In an organization working with communities in around 70 countries worldwide and employing 12,000 staff, CARE’s Gender Equity and Diversity strategy (GED) has transformed the organization’s culture and had a marked impact on the design and effectiveness of its programs.

With the majority of CARE’s employees being national staff working in their own countries, the growth in understanding and capacity to respond to diversity issues has resulted in more sensitive, inclusive, and appropriate programming. For example in India, focused involvement of women has increased participation and sustainability, and led to greater livelihood security.

The first steps were taken in 1998, when leadership from the Board and Executive Team steered this initiative through a global organizational dialogue on Gender Equity and Diversity and CARE’s vision, mission and programming principles. The resulting strategy consisted of three interconnected strands.

Firstly, the process of building analysis and awareness was accomplished by means of a global Diversity Gap Analysis. The second strand involved building capacity and skill, achieved through global conferences and training workshops based on a specially designed diversity curriculum; use of a Gender Toolkit; and incorporation of GED skill building into management and leadership programs. Thirdly, GED was fully integrated into policies, systems and management structures, with Diversity competencies assimilated into recruitment and performance management, and HR policies reviewed. Gender and Diversity were also integrated into programming frameworks and operational strategies.

Standard tools to support GED implementation now include a 4-module GED curriculum, GED Gap Analysis Toolkit, and Inclusive Decision-making Toolkit, while customised GED interventions are produced as required by individual Country Offices.

A core team of 3 Senior GED Advisors takes the lead in ongoing development of the overall Global Strategy. A network of Change Agents in Regional and Country Offices have responsibility for ensuring that GED continues to be incorporated in policies and processes, both within CARE and in its programs.

Resources were committed to this project from the outset and development costs for GED over the last 8 years are estimated in the region of USD 500,000 – 700,000. The cost of implementation over the same period is estimated in the range of USD 750,000 – 1,000,000.

Implemented at global, regional and local level, GED has had a transforming effect. Having created a platform for dialogue and the ability to address difficult issues, such as the role of race at HQ, and of caste in India and Nepal, GED has facilitated the career development of CARE’s employees, with significantly increased numbers of women, staff from developing countries and US minorities in senior positions. This diversified profile is also reflected in new approaches to programming and broader, more sensitive, community involvement.

“Embracing diversity at CARE means valuing, respecting and fully benefiting from each individual’s unique qualities and abilities in order to fulfill and strengthen our vision and mission.” GED has succeeded in changing the culture of the organization, and therefore the way it does its work.

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This case study originated from Care International and has been prepared by People In Aid in partnership with the Emergency Capacity Building Project (www.ecbproject.org).

As the official international humanitarian agency of the US Catholic community, Catholic Relief Services provides humanitarian relief and development assistance in 99 countries throughout the world, and uses its International Development Fellows Programme (IDFP) as a successful recruiting tool.

IDFP gives people interested in a career in international relief and development an opportunity to increase their overseas experience and gain broad exposure to CRS programmes. Each year, around 500 applicants compete for approximately 30 one-year placements with country programmes overseas.

When recruiting for IDFP, CRS looks for candidates that have completed a master’s degree in subjects such as international affairs, development or health, professional proficiency in French, Spanish, Portuguese, or Arabic, work experience in a developing country or relevant US-based experience, strong cross cultural skills, and a commitment to its guiding principles of Catholic Social Teaching. Specific job responsibilities depend on the country program’s focus, be it agriculture, health, peace building HIV and AIDS or microfinance.

The IDFP goal is to place fellows where they can draw upon their previous education and work experience while at the same time broadening their skills. Many fellowships lead to regular CRS positions. Since the program’s inception, CRS has been able to promote over 95% of the fellows into program manager positions with country programmes overseas. Many fellows continue to work with CRS overseas for many years, becoming agency leaders.

The program itself took around 10 years to develop and requires a budget in the order of USD 75,000 to run each year, with each fellow ‘costing’ the organisation around USD 30,000. The IDFP is now firmly established as a valuable recruitment tool for CRS, and fellows typically come from a range of universities and academic institutions with whom CRS has developed strong links.

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This case study originated from CRS and has been prepared by People In Aid in partnership with the Emergency Capacity Building Project (www.ecbproject.org).

With a commitment to respond to any major emergency around the world, World Vision (WV) developed a Rapid Induction package to speed up recruitment of fully operational teams during the initial relief response phase. As a large, complex organization operating in over 100 countries worldwide and with approximately 23,000 employees, WV has gained agility in quickly assimilating new staff and facilitating their contribution at an early stage of the response effort.

Until recently, a general reluctance in sudden onset crises to hire managers lacking in WV or relief experience resulted in long term staffing being put on hold while existing experienced staff rotated in and out of the program on short-term placements, with consequent negative impacts on teams, stakeholders, knowledge management and program quality.

