Build a relationship in which the mentee feels comfortable raising personal and professional difficulties openly.
Network with other mentors for ideas and support.
Respect confidentiality and at the outset, identify “ground rules” for confidentiality with your mentee
Mentee Tips
Strive to gain the respect and trust of your mentor.
Show interest in the projects, ideas, thoughts and abilities of your mentor.
Give your mentor feedback on how your relationship is working.
Respect the confidentiality of mentoring discussions. Don’t repeat confidential or sensitive information about people, projects, or politics that your mentor may share with you.
Take responsibility for managing your career.
Be honest and realistic in your self-assessment of skills and knowledge and validate these with your mentors.
Be respectful of your mentor’s time and express appreciation. Learn from your mentor’s successes and failures.
Look for multiple mentors who can guide you in a variety of areas.

13. Hints and Tips for Knowledge Sharing
Objectives of Knowledge Sharing
Establishing key relationships
Identifying key information and knowledge required
Documenting key processes and contacts
Sharing success stories / hints and tips for improvement
In order to maintain continuity of business operations as well as transfer all relevant knowledge to the new person, a number of activities will be undertaken
Overlap in responsibilities between < enter weeks as per case by case basis > weeks
Overview / workshop / meeting
Detailed overview of key responsibilities
Relevant Processes Overview
Status Reporting
Individual responsibilities
Dependencies / issues
Other areas of key responsibilities
Overview meetings with relevant other people from the team/ organization
< Enter team names >
< Enter other key contacts >
Handover of Responsibilities (Planning, Reporting and Daily activities)
Ongoing for the next < Enter relevant timing> weeks, the new person will phone/meet weekly to validate approach, progress and issue resolution.