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The Big Picture - The Transition Team's proposal for the Org. Review

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Florentine Versteeg

on 17 April 2013

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Transcript of The Big Picture - The Transition Team's proposal for the Org. Review

The Big Picture The Transition Team's proposal for the Organizational Review Why the Organizational Review? Findings Organizational Review The roles are confused and too complicated The organizational culture is a significant barrier to change and improvement It's impossible for everyone to work effectively We lack a common understanding of our purpose and values We are in danger of becoming an even more ‘well-kept secret’ im 2012 so..at Several recommendations of the Organizational Review were approved Transition Team to be appointed to make recommendations on the details of this change and the change process And there were many details to look at.. How will the members vote each year for the Governing Board? How will it work with the Junior vote? What are the roles and responsibilities of the Board? What policies, strategies and issues will still need approval from the members? And what can be 100% delegated to the Governing Board What will be the role of the Senior Managers? How are the four new committees going to do all the work of the current 21 committees? And how can they best support the Chapters? How often will the Conference take place? What will happen at the Conference? What will be the name of this new Conference? The Transition Team's proposals What's new? Current strategy lacks purpose and clarity The AIM provides poor value for time and money Junior Branch is treated as a separate organization Chapters are not at the heart of everything we do We don't have a clear view of the purpose of AIM or who should be there We don't have a Strategic Plan that everyone understands We don't have a common understanding of growth, so we can not plan for it and work for it We do not support our Chapters well The organization is losing the creativity and energy With our collective skills, talents and amazing passion, we can achieve so much more If we spend too long talking about it - we run the risk of not doing it Which means that... The new role of the Members Articles (and Memorandum) of Association and the Principles of Membership and Association The main aim of the Transition Team is to safeguard the rights and responsibilities of our Members in the new structure In broad terms, all changes to mission, vision, values, name, logo, criteria for membership or our governing documents as well as unusually high expenditures or significant increases in fees may only be made by approval of the Members. In the updated versions of the these rights and responsibilities of Members
are described in more detail. The changes to these documents need to be approved at AIM 2013 by the Board of Trustees Main changes to the Principle of Membership and Association Any change to name, logo or tagline must be approved by the Members The Members should decided on any formal addition to CISV’s official International programmes Any significant increase of fees and penalties must be approved by the Members Criteria for admission/removal of Members and limitation/suspension of voting rights have to be approved by the Members 11.1.1. establish or amend membership criteria;
11.1.2. create a new International fee or penalty
11.1.3. increase any existing International fee or penalty by more than 3%;
11.1.4. the permanent addition of a new International educational programme 11.2.1. change the mission, purpose, vision, goals, objects, values, name, logo or tagline of CISV International
11.2.2. amend the Memorandum and Articles of Association or the Principles of Membership and Association and the Terms of Reference of the Governing Board (internal documents).
11.2.3. dissolve CISV International 12.11. Members must annually:
12.11.1. receive the accounts of the Charity for the previous financial year;
12.11.2. receive a written report on the Charity’s activities;
12.11.3. be informed of the retirement of those Trustees who wish to retire or who are retiring by rotation;
12.11.4. elect Trustees to fill the vacancies arising;
12.11.5. appoint reporting accountants or auditors for the Charity; From the new Articles (and Memorandum) of Association The Governing Board may take action on the following matters, but in the following areas, any Board decisions are subject to approval by the Members From the new Articles (and Memorandum) of Association: They will meet once a year virtually to vote on these issues. During the year of the CISV Global Conference the Members will meet during the Conference. And how does this work? Each year the Members vote on 3 new trustees for the Governing Board following the changes in the Election Procedures of the Governing Board The Articles (and Memorandum) of Association and the Principles or Membership of Association Which all need to be approved at AIM 2013 The Governing Board is to be made up of 9 elected Trustees and the Secretary General. Trustees are elected for 3 year terms and 3 stand down each year. In the following documents you can find more details about the Governing Board: Governing Board Terms of Reference Trustees Code of Conduct Election Procedures for the Governing Board Election Procedures for the Governing Board Each year on 1 June, the Election Committee will report the final list of all official candidates. At the same time, the Committee will make available the Candidate Information Form and References for all candidates. The Election Committee will be responsible for facilitating opportunities for all voting Members and other interested CISV members to learn about and communicate with all official candidates. Three Trustees will be elected each year. The term of office will be for three years. All terms of office begin on 1 September and end on 31 August. Voting shall be by electronic ballot. The Election Committee will be responsible for preparing and distributing ballots to voting Members. The Election Committee shall deliver ballots to all voting Members on or about 15 July each year. The voting period shall begin with the delivery of ballots. In order to be considered valid, ballots must be returned before 17:00 (5:00 PM), Universal Standard Time on 1 August each year. In years in which the Junior Branch will be electing a Trustee, the election shall be conducted in two rounds. All election shall consist of a single round in which three Trustees shall be elected from among all qualified candidates by ballots cast by the Members of CISV International. A majority of the valid votes actually cast shall be required for election as a Trustee of the Governing Board. The election will be conducted using a “Ranked Choice” voting method. Round 1: One Trustee shall be elected from among all qualified candidates by ballots cast by the National Junior Representative. Round 2: Two Trustees shall be elected from among all qualified candidates, (after removing the name of the candidate elected in Round 1), by ballots cast by the Members of CISV International. Trustees Code of Conduct The Code is not a list of Trustee’s legal duties, nor is it a role profile – that information is contained in the Articles of Association, the Constitution, the Governing Board Terms of Reference and the Trustee Role Profile.
