dtd method

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International Federation of Red Cross and Red Crescent SocietiesOrganizational Development DepartmentVolunteering Team

May 2002

The DTD methodThe quick, cheap and safe way of building

nation-wide volunteer service delivery capacity

DRAFT

Design

Test

Dup l ica te

Design

Test

Dupl icate

Nat ional Society Communit y Based Service Del ivery Unit

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DTD Concept Paper - Contents

1. Introduction

2. Key Concepts and Reasoning

3. How to read this paper

4. Preliminary Phase - preparation

5. Phase 1 - designing a model local service and structure

6. Phase 2 - testing and refining the model

7. Phase 3 - duplicating model throughout the country

8. Phase 4 - designing National Society support structures for service delivery units

7. Annex

- Key staff overseeing project

- Team and technical competences required

- A sustainable National Society service delivery structure (description)

-Vision of financing of NS structures

- Financing DTD activities

Design, Test, Duplicate

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Introduction

Volunteer organizations grow organically: a good idea for voluntary activity in one community

spreads to another as people and ideas move between communities. This process of diffusion is

facilitated by one or more common, indigenous forms of voluntary organization which provide theorganizational structure for the new service. This is how most currently strong National

Societies developed over time, but it is a slow, organic process that takes years. With current

ongoing health disasters such as HIV/AIDS in Africa, National Societies are faced withhaving todevelop massive ongoing service delivery capacities at the local level where currently only sporadic

coverage exists. This paper suggests a methodology for a National Society, with external

support, to develop country wide service delivery units and support structure in a

comparatively short period of time.

This methodology suggests a different approach to organizational change than the one traditionally

employed by the International Federation. It is based on a dynamic, entrepreneurial approachto developing services and structures rather than the traditional approach of systematic top

down capacity building. The most obvious equivalent to this process outside of a Red

Cross/Red Crescent context is the systematic spreading of McDonalds restaurants across different

communities and regions.

At the heart of the concept is the systematic development and diffusion of relevant knowledge.

It seeks to use both external and National Society knowledge to create success in the form of a

sustainable community unit that provides Red Cross/Red Crescent services. It then proposes

refining this knowledge in other situations and communities. Based on the refined model, it foresees

the country-wide replication of this knowledge, creating service delivery units in every community inthe country. Building an appropriate support system to service these units is the final stage in the

process.

This concept proposes a major change process for National Societies - one which Board and Senior

Management must fully accept and give 100% backing to. Without the total commitment and

backing of leadership and senior management, this process cannot work. For the National

Society, the successful results of the process will include an effective service delivery presence in

every community, meeting community needs and being repaid by increased community support and

recognition, both financial and moral. With increased community service delivery and support,

reliance on external financial support will decrease. The risks are those of any major changeprocess: difficulties in changing mindsets and attitudes within the National Society and outside, as

well as a possibility of overall failure.

This paper describes a process that maximises the chances for successful development of

sustainable service delivery units while minimising the risks and the costs of such change.

The paper aims to provide a clear outline of the process and developmental reasoning behind it.


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Key Concepts and Reasoning

A different development mentality

This concept outlined in this paper are not new, but do not seem to be systematically applied withinthe Red Cross/Red Crescent Movement at present. This section therefore tries to set out some of

the underlying assumptions to this concept, along with some implications for ways of working.

Working with those who want success for success

Much of the methodology of this paper is built around the bell-shaped distribution curve. According

to this distribution curve, for any given new idea, a small part of the population will be strongly in

favour of it. Most of the population will either be mildly for, mildly against, or have no strong feelings

either way. A small part of the population will be extremely hostile to the idea. In development

work then, energy should not be wasted on people and organizations who do not want to change.Instead, a conscious effort should be made to identify and encourage people and organizations that

already want to change. Conversely, these should then benefit from a relatively large input of time

and resources to ensure that success is achieved.

The success of this methodology hinges on developing one or more successful models that can be

replicated and developed in other geographical locations. To develop successful models at thebeginning, it is important to identify areas where conditions are good for success, and to start work

there. This might mean working in an area where there is above-average need, where local

leadership is particularly strong, or where no other organizations are active.

Success breeds success: as one location works successfully to tackle a certain need, others will

wish to follow. Eventually, as critical mass is achieved, even places with initial opposition to change

will begin to come into line.


Christer Leopold

Population

Time

Diffusion of new ideas

Innovators

Early adapters

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Accepting, minimising and learning from failure

This approach to development sees failure as inevitable, and also necessary. As new ideas and

ways of working are developed, mistakes will be made. As staff learn about and experience the

process, they will gain new skills, developing new ways of working. In some locations, a clash of

personalities will make development impossible. Good luck and bad luck will inevitably affect parts

of the project.

The important thing in this methodology is that failure is confined to the small scale: a village or

location. An important part of the process is for these mistakes to be documented and, where

possible understood and learned from. In this way, financial and other resources invested in failure

are first of all small compared to the greater outlay, and secondly contribute to rather than

endangering the success of the project as a whole.

This approach to failure as inevitable and normal does have a corollary in that, during the first two

phases of developing and testing a working model, every effort should be made to maximise the

chances of success. That is the main reason for suggesting external support for the National Society

during the first phase.

The role of the external delegate

This concept sees the National Society as owning and implementing the change process and work.

Although it is suggested that outside expertise may be needed in the initial stage of the process, and

also in a consultative capacity during the rest, it is crucial to the long term success of the whole that

the role of external delegates and others be left to a purely advisory capacity. If a National Society

has the project management expertise and capacity to carry out the process, then external support

may well not be necessary.


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How to read this paper

Described in this paper are a series of phases to develop a functioning National Society service

delivery structure. They are of necessity abstract, and cannot begin to describe the complex realityof the development of a community organization. In reading this paper, it is therefore important to

distinguish between essential parts of the development process, and the necessary assumptions,

generalisations and guesses that go into such a generic paper.

For instance, Phase 1 suggests the facilitation and testing of a functioning service delivery model in

one location. Clearly, this is an essential step within the whole development process, without which

no replication can take place. At the same time, the length of time that this process will take,

whether it will be completely successful at the first attempt, or indeed the point at which the model

will be declared a success are all intangibles, depending on the specific conditions and people

involved. The paper can give guidance, but should not be seen as prescriptive in this sense. Muchdepends on the experience and understanding of the project leader to make what are essentially

judgement decisions. Selection of a project leader with proven experience in development work is

therefore a prerequisite for success in this process.


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Preliminary Phase- preparation

Federation secretariat to create agreement and support for design, test, duplicate

methodology in one National Society at Geneva, national and operational levels.

Main Actors

Organizational Development / Programme / Regional Departments Geneva

A selected National Society

Selected Federation and National Society development experts

Activities

reaching consensus on approach (i.e. this concept paper)

selecting NS based on political support, leadership commitment, vulnerability, work in progress

briefing NS Board and staff inDesign, Test, Duplicate concept and process

producing project plan and identifying project leader, team composition and anticipated results in

conjunction with National Society

ensuring appropriate funding

consultation with NS on

w suitable location,

w suitable programme to be developed, and

w timetable

assembly and briefing ofDesign Team


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Phase 1- designing a model local service and structure

A National Society / Federation team creates and systematically documents a

sustainable local service and sustainable RC structure that can manage, supportand finance it.

Main Actors

National Society management

Selected local community

Design Team

Training in methodology

How to design a volunteer-based service

How to design support organization f

volunteer-based service

Programme area expertise

Facilitation expertise

Local knowledge

Country knowledge

Team Leader

Record keeper

Management authority

Design Team team technical knowledgeDesign Teamfunctions


Design service& localorganization

Mixed team:

NS HQ + NS local +Federation

S

O

Country

Phase 1: Develop a functionallocal model

Local RC organizationO

S Local RC service

Local Community

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Activities

Design Team to go to selected community, establish temporary field office

Design Team to familiarise itself with location, community needs, community leaders, identify

potential leaders and encourage community support for service development

Design Team to facilitate with community/leaders the design of a relevant service and RC

structure which

meets relevant local needs

can and will be carried out and led by local people with appropriate training and support

can and will be resourced by the local community

has clearly defined inputs (training, equipment, human, financial resources)

has an agreed reporting and evaluation mechanism

Design Team to ensure that existing National Society regional structure meets needs of new

service delivery unit.

Design Team to document all impressions, activities, meetings, critical factors, failures,

needs and knowledge as they occur. Particular areas of interest:

documentation of methodology for development of local service delivery structure

summary of key aspects of

w programme structure

w mechanisms to mobilise necessary human and financial resources, and

w organizational structure in community

Design Team to produce report and run seminar for NS Board and HQ staff

international members of Design Team to remain in contact in advisory capacity during

remainder of process.

Estimated Timescale

4-6 week in-country, including facilitation write-up and training.

End result of Phase 1

1. A functioning Red Cross/Red Crescent service delivery unit a showcase

2. A documented model of a local service and unit to test in new places.

3. Increased knowledge on local communities and how to systematically develop local units and

services.


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Phase 2- testing and refining the model

National Society to test and refine model structure and development methodology

in different locations

Main Actors

2-3 communities

External Design Team members (in advisory capacity)

Test Team (NS members ofDesign Team)


How to design a volunteer-based service

How to design support organization f

volunteer-based service

Local knowledge


Knowledge of model developed in Phase 1

Team Leader

Record keeper


Test Team technical knowledgeTest Team functions

Activities

2-3 further communities to be selected for developing programme activity, based on


Test and improveservice & localorganization

Mixed NS team:

HQ + local

S

O

Country

S

O

S

O

Phase 2: Test and improve tosuccess

Local RC service


S

Local Community

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similar needs to first community

similar and different community structures

geographical proximity to first structure

Test Team members to facilitate service delivery structures in selected communitiesaccording to ideal methodology produced in phase 1. This should include visit to initial model by

community leaders.

Test Team to document all impressions, activities, meetings, critical factors, failures, needs

and knowledge as they occur

Test Team to refine methodology and models/produce new models according to results from

new communities, including documenting variable factors that affect methodology and models

Test Team to report to NS Board and HQ staff

Estimated Timescale

6-10 weeksin-country, including facilitation write-up and training


1. Several functioning Red Cross/Red Crescent service delivery units

2. A documented generic model(s) of a local service and unit to replicate.


services.


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Phase 3- duplicating model throughout the country

National Society to develop service delivery units in every community of the

country based on proven models

Main Actors

Test Team

All intermediary and branch level managers

All communities in the country



Local knowledge

Knowledge of model developed throug

Phases 1 and 2

Team Leader

Duplicating team team technical

knowledge

Duplicating team functions

Activities

Test Team to develop training and materials based on refined methodology and service

delivery model(s)

all district managers to be systematically trained in service development methodology.

Duplicating teams to continue developing new units according to training

Timescale

Ongoing, dependent on size of country


Duplicate local model

Regional teams

Phase 3: Duplicate all overcountry

Country

S

O

S

O

S

O

S

O

S

O


S Local RC service

Local Community

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1. Functioning Red Cross/Red Crescent service delivery units covering the country


services.


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Phase 4- designing National Society support structures for

service delivery units

National Society to develop appropriate district and regional structures supportingcommunity service delivery units. Phase 4 to begin as more service delivery units

functional, i.e. concurrently with Phase 3

Main Actors

NS-Design Team

All National Society branch and intermediate structures in country

Activities

NS-Design Team to develop support structure for service delivery units, including:

surveying support needs of service delivery units

facilitating development of branch and intermediate structure to meet needs

coaching branch and intermediate structures in support for service delivery structures

documenting all impressions, activities, meetings, critical factors, failures, needs and

knowledge as they occur

agreeing a basic model for support structure, including:

w organisational structure

w financing such a structure

w critical mass of service delivery units at which structure is necessary


Build, test andimprove leadership& support system

Mixed NS team:

HQ + regional + local

Phase 4: Build national/regionalsupport structure

S

O

Country

S

O

S

O

N&R

O


S Local RC service

N&R

O

N&R

O

N&R

O

National and

regional

organization

Local

Community

N&R

O

N&R

O

N&R

O

N&R

O

N&R

O

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NS-Design Team to regularly monitor developments in intermediate structure, including

updating structure model as it develops with time

As needs develop, model support structure is refined and developed

NS-Design Team develops training and materials for working with support structure

All Headquarters staff are systematically trained in working with support structure and needs of

local service delivery units

Report made to NS Board and management.

Timescale

Ongoing, dependent on size of country.


1. Red Cross/Red Crescent service delivery units supported by functioning regional and national

structures.

2. Increased knowledge on national and regional structures and their development.


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Annex

- Key staff overseeing project

Coordinate Federation inputs with Nation

Society.

Accountable for results to secretariat

Might be member of team through ow

expertise/position

Federation Senior Delegate

Coordinate Project within National Society

Accountable for results to National Societ

Probably working full time on project

Might be member of team through ow

expertise/position

National Society Project Leader

ActivitiesPosition

- Team and technical competences required


Organizational Development Expertise

Facilitation Expertise

Team Leader

Record Keeper

Management Authority

NS Design

Team


Facilitation expertiseLocal knowledge

Team LeaderDuplicating

teams(Phase 3)


Community development expertise

Local knowledge


Team Leader

Record keeper


Test Team

(Phase 2)

Training in methodologyCommunity development expertise

Health expertise


Local knowledge

Team LeaderRecord keeper


Design team(Phase 1)

Technical competences necessaryTeam functions necessary


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- A sustainable National Society service delivery structure

In each community of the country with a certain urgent need, a Red Cross/Red Crescent service

delivery unit carries out simple services to address the need.

At regional levels, regional structures work to support these service delivery units with training,

material, equipment and encouragement where necessary.

National Headquarters develops generic materials, tests and supports replication of new ideas in

the local service delivery units, and requests external funding if local resources cannot meet

programme needs.

In the event of a disaster, local service delivery units use basic disaster response training to

provide initial help.

The resources to support the work of the service delivery units come from the communities

themselves. Regional and national structures are funded by national resources, with external help

if required.

The image of the National Society in the community is of an organization that belongs to the

community. Its governance mechanisms ensure that ownership of the National Society remains

in the hands of the communities that it serves.

- Vision of Funding of NS structures when project finished

Local CommunityNS Service Delivery Structure

Local ResourcesNS Branch

National Resources (*)NS Regional Structure

National Resources (*)National Headquarters

Financed by:Level of National Society

* Complemented by international resources where necessary

- Financing of DTD activities

3 and onNational ResourcesNS experts travel,National and

4DonorNS experts travel,

time

Basic infrastructur

costs

Initial investment in

regional and national

programme and unit

support structures.

2 and 3DonorNS experts travel,

time

Basic infrastructure

costs

Initial investment in

local structures

Preliminary, 1FederationExperts travel, time

Support equipment,

publishing report etc.

Project costs

PhaseFinanced by:ExampleCosts


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3 and onLocal ResourcesOngoing programme

support at local level,

maintenance of NS

local structures

Local RC and

programme costs

time

Basic infrastructur

costs

intermediary

Programme

costs


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