Logical Framework Matrix: Organizational Development 2005
Overall Goal
Indicators
Better programmes and service
delivery to the most vulnerable in
the Russian Federation through
enhanced organizational capacit y
of the Russian Red Cross
Health context in Russia as well as in participating regions is
improved; regional vulnerabilities are reduced and the lives of the
most vulnerable in the Russian Federation are improved;
UNDP Human Development Index
(HDI) for Russia as well as HDI for
participating regions
RRC as a single entity is moved closer to the Characteristics of a
Well-Functioning National Society
WHO International Statistical
Classification of Diseases and
Health-Related Problems – 10th
Revision (ICD-X)
Participating RRC regional branches are moved closer to the
Characteristics of a Well-Functioning Regional Branch
Sources of Verification
Reviews and reports of relevant
National and international
organizations and agencies
Assumptions/Risks
Stable and predictable political
and economic national context
Russian Red Cross Statutes are
followed
Composition of core executive
staff at the headquarters level
remains stable
No major changes in Russian
Red Cross leadership occur
Statistics
Internal and external assessments and
reports
Programm e Objective
A stronger Russian Red Cross
headquarters and participating
regional branches through better
coordination, self-assessment,
planning and youth development.
Indicators
Sources of Verification
Assumptions/Risks
Russian Red Cross programme activities correspond to priorities
outlined in Strategy 2010
Regular programme updates by
Russian Red Cross
Financial and methodological
support is ensured
A coherent approach to managing capacity building and
organizational development process on regional level is ensured in
at least 25% RRC regional branches
Annual consolidated Statistic reports
and Statements of accounts
Positive image of the
organization is maintained
Wider range of activities with more diverse and focused programs
responding to regional and local vulnerabilities - in participating
branches total increase in programs is estimated at 20%
Total RRC programmes supported by donors outside International
RC/RC Movement are increased by at least 20%
Reports from monitoring, evaluation
and audit missions
Strategic, operative and annual plans
worked out by the regional branches
Programmes and projects designed
by the regional branches
Relevant and qualified staff is
involved
Organization resources are not
overwhelmed by sudden rise in
vulnerability levels
1
Monitoring reports
Share of locally raised funding has increased by 5% per year
Monitoring results indicate high quality of services provided in
65% of cases and their 100% relevance
Number of young people involved in assessment, strategic and
programme planning and implementation is increased by 50%
Expected results
1. Consistent and systematic
organizational analysis, self assessment and strategic planning is
introduced into RRC Headquarters
and regional branches’ practice
Indicators
3 Workshops on organizational analysis, self-assessment and
strategic planning took place
3 Round Tables to present regional Strategic Development Plans
took place
36 staff representing 18 RRC regional branches’ staff are trained
and coached in organizational analysis, self -assessment and
strategic planning
Consistent and systematic data and information collection on
regional vulnerabilities and branch capacities and performance in
line with proposed methodologies is ensured in 50% of the RRC
regional branches
A Federal data base on regional vulnerabilities and branch
capacities is introduced and managed in RRC HQ.
RRC regional branch “Humanitarian
passports” (data on branch capacity,
region’s proneness to disasters,
demographic and social statistics
etc.)
Sources of Verification
Workshop assessment reports
Staff appraisals
Opinions and references from the
Federation, ICRC and PNS experts
Feed-back from the RRC regional
branches
Regional branch Health Check-up
Logbooks in hard and electronic
copies
Regional Strategic Development
Plans in hard and electronic copies
Regional Reports
Monitoring and evaluation reports
100% participating RRC regional branches manage systematic
and consistent assessment and strategic planning
Federal data base (card index)
Humanitarian Passports of the
Regions
Sufficient coordination at the
Headquarters level is ensured
Adequate support to youth is
provided by the leadership in
the regional branches
Assumptions/Risks
Plans reflect emerging needs
and new methods to meet them
Human, technical and financial
resources are available
Staff involved both in HQ
level and in branches is
qualified and relevant
Transparency of the regional
committees is ensured
Legal status of the regional
committees and other bodies
of Russian Red Cross is
adequate (mission,
governance, scope of
activities)
18 participating RRC regional branches have carried out selfassessment and organizational analysis in line with proposed
methodologies, matrix and frameworks resulting in regional
branch Health Check-up Logbook
2
18 participating RRC regional branches have designed their
Strategic Development Plans in line with proposed
methodologies, matrix and frameworks, where Strategic priorities
reflecting community needs are set
Activities of RRC branches where Strategic Development Plans
have been designed and adopted correspond to plans by 80%
2. Consistent and systematic
Vulnerability and Capacity
Assessment and project planning is
introduced into RRC regional
branches’ practice
Vulnerability and capacity assessment using PRA (Participatory
Rural Assessment) methodology is carried out in 2 pilot regions
Opinions and references from the
Federation, ICRC and PNS experts
Methodologies and mechanism of accountability to beneficiaries
involved in the VCA are worked out
Feed-back from the RRC regional
branches
Guidelines on how to plan and manage VCA in the communities
are drafted, approved and disseminated in the regions
Feed-back from the communities and
beneficiaries involved in the
Programme
Staff involved both in HQ
level and in branches is
qualified and relevant
Workshop assessment reports
Staff appraisals
Transparency of the regional
committees is ensured
1 Training session for regions on VCA/PRA methodology is
carried out
2 training sessions on Project Planning Process took place
30 staff representing 15 RRC regional branc hes’ staff are trained
and coached in Project Planning Process
Human, technical and financial
resources are available
Regional Reports
Monitoring and evaluation reports
15 staff representing 8 RRC regional branches’ staff are trained
and coached in Vulnerability and capacity assessment using PRA
(Participatory Rural Assessment) methodology
100% programmes and projects are drafted in participating RRC
regional branches in conformity with unified methodologies and
matrix and in coordination and collation with the branches’
Strategic Development Plans and Operative Plans of Action
Number of projects submitted and approved for implementation
by the participating RRC regional branches is increased by 20%
3
3. Coordination between RRC
Headquarters and regional branches
is enhanced through improved
communication and information
sharing
A RRC web-site is continuously and properly managed.