The Code of Conduct is about how the Trustees undertake their duties and the behaviour expected of them during the period of their trusteeship. Governing Board Terms of Reference This document must be read in conjunction with the CISV International Articles (and Memorandum) of Association, the Principles of Membership and Association as well as the Trustee Code of Conduct. These Terms of Reference elaborate on the powers and procedures of the Governing Board outlined in the Articles and are in line with the powers of CISV International and of its Members as set out in the Articles and the Principles of Membership. The Secretary General is the Chief Executive Officer of CISV International. The Secretary General is based at and is responsible for (among other things) the International Office. Role Profile - Secretary General Is a non-voting member of the Board and is both appointed by and accountable to the Board. Has primary responsibility for implementing the decisions and policies established by the Members and the Governing Board Maintains an overview and is responsible for advising and assisting in the work of the Board Works with the Chair of the Board (“Chair”) to ensure organizational leadership and Board governance including compliance with the laws, policies and responsibilities. Works with the Chair, Board committees and staff in developing annual, long-term plans and targets, translating these plans into annual operating plans and ensuring that they are monitored Regional Meetings 2013 Framework of a new structure for CISV International elected by the Membership 4 standing Committees of the Governing Board Secretary General as Chief Executive Officer of the organization to be created AIM to be discontinued from 2013; to be replaced with new ‘Advisory Conference’ to be held every 3 years The standing committees of the Board Having considered carefully the roles and inter-relationships among the Committees, we are proposing that there will be one additional Standing Committee of the Board. You can see the break-down of responsibilities of each Committee in the Terms of References. The chair and senior manager/s will be responsible for co-ordinating the work of each Committee. Committees are strategic and will not be involved in the day-to-day running of the organization but will be developing and recommending policy and overall strategy to the Board for their area of responsibility and will report directly to the Governing Board. Each Committee would be chaired by a member of the Governing Board and would include one or more senior managers. They would also include 2 members of the International Junior Branch team. This Committee has primary responsibility for the oversight and building of capacity within CISV Chapters and National Associations to enable continuous organizational improvement and sustainable growth. Chapter Development Committee Terms of Reference This Committee has primary responsibility for the development and oversight of CISV International policies relating to human, financial and other resources. In a global organization, a key aspect of infrastructure investment is in IT. Resources and Infrastructure Committee Terms of Reference This Committee has primary responsibility for the oversight of the nature and quality of CISV’s educational programmes and for the development and maintenance of educational and other content of our programmes. Educational Programmes Committee Terms of Reference This Committee has primary responsibility for oversight and establishing quality standards in training and evaluation methodologies and in risk management as it relates to our Chapters, programmes and general operations. Training and Quality Assurance Committee Terms of Reference This Committee has primary responsibility for the oversight and organization of international events including training forums and meetings. Conference and Events Committee Terms of Reference We are interested to hear the views of current committees on our proposals relating to shared responsibilities, especially regarding Evaluation and Training and we’ll get to that soon. As Public Relations and Fundraising have relevance to more than one Committee, we are recommending that the responsibility for these areas lie with a full-time member of staff, who would work across Committees rather than be a member of any specific Committee. We suggest that Research should fall under the remit of the Training and Quality Assurance Committee, with the potential of recruiting a suitably qualified volunteer as an International Research Advisor. We feel that our official NGO representatives could form a small team, working with a senior manager, and with them, reporting to and making recommendations to the Board Summary of how we got here... The Secretary General, along with a small senior management team, will be responsible for the day-to-day management of the charity. The Secretary General will be responsible for creating a senior management team, in line with the proposed new structure. This will be part of a general restructure of the International Office and the process will probably begin in May 2013. The Secretary General will share her recommendations with the IEC, and they will work together to manage the process. A full report on their progress will be shared with you at AIM 2013. Full legal advice was taken and is being followed. So, how does this all fit together? Secretary General sits on the Governing Board (as a non-voting member) The Secretary General will be responsible for the Senior Management Team The Secretary General, Senior Managers and administrative Staff will be at the International Office Senior Managers assist the Chair and coordinate the work of the Standing Committees as well as the Regional Coordinators and the Regional Delivery Teams. The standing committees are led by a chair who is sitting in the GB and coordinates the work to be done with the support of the SM and the rest of the team of volunteers And how are they going to meet during the year? We are also proposing a basic schedule for meetings of the Governing Board and Standing Committees in order to ensure that they have the time and forum to meet their responsibilities. In brief, we expect that the Governing Board will meet in person three times each year. On one of those occasions the Committees will also meet, as Committees, with each other and the Governing Board. The Terms of Reference for the five Standing Committees & We see the value in the Standing Committees of the Board, meeting in-person once a year to plan.

