20070913_CCF_Asia_regional_strategy_Chris_Wardle

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Vision and strategic options for Christian Children's Fund's (CCF) operations - presented at the Asia Regional Leadership Forum, September 2007.

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20070913_CCF_Asia_regional_strategy_Chris_Wardle

  1. 1. CCF-Asia Region Vision & Strategy Some options from Chris Wardle National Director, CCF East Timor Presented at the Asia Region Leadership Learning Forum Rose Garden Riverside, Nakorn Pathom, Thailand, 12-14 September 2007
  2. 2. Strategic Initiatives & Measures: 2009-11 CCF- Asia Region Where will we be in 2011? What strategic initiatives do we put in place now to get there? How will we measure our success? Finance We will have an expanded, stable, financial resource base. Broaden our level of sponsorship support and establish a track record of successful grant management and accreditation. Balance sheet and audits demonstrate reserves to be able to respond to crises and accreditation results in donors seeking out CCF as a partner. Clients We will have shifted our focus to be working with groups most at risk and in need of our skills. Define the needs of these groups and build our skills to be able to respond and advocate for policy change. Impact assessment to assess change, especially the possible causal relationship between our advocacy efforts and legislative reform.
  3. 3. Strategic Initiatives & Measures: 2009-11 CCF- Asia Region Where will we be in 2011? What strategic initiatives do we put in place now to get there? How will we measure our success? Infrastructure & Process All national offices are recognised as Centres for Excellence in empowering, sustainable, child development. Publish and present. Embrace mentoring and competency assessment in all training. Gather support for building the necessary infrastructure. Publication and production track record. Brand recognition and client satisfaction surveys. Election results demonstrate competition from community members to serve on our Boards. People & Culture CCF recognised as a rewarding, business-like and highly desirable employer. Build a skilled human resource base through an expanded leadership programme and volunteer management, recognition and reward systems. Assessing retention rates and responses to recruitment.
  4. 4. Our Future Leadership <ul><li>What will be the characteristics of our future leaders? </li></ul><ul><ul><li>Younger </li></ul></ul><ul><ul><li>Smarter </li></ul></ul><ul><ul><li>Visionary </li></ul></ul><ul><ul><li>Mentored </li></ul></ul><ul><ul><li>Well-resourced </li></ul></ul><ul><ul><li>BLP graduates </li></ul></ul>
  5. 5. Our People <ul><li>What will be our challenges in terms of attracting and retaining our people over the next 3 to 5 years? </li></ul><ul><li>Building the coaching and mentoring skills of existing leaders; </li></ul><ul><li>Developing a consultancy and succession planning ethos; </li></ul><ul><li>Expanding our resource base to be able to offer attractive salary packaging to local staff; </li></ul><ul><li>Communicating CCF’s recognition and reward mechanisms outside of the recruitment process – i.e. expanding our public relations to include news about our staff development successes. </li></ul>
  6. 6. Our Value Proposition / Differentiator <ul><li>What will differentiate us from others and how will we need to change to ensure we have a point of differentiation? </li></ul><ul><li>Our reputation for excellence will be our defining difference. </li></ul><ul><ul><li>Changes needing to be embraced to achieve this include: </li></ul></ul><ul><ul><li>Working with ”tough” beneficiaries; </li></ul></ul><ul><ul><li>Fostering a culture of reflection, analysis, publication and presentation; </li></ul></ul><ul><ul><li>Demonstrating our leadership by example; </li></ul></ul><ul><ul><li>Investing in volunteer management; </li></ul></ul><ul><ul><li>Making the measurement of impact and competency key element in our training. </li></ul></ul>
  7. 7. Clients of the Future <ul><li>But first some questions to ask ourselves from a governance perspective: </li></ul><ul><li>Have we developed a culture of empowerment or dependence in our partners over the last 50 years? </li></ul><ul><li>Have we defined our point of disengagement? </li></ul><ul><li>For how long will we provide a protective bubble for our implementing partners? </li></ul>
  8. 8. Clients of the Future <ul><li>Who will be our clients of the future, and how will we need to change in order to meet their needs? </li></ul><ul><li>1) “ Tougher” beneficiaries; and </li></ul><ul><li>2) Governments – as our targets for pro-poor advocacy. </li></ul><ul><ul><li>This requires us to: </li></ul></ul><ul><ul><li>Market the needs of these groups to our sponsorship base and ask them to give to support beyond CCF’s traditional, one-on-one child sponsorship approach. </li></ul></ul><ul><ul><li>Involve them in design, implementation and M&E of programmes; and </li></ul></ul><ul><ul><li>Focus more on direct implementation of pilot programmes to provide an evidence base for policy-level advocacy. </li></ul></ul>
  9. 9. Environment Scan Looking Forward <ul><li>What are the key forces of change / issues that need to be taken into account in our strategic plan (global & regional economy, industry)? </li></ul><ul><li>This region is home to: </li></ul><ul><ul><li>The majority of the world’s population; & </li></ul></ul><ul><ul><li>The majority of the world’s poor. </li></ul></ul><ul><ul><li>Yet it holds many of the world’s fastest growing economies. </li></ul></ul><ul><li>The link between poverty and reproductive health needs to be understood and addressed; </li></ul><ul><li>Pro-poor development should be driven by local communities, not multi-national institutions; and </li></ul><ul><li>Globalisation is not pro-poor. </li></ul>
  10. 10. Our Vision <ul><li>What is our vision for CCF-Asia Region? </li></ul><ul><li>To return the responsibility for child development back to the State as the duty-bearer and be so effective in doing it, that we no longer need to exist. </li></ul>
  11. 11. Our Core Values <ul><li>What are our core values? </li></ul><ul><li>Trust; </li></ul><ul><li>Respect; </li></ul><ul><li>Engagement; </li></ul><ul><li>Critical thinking; </li></ul><ul><li>Transparency; </li></ul><ul><li>Accountability; </li></ul><ul><li>Results; </li></ul><ul><li>A Christian (humanist) philosophy: </li></ul><ul><li>“ Peace on earth, goodwill toward all men”; </li></ul><ul><li>“ Love thy neighbour as thyself.” </li></ul><ul><li>“ Now abideth three things, faith, hope and charity, but the greatest of these is charity”. </li></ul>
  12. 12. Our Fundamental Purpose <ul><li>What is our philosophy? </li></ul><ul><li>Every young person has the right to access education, health and employment opportunities. </li></ul><ul><li>Why do we exist? </li></ul><ul><li>To make a lasting improvement in the lives of the young people and communities we serve. </li></ul><ul><li>“ No Australian child shall live in poverty by …” </li></ul><ul><li>Former Australian Prime Minister, Bob Hawke. </li></ul>
  13. 14. This has been a presentation entitled CCF-Asia Region Vision & Strategy Some options from Chris Wardle National Director, CCF East Timor For further information or discussion, please contact: Christian Children’s Fund (CCF) Avenida Presidente Nicolau Lobato No. 55 Bidau-Lecidere, Dili, East Timor Email: [email_address] Phone: +670 3323 828 Presented at the Asia Region Leadership Learning Forum Rose Garden Riverside, Nakorn Pathom, Thailand, 12-14 September 2007

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