A centralized e-mail server for all the RRC regional branches is
continuously and properly.
Total RRC branches using the web-site for information sharing is
estimated at 75%
Total RRC branches using the server is estimated at 90%
Total 75% RRC regional branches get timely relevant information
from the HQ and give their feed-back
Agreed deadlines are met in 90% of the cases in the regional
branches who have access to web-site and server
4. Financial management and
resource mobilization in RRC
regional branches is improved
A unified and standardized 1C accounting software is developed
and adopted by 6 - 8 RRC regional branches
Internet
Quarterly and annual reports from
branches to the leadership of
Russian Red Cross
Reports by revision commission
(consisting of Russian Red Cross
branch chairpeople and central
committee representatives)
Transparency of the regional
committees is ensured
Staff involved both in HQ
level and in branches is
qualified and relevant
Federal data base
Monitoring reports
State standards of fiscal
control remain stable
Workshop assessment reports
Tax legislation remains stable
A Financial Management Manual is developed
Staff appraisals
Computerisation of finance offices in 6-8 pilot regional branches; Results of external audit
installation of reference software “Consultant+” and “Garant”;
Collection text in hard copies and
access to Internet;
electronic version
Standards of fiscal control are introduced in the RRC regional
branches and adhered to
Positive image of the
organization is maintained
Transparency of the regional
branches is ensured
Legal status of the regional
branches and other bodies of
Russian Red Cross is adequate
(mission, governance, scope of
activities)
A Collection of resource generation best practice cases is
compiled and disseminated in the regions
5. RRC Youth Movement is more
consolidated and enhanced both in
Federal and regional levels and
more actively engaged in RRC
Technical and financial
resources available
A Youth section within RRC Headquarters framework is set up
and starts operating
RRC HQ Youth Section’s quarterly
and Annual Reports
Plans reflect emerging needs
and new methods to meet them
Field Assessment and Review of Youth performance and
capacities in the regions is carried out
Opinions and references from the
Federation, ICRC and PNS experts
Human, technical and financial
4
programme management
A Youth Rally to discuss Youth achievements and lessons for the
last 5 years and challenges for the next decade is held
A Strategic Plan of RRC Youth Development drafted and adopted
2 Workshops to discuss Draft Strategic Plan of RRC Youth
Development are held
Methodologies and matrix for RRC Youth Basic Training Course
are worked out
Monitoring reports
Workshop assessment reports
Staff appraisals
A Strategic Plan of RRC Youth
Development in hard and electronic
copies
resources are available
Staff involved both in HQ
level and in branches is
qualified and relevant
Transparency of the regional
committees is ensured
1 regional RRC Youth Basic Training Course is carried out
Activities
1.1 3 Workshops on organizational analysis, self-assessment
and strategic planning
1.2 18 participating RRC regional branches carry out their
self-assessment and organizational analysis in line with
proposed methodologies, matrix and frameworks resulting in
regional branch Health Check-up Logbook
1.3 18 participating RRC regional branches design their
Strategic Development Plans in line with proposed
methodologies, matrix and frameworks
1.4 3 Round Tables to summarize regional assessment process
and to present and discuss regional Draft Strategic
Development Plans
1.5 Consistent and systematic data and information collection
on regional vulnerabilities and branch capacities and
performance in RRC regional branches
Resources
Human resources (1 RRC HQ OD Officer;
1 Financial Coordinator, Consultants -OD
and IT experts
Funding (to conduct 7 self assessment/
strategic development workshops, 7
Round Tables, 2 Workshops on RRC SDP
and cover administrative costs
Office equipment (1 fax machine, 1
printer, 1 copy machine)
Software
Sources
Russian Red Cross staff and
volunteers
Russian Red Cross own resources
and funds
Support from the International
Federation and other partners
Preconditions
Russian Red Cross staff
possess sufficient
technical and professional
skills (methodologies,
computer literacy)
Workshop participants are
relevant and committed
Regional committees are
sufficiently equipped
(computers) and have
access to Internet
Stationery
Office expendable materials and stuff
Reference materials
5
1.6 Managing a Federal data base (card index) on regional
vulnerabilities and branch capacities in RRC HQ
1.7 RRC branches capacity mapping in RRC HQ
1.8 Managing a centralized e-mail server for all the RRC
regional branches for improved information sharing
1.9 RRC Strategic Development Plan drafting
1.10 2 workshops to discuss RRC Strategic Development Plan
1.11 RRC Strategic Development Plan refining and adoption
2.1 Vulnerability and capacity assessment using PRA
(Participatory Rural Assessment) methodology in 2 pilot
regions
Human resources (1 RRC HQ Assessment
Officer; 1 headquarters finance officer; 1
Consultant – VCA/PRA expert)
2.2 2 Workshops on Project Planning Process using findings
of the regional VCAs
Office equipment (1 PC (Word processor)
2.3 Working out methodologies and mechanism of
accountability to beneficiaries involved in the VCA
2.4 Drafting Guidelines on how to plan and manage VCA in
the communities.