We also see the value in the Governing Board meeting before or after the committees to allow time to work together. However, we recognize that it may not be necessary or possible for all Committees to meet every year.

The needs should be assessed annually by the Governing Board based on budget and priorities. The meetings of the Governing Board and its Committees will be published as Motions for approval at AIM 2013. For further details on this proposal: Recommendations on Future Meeting Structure Regional Delivery To best serve the needs of our Chapters, we are proposing that the day to day work of the organization be delivered by Regional Delivery Teams. Within this proposal, we are recommending that CISV International have three administrative regions rather than the current five. Americas Europe & Africa Asia Pacific How will this work? Each region will have... The Terms of References include Role Descriptions for one or more Regional Coordinators for each Delivery Team. You will see that we have not included either a Delivery Team or Coordinator for Infrastructure and Resources, as the work coming from this Committee would not be relevant to regional working. Three Regional Delivery Teams and one Regional Conference and Events Coordinator. provides direct support, training and troubleshooting to CISV NAs and Chapters in line with CISV International policies and strategies in the area of chapter development. The Teams also provide input to CISV International based on direct experience with NA and Chapter stakeholders. Chapter Development Regional Delivery Team Terms of Reference The number of people within each team
will depend upon the size of the Region. The Regional Events Coordinator provides direct support and troubleshooting to CISV NAs and Chapters in line with CISV International policies and strategies in the area of events & conferences. The Coordinator also provides input to CISV International based on direct experience with NA and Chapter stakeholders. Conference and Events Regional Coordinator Terms of Reference provides direct support, training and troubleshooting to CISV NAs and Chapters in line with CISV International policies and strategies, in the areas of educational programme content and delivery. The Team also provides input to CISV International based on direct experience with NA and Chapter stakeholders. Educational Programmes Regional Delivery Team Terms of Reference provides direct support, training and troubleshooting to CISV NAs and Chapters in line with CISV International policies and strategies, in the areas of training and risk management. The Team also provide input to CISV International based on direct experience with NA and Chapter stakeholders. Training and Quality Assurance Regional Delivery Team Terms of Reference These Regional Delivery Teams will work directly to the Standing Committees, reporting to the relevant senior manager/s. From the Terms of References of the Regional Teams What is the new role of region going to look like in terms of:
Administrative Hubs, Budget/funding, Reporting, Hosting support, etc., Regional Meetings (who should attend?) We believe that this structure will best use and develop expertise and support in each Region. Some scenarios Scenario 1: Can regions come up with their own events? They can come up with good ideas, but before going further, they need to consult the Conference and Events Committee, this Committee would advise on whether the event can go ahead and on who else needs to be involved. Scenario 2: Regional Chapter Coordinator for Americas has a life change and has to step back for at least 6 months. 1. Regional team member tells the senior manager who is their line manager and their own alternate 3.Committee discuss how to move forward, involving the alternate regional coordinator in the discussion. 2.Senior manager tells the Chapter Development Committee 4.Senior manager finds a way to cover the 6 months (in consultation with the committee), involving the alternate coordinator in the discussion. Scenario 3: A Colombian child is abused at a village in the US, by a leader from France. Director and Local RM follow the child protection policy They advise the national RM, Regional (all regions affected) and International RMs all at once. Any lessons learned to be considered by Training & Quality Assurance to ensure that they are incorporated into relevant training/procedures. Scenario 4: A region is complaining that the content of the Interchange Guide needs updating.
