Oxfam 2020 Summary design proposals

Oxfam 2020 Summary design proposals

Update on Design Decisions September 2015

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Purpose • Understand key design proposals agreed so far in 2020

including the Role of the EA, PA, SHU & OIS IF team.

• Consider how to adapt institutional funding to the new structures from each affiliates perspective.

• Practical discussion about how affiliates should respond to ensure that they are co-ordinating and optimising our resource mobilisation efforts.

description of the PA/EA model

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PA/EA Model Description• The PA/EA model is the new operating model for all Oxfam country programs until they

transition to become New affiliate members of the Oxfam confederation in the long term.• Country programs will move to One Oxfam strategy, team & budget lead by one CD.• All affiliates willing to engage with the country team & partners in providing funding

(restricted and unrestricted), thematic expertise, influencing capacity will be Partner Affiliates (PA).

• All CDs will be line managed by OIS & will be empowered & fully accountable for strategy & operations in the country, governed by the Country Governance Group (CGG).

• CGGs which will be constituted by both PAs and external stakeholders (i.e. nationals that keep the country team accountable on strategic approach and impact).

• The CD will report to an Oxfam Regional Director (RD) who in turn reports to the OI Program Director. Each OI RD will also participate in the CGGs for her/his region. All affiliates will “own” the whole Oxfam Program.

• OIS will manage country & regional programs, humanitarian responses & global campaigns. But, OI is not registered in any of the countries where Oxfam operates so an affiliate will need to act as an Executing Affiliate (EA) to provide legal registration & program operations support.

• RDs will be supported by small regional teams to provide multi-country functional support for funding, MEAL, PQ, etc. Regional team composition is variable according to context. Staff can be based in various locations (including southern affiliate, country programs, affiliate HQs, OIS).

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PA/EA Model - Region Design principles• Role of OI RD is approved to lead regional influencing work & manage all

CDs. • The RDs will need to work closely with new affiliates in their region to deliver

Oxfam’s influencing & program strategy to ensure coherence. • Management & program support to countries & regional influencing programs

have to be organised in most efficient way & agreed on a case-by-case basis.• Learning from labs is that the scale of support structures for the remaining

regions & countries will vary depending on their context & complexity & the needs of regional influencing programs.

• Regional support structures should be considerably smaller than the current regional infrastructure to drive efficiency within 2020. The Regional budget will be agreed in the region by the relevant parties.

• Governance at regional level needs to bring together all affiliates investing in a regional/multi country program and/or countries in the region with the RD, to sign off the regional budget within GPIIF & in agreement with strategies & priorities of CGGs (country program and management costs, regional programme and campaigning, regional support and management).

• MIS & one information layer is key to enable our collective work & there needs to be a larger degree of business process harmonization amongst EAs so that having more than 1 EA per region doesn’t add unbearable complexity & high transaction costs.

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PA/EA Model - Country Design principles

• Countries to be on a trajectory to become affiliates in the long term. In 2015 RSA & Brazil new affiliates, exploring four more (Turkey, Colombia, Indonesia, Ghana) with openness to other opportunities as they become available.

• Affiliates (partner & executing) will empower country teams & CGGs. In-country accountability (to external stakeholders) will be strengthened, combined with inter-affiliate accountability, allowing for all to “own” the whole of Oxfam’s work.

• All affiliates are PAs; the EA role is a service oriented one & will be kept to a minimum. EA performance will be accountable to the collective through the CGG.

• It is important that the creation of EA roles does not drive competitive behaviour, particularly for institutional funding, between affiliates but rather ensures collaboration & best outcome.

• The model will include enough input by PAs to strategic decisions (CGG), to demonstrate their added value in front of stakeholders & to access the necessary program information/visits/stories etc.

• EB has approved the possibility for Country Teams, under the advice of Oxfam Shared Legal Services, & with the agreement of the designated EA, to explore further the establishment of local entities. EB endorses further work from Oxfam Shared Legal Services & affiliates to develop a Risk and Opportunity Matrix to assess whether the local model should be adopted for each specific country. This will be tested before widespread adoption.

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PA/EA Model Implementation• EB approved the proposed sequence plan for the change in

countries and regions with a 3 step approach which will allow us to test, learn and adapt, to provide necessary support & manage risk.

• The sequence approved means that LAC, SAF and Pacific regions will move forward to One Oxfam by March 2016, Asia, HECA and WAF will complete implementation during 2016-17 and MEMAG during 2017 and RD’s will be recruited according to this time schedule.

• The model depends on having empowered country teams with the right capacities & ways of working that promote engagement with multiple PAs. We acknowledge that single affiliate countries will have a simpler process of transition but on the other hand will need a revised operating model & ways of working that connects them with the wider Oxfam.

