OCAC Process of Myanmar RC

  MRCS Perspective and Feedback on OCAC

  

Objectives of OCAC Internal self assessm

ent

Organisational Capacity Assessment

   to assess ourselves against defined international standards

   to develop and implement a tailor-made

Critical conditions - looked into for sustained performance

  C a a a C a p a c it y to o r g a n iz e C a p a c it y to e x i s t

Phase I - How did we measure?

  Attributes Indicators Core capacities A B C D E

  

According to 5 core capacity areas, 63 Attributes positio

ning in A and B score, were needed to tackle urgently.

  Myanmar Red Cross Society OCA-C Internal Assessment 2012 - Grading results

  34

  35

  29

  30

  25

  How did we use OCAC results? 1.

  Identified “What are the criti cal capacity deficits of MRCS?” 2. prioritized actions for MRC

  

Phase I - How did we prioritize ?

Core Attributes

  Indicators capacities Prioritize

  A-E 1 - 4

  A or

A B C D E

B

  

Pie chart diagram showed that MRCS has only 4.35% of att

ributions represented highest and great satisfied level Vs

  3

1.52% of attributions are worst level needed to be improved

or urgent needed to be changed in organizational developm

_{7.61% 4.35%}

ent process.

_31.52%

  19.57% _Grade-A Grade-B

  

Priorities according to OCAC findings;

  1. Institutional matters (highest)

  2. Legal tools (highest)

  3. Security and safety awareness (highest)- 4.

  Resource mobilization (highest)-

  

Planned “How MRCS should do to fulfil t

hese deficits “

Developed -

  1. 2013 Development plan 2. 2014-2015 Development plan

  

based on 63 Attributes positioning in A

and B,

• 42 actions were planned to tackle in urgent in 2013,
• 19 actions have been done at the end of 2

  

MRCS’s

Development Plan For 2014-20

  15

  

Institutional matters and Legal tools

2013

  2014-2015

  1. Scaling up Community

  1. Scaling up Community based programmes based programmes

  2. Selection of pilot branches

  2. Selection of pilot branches and coverage of community and coverage of based Program in country community based in line with OD

  Program in country in line recommendation with OD recommendation

  3. Regular review and update

  

Security and safety awareness

2013

  2014-2015

  1. Developed and followed

  1. Develop and operate “code of conduct”. “Staff and Volunteer safety and security guideline” and provide related supports

  2. Continue Volunteer

  2. Continue Volunteer insurance and practice. insurance and practice.

  3. Awareness on internal

  3. Provide basic security

  

Resource mobilization

2013

  2014-2015

  1. Developed HR policy and

  1. Development and initiate regulation, Child CAS strategy Protection Policy, staff-

  2. Develop Membership

orientation/Induction Info; policies and regulation.

booklet.etc. 3. implement the approved cost recovery model

  2. Determined core

  4. Recruit at least one paid structure and core budget staff per state/region

  

Resource mobilization

2013

  2014-2015

  6. Upgrade current Finance

  7. Upgrade current Finance management system at management system at all all levels(Navision levels software + trainings)

  7. Standard reporting

  8. Start Resource template and information Management System and tool.(Finance, branch assign volunteer data base level) focal person in Nhq.

  

Follow up Actions in 2013-2014

Follow up Actions in 2013-2014

  

OCAC-report , after assessment

OCAC-report , after assessment

1.

  Shared OCAC report to all movement partners, Central council members, and management staff

  garding to OCAC deficits and shared revised SP 20

Benefits of O-CAC process 1

  4 E – outstanding efforts ->> inspire mark for MRCS

2. 63- Deficits- >> Opportunity for MRCS’s tailor-made Develop

ment Plan 3. Common understanding >>>Where MRCS is and what we ha ve done and what we need to tackle in urgent.

  Challenges

Challenges

• Long term support ( more than 3 year)
• support of Union of Government

Lesson learned and need support from Donors Lesson learned and need support from Donors

  1. Continuous OCAC assessment annually.

  2. Next Strategic Plan 2016-2020 should be in line with the deficits of OCAC assessment and Indicators/attributes.

  3. Both short-term and Long term Development plan 4. legal base development and dissemination to all staff, members and the public must be regular and continuou

  Thank you