This complaint would be directed to the Regional Educational Programme Coordinator. They would seek to obtain additional details from the region (Chapters and NAs) and then would bring the matter to the Educational Programmes Committee. The issue might require consultation and/or input by the Quality Assurance and Training Committee. Scenario 5: A National Association complains that the Village Trainer at the RTF was culturally insensitive. The first step is the completion of an IRF. In this case, the matter should be directed to both the Regional Risk Manager and the Regional Training Advisor. If the issue raises concerns about the content of the TTT curriculum, this should be directed to the IPT. It should also be communicated to the full Quality Assurance and Training Committee, because that Committee has oversight responsibility of the IPT. Where will all the Chapters be able to meet each other? CISV Global Conference We recommend that the new international meeting should be named the CISV Global Conference, with the tagline Bringing Chapters Together. We propose that the CISV Global Conference should be held in 2015 and 2017 (subject to financial forecast discussions) and from that time held every 3 years. CISV Global Conference• We purpose of the CISV Global Conference is to provide opportunities for the Chapters of CISV to discuss, reflect, share ideas and cooperate in a multicultural environment. Ea Each Chapter will be entitled to send at least one representative to the CISV Global Conference, which will allow CISV International to better support the work happening in communities around the world. A proposal to share and spread out the costs of travel to the Global Conference, by having an annual fixed-fee contribution from every Chapter. This would be put into a CISV Global Conference Fund. CISV Global Conference (includes feedback from Chapter survey) For more information: Cost-sharing Proposed cost-sharing model For more information: The name, purpose and frequency of the CISV Global Conference will be published as Motions for approval at AIM 2013. And what about... A new structure for IJB Following consultation with the International Junior Branch (IJB), we are proposing that International Junior Branch will be a team that will have a direct relationship and reporting duty to the Governing Board. The team will contain a member of the Governing Board and a senior manager, both of whom will act in a mentoring or advisory role. The IJB team will be represented in the standing Committees of the Governing Board. IJBC We propose that the International Junior Branch Conference (IJBC) will continue to be held every year. In the years that the CISV Global Conference is held, IJBC will be a parallel meeting with some common sessions. We further suggest that Regional Meetings of Juniors and Regional Meetings of Trustees are merged together much as they are today in Asia Pacific, with APRW and JASPARC. Our recommendations will be developed further, in consultation with the Junior Branch, and published as a Motion for approval at AIM 2013 What is the financial forecast of this new structure? Transition Team draft financial projections to accompany proposals 2014 to 2018 What's does the timeline from here look like? The International Finance Committee has used our proposals, along with financial projections based on the Global Hosting Plan, to produce a very preliminary financial forecast to give an idea of the budget implications of the restructure. We believe that the structure we are proposing supports the most effective way of working for CISV International. We know that the forecast costs, particularly in years when the CISV Global Conference will be held, are high. Most of these costs are related to travel. This means that we will, using your feedback, have to make decisions on what we consider to be absolutely essential to enable this structure to work in a way that is financially sustainable. March April May June July August September October November Consultation with Trustees and international committee members End of April: publish feedback from 3 Regional Meetings 15th: deadline for applications to run for the first Governing Board Publish final version of recommendations and motions Invite Trustee feedback on motions Advertise international roles AIM 2013- Consideration and approval of motions- Election of first Governing Board- Approval of first new international volunteer positions- Agree transition timetable for rest of 2013- Announcement of senior management roles First meeting of new Governing Board New structure operating So where and how will the administrative work be done? (For example: Who will assign international seminar camp staff? Who will work on and approve IPP host offers? Who will support mosaic project proposal?) ·         Short-term project specific groups that focus on a specific project
·         Continuous groups: that work on tasks that require strategic planning, but are very continuous
·         Seasonal groups: for cyclical tasks that only appear during certain times of the year
·         Individuals (rather than groups could be an option for some tasks)

Considering host offers and supporting hosts, helping hosts to refine projects would fall within the work of the Programme Regional Delivery Teams.