Role of EA

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Role of the EA Executing Affiliates will vary from country to country. They will be the Oxfam Affiliate member organisation chosen to be responsible for operationalising a program in a given country, under the oversight of Oxfam’s Country Director.

As the legally registered entity in the country, the EA will employ in-country staff, be the asset holder, the primary contract signatory with in -country donors and suppliers, manage finances and provide back office support and IT systems, representing the Oxfam Confederation in country.

EAs enter a Service Level Agreement with OIS to define its responsibilities to confederation and safeguard accountability. This will require all EAs & all country teams to adopt & implement essential centrally agreed Oxfam policies relating to areas such as safety, security, legal, regulatory & financial compliance, as well as, program policies & standards & good practice in conducting operations.

The EAs will be encouraged to maintain open regular communications & trust, as well as, a balance of power with other key stakeholders whereby they hold each other mutually accountable for the achievement of the country & regional annual plans & strategies.

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Small Group Work (20 mins)1. What are the implications for institutional fundraising of the

EA model for your affiliate?

2. What will you need to change? What will you need to stop or start doing?

3. What 3 actions do you need to take before implementation of the EA model starts in April 2016?

Role of PA

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Role of the PA• To contribute specific thematic expertise & technical support to programs in

order to add value.• To contribute influencing capacity. • Membership of CGGs to shape & have oversight of Oxfam’s strategic

direction & program work, ensuring relevance, performance, learning & innovation.

• In the CGG approve multi-year country strategy, annual plans & budgets. Also hold CD to account on delivery against the strategy.

• Raise program funding, building on existing relationships with home donor governments & institutions.

• Act as focal point representing Oxfam to home government institutions & hold the primary relationship with these institutions.

• Manage Oxfam’s accountability to home government institutions, ensure it is easy & efficient to work with Oxfam, & are experts in managing funds under the regulatory & contractual terms applicable to home donor government or institutions.

• Elect to directly hold funds provided by a home donor or they may work with an EA to ensure strong & compliant financial management & program delivery.

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PA model for your affiliate?


3. What 3 actions do you need to take before implementation of the PA model starts in April 2016?

shu

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Role of the SHU• Affiliate humanitarian units (OGB, ONL, OES, OAU, OUS & OBE teams) coming

together under a SHU lined managed by the OIS.• Affiliates will still retain some representational, fundraising & advocacy capacities &

host SHU staff in a way that makes the most of current in house capacity & ensures future collective ownership.

• Provide surge (for category 1 & 2 crisis), support/capacity building entity, global representation entity & has a key role in standard setting & maintenance.

• Oxfam Humanitarian Director (OHD) manages the SHU, is the global lead for all humanitarian work in Oxfam & is responsible for harnessing the resources of the whole confederation to deliver on the humanitarian component of the strategic plan.

• Responsibility for fundraising & funding coordination for a humanitarian response will, by default, lie with the EA/ PA (for ECHO via the “Rome model”).

• Creation of a shared service in OI such as a humanitarian funding team to provide surge capacity to support on Cat 1 & 2 emergencies at the EA request, but not Cat 3 emergencies.

• OI Humanitarian Funding Team to have a clear link with SHU Director to enable effective fundraising for emergencies (but not necessarily located in the SHU could be part of global funding architecture). Composition of OI HFT not yet agreed (could be centrally located and/or partly located in affiliates).

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Principles for Humanitarian FundingThere must be a shared service within OI which:• Enables strategic leadership & accountability of an OI humanitarian funding

strategy.• Ensures timely & effective resourcing of the funding function in

emergencies.• Engages with sector wide debates on the future of humanitarian financing.• Acts as a focal point within the confederation to garner resources to make

responses timely & effective.• Takes a meta-analysis of our humanitarian data to inform & redirect our

humanitarian funding strategy.• Links effectively with public fundraising for emergencies, Rights in Crisis &

other relevant areas of the confederation.

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DRAFT• Work with donor account managers (for home & non-home

donors to develop & implement OI humanitarian funding strategy for the confederation.

• Closely work with the global institutional funding architecture to guide & develop donor engagement & relationship management.

• Help SHU fundraise for global (non-response) projects, plus contract management thereof.

• At request of country EA or new/southern affiliates be responsible for fundraising & funding co-ordination for cat 1 & 2 emergencies, esp. The first 6-8 weeks (thereafter sourcing appropriate resources possibly from within the team).

• Liaise with RHUs & work closely with regional funding staff to ensure sufficient capacity within regions to support cat 3 emergencies.

Role of the OI Humanitarian Funding Team

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DRAFT

SHU Institutional Funding Proposed WOW (1/2)

CAT 1 declared: • EA or new/southern affiliates request OI HFT support. HFT

immediately take the funding coordination lead. HSP (or similar) deployed; support from distance given until deployment. HSP communicates budget & response strategy to donor leads throughout the confederation, who liaise with HSP to create & secure funding opportunitiesiv. HSP develops funding strategy & frequently communicates funding grid & donor log.