In response to the challenge of staffing emergency responses after the initial 90-day phase, the Rapid Induction package is designed to equip new staff with the essential knowledge required to function effectively within the organisation’s structures, systems, style, values and culture, and to represent WV appropriately with all stakeholders. Confidence in a fast, robust induction process enables hiring managers to appoint candidates knowing they will be equipped to operate successfully from the outset.

Rapid Induction takes place in the field or regional office before deployment to the project or program site. Delivered by WV relief professionals, it takes approximately 2 days in total. The package includes modules covering:

• Understanding the context in which you are operating
• Your role
• Decision-making and influence in your context
• Systems
• Programming
• Policies and standards

Tools created to support the Rapid Induction consist of a CD Rom, database, and hard copy prompt cards in a slim manual.

The Rapid Induction package has enabled WV to draw on a far wider pool of candidates outside the organization to meet its critical staffing requirements. This has resulted in teams being established more quickly and with greater long term stability, with positive knock-on effects on staff morale and retention rates. Continuity within the teams has promoted more effective knowledge management, and improved relationships with external networks and stakeholders. Collectively these outcomes have enhanced program quality and impact.

Feedback for the rapid induction tool has been very positive: “... an excellent tool... that guide[s] us through the hand-over process. ...This is a tool to build the institutional memory…” (Senior Relief Co-ordinator, Global Rapid Response Team)

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This case study originated from World Vision International and has been prepared by People In Aid in partnership with the Emergency Capacity Building Project (www.ecbproject.org)

With programs in 39 countries providing humanitarian relief transitioning into development, Mercy Corps (MC) has developed its Office in a Box (OIB) as part of its drive to enhance the overall impact of response efforts. The goal was to offer MC staff fluid and flexible tools that provide for rapid response and programme start-up, and effective, compliant management of entrepreneurial programming. In use since March 2006, the OIB has already proved an invaluable tool in emergency response situations.

The Office in a Box (OIB) is a cost-effective solution primarily designed for use at the program start-up stage, as well as being available to strengthen the operational capacities of existing field offices. Accessible via the internet, in CD format or hard copy, it contains the guidelines, manuals, practical tools and templates that are essential for rapidly establishing a new program and for ongoing operations management.

A set of manuals, each accompanied by relevant documents and tools, provides all the necessary information regarding set-up and maintenance of administration, finance, logistics, security and IT functions. The OIB also contains a Field Office Checklist, and a helpful tips section.

Designed by combining best practices of MC field offices with requirements imposed by donor regulations, the contents were then vetted by HQ and field staff and field tested in six operational countries. The OIB was formally rolled out in March 2006, supported by formal training, and is currently in use in six additional countries in Africa and Asia.

Since its introduction the OIB has reduced the amount of time and effort spent by programme managers on developing operations systems, allowing them to focus on programming issues which have an impact on quality. Its rigor in ensuring more robust systems which are consistent and compliant, has improved accountability and transparency with external stakeholders and with staff. By incorporating best practices and lessons learned from around the organisation, the OIB also functions as a development tool for national and international staff as they work with the system. This in turn has facilitated internal transfer and promotion, and impacted retention rates.

The OIB took two years to develop and involved a team of eight people at the design stage. After gathering extensive input from the field they guided the OIB through a thorough vetting process by HQ and field staff. Five staff members have a part-time responsibility for keeping the system up-to-date.

The success of the OIB lies in its simplicity, low cost and adaptation for use in situations with limited back-up resources. It makes effective use of technology to enhance consistency, organisational learning, responsiveness to donor requirements and program quality.

Speaking of OIB, CEO Neal Keny-Guyer praised it as a “fantastic package of tools required to set up and operate a field office” and applauded the way in which it freed staff from a systems focus and enabled them to become “social entrepreneurs”, able to “take the risks necessary to design innovative program strategies”.

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This case study originated from Mercy Corps, and has been prepared by People In Aid in partnership with the Emergency Capacity Building Project (www.ecbproject.org).

With 3500 staff based in over 40 developing countries spread across 16 different time zones, Mercy Corps (MC) tackled the challenge of sharing programming tools and information efficiently by creating a Digital Library. Providing 24/7 access to key documents and web resources, the Digital Library underpins managers’ ability to act quickly and effectively.

Functioning as a single, reliable and up-to-date resource, the Library consists of MC documents containing information and tools on key areas, including program development, management and evaluation; proposals, grants and reports; and administration. Documents include case studies, concept papers and training materials, as well as practical tools for assessment, log frames, reports, work plans and manuals. Links to Internet resources on UN standards and SPHERE, for example, ensure that all relevant information can be accessed via the library.

The Digital Library uses open-source software customized to meet the information requirements of MC staff. All MC employees can access it either via the internet on a secure website or on DVD. Staff can contribute documents and the site is updated daily. Although training is not essential, a short briefing conducted by the Digital Librarian helps to maximize efficient usage.

Since its introduction in June of 2002, the Digital Library has proved effective in speeding up program activity by making critical information available on demand, and by reducing time spent reinventing materials. Its value in the field as a reliable resource is evidenced by the steady increase in usage. One emergency team staff member reported, “It makes me feel that we have information at our fingertips…and it gives me confidence that I have a resource to go to that is easy to use.”

By sharing information widely, especially “best examples” of local practice, it is believed the Digital Library has strengthened knowledge and contributed to better decision-making. It has also served to standardize practice across the organization.

Research and design of the Digital Library took 9 months up to the initial release of 350 documents. This work was undertaken by a full-time librarian and part-time technical support person, with the involvement of a broad-based focus group. Associated costs were approximately 85,000 USD. The current staffing requirement remains the same as the library continues to develop, with annual operating costs in the region of 125 – 150,000 USD.

Championed by the Board and senior leaders in program operations from the outset, the Digital Library’s innovative use of affordable technology supports MC’s ability to operate with agility. As well as giving worldwide, immediate, 24-hour access to critical information, it connects people across the organization and acts as a forum for shared learning. Designed to develop organically it has the capacity both to promote and adapt to change.

In the words of a field manager: "The Digital Library created new avenues for organizational learning and information sharing within Mercy Corps that were previously unimaginable… It has become an assumed, unspoken backbone to… …day-to-day jobs. The Digital Library has had great success in closing the divide between headquarter and field offices, but more importantly, has empowered many of the local staff by providing them access to the same tools, information and resources as the international staff."

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This case study originated from Mercy Corps, and has been prepared by People In Aid in partnership with the Emergency Capacity Building Project (www.ecbproject.org).

The ability to manage teams effectively and to retain staff with relevant specialised skills is critical in an organization that, since 1996, has responded to 80 humanitarian emergencies in 37 countries, and launched 23 new country programs. Designed to equip managers with the basic skills and HR knowledge they need to manage people in this dynamic environment, the HRMT was introduced in 2000 and rolled out to all managers.

Consisting of a set of training modules covering various aspects of HR and incorporating the guiding principle of respect, the HRMT addresses:

• Hiring
• Teambuilding
• Stress management
• Communication and performance management
• Transparent management and promoting respect

This case study originated from the International Rescue Committee, and has been prepared by People In Aid in partnership with the Emergency Capacity Building Project (www.ecbproject.org).

Committed to responding to any emergency that endangers the well-being of children, Save the Children (SC-US) has increased the speed and appropriateness of its response in the 45 countries where it operates by placing local staff at the heart of its strategy.

Whilst relief programs can be implemented within hours by deployment of its Global Emergency Team, SC-US recognised the many advantages of being able to mount a local response. Focusing on developing the capacity of national staff to achieve this, SC-US’s strategy involved several key elements.

• Deployment of national staff on regional REDI (rapid response) teams has enabled those with less experience to work alongside more experienced counterparts. This provides opportunities for apprenticeships and mentoring, with additional formal training provided as required.
• Regional Emergency Response Training is provided for one point person selected from each Field Office.
• Regional Preparedness Advisors work with Senior Management Teams in each Field Office to develop emergency preparedness plans. This approach has built awareness and capability while also offering a process for delegating responsibility for preparedness to national staff.
• Temporary Duty Assignments of 3 – 6 months enable local staff, especially those from countries where emergencies occur infrequently, to gain experience and skills in an emergency context alongside more experienced staff. Performance evaluation during the assignment informs plans for further personal development in relevant skills.
• Simulation exercises have proved extremely successful in situations where deployment with a mentor is not possible.

Evolved over a period of about five years, the strategy required an initial investment of time in developing the formal emergency response training program. Essential staff key to ongoing implementation are Regional Emergency Preparedness Advisors; qualified mentors; and trainers with practical knowledge of emergencies. The annual budget includes $90,000 per Regional Advisor plus the costs of formal training, and travel and living expenses of Temporary Duty Assignments.

By shifting away from reliance on roving global expatriate teams and focusing on nationalising its relief response SC-US now has the capacity to respond to emergencies more quickly and appropriately. This strategy has created a wider pool of technically qualified staff to draw on, strengthened skills in Field Offices around emergency preparedness planning, and more broadly, increased awareness of all staff as to the required shift in mindset and approach when the focus of their work changes from development to relief.

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This case study originated from Save the Children US and has been prepared by People In Aid in partnership with the Emergency Capacity Building Project (www.ecbproject.org). 

Based on the premise that leadership development builds community and shapes organizational culture, CARE’s leadership program Leading With Impact (LWI) is designed to build mission-critical skills, enhance leadership capabilities and foster global standards and knowledge-sharing.

With over 12,000 employees dispersed among 70 countries, the challenge for CARE was to institute a system of leadership development which would create a common vision of organizational purpose, and the ability to deliver this in complex environments.

Launched in November 2003, by the end of 2007 LWI will have reached reached 206 leaders and emerging leaders. The program centres around four leadership capabilities identified as critical to achieving CARE’s vision and mission: leading from within, creating the future, managing complexity, and building human and knowledge capital.

Delivered by the CARE Academy, the LWI is founded on self-directed, self-owned learning, blending classroom and peer-to-peer consultation over a period of nine months. A 360° leadership assessment tool is used to identify and track areas of development, and individual coaching, peer consultation sessions and implementation of personal leadership commitments all foster ongoing reflective practice. Themes running through the program concern questions of leadership style and meaning, alignment with the vision, worldview, productive interactions, and adapative challenges facing CARE.

The LWI has been well-received by CARE staff and data demonstrates how it is supporting change. One participant commented: “…I learned that some of my unit members think I have a tendency to micro manage. This led me to change how I structure my interactions with them… I now try to ensure that I give them enough room to breathe, make mistakes, learn and grow.” In addition, some of the personal leadership commitments have contributed to developments in other key areas such as gender and diversity, and global compensation, thus supporting the aim of connecting and shaping culture.

The program was championed by the Executive team and development, in partnership with Duke Corporate Education, took 10 months. First delivery of LWI for 44 participants cost approximately USD 450,000 in total. Each subsequent delivery requires a 5-month planning schedule involving a program manager, program coordinator and design support person, all on a part-time basis. On-site support for the six-day classroom component requires a total of 12 people and the cost of each delivery is USD 200,000.

Focusing on strategic capacity and using a range of methodologies to engage participants in reflective learning, the LWI is highly effective in developing the leadership capabilities necessary to shape and deliver CARE’s shared future.

“Leading With Impact is only the beginning in creating a culture that is flexible and adaptive to change at CARE,” says Patrick Solomon, Senior Vice President of Human Resources. “We want all staff to have every opportunity to strengthen their leadership potential and become fully involved in our fight against poverty. This requires new ways of thinking at all levels and an openness to new ideas as we tackle complex challenges.”

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This case study originated from Care International and has been prepared by People In Aid in partnership with the Emergency Capacity Building Project (www.ecbproject.org).  

Oxfam’s Pick Up & Go packs are proving a fast, cost-effective way to equip staff across the organization with a range of basic skills required to fulfil their roles. Originally conceived as a response to facilitating improvements in people management, the approach has already been applied to other areas, specifically HIV/AIDS and further topics are in the design stage.

Each pack is a complete, stand-alone kit, designed to be delivered by staff at country level who are capable facilitators but may not have in-depth knowledge of the subject. The material is thorough and clear enough to be able to deliver a good quality version of the module first time round. Principally formulated for staff in their first 18 months with Oxfam, it aims to familiarise them with knowledge and skills to a basic level of competency.

Pick Up & Go packs are designed to a standard format. Each course takes half or one day to deliver, and is participative in style. Drawing on input from specialists across the organization, content includes information for the region and for the facilitator; objectives; timetable; detailed facilitator notes with step-by-step instructions for each session; flipcharts and handouts.

Packs are readily accessible on the organisation’s intranet and are available in English, French, Spanish and Portuguese. They are offered as a tool which regions can elect to use as appropriate to address locally-identified learning needs.

Within the topic of Managing Self and Others, examples of individual courses include Recruitment and Selection, Coaching and Feedback, Performance Management and Time Management. Other topics available are Understanding Project Financial Reports, Gender Mainstreaming, and Campaigning, with more courses in the pipeline.

Oxfam develops the packs largely in-house, and includes the design and piloting processes. Direct costs are limited to translation expenses and, for some modules, outsourced writing.

Led by the Learning and Development function and championed by senior staff, Pick Up & Go has advanced Oxfam towards achieving corporate objectives in the area of people management. It offers a relatively low-cost response to an organizational need, delivered in a way that is appropriate for the culture of the organization. Success in its use has caused other NGOs to recognize the value of the Pick Up & Go concept. Modelling an empowering, ‘can do’ approach, it provides a complete and easy-to-use tool for fast, effective training of staff.

This case study originated from Oxfam GB and has been prepared by People In Aid in partnership with the Emergency Capacity Building Project (www.ecbproject.org).