International Federation of Red Cross and Red Crescent Societies Organizational Development Department Volunteering Team May 2002

The DTD method

The quick, cheap and safe way of building nation-wide volunteer service delivery capacity

Design Test
Design Duplicate Test Duplicate

National Society Community Based Service Delivery Unit

DRAFT

DTD Concept Paper - Contents

1. 2. 3. 4. 5. 6. 7. 8. 7.

Introduction Key Concepts and Reasoning How to read this paper Preliminary Phase - preparation Phase 1 - designing a model local service and structure Phase 2 - testing and refining the model Phase 3 - duplicating model throughout the country Phase 4 - designing National Society support structures for service delivery units Annex - Key staff overseeing project - Team and technical competences required - A sustainable National Society service delivery structure (description) -Vision of financing of NS structures - Financing DTD activities

Design, Test, Duplicate

Introduction
Volunteer organizations grow organically: a good idea for voluntary activity in one community spreads to another as people and ideas move between communities. This process of diffusion is facilitated by one or more common, indigenous forms of voluntary organization which provide the organizational structure for the new service. This is how most currently strong National Societies developed over time, but it is a slow, organic process that takes years. With current ongoing health disasters such as HIV/AIDS in Africa, National Societies are faced with having to develop massive ongoing service delivery capacities at the local level where currently only sporadic coverage exists. This paper suggests a methodology for a National Society, with external support, to develop country wide service delivery units and support structure in a comparatively short period of time. This methodology suggests a different approach to organizational change than the one traditionally employed by the International Federation. It is based on a dynamic, entrepreneurial approach to developing services and structures rather than the traditional approach of systematic top down capacity building. The most obvious equivalent to this process outside of a Red Cross/Red Crescent context is the systematic spreading of McDonalds restaurants across different communities and regions. At the heart of the concept is the systematic development and diffusion of relevant knowledge. It seeks to use both external and National Society knowledge to create success in the form of a sustainable community unit that provides Red Cross/Red Crescent services. It then proposes refining this knowledge in other situations and communities. Based on the refined model, it foresees the country-wide replication of this knowledge, creating service delivery units in every community in the country. Building an appropriate support system to service these units is the final stage in the process. This concept proposes a major change process for National Societies - one which Board and Senior Management must fully accept and give 100% backing to. Without the total commitment and backing of leadership and senior management, this process cannot work. For the National Society, the successful results of the process will include an effective service delivery presence in every community, meeting community needs and being repaid by increased community support and recognition, both financial and moral. With increased community service delivery and support, reliance on external financial support will decrease. The risks are those of any major change process: difficulties in changing mindsets and attitudes within the National Society and outside, as well as a possibility of overall failure. This paper describes a process that maximises the chances for successful development of sustainable service delivery units while minimising the risks and the costs of such change. The paper aims to provide a clear outline of the process and developmental reasoning behind it.

Design, Test, Duplicate

Key Concepts and Reasoning

A different development mentality This concept outlined in this paper are not new, but do not seem to be systematically applied within the Red Cross/Red Crescent Movement at present. This section therefore tries to set out some of the underlying assumptions to this concept, along with some implications for ways of working. Working with those who want success for success Much of the methodology of this paper is built around the bell-shaped distribution curve. According to this distribution curve, for any given new idea, a small part of the population will be strongly in favour of it. Most of the population will either be mildly for, mildly against, or have no strong feelings either way. A small part of the population will be extremely hostile to the idea. In development work then, energy should not be wasted on people and organizations who do not want to change. Instead, a conscious effort should be made to identify and encourage people and organizations that already want to change. Conversely, these should then benefit from a relatively large input of time and resources to ensure that success is achieved.

Diffusion of new ideas

Population

Early adapters

Time
Innovators
Christer Leopold

The success of this methodology hinges on developing one or more successful models that can be replicated and developed in other geographical locations. To develop successful models at the beginning, it is important to identify areas where conditions are good for success, and to start work there. This might mean working in an area where there is above-average need, where local leadership is particularly strong, or where no other organizations are active. Success breeds success: as one location works successfully to tackle a certain need, others will wish to follow. Eventually, as critical mass is achieved, even places with initial opposition to change will begin to come into line.

Design, Test, Duplicate

Accepting, minimising and learning from failure This approach to development sees failure as inevitable, and also necessary. As new ideas and ways of working are developed, mistakes will be made. As staff learn about and experience the process, they will gain new skills, developing new ways of working. In some locations, a clash of personalities will make development impossible. Good luck and bad luck will inevitably affect parts of the project. The important thing in this methodology is that failure is confined to the small scale: a village or location. An important part of the process is for these mistakes to be documented and, where possible understood and learned from. In this way, financial and other resources invested in failure are first of all small compared to the greater outlay, and secondly contribute to rather than endangering the success of the project as a whole. This approach to failure as inevitable and normal does have a corollary in that, during the first two phases of developing and testing a working model, every effort should be made to maximise the chances of success. That is the main reason for suggesting external support for the National Society during the first phase. The role of the external delegate This concept sees the National Society as owning and implementing the change process and work. Although it is suggested that outside expertise may be needed in the initial stage of the process, and also in a consultative capacity during the rest, it is crucial to the long term success of the whole that the role of external delegates and others be left to a purely advisory capacity. If a National Society has the project management expertise and capacity to carry out the process, then external support may well not be necessary.