Software
Russian Red Cross staff and
volunteers
Russian Red Cross own resources
and funds
Russian Red Cross staff
possess sufficient
technical and professional
skills (accounting,
computer literacy)
Support from the International
Federation and other partners
Training sessions
participants are relevant
and committed
Human resources (1 RRC HQ OD
Assistant Officer;)
Russian Red Cross staff and
volunteers
Office equipment (1 computer)
Russian Red Cross own resources
and funds
Russian Red Cross staff
possess sufficient
technical and professional
skills (methodologies,
computer literacy)
Support from the International
Regional comm ittees are
Stationery
Office expendable materials and stuff
Reference materials
2.2 Approval and dissemination of the Guidelines on how to
plan and manage VCA in the communities
2.6 Training session for regions on VCA/PRA methodology
3.1 Managing a RRC web-site
3.2 Information sharing on entire spectrum of OD issues in OD
Forum of the RRC web-site
Funding (to manage RRC web-site)
6
4.1 Capacity assessment of selected Russian Red Cross
branch resources available to enable adoption of unified
accounting system
4.2 Development and introduction of Financial Management
Manual
4.3 Training workshops on financial management and
resource mobilization techniques for 6 - 8 selected branches;
finance officers involvement in state tax system sensitization
seminars
Federation and other partners
sufficiently equipped
(computers) and have
access to Internet
Human resources (1 HQ coordinator; 1
headquarters finance officer; 1 consultant)
Russian Red Cross staff and
volunteers
Reference materials for manual production
Russian Red Cross own resources
and funds
Russian Red Cross staff
possess sufficient
technical and professional
skills (accounting,
computer literacy)
Software («Garant», «Consultant+»)
Funding (to cover administrative costs)
Support from the International
Federation and other partners
Services of commercial and audit
companies
4.4 Adoption of 1C accounting software adequate for
application throughout selected Russian Red Cross regional
committees
Regional committees are
sufficiently equipped
(computers)
Workshop participants are
relevant and committed
4.5 Computerisation of finance offices in 6-8 pilot regional
committees; installation of reference software “Consultant+”
and “Garant”; access to Internet
4.6 Exchange visits between selected 6-8 pilot branches
4.7 External audit in 6-8 pilot regions
4.8 Compiling a Collection of resource generation best
practice cases
4.9 Dissemination of the Collection to the regions
5.1 Setting up a Youth section within RRC Headquarters
framework
5.2 Field Assessment and Review of Youth performance and
capacities in the regions
Human resources (1 HQ Youth
Coordinator; 1 headquarters finance
officer; 1 Consultant – Youth expert)
Funding (to conduct Youth Rally, 2
Workshops to discuss Draft Strategic Plan
Russian Red Cross staff and
volunteers
Russian Red Cross own resources
and funds
Russian Red Cross staff
possess sufficient
technical and professional
skills (accounting,
computer literacy)
7
5.3 A Youth Rally to discuss Youth achievements and lessons
for the last 5 years and challenges for the next decade
of RRC Youth Development, 3 regional
RRC Youth Basic Training Courses and
cover administrative costs
5.4 Drafting a Strategic Plan of RRC Youth Development
5.5 2 Workshops to discuss Draft Strategic Plan of RRC
Youth Development
5.6 Strategic Plan of RRC Youth Development
refining and adoption
Support from the International
Federation and other partners
Workshop participants are
relevant and committed
Office equipment (1 PC notebook, 1 PC
(Word processor)
Software
Stationery
5.7 Working out methodologies and matrix for RRC Youth
Basic Training Course
Office expendable materials and stuff
Reference materials
5.8 3 regional RRC Youth Basic Training Courses
8