global field operations support team gfo support team o peration january 2013 ne rganisation

Global Field Operations Support Team GFO Support Team

O peration

January 2013

NErganisation

Global Field Operations Support TeamGlobal Field Operations Support Team

2One Operations – One Organisation

Table of Contents

1. Purpose2. Scope3. Drivers for Change4. Desired State by FY165. Added value for our primary customers6. Five Key Principles7. Evolving roles of entities in the value cycle by the end of FY158. Plan ahead to operationalise the directions



The Purpose

• Articulate the vision of NOs, ROs, GC and SO–IPG units in the Partnership on working together in a seamless and mutually accountable manner

• Provide broad guidance to NOs, ROs and IPG units on all of their respective roles

• Enable contextual application in different entities, not a “one size fits all”

• Communicate to organisation on how to support and interact with operations



Long-term, local-level development programmes are supported by different revenue streams

Including grants from public and private sources, child sponsorship and private non-sponsorship sources are included in the scope.

The Scope

Out of Scope for the First Phase: ministry/programming models such as advocacy campaigns, large scale HEA response, MFI, etc.



Drivers for Change

• Building on current direction and changes in the Partnership • Dynamic changes to our work context • Based on new models that bring donors and communities closer

together • A more agile, innovative, accountable, and empowered NO to

make decisions• To maximise our value as a large global organisation• To best use of our resources• Improved Line Management capacity • Clarity of roles and responsibilities • Growing field capacity and improved performance by the NOs• CWB Targets that provide focus and alignment• IPG units to be more strategic in the quality of services offered to

NOs



Desired State by FY16

• Serve and add value to our two primary customers; communities and donors• Clear expectations on programme quality and programme results• Better clarity around roles and expectations on programme quality• Increased cost efficiency without duplication or redundancy

All Entities

• Empowered NOs can make decisions quickly• NOs and ROs undertake assure programme quality• SOs have access to timely, accurate and trustworthy information• Contribution to child well-being is reported at every level

Line Manageme

nt

(NO, RO, SO)

• Programmes are identified by their programming approaches and contexts• Strategic technical services are focused at the portfolio level• Provide exception monitoring and support to specific NOs• Strategic partners and collaborators with the NOs

SO IPGs



Our Customers

Added Value for our Primary Customers

The Communi

ty

Our Donors

World Vision’s Value• Better delivery on CWB• Better delivery on donor

promise• Increased donor

acquisition• Better clarity of

expectations



Five Key Principles

Right Building Blocks

Clear and

Aligned Roles

Quality Assurance through

Line Managem

ent

Flexibility in

Application

Right People

Serving in Right Places



Evolving roles of entities in the value cycle by the end of FY15

• Adequate DME and technical expertise• Assure ministry quality• Lead innovation and contextual application of programming

models/standardsNational offices

• Strategic alignment and partnership with NOs• Provide support at portfolio level• Leverage resources and capacity to NO

Support offices

• Guide strategic priorities• Ensure NOs have access to financial and technical resources• Monitor ministry quality of NOs

Regional offices

• Provide support and oversight to Line Management• Manage Partnership-level operational issues and process

changes• Represent field perspective at GC level

Global Field Operations

• Lead Communities of Practices• Develop and refine technical strategies, standards and resources• Ensure alignment amongst strategies and standards

Integrated Ministry

Global Centr

e

(This is not an exhaustive list of roles and responsibilities of each entity mentioned here, but only those roles that are relevant to the topic)



Plan ahead to operationalise the directions

Enable common understanding, support and ownership1SO IPG units to develop and implement contextual change plans 2Help NOs improve organisational capacity and performance in quality3

Define quality assurance by the Line Management4Develop and implement business processes, systems and standards that support the change processes5

global field operations support team gfo support team o peration january 2013 ne rganisation

Documents

global operations

integrated field operations

field capacity

partnership directions

different entities

world vision partnership

partnership dynamic

respective roles