SCNL ORGANISATION ADMINISTRATIVE ASSESSMENT REPORT

Background

In 2007 SCN will have been operating in Lao PDR for 10 years. During this time there have been a number of project evaluations which have provided important inputs for the development of the country programme. However, no assessment of the management and administrative capability of the country programme had been previously carried out. On entering a new strategy period, SCN Lao is faced with new demands for ensuring quality of programme, addressing new programme issues and increasing levels of local funding. There have also in recent years been some difficulties related to management style and definition of roles and responsibilities within the country programme. In order to improve the ability of SCN Lao to meet the challenges of the new strategy period, a participatory administrative assessment was carried out in February 2007. The evaluation process was led and owned by SCNL with input from the head office. The assessment team consisted of an international consultant, national management team member from SC Australia and a representative of SCN Head Office.

Purpose/objective

General objectives
Identify administrative strengths and weaknesses, future challenges, discuss and decide on actions to be taken in order to sustain and/or improve the administrative performance of the country program office.

Specific objectives
• Identify constraints and contributions of the management systems of SCNL to implementation of partners' projects and SCNL self implemented projects
• Assess effectiveness of the organizational policies, procedures, guidelines, principles and practices to the program implementation, development and support
• Recommend possible ways of improving the existing system for better program support and cost efficiency

Methodology

The assessment was performed in a participatory manner and actively involved the staff and management team of SCNL. The process included:
• Introduction workshop to inform TOR and mandates with all staff and individual meetings/workshops with each section and management team for self assessment
• Individual interviews with staff, partners and donors in Vientiane and in the field projects..
• Reviewed available policies, guidelines, and manuals of SCNL and implementation.
• Reviewed the organizational structure of SCNL and the process of support services
• Held a wrap-up workshop to discuss initial findings and recommendations with the management and staff of SCNL
• Wrote a final report with follow up plan and documented the process

Key findings

The strengths of the SCNL team and country programme are impressive in many ways. They have managed over the last ten years of operation to form good relations and joint projects with their government partners. SCNL is regarded by partners, local donors, and SCN Head Office to have good control, planning, and reporting mechanisms in place. The SCNL policies and procedures are seen to be clear and generally understood. The staff appear to be eager to learn new approaches and are proud to work for an organisation focused on improving the lives and rights of children in Lao PDR. In short, the assessment team finds the SCNL team and country programme office effective in their work and strategy. As with all organisations, improvements can be made for greater effectiveness. The following are summary findings in terms of current weaknesses and overall recommendations for improvement.

From the perspective of the assessment team the major weaknesses and constraints holding SCNL back from achieving even greater accomplishments are these:
1. Difficult communications between staff and management, particularly among the programme staff .
2. Technical competence inadequacy (both perceived and real) for raising the quality of the projects and the teachers covered by the education projects.
3. An emphasis on administrative details in planning, reports, and monitoring at the expense of looking at the big picture pulling details into patterns and trends for more creative, strategic thinking and working modes with partners
4. Somewhat inflexible systems, procedures, and working relations

Recommendations

1. For improved Partner Cooperation
a) Offer technical support to raise the quality of the teachers and projects
b) Carry out more technical monitoring visits
c) Extend the programme to other clusters in current districts
d) Include all stakeholders at all levels in annual meetings with partners
e) Be more flexible in budgeting, fund transfers, and reporting requirements
f) Simplify report formats and streamline reporting schedules
g) Employ a more strategic, creative thinking approach in working with partners
2. For Strengthened Internal Working Relations:
a) Communication across and within sections more on a face-to-face and less on a memo basis using examples and suggestions for ease of understanding
b) Use job descriptions as guidelines listing major responsibilities and accountabilities rather than absolute task boundaries preventing cooperation with others when circumstances require cross-section assistance.
c) Take the initiative to speak to the CR, HO, the managers and staff whenever it is seen as appropriate. Do not assume one can only speak to the line manager or one's own work colleagues when issues need to be discussed.
d) Seek to build links across and between sections for strengthening the combined effort of all in relation to the partner projects.
e) Show respect for everyone in SCNL as each person is making an important contribution to the whole organisation and vision of SCNL.
3. For Participatory, Strategic Management Systems:
a) Adopt a more flexible, coaching and mentoring style by the managers in relation to staff
b) Link the SCNL vision, strategy, and overall picture to the daily work and monitoring system discussions so that the details fit and make sense
c) Schedule management training workshops in relation to the big-picture, strategic and creative thinking for working with partners, planning and decision making
d) Communicate with visuals, examples, and an understanding of the recipient's framework of operation
e) Acquire effective meeting planning, design, and leadership skills

Comments from the organisation

SCNL was satisfied with the way all staff were members involved in the process. The recommendations are relevant and give clear guidance on how to address the weaknesses and constraints. The management team developed an action plan to follow up on the recommendations. A number of recommendations have successfully been implemented and the remaining ones will continue to be addressed in the coming year. Feedback on the follow up process will be given to the SCNL staff at the Midyear and Annual Planning meetings.