CAT 2 declared:• Either as above, or the EA/PA or new/southern affiliates use own

funding capacity to secure and manage funds.

CAT 3 declared:• EA/PA or new/southern affiliates use own funding capacity to

secure and manage funds.

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DRAFT

SHU Institutional Funding Proposed WOW (2/2)• In all emergencies the management & monitoring of appeal funds will be

led by the OI HFT in line with pre-agreed principles & practices similar to those enshrined in the Humanitarian Dossier.

• In cases where a regional grant is secured for an emergency, the contracting entity will vary. For home donors when the home affiliate is an operational EA in the response, that EA will be the contracting party unless they wish to delegate this to another affiliate. Where the home affiliate is not an operational EA in the response, they can choose to hold the contract or let another affiliate do so.

• For non-home donors, all affiliates are entitled to hold contracts & it is yet to be decided who is best placed to do so in an emergency.

• The contracting entity for global (i.e. multi-regional) humanitarian grants will be agreed on a case by case basis but the default would be the SHU EA.

• Special arrangements have been made for some donors (e.g. Rome model for ECHO) where there are many potential contracting entities among affiliates. For contracting arrangements with donors in emergencies 2 principles must apply: (1) They must enable Oxfam’s humanitarian program to meet its commitments & expectations. (2) They must be agreed in advance of a crises happening in order to safe time.

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SHU model for your affiliate?

2. Is there any learning from current ways of working which can be utilised for working with the SHU?


4. What 3 actions do you need to take before implementation of the SHU model starts in Jan 2016?

ois institutional funding function proposal

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Confederation Global Institutional Funding Function• Agreed to establish and resource a small team in the OIS in order to

strengthen the capacity of new and existing affiliates for institutional fundraising.

• Team to be appointed in first quarter of FY16 depending on approved budget parameter.

• Priority focus on; Establishment of donor account management system for home & non-

home donors Co-ordinate and manage team of donor account managers Strengthen capacity at country level for institutional donor fundraising Manage confederation investments in institutional funding Support learning and capacity development across the confederation Establish effective governance for institutional funding within the new

confederation structures (Associate Director Institutional Funding managed by OI PD and accountable to DEVKIF Board Sub-Committee) working effectively with affiliates through the IFG.

• In Feb 2015 the EB agreed to a centralised budget for two years for the establishment of this new functional team, this is under now under review.

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Associate Director Institutional Funding

NHDAM

NHDAM

NHDAM

NHDAM

NHDAM

IFIT Manager

Country Capacity Coordinator

Country Capacity Coordinator

Affiliate Capacity & Development Manager

Internal Comm’s Officer (0.5 FTE) Business &

Systems Manager

Campaigns Funding Manager

Admin/Business Support

OIS Institutional Funding TeamDRAFT Proposal

*All positions are 1 FTE unless indicated otherwise

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Small Group Work (20 mins)

1. What are the implications for your affiliate of the OIS institutional funding team?


3. What 3 actions do you need to take before implementation of the OIS institutional funding team starts in 2016?

Regional funding proposal

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DRAFT

Proposed Regional Funding Function • Proposal for each region to have a Regional Business Development

team. Composition & size of team dependent on complexity, volume & opportunity within each region.

• Regional team would be a shared service for the confederation & not aligned to any individual affiliate & be managed by RD. The costs would be absorbed by the regional office.

• Location of the regional staff will depend on decision of the RD, location of regional donors, capability of country offices.

• Responsibilities include focus on new business development, donor engagement for regional & multi country programs

• Tasks include: Developing a regional resource mobilisation strategy, Monitoring the funding pipeline & income forecasting, Brokering links with global funding architecture, Matrix management of country funding staff with responsibility for backstopping, recruitment, risk identification, skills training & capacity building.

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Small Group Work

1. What are the implications for your affiliate of the proposed regional institutional funding staff?


country funding proposal

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DRAFT

Proposed Country Funding Function. • Country Business Development Manager recommended in every

country with annual restricted institutional donor income of >€2m reporting to CD.

• Key responsibility is to support the CD to grow income & partnerships at country level to resource the program strategy.

• Assumption that donor compliance, contract management, program design and delivery sit with different or subsidiary functions so that funding staff can focus on new business development.

• This role would be primary link to confederations funding architecture to access technical support from regional level function, account managers and global shared service.

• Tasks include: Develop country resource mobilisation strategy, identification of opportunities, donor engagement, supports bid development, provision of technical advice on donor compliance & capacity building.

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Small Group Work

1. What are the implications for your affiliate of the proposed country level institutional funding staff?