Assigning Seminar Camp Staff can be done by a group drawn from the three Programmes Regional Delivery Teams. This is a “seasonal” role – setting up the team, could be facilitated by the Senior manager and then they could coordinate with the Administrator Cooperate with the person responsible for overseeing International fundraising to develop fundraising strategies Develop and propose strategies and plans for finance, resources and infrastructure Consider the need for any innovations or big changes to finance, resources and infrastructure and develop proposals for how to investigate and implement them Cooperate with the Training and Quality Assurance Committee to establish the methods of evaluation for policies and use of finance, resources and infrastructure Work with the Training and Quality Assurance Committee to develop specific plans/actions for improvement based on review In order to facilitate effective cooperation, it is anticipated that all committees will meet in person once a year, together with the Governing Board Committee members (other than the Chair and Senior Manager) will be appointed for terms of 3 years. Each person may serve up to 2 full terms in the same position. After such time, they must retire from that position for a minimum of 3 years. Membership in this Committee is a responsible position. Most work will be conducted virtually and Committee members are expected to participate in virtual meetings and work independently. What is the purpose of the ‘junior’ in the standing committee? Strategy for development Policy & Rules Materials Training & training Materials Monitoring, Evaluation & Quality Assurance Develop and propose strategies and plans for organizational improvement and growth Cooperate with the person responsible for overseeing International public relations and other Committees to develop and implement profile raising strategies Give input as needed on international fundraising initiatives relating to chapter development Work with Educational Programmes to develop programme targets Cooperate with the Training and Quality Assurance Committee to develop plans for the effective delivery of training and support to ensure quality Develop, propose and review goals, criteria and standards for our Chapters and National Associations Develop, propose and review goals, standards and curricula for all training relating to chapter development Establish and review rules and procedures for Chapters and National Associations that support the policies and strategies Cooperate with the Training and Quality Assurance Committee to develop maintain high level Chapter and national materials, such as a template national constitution Ensure the development and review of effective guides and/or role profiles for useby those who run our Chapters and National Associations Cooperate with the Training and Quality Assurance Committee to ensure that appropriate risk management and evaluation content is included in chapter guides Cooperate with the Resources and Infrastructure Committee to ensure the inclusion of appropriate content relating to financial, IT and human resources management. Cooperate with the Training and Quality Assurance Committee to establish the methods of chapter development training Ensure the development and maintenance of training content for chapter development, including a clear statement of training goals, standards and curriculum Ensure that those who deliver training and support to Chapters have the necessary knowledge and training to fulfill their roles Cooperate with the Training and Quality Assurance Committee to establish the methods of relevant evaluation Ensure that all chapters and training are evaluated in line with the agreed system Monitor the status and outcome of all Chapters and National Associations, identify areas to capitalize on and/or improve Monitor use and evaluate effectiveness of chapter development materials training and resources Refer all incidents, issues and formal complaints as required to the International Risk Manager and/or Training and Quality Assurance Committee and cooperate with them in the investigation these matters It is essential that all Committees liaise with each other and cooperate on areas of shared responsibility. Of particular note are the following areas: Educational Principles: All materials establishing high level educational principles must be developed and agreed with both the Educational Programmes Committee and the Training and Quality Assurance Committee (e.g. Big Ed, Passport) Training: Each Committee is responsible for developing the content of training in its area. Any training content developed by a Committee must then be agreed with the Training & Quality Assurance Committee, which considers the format and quality of how the content is delivered. All trainers selected by a Committee must also be certified in training methodology by the Training and Quality Assurance Committee or the Regional Training Team. Risk Management: Any guides, materials, content or training that raises a Risk Management concern must be reviewed and approved by the International Risk Manager and Training & Quality Assurance Committee All incidents and formal complaints must be referred to the International Risk manager and/or Training & Quality Assurance Committee and any assistance must be provided to investigate such matters. Evaluation: Any form of evaluation must be developed and agreed with the Training and Quality Assurance Committee Chapters and hosting: All training that relates to Chapter capacity must be discussed and agreed with the Chapter Development Committee Events: All multi-national trainings and meetings must be coordinated by the Conference & Events Committee Junior Branch: All Committees will have close links with and may have representation from the International Junior Branch Team. Personnel All recruitment, management or change of personnel must be in line with policies approved by the Resources & Infrastructure Committee. These policies will include the “selection of personnel” information below. Profile Raising Any profile raising initiative relating to programmes must be developed and agreed with the person responsible for overseeing Public Relations and Chapter Development Committee It is then up to the other Committees, through their Regional Delivery Teams to ensure that the agreed evaluation system is fully implemented and data collected. Each Committee is responsible for analysing the data from its area and acting on the review within its area. It is recommended that the analysis be discussed with the Training and Quality Assurance Committee to assist in planning action for improvement. Should the analysis point to a need to change the evaluation system this must be referred to the Training and Quality Assurance Committee and any changes to the system agreed between the content area Committee and the Training and Quality Assurance Committee Hosting targets must be developed and agreed by both the Educationalprogrammes and the Chapter Development Committees All trainers assigned to training events must be selected from among those approved by the relevant content Committees and by the Training and Quality Assurance Committee in terms of training methodology. Strategy for development Policy & Rules Materials Training Monitoring, Evaluation &
