IFRC Asia Pacific Branch Organizational Capacity Assessment and Certification (BOCAC) Lab Hub

Table of Contents

Background

What is BOCA?

Why add “C” to BOCA making it BOCAC

What is a Lab Hub

What are the purposes of the BOCAC Lab Hub

Why Bangladesh Red Crescent as the BOCAC Lab Hub

Structure of the Lab Hub

Lead, Training

Co-Lead, Training

IFRC Focal Support

Lead, BOCAC Analysis

Co-Lead, BOCAC Analysis

IFRC Focal Support

Lead, BOCAC Innovations

Co-Lead, BOCAC Innovations

IFRC Focal SUpport

Lead, BOCAC connectivity

Co- Lead, BOCAC connectivity

IFRC Focal Support

Key activities of the Lab Hub

Supporting the Lab Hub

Performance Review

Key Indicators

Launching the Lab Hub

Background

Branches are the pillars of the National Society and are the frontline arms in the community that respond directly to the needs of the most vulnerable, especially in times of disasters and other emergencies. Therefore, the most inevitable part of the National Society Development initiatives is the development of the capacities of the branches. The development of branches of National Societies all throughout the worldwill in turn strengthen the capacity of the Movement as a whole. On the other hand, development of the capacity of the branches depends on the branch itself. Therefore, to offer an effective system for Branch development, Red Cross Red Crescent Branch Organizational Capacity Assessment (BOCA) process has been initiated so that branches can continually assess and develop their capacities to meet contemporary humanitarian challenges by assessing local relevant service needs and developing the capacities to deliver them in a sustainable locally resourced manner.

So far several National Societies that have undertaken the BOCA exercise to “localise humanitarian action” have adopted this BOCA process as a part of their branch development initiative. Bangladesh Red Crescent Society (BDRCS) is also one of those NSs which has undertaken BOCA process and as such has provided inspiration to other NS by piloting a number of processes at the initial stage of roll out of BOCA globally. The BDRCS has conducted BOCA exercise at about 90% of its branches and are on the way to continue the process through effective follow up system.

In early 2016, the BOCA documents were revised, updated and further developed. All materials are currently available at this link

Currently, there are 10 National Societies in Asia Pacific which have utilized the BOCA for their wider branch development program. Almost 300 branches have already undertaken the BOCA exercise across the whole Region in 10 NS by October 2016. This means that 300 Branches have revitalised their local humanitarian actions to be relevant, focussed and sustainable while also being able to measure the impact of their services against clear baselines in the communities around them.

As of today, support to BOCA implementation in Asia Pacific is coordinated through the NSD Unit at the IFRC Asia Pacific Regional Office in Kuala Lumpur. However, as part of a wider strategy to facilitate increasingly NS-led initiatives in a more sustainable and peer supporting manner, in 2016 the IFRC AP Unit started facilitating peer support in matters relating to BOCA by mobilizing BOCA facilitators from one NS to support another NS. This was found successful and acceptable both to the sending NS and to the receiving NS. It soon led to the idea of training International BOCA Facilitators and putting them in a BOCA pool which was subsequently initiated.

After BOCA exercises, when a significant number of branches had undertaken BOCAs, a need was also identified by the participating NS to conduct a detailed but practical analysis of the BOCA findings so that NS can monitor progress against their own baselines in individual Branches as well as at a consolidated level as part of their wider Branch development framework to show achievements against organisation-wide processes such as the NS’s wider Strategic Plan as well. Initial innovative analytical exercises conducted in Mongolian Red Cross and Afghanistan Red Crescent were piloted and found to be useful. The forthcoming BOCA Analysis workshop in Myanmar where almost 100 branches have undertaken BOCA will further the learning on this subject. Eventually, a guidance document will be finalized on how to conduct BOCA Analysis when Bangladesh Red Crescent will have its BOCA Analysis Workshop November 2016.

With so much interest from NSs on BOCA, we believe that by creating a BOCA Lab Hub, this initiative will not only be sustained but will also lead to activities in multiple directions, all leading towards strengthened branch development with clearly measurable humanitarian impact in particular, and to National Society development in general. The BOCA Lab Hub will be the BOCA hub for support, generate and pilot ideas, test, nurture and apply ideas generated through BOCA implementation.

What is BOCA?

BOCAisaself-assessmenttooldeveloped forbranchesofNSsto identify and assess their strengthsandweaknesses in relation to a wide range of organizational capacities which then lead to strengthening relevant, focused and sustainable local services which can be scaled up to a national level. Itcanbeusedasthefirststepinabranchdevelopmentprocess since it is focusing on basic refreshed external vulnerability analysis, complemented by a self-assessment of the capacities, structures and conditions that are widely understood as being the core of what a branch needs to be able to function and perform well.