Design, Test, Duplicate

How to read this paper

Described in this paper are a series of phases to develop a functioning National Society service delivery structure. They are of necessity abstract, and cannot begin to describe the complex reality of the development of a community organization. In reading this paper, it is therefore important to distinguish between essential parts of the development process, and the necessary assumptions, generalisations and guesses that go into such a generic paper. For instance, Phase 1 suggests the facilitation and testing of a functioning service delivery model in one location. Clearly, this is an essential step within the whole development process, without which no replication can take place. At the same time, the length of time that this process will take, whether it will be completely successful at the first attempt, or indeed the point at which the model will be declared a success are all intangibles, depending on the specific conditions and people involved. The paper can give guidance, but should not be seen as prescriptive in this sense. Much depends on the experience and understanding of the project leader to make what are essentially judgement decisions. Selection of a project leader with proven experience in development work is therefore a prerequisite for success in this process.

Design, Test, Duplicate

Preliminary Phase - preparation

Federation secretariat to create agreement and support for design, test, duplicate methodology in one National Society at Geneva, national and operational levels. Main Actors Organizational Development / Programme / Regional Departments Geneva A selected National Society Selected Federation and National Society development experts

Activities reaching consensus on approach (i.e. this concept paper) selecting NS based on political support, leadership commitment, vulnerability, work in progress briefing NS Board and staff in Design, Test, Duplicate concept and process producing project plan and identifying project leader, team composition and anticipated results in conjunction with National Society ensuring appropriate funding consultation with NS on w suitable location, w suitable programme to be developed, and w timetable assembly and briefing of Design Team

Design, Test, Duplicate

Phase 1 - designing a model local service and structure

A National Society / Federation team creates and systematically documents a sustainable local service and sustainable RC structure that can manage, support and finance it.

Phase 1: Develop a functional local model

Mixed team: NS HQ + NS local + Federation

Country

Design service & local organization

O S

O S

Local RC organization
Local RC service

Local Community

Main Actors National Society management Selected local community Design Team Design Teamfunctions Team Leader Record keeper Management authority Design Team team technical knowledge Training in methodology How to design a volunteer-based service How to design support organization for volunteer-based service Programme area expertise Facilitation expertise Local knowledge Country knowledge

Design, Test, Duplicate

Activities Design Team to go to selected community, establish temporary field office Design Team to familiarise itself with location, community needs, community leaders, identify potential leaders and encourage community support for service development Design Team to facilitate with community/leaders the design of a relevant service and RC structure which meets relevant local needs can and will be carried out and led by local people with appropriate training and support can and will be resourced by the local community has clearly defined inputs (training, equipment, human, financial resources) has an agreed reporting and evaluation mechanism

Design Team to ensure that existing National Society regional structure meets needs of new service delivery unit.

Design Team to document all impressions, activities, meetings, critical factors, failures, needs and knowledge as they occur. Particular areas of interest: documentation of methodology for development of local service delivery structure summary of key aspects of w programme structure w mechanisms to mobilise necessary human and financial resources, and w organizational structure in community

Design Team to produce report and run seminar for NS Board and HQ staff international members of Design Team to remain in contact in advisory capacity during remainder of process.

Estimated Timescale 4-6 week in-country, including facilitation write-up and training.

End result of Phase 1 1. A functioning Red Cross/Red Crescent service delivery unit a showcase 2. A documented model of a local service and unit to test in new places. 3. Increased knowledge on local communities and how to systematically develop local units and services.

Design, Test, Duplicate

Phase 2 - testing and refining the model

National Society to test and refine model structure and development methodology in different locations

Phase 2: Test and improve to success

Mixed NS team: HQ + local

Country

Test and improve service & local organization

O S

O S

O S

O S

Local RC organization
Local RC service

Local Community

Main Actors 2-3 communities External Design Team members (in advisory capacity) Test Team (NS members of Design Team) Test Team functions Team Leader Record keeper Management authority Test Team technical knowledge Training in methodology How to design a volunteer-based service How to design support organization for volunteer-based service Local knowledge Facilitation expertise Knowledge of model developed in Phase 1

Activities 2-3 further communities to be selected for developing programme activity, based on

Design, Test, Duplicate

 similar needs to first community similar and different community structures geographical proximity to first structure Test Team members to facilitate service delivery structures in selected communities according to ideal methodology produced in phase 1. This should include visit to initial model by community leaders.

Test Team to document all impressions, activities, meetings, critical factors, failures, needs and knowledge as they occur Test Team to refine methodology and models/produce new models according to results from new communities, including documenting variable factors that affect methodology and models Test Team to report to NS Board and HQ staff

Estimated Timescale 6-10 weeks in-country, including facilitation write-up and training End result of Phase 2 1. Several functioning Red Cross/Red Crescent service delivery units 2. A documented generic model(s) of a local service and unit to replicate. 3. Increased knowledge on local communities and how to systematically develop local units and services.

Design, Test, Duplicate

Phase 3 - duplicating model throughout the country

National Society to develop service delivery units in every community of the country based on proven models

Phase 3: Duplicate all over country

Regional teams

Country

Duplicate local model

O S O S O S O S O S

O S

Local RC organization Local RC service

Local Community

Main Actors Test Team All intermediary and branch level managers All communities in the country Duplicating team functions Team Leader Duplicating team team technical knowledge Training in methodology Facilitation expertise Local knowledge Knowledge of model developed through Phases 1 and 2

Activities Test Team to develop training and materials based on refined methodology and service delivery model(s) all district managers to be systematically trained in service development methodology. Duplicating teams to continue developing new units according to training Timescale Ongoing, dependent on size of country

Design, Test, Duplicate

End result of Phase 3 1. Functioning Red Cross/Red Crescent service delivery units covering the country 2. Increased knowledge on local communities and how to systematically develop local units and services.

Design, Test, Duplicate

Phase 4 - designing National Society support structures for service delivery units
National Society to develop appropriate district and regional structures supporting community service delivery units. Phase 4 to begin as more service delivery units functional, i.e. concurrently with Phase 3

Phase 4: Build national/regional support structure

Mixed NS team: HQ + regional + local
N&R O

Country

Build, test and improve leadership & support system

O S

O S

O S

O S

Local RC organization

Local RC service

N&R O

National and regional organization

Local Community

Main Actors NS-Design Team All National Society branch and intermediate structures in country

Activities NS-Design Team to develop support structure for service delivery units, including: surveying support needs of service delivery units facilitating development of branch and intermediate structure to meet needs coaching branch and intermediate structures in support for service delivery structures documenting all impressions, activities, meetings, critical factors, failures, needs and knowledge as they occur agreeing a basic model for support structure, including: w organisational structure w financing such a structure w critical mass of service delivery units at which structure is necessary

Design, Test, Duplicate

NS-Design Team to regularly monitor developments in intermediate structure, including updating structure model as it develops with time

As needs develop, model support structure is refined and developed NS-Design Team develops training and materials for working with support structure All Headquarters staff are systematically trained in working with support structure and needs of local service delivery units Report made to NS Board and management.

Timescale Ongoing, dependent on size of country. End result of Phase 4 1. Red Cross/Red Crescent service delivery units supported by functioning regional and national structures. 2. Increased knowledge on national and regional structures and their development.

Design, Test, Duplicate

Annex
- Key staff overseeing project
Position National Society Project Leader Activities Coordinate Project within National Society Accountable for results to National Society Probably working full time on project Might be member of team through own expertise/position

Federation Senior Delegate

Coordinate Federation inputs with National Society. Accountable for results to secretariat Might be member of team through own expertise/position

- Team and technical competences required

Team functions necessary Team Leader Record keeper Management authority Technical competences necessary Training in methodology Community development expertise Health expertise Facilitation expertise Local knowledge Training in methodology Community development expertise Local knowledge Facilitation expertise Training in methodology Facilitation expertise Local knowledge Training in methodology Organizational Development Expertise Facilitation Expertise

Design team (Phase 1)

Test Team (Phase 2)

Team Leader Record keeper Management authority Team Leader

Duplicating teams (Phase 3) NS Design Team

Team Leader Record Keeper Management Authority

Design, Test, Duplicate

- A sustainable National Society service delivery structure

In each community of the country with a certain urgent need, a Red Cross/Red Crescent service delivery unit carries out simple services to address the need. At regional levels, regional structures work to support these service delivery units with training, material, equipment and encouragement where necessary. National Headquarters develops generic materials, tests and supports replication of new ideas in the local service delivery units, and requests external funding if local resources cannot meet programme needs. In the event of a disaster, local service delivery units use basic disaster response training to provide initial help. The resources to support the work of the service delivery units come from the communities themselves. Regional and national structures are funded by national resources, with external help if required. The image of the National Society in the community is of an organization that belongs to the community. Its governance mechanisms ensure that ownership of the National Society remains in the hands of the communities that it serves.

- Vision of Funding of NS structures when project finished Level of National Society

National Headquarters NS Regional Structure NS Branch NS Service Delivery Structure

Financed by:
National Resources (*) National Resources (*) Local Resources Local Community

* Complemented by international resources where necessary

- Financing of DTD activities Costs

Project costs

Example

Financed by:

Phase
Preliminary, 1

Initial investment in local structures

Initial investment in regional and national programme and unit support structures. National and

Experts travel, time Federation Support equipment, publishing report etc. NS experts travel, Donor time Basic infrastructure costs NS experts travel, Donor time Basic infrastructure costs NS experts travel, National Resources

2 and 3

3 and on

Design, Test, Duplicate

intermediary Programme costs Local RC and programme costs

time Basic infrastructure costs Ongoing programme Local Resources support at local level, maintenance of NS local structures

3 and on

Design, Test, Duplicate