Quality Assurance Develop and propose strategies and plans for the improvement, growth and delivery or our educational programmes Cooperate with the person responsible for overseeing International public relations and Chapter Development Committee to develop and implement profile raising strategies for programmes Give input as needed on international fundraising initiatives relating to programmes Work with the Chapter Development Committee to develop programme targets for Chapters, National Associations and Regions Cooperate with the Training and Quality Assurance Committee to develop plans for the effective delivery of training
and support to ensure programme quality Consider the need for any innovations or big changes to our range of programmes and their educational content; develop proposals for how to investigate and implement them Work with the Board to ensure that programme strategies are consistent with strategies and policies across all areas. Develop, propose and review goals, criteria and standards for our educational programmes Cooperate with the Training and Quality Assurance Committee to develop, propose and review goals, standards and curricula for all training relating to our educational programmes Establish and review rules and procedures for educational programmes that support the policies and strategies Work with the Board to ensure consistency in policies and rules across all areas Identify key policy issues and key risks relating to our educational programmes Keep abreast of developments in the field and in similar organizations relating to peace education programmes Cooperate with the Training and Quality Assurance Committee to develop and maintain high level materials relating to CISV educational principles Ensure the development and review of effective programme guides and/or role profiles for use by those who deliver educational programmes Cooperate with the Training and Quality Assurance Committee to ensure that appropriate risk management and evaluation content is included in programme guides Develop and review best practice and programme activity templates and other resources Cooperate with the Training and Quality Assurance Committee to establish the methods of programme training Ensure the development and maintenance of training content for programmes, including a clear statement of training goals, standards and curriculum Ensure that all training content and format are agreed with the Training and Quality Assurance Committee in terms of methodology Ensure that those who deliver programme training and support to Chapters have the necessary knowledge and training to fulfill their roles (including certification by Training and Quality Assurance Committee ) Cooperate with the Training and Quality Assurance Committee to ensure that appropriate risk management and evaluation content is integrated into programme training Cooperate with the Training and Quality Assurance Committee to establish the methods of programme evaluation Ensure that all programmes and trainings are evaluated in line with the agreed system Monitor the quality and outcomes of all programmes, identify areas to capitalize on and/or improve Monitor use and evaluate effectiveness of programme materials and training resources Work with the Training and Quality Assurance Committee to develop specific plans/actions for improvement based on review Follow up to see whether changes have been made and their impact on programmes and Chapters. Refer all incidents, issues and formal complaints as required to the International Risk Manager and/or Training and Quality Assurance Committee and cooperate with them in the investigation these matters Implement any actions/sanctions decided by the Governing Board (generally upon recommendation of the International Risk Manager or the Training and Quality Assurance Committee ) Strategy for development Policy & Rules Materials Training Monitoring, Evaluation &
Quality Assurance Develop and propose strategies and plans for training, evaluation and risk management and for the effective delivery of training to support trainers Cooperate with the person responsible for overseeing International public relations and Chapter Development Committee as needed to develop and implement profile raising strategies Cooperate with the Educational Programmes and Chapter Development Committees to develop plans for the effective delivery of training and support to ensure quality Consider the need for any innovations or big changes to training, evaluation and risk management and develop proposals for how to investigate and implement them Work with the Board to ensure that strategies for training, evaluation and risk management are consistent with strategies and policies across all areas Develop, propose and review goals, criteria and standards for all training, evaluation and risk management (cooperating with the relevant committees) Develop, propose and review goals, criteria, standards and curricula for trainer training Establish and review rules and procedures relating to training, evaluation and risk management for programmes, Chapters and National Associations that support the policies and strategies Identify key policy issues relating to training, evaluation and risk management, but also CISV Programmes and Chapters Cooperate with the Educational Programmes and Chapter Development Committees to ensure that appropriate risk management and evaluation content is included in programme and chapter development guides Ensure the development and maintenance of effective guides and/or role profiles for use by those who train, are responsible for risk management, work in our chapters and deliver educational programmes Develop and review best practice templates and other resources Cooperate with the Educational Programmes and Chapter Development Committeesto