BOCA has 3 objectives: -

To refresh local vulnerability analysis and a complementary appreciation of the organizational capacities of the branch and how it is currently performing;
To reach a consensus on priorities for branch enhancement;
To develop an operational plan to strengthen and sustain its services delivery capacity and resilience of the communities.

However, BOCA is not about testing or examining the branch, but rather about identifying - through a self-assessment exercise – the current capacity of the branch, and agreeing on areas for further enhancement. It can inspire the branch to work harder for the improvement of their local humanitarian impact and regularly reassessed relevance after going through the process and understanding more clearly which areas need attention and gathering momentum on how to collectively address the issues that arise. Additionally the process can also support branches to create an important line of sight back to the overall NS operational and strategic plans and implement strategy by collecting and aggregating branch development plans in a realistic and efficient manner.

A BOCA undertaken at branch should not be just a standalone process but should be linked to a NS’s own Branch development framework (if one already exists). It should be integrated into existing systems, and integrated with its overall NS development framework in order to achieve increased relevance, quality, reach and sustainability of services rendered to communities. There are numerous examples of such adaptation and integration model.

Why add “C” to BOCA making it BOCAC

Inspired by OCAC, BOCA could also be the platform with which National Societies could develop their branch certification system. Each NS branch certification system is understandably different from each other. It depends on how an NS develops their branch development framework and how this framework is informed by the BOCA results. In some NSs, this certification could take the form of branch classification. In some NSs, it could mean a branch having passed all the benchmarks. The branch certification is a completely new idea that was linked to BOCA. This will be a work in progress but a clear goal of the next step of piloting and roll out of BOCAC as a strategic localisation of humanitarian action initiative in those Ns which use it to strengthen services and capacities.

As an overall aim of the formalisation of the certification process in the next phase, it is envisaged that once a Branch has completed the BOCA, the National HQs OD / BOCA focal person should prepare and award the branch a BOCA completion certificate signed by the Secretary-General and/or President.

What is a Lab Hub

Lab Hubson a wide range of thematic/programmatic concepts and topics are a new initiative in the Asia Pacific Region that strengthen and accredit NS-led initiatives that create space to generate new ideas and solution, concepts, approaches, campaigns, and projects. The aim is for a creative space in a controlled environment through which sustained attention can be given to innovations that can be tested, prototyped, piloted in the Lab Hub and then be reviewed by others before the ideas are adopted by decision-makers and used in greater scale and are replicated at other places.

Every NS and IFRC office, every Branch office and volunteer network (and also non-RC
RC entities, like schools, academia, social and health institutions who are working in partnership with a NS) can perform as a lab hub for certain topics, themes and ideas. Lab Hubs entail the testing of new solutions meeting the requirements of communities, NS and the IFRC. A Lab Hub is a place where ideas can be tested with speed and free of fear to fail. Lab Hubs is about addressing challenges through thinking ‘outside of the box’ and identifying more efficient and alternative ways to support and empower communities and strengthen NS.

Lab Hubs are temporary. They collaboratewith national societies’ specific departments, reference centres, communities of practice, thematic networks (e.g. migration, fund-raising, FA, PSS, PMER etc.) and solidarity networks (youth). Government authorities, academia, or the corporate sector can work together in the Lab Hubs. Lab Hubs can be planned and prepared and declared. Lab Hubs can be ad hoc. Lab Hubs can be even situations in which innovative concepts have evolved without a prior deliberate selection of the place as Lab Hub.A lab hub can also be a place where a new idea which has been developed elsewhere can be adopted, nurtured and applied.This can be ‘small’ ideas which are tested by NS or Federation offices without the need for additional resources and it can include ‘grand’ research projects which require additional input in terms of partnerships, people, funding.

What are the purposes of the BOCAC Lab Hub

The overall purpose of BOCAC Lab Hub is to institutionalize BOCAC process as an important part of Branch Development Frameworks for the National Societies by prototyping different parts of BOCAC process.

The specific objectives are:

-Lead the implementation of BOCAC in Asia Pacific

-Manage and mobilize the pool of BOCAC resource persons to support and facilitate other National Societies in the region

-Explore, develop, and test effective models in the following areas:

Training BOCAC Facilitators (ToF)
Facilitation of BOCAC exercise at branches
Analysis of BOCAC results
How to effectively follow-up BOCAC

Why Bangladesh Red Crescent as the BOCAC Lab Hub

Bangladesh Red Crescent Society (BDRCS) is one of the NSs that was an “early adapter and champion” of the BOCA process at the initial stage and have covered almost 90% of its branches. Before rolling out the BOCA at branch level, BDRCS had followed all required steps starting from translation, contextualization, and localization of BOCA matrix, harmonizing it with existing capacity assessment tools, creation of a pool of skilled BOCA facilitators through the Training of BOCA Facilitators, official circular from top management to conduct BOCA at all branches etc. Below are the reasons for selecting BDRCS as BOCAC Lab Hub:

A skilled pool of BOCA facilitators

Conