Table of Content
Table of Content 1
1. Introduction 6
1. 1. Why People for Change? 6
1.2. The People for Change Activities and Categories 7
1.3. The Implementation of People for Change 8
2. Participation of Partners in People for Change placements 9
2.1. Needs Assessment for Placing Advisors & InsPirators 9
2.2. Needs Assessment for Global Citizens Volunteer Placements 10
2.3. Placement Preparation and Implementation 10
3. Advisors 11
3.1. The Advisor Categories: 11
3.2. Recruitment of Advisors 12
3.2.1. Needs Assessment 12
3.2.2. Job Description 13
3.2.3. Advertisement 13
3.2.4. Short listing 14
3.2.5. Interviews 15
3.2.6. Final Selection 16
3.2.7. Proposed Timeframe for Recruitment of Level 1 and 2 Advisors 16
3.2.8. Recruitment of Advisors with contracts of five months or less 17
3.3. Employment 18
3.3.1. Contracting 18
3.3.2. Assignment Conditions 18
3.3.2.1 Remuneration 18
3.3.2.2 Salary and Allowances 19
3.3.2.3 Other Benefits 21
3.3.2.4 Working Hours and Leave 26
3.3.2.5 Tax and Relationship to Tax Authorities 27
3.3.2.6 Payment of Salary, Allowances and Reimbursements 27
3.3.2.7 Termination of Contract 27
3.3.2.8 Disputes 28
3.4. Training 29
3.4.1. Introduction 29
3.4.2. Competence Development 29
3.4.3. PREPARATION OF host partner organisations 30
3.5. Monitoring & Evaluation 31
3.5.1. The M&E Process 31
3.6. Roles and Responsiblities 33
3.6.1. Responsibilities of the National ActionAid Office: 33
3.6.2. Responsibilities of ActionAid Denmark: 33
3.6.3. Responsibility of hosting organisation: 33
4. The Inspirator 34
4.1. description of the inspiRator 34
4.1.1. Definition 34
4.1.2. Inspirator profile 34
4.1.3. Scope & time frame 35
4.2. Needs Assessment & Inspirator Terms of reference 35
4.3. Recruitment of Inspirators 36
4.3.1. The Inspirator Roster 36
4.3.2. Who can Apply to become an Inspirator 37
4.3.3. Advertisement 37
4.3.4. Validation & Interviews 38
4.3.4.1. Validation 38
4.3.4.2. Interview for specific placement 38
4.3.5. Final Selection 39
4.4. Inspirator – Terms & Conditions 40
4.4.1. Tripartite AGREEMENT 40
4.4.2. Assignment Conditions 40
4.4.3. Remuneration 40
4.4.4. Allowances 41
4.4.5. Other Benefits 42
4.4.5.1. Lump Sum 42
4.4.5.2. Relocation Subsidy 42
4.4.5.2. Outward and Return Travel: 42
4.4.5.3. Accommodation 42
4.4.5.4. Work Related Transport 43
4.4.5.5. Private Transport 43
4.4.5.6. Insurance 43
4.4.5.7. Working Tools 43
4.4.5.8. Language Training 44
4.4.5.9. Children 44
4.4.6. Working Hours and Holidays 44
4.4.6.1. Working hours and Public Holidays 44
4.4.6.2. Holidays 44
4.4.6.3. Compassionate Leave 45
4.4.7. Tax and Relationship to Tax Authorities 45
4.4.8. Termination of Agreement 45
4.4.8.1. Termination 45
4.4.9. Disputes 46
4.5. Introduction For Inspirators & Partner Organisations 47
4.5.1. Inspirator Introduction 47
4.5.2. PREPARATION OF host partner organisations 47
4.6. Monitoring & Evaluation Process for Inspirators 48
4.6.1. The process 48
4.7. Inspirator – ADMINISTRATION 50
4.7.1. Requesting an Inspirator 50
4.7.1.1. Who can apply for Inspirators? 50
4.7.1.2. How are placements approved? 50
4.7.3. Budget 51
4.7.3.1. Annual Inspirator budget – procedure 51
4.7.3.2. Preparation of budget for individual posting – procedure 52
4.7.4. Transfer of money From ActionAid Denmark 52
4.7.5. Accounting 52
4.8. People for change Facilitator 53
4.9. HR Issues 53
4.9.1. Legal Status 54
4.9.2. TriPartite Agreement 54
4.9.3. Transfer of Money to the Inspirator 54
4.9.4. Security 54
4.9.5 Roles and Responsibilities 55
4.9.5.1. The RACI chart 55
4.9.5.2. Contact person at host partner organisation 55
4.9.6. National Manual for inspirator 56
List of Appendixes:
Appendix A-1: The People for Change Strategy Paper
Appendix A-2: Advisor Descriptions
Appendix A-3: Advisor Job description Format
Appendix A-4: Advisor Contract
Appendix A-5: Remuneration Packet
Appendix A-6: Salary and Allowances
Appendix A-7: Advisor Introduction - Overview
Appendix A-8: Addendum to the job description
Appendix A-9: Advisory Progress Report and Joint Assement Report Template
Appendix A-10: Yearly Summary Report template for Advisors
Appendix I-1: Inspirator TOR Template
Appendix I-2: Roster Validation Interview Guide
Appendix I-3: Interview Guidelines for Specific Placements
Appendix I-4: Tripartite Agreement Template &
Tripartite agreement – Allowances & Benefit overview
Appendix I-5: Inspirator Remuneration & Example of Calculation
Appendix I-6: Annual Inspirator Budget Template
Appendix I-7: TOR specific Budget template
Appendix I-8: RACI Matrix Example from Uganda
Appendix I-9: RACI Matrix Template
Appendix I-10: National Inspirator Manual Template
Appendix I-11: Addendum ton the Inspirator TOR
Appendix I-12: Yearly Summary Report for Inspirators
Appendix I-13: Inspirator Progress Report & Joint Assessment Report
Appendix I-14: Inspirator Introduction - Overview
Appendix I-15: Inspirator Introduction – Trainer’s Manual
Appendix I-16: Contact Information in ActionAid Denmark
Appendix I-17: Insurance
1. Introduction
In 2008, ActionAid Denmark conducted an in-depth review of the longstanding MS personnel assistance programme. The review’s key findings and recommendations resulted in the decision to transform the personnel assistance programme, in particular, the “development worker” concept. Consequently, a new strategy called “People for Change” was developed in order to revise the personnel assistance components, as well as to create synergy between professional development work and volunteer activities. The People for Change strategy was adopted by the ActionAid Denmark board in November 2008. The People for Change strategy paper can be found in its entirety in Appendix A -1.
This manual intends to serve as a manual to guide the key stakeholders in the implementation of the People for Change strategy. The People for Change activities introduced in this manual will play a central role in ActionAid Denmark’s efforts to reduce poverty and inequity in the world. People for Change evolves from ActionAid Denmark’s engagement in the field of development cooperation for more than 60 years. Thus, People for Change builds on solid experience and lessons learned, integrating perspectives on the challenges generated by an increasingly globalized world.
1. 1. Why People for Change?
People for Change is based on the conviction that the synergy of solidarity, understanding and knowledge that emerges when people from different parts of the world meet, learn and work together, increases skills and commitment among the involved individuals and civil societies, empowering them to become active change agents.
The People for Change approach lies in the facilitation of personal and professional encounter and collaboration at the North – South and South - South dimensions, where people of different nationalities engage in transferring specialized skills, exchange information, encourage shared experiences and learning,, build alliances and networks and promote solidarity, friendships and understanding as means to fight poverty.
Shared learning is an essential means to fight poverty and an imperative rationale behind the People for Change approach. Through practical development work, dialogue and critical reflections, new knowledge is generated and best practices are identified, fostering the continuation of joint reflection on the potential benefit of ActionAid member organisations and stakeholders around the globe. The gains of shared learning and critical reflection are therefore many. Below are some highlighted expected results from the “Shared Learning – a working guide by ActionAid International:”
· Improved organisational effectiveness by deepening learning from our experiences.
· Increased efficiency (less “reinventing the wheel”) leading to better use of limited resources and a higher level of impact.
· Strengthened relations of trust, accountability, transparency, respect and openness in our partnerships.
· Deepened organisational impact as we develop a richer understanding about how change happens in the different contexts where we work.
1.2. The People for Change Activities and Categories
The activities within People for Change include:
· Capacity building of civil society organisations working in local democracy, land rights, anti-corruption, conflict management and trade justice.
· Promotion of cross-cultural alliances and networks engaged in campaign and lobby activities addressing local, national and global issues related to poverty and inequity.
· Promotion of global citizenship and volunteerism.
People for Change engages professionals and volunteers in these activities through human resource cooperation within the following three main categories:
1) The Advisor
2) The Inspirator
3) The Global Citizen Volunteer
The Advisor –“the specialised professional”
The Advisor category is comprised by experienced and specialised international professionals, who contribute towards deliverance of objectives and outputs within the governance themes. Advisors are recruited globally and working conditions are aligned with international standards to compete with the market and attract candidates with qualifications to support, upgrade and move involved partners and programmes forward as required.
The Advisor category is divided into two salary scales in accordance to the job tasks and required qualifications.
The Inspirator – “the development practitioner”
The People for Change Inspirators are short term placements of development practitioners with like-minded partners, organisations and networks to support cross-cultural sharing of experiences and best practices within the governance themes. The Inspirators are volunteers, but will be compensated for lost income and expenses incurred during his/her posting.
The Global Citizen Volunteer
The Global Citizen Volunteers are individuals who voluntarily engage in the People for Change program, covering his or her own expenses to stay and work with partners and communities in the South. The development of the Global Citizen Volunteer concept will take place alongside the previously mentioned categories in close dialogue with relevant teams in ActionAid Denmark, and with selected AA offices and other partners around the world. A detailed presentation and guidelines regarding this category will be presented in future versions of this manual.
1.3. The Implementation of People for Change
People for Change is being launched within a complex framework due to the ongoing merger process between MS and ActionAid, the closure of MS country offices, the phasing out of the present Development Workers and the implementation and testing of new People for Change activities and personnel. It is therefore obvious that the implementation of People for Change will require a process characterized by flexibility and adaptation.
It is anticipated that the first year of the implementation of the People for Change strategy will be a testing period, where the manual will be revised and updated on a regular basis along with the lessons learned and conclusions. A review of People for Change is planned during 2011.
During the coming years, the country offices currently managed by ActionAid Denmark will gradually be replaced by independent national ActionAid offices. Consequently, the initial versions of this manual will be guiding People for Change in this interim context, which involves cooperation with the existing MS country offices and partners as well as the national ActionAid offices and partners.
In this version of the manual, both MS country offices and the national ActionAid offices will in general be referred to as ActionAid offices. This reference implies that existing MS country offices will follow the same procedures as the Acton Aid offices. Likewise, the term ActionAid director will be used to describe the roles and responsibilities of both the involved ActionAid director and/or MS country director. In cases where exceptions occur, the terms MS country office and MS country director will be used.
2. Participation of Partners in People for Change placements
The notion of good governance implies inclusion and involvement of relevant stakeholders. Thus, the implementation of People for Change activities must adhere to the fundamental principles of inclusion of partners and relevant stakeholders in the decision making processes related to People for Change placements. Moreover, it is essential that all decisions linked to this process are indeed informed decisions.
Overall, it is imperative that any posting of People for Change professionals or volunteers takes place through a dialogue process among the relevant stakeholders and that decision related to posting a People for Change human resource – whether it be a Global Citizen Volunteer, an Inspirator or an Advisor – has included the participation of the partner organisation or collaborator. Throughout this process, it must be assured that the partner clearly demonstrates the need, motivation and capacity, to receive a People for Change professional or volunteer. Likewise, harmonizing expectations of all parties for the outcome of the placement is crucial for the success of the People for Change program.
2.1. Needs Assessment for Placing Advisors & InsPirators
The ActionAid Denmark supported programmes and partners in the South are undergoing fundamental changes during the next few years and the People for Change approach needs to be flexible and adaptable to the ongoing structural changes taking place. It is, however, imperative that the placement of People for Change Advisors and Inspirators is needs-driven from the South.
The need for – either Advisors or Inspirators - may take place at different stages. Already when designing country programmes, considerations and assessments as to the need for capacity building support should be made. The need for external support may also arise at a later stage. The needs may initially be identified by ActionAid staff in the South or in the North; however, this process will be centred on a dialogue process between the partners and key ActionAid personnel. Above all, it is crucial that the receivers of Advisors and Inspirators assume ownership of the process.
Obviously, the need for personnel placements must be considered in connection to organisational assessments as described in the “MS Guidelines for Thematic Programming”[1]. However, the posting of People for Change specialised professionals and development practitioners is likely to be considered for thematic teams, to enhance specific campaign activities, social movements or other types of collaborators where no formal partnership agreements exist and where organisational assessments are not being made as part of a programme cycle. In any case, a needs assessment that includes the purpose, capacity, expectations and motivation for receiving an Advisor or Inspirator must be made prior to any placement. In the event that multiple partner organisations are involved or a placement is specifically related to a theme, joint needs assessment conducted with the relevant stakeholders could be considered.
When assessing the need for People for Change personnel, the following questions need to be asked:
· Would an external perspective add value to the placement and how?
· Is there a particular need for alliance building and networking?
· Does the position emphasize shared learning and critical reflection?
· Can the identified needs be covered through hiring additional staff or short term consultants, or is there a clear need for professional expertise which is unavailable in the country?