establish the methods of programme and chapter development training Ensure that those who deliver training and support to Chapters have the necessary knowledge and training to fulfill their roles (through TTTs) Ensure the development and review of training for trainers and risk managers as well general curriculum on evaluation and risk management Review and approve all training packages in terms of methodology Ensure that all training guides include a clear statement of training goals, standardsand curriculum Cooperate with the Educational Programmes and Chapter DevelopmentCommittees to ensure that appropriate risk management and evaluation content isincluded in programme and chapter development training Develop and review best practice training session templates and resources Cooperate with the Educational Programmes and Chapter Development Committees to establish the methods of programme, chapter and training evaluation Monitor the outcome of all evaluation, identify areas to capitalize on and/or improve Work with other Committees to develop specific plans/actions for improvement based on review Follow up to see whether changes have been made and their impact Investigate incidents and issues as required Address any formal complaint/sanction matters raised. Address all incidents, issues and formal complaints referred to the Committee as required and cooperate with other committees to investigate these matters Recommend actions/sanctions to the Governing Board and cooperate with other committees to implement any actions/sanctions decided by the Governing Board Strategy for development Policy & Rules Materials Coordination & Support Monitoring, Evaluation & Quality Assurance Develop and propose strategies and plans for organizational events Cooperate with person responsible for overseeing International public relations and other Committees to develop and implement profile raising strategies for events Give input as needed to international fundraising initiatives Consider the need for any innovations or big changes to organizational events or working practices and develop proposals for how to investigate and implement them Work with the Board to ensure that event strategies are consistent withstrategies and policies across all areas Develop, propose and review goals, criteria and standards for events Establish and review rules and procedures for hosting and participating inevents, that support the policies and strategies Work with the Board to ensure consistency in policies and rules across all areas Identify key policy issues and key risks relating to event management Keep abreast of developments in the field and in similar organizations relatingto organizational events Ensure the development and maintenance of effective guides and/or role profiles for use by those who organize events Cooperate with the Training and Quality Assurance Committee to ensure that appropriate risk management content is included in guides Develop and review best practice templates and other resources, particularly publicity materials Work with Chapter Development Committee to select event hosts Advise host Chapters and oversee the quality of arrangements Liaise with local hosts to ensure such things as effective sharing of agenda anduse of training resources. Ensure that those who deliver support to local hosts have the necessaryknowledge and training to fulfill their roles Logistical coordination of trainers to workshops (based on a pool of trainersapproved by the relevant Committee regarding content and the Training and Quality Assurance Committee in terms of methodology) Cooperate with the Training and Quality Assurance Committee to establish the methods of relevant evaluation Ensure that all events are evaluated in line with the agreed system Work with the Training and Quality Assurance Committee to develop specificplans/actions for improvement based on review Follow up to see whether changes have been made and their impact Provide input to the Senior Manager(s) and the Chapter Development Committee on opportunities for chapter growth and development with the Region Work with the Senior Manager(s) and the Chapter Development Committee to ensure that chapter development in the Region is consistent with CISV International strategy across all areas Maintain a group of trainers who have Trainer Certification (approved by the Training & Quality Assurance Committee) and as a group, has knowledge in the area of chapter development Deliver training for NAs and Chapters at Regional Training Forums and, occasionally in NAs where a specific request has been made and agreed Some of the Team members must be advisors able to provide ongoing support and advice to NAs and Chapters on chapter development. In some cases individual advisors may be assigned to an NA or Chapter as a “Promoter”. Provide input to the Senior Manager and the Events & Conference Committee on opportunities for growth and development with the Region relating to events & conferences Work with the Senior Managers and Committees of the Board to ensure that delivery of events & conferences in the Region is consistent with CISV International strategy across all areas Provide ongoing support and advice to NAs and Chapters on event & conferences coordination. Form teams of additional advisors as needed for specific events. Conduct visits and local capacity-building training when needed Maintain a group of trainers who have Trainer Certification (approved by the Training & Quality Assurance Committee) and as a group, has in depth knowledge of the content and delivery of each of our educational programmes Deliver training for NAs and Chapters at Regional Training Forums and, occasionally in NAs where a specific request has been made and agreed Provide input to the Senior Manager(s) and the Educational Programmes Committee on opportunities for growth and development within the Region in the areas of educational programme content and delivery Some of the Team members must be advisors able to provide ongoing support and advice to NAs and Chapters on the content and delivery of each of our educational programmes Conduct visits and local capacity-building training when needed and agreed with the Regional Coordinator Provide input to the Senior Manager(s) and the Training & Quality Assurance Committee on opportunities for growth and development within the Region in the areas of training quality and risk management and evaluation. Work with the Senior Manager(s) and the Training & Quality Assurance Committee to ensure that delivery in the areas of training quality and risk management and evaluation. is consistent with CISV International strategy across all areas Maintain a group of trainers who have Trainer Certification (approved by the Training & Quality Assurance Committee) and as a group, has knowledge in the areas of training quality and knowledge of the training needs and delivery systems for each educational programme and organizational roles. These trainers will train other trainers (regional and national) in training methodology. Also a group of trainers with significant Risk Management knowledge, who will train NA and Chapter Risk Managers. Deliver training for NAs and Chapters at Regional Training Forums and, occasionally in NAs where a specific request has been made and agreed Some of the Team members must be advisors able to provide ongoing support and advice to NAs and Chapters in the areas of training quality The Regional Risk Manager and his/her Alternate must be able to provide ongoing support and advice to NA and Chapter Risk Managers on their role and work. Each Regional Coordinator must have an Alternate who is a member of the Regional Delivery Team and able to provide back up for the Coordinator, share the work and step into the Coordinator role if and when the Coordinator steps down. As a Team, the members will need to be able to provide training and support in the relevant areas The members of the Team must be selected in order to provide the level of coverage of those areas required by the Region. It is anticipated that Regional Coordinators will liaise with and cooperate with their counterparts in other Regions. It is anticipated that through effective use of opportunity and budget, many of the Team members within each Region will be able to meet some of their peers at Regional Meetings and Training Forums, each year or every other year. It is essential that within each Region, the Regional Coordinators cooperate closely with each other and work to keep the entire Region connected and, as much as possible, on the same page. For specific areas there will have to clear coordination and approval from more than one Team or Coordinator. Of particular note are the following areas: All recruitment, management or change of personnel must be in line with policies approved by the Resources & Infrastructure Committee. These policies will include the “selection of personnel” information below. All trainers selected by any Team must also be certified in training methodology by the Training and Quality Assurance Committee / Regional Training Team. Training Risk Management All incidents and formal complaints must be referred to the Regional Risk Manager and any assistance must be provided to investigate such matters Hosting targets must be developed by both the Regional Educational Programmes and Chapter Teams and then agreed by both the Educational Programmes and the Chapter Development Committees Chapters and hosting All multi-national trainings and meetings within the Region must be coordinated the Regional Conference & Events Coordinator. All trainers assigned to training events must be selected from among those approved by both the relevant content Teams and by the Training Team in terms of training methodology. Events All Regional Teams will have close links with and may have representation fromthe Regional Junior Branch Team Junior Branch Personnel Timeline & recruitment within the transition process 1st of November formally transit current international structure of committees into the new one   Virtual Calls set up for 15th – 30th April with all Committees. Collect feedback and amend/enrich proposals
Identify candidates for the new structure Communicate with the committees  by 15th of May  regarding taken amendments
By the 1st of June select candidates from international committees to take part into the new structure On the 1st of June assign position of current committee members to future roles After 1st of June run open calls to recruitment for all remaining positions, focused on other interested volunteers, that are not currently involved in international committees  During AIM officially voting on proposed positions and personnel by the Board of Trustees   30th of September Standing Committee Chairs will be assigned by the new Governing Board  At this point, the TT is considering and consulting on the nature of the role of the IJB Team members on the Standing Committees. To encourage integration and cooperation, it is important to have these representatives and that they bring IJB expertise to the Committees. However, we have had questions and these are some of the points to consider: If the IJB members are full members of the Committees, then they would need to be selected in a similar way to the other full members and would need to bring the necessary ASK to the role. Also, being full members of two Committees (or a committee and a team) seems a bit too much of a commitment. If they are there in a learning capacity, bringing JB knowledge, then are they really full members? Are they there more as liaisons to and from the IJB Team? Maybe different people could be there in different capacities? Scenario 6: The Educational Programmes Committee is considering changing the length of Seminar Camp, to make it 1 week longer. Educational Programmes Committee is responsible for making recommendations to the Governing Board. Their reasons and recommendationss must be based on evaluation and data from regions/programmes and discussions with the Training and Quality Assurance Committee. First step – get Governing Board approval to go ahead with a trial. The trial plan will need to be thought through with the Training and Quality Assurance Committee in terms of research methods and any additional training. Run the trial plan by the Chapter Development Committee as this will affect Chapters The Educational Programmes Committee and the Senior Manager will need to organize the trial and will rely on the Regional Delivery Programme teams to advise and communicate with the NAs and Chapter. Extensive consultation will be needed as this change affects not only programme content, but also money, campsites, hospitality points, etc.The Chapter Development Regional Delivery teams will need to know about this so that they can at least be aware. Once the trials and consultations are complete, the Committee needs to analyse and make a proposal to the Governing Board for decision. In this case, because the change will have a big impact on the Chapters, the Governing Board should consider asking for member ratification.
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