MRCS Perspective and Feedback on OCAC
Objectives of OCAC Internal self assessm
ent
to develop and implement a tailor-made
development Plan
Certification by the IFRC Governing
Board
Organisational Capacity Assessment
Phase I - How did we measure?
Strategic Plan
A B C D E A - E 1 - 4
The NS has Statutes that are available at all levels of the NS.
The Statutes have been revised less than 10 years ago.
The NS Statutes meet the
requirements of the guidance document.
The NS regularly discusses and disseminates its Statutes. It
involves all levels of the NS in this process.
Core capacities Attributes Indicators
According to 5 core capacity areas, 63 Attributes positio
ning in A and B score, were needed to tackle urgently.
A B C D E
OCA-C Internal Assessment 2012 - Grading results
How did we use OCAC results?
1.
Identified “What are the criti
cal capacity
deficits of MRCS?”
2.
prioritized actions for MRC
S’s Development Plan.
3.
Planned “How MRCS shou
ld do to fulfil these deficits “
1.
2013 Development plan
Indicators
A B C D E
Core
capacities Attributes
A or B
A-E Prioritize
1 - 4
PRIORITIZE
1
- Not relevant
2
– Relevant but not Urgent
3
–
Relevant and Urgent
4 – Critical (
Law revise, Emblem, state/region /branch capacity build)
A: The NS has no statistics related to volunteer involvement
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
ent process.
31.52%
36.96% 19.57%
7.61%
4.35%
Priorities according to OCAC findings;
1.
Institutional matters (highest)
2.
Legal tools (highest)
3.
Security and safety awareness (highest)-
4.
Resource mobilization
(highest)-5.
Identity (2
nd)
6.
Protection of image and reputation (2
nd)
7.
Communication (2
nd)
Planned “How MRCS should do to fulfil t
hese deficits “
Developed
-1.
2013 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
based programmes
2. Selection of pilot branches
and coverage of
community based
Program in country in line
with OD recommendation
3. Develop clear roles of
senior management level
4. development of
Communication Policy
5. Law and statutes revision
6. Waiting for approved new
Law.
1. Scaling up Community based programmes
2. Selection of pilot branches and coverage of community based Program in country in line with OD
recommendation
3. Regular review and update of Branch development
model
4. clear boundary between governance and
management.
5. Improve communication & Information capacity and system
6. Statutes revision
7. Develop Emblem law within one year after approved
new Law.
Security and safety awareness
2013 2014-2015
1. Developed and followed “code of conduct”.
2. Continue Volunteer
insurance and practice. 3. Awareness on internal
reporting system
regarding violence/abuse of power for staff and
volunteers
4. Undertake humanitarian diplomacy to support vulnerable people in Myanmar.
1. Develop and operate
“Staff and Volunteer safety and security guideline” and provide related supports
2. Continue Volunteer
insurance and practice. 3. Provide basic security
training for staff and safer access session to all staff/ RCVs with effective
monitoring system.
4. Develop internal reporting system regarding violence/ abuse of power for staff and volunteers
Resource mobilization
2013 2014-2015
1. Developed HR policy and
regulation, Child
Protection Policy, staff- orientation/Induction Info; booklet.etc.
2. Determined core
structure and core budget
covering to 30% or less of total budget.
3. Initiated Development of
core service policy
4. Support to have RC branch office at 40% of branches by the end of 2015.
5. Volunteer mobilization at IDP camps/remote areas ( deployment of RCVs, invest capacity building trainings and recovery operation)
1. Development and initiate CAS strategy
2. Develop Membership policies and regulation.
3. implement the approved cost recovery model
4. Recruit at least one paid staff per state/region
under core structure.
5. Support to have RC branch office at 40% of branches by the end of 2015.
Resource mobilization
2013 2014-2015
6. Upgrade current Finance
management system at all levels(Navision
software + trainings)
7. Standard reporting
template and information tool.(Finance, branch
level)
8. Up grade RM unit to RM
division to develop RM strategy and identify target group of
fundraising activities.
9. Market MRCS First Aid and Safety services
trainings to commercial customers.
7. Upgrade current Finance management system at all levels
8. Start Resource
Management System and
assign volunteer data base focal person in Nhq.
9. Market MRCS First Aid and Safety services trainings to commercial customers.
10.Strengthens RC youth development Programme to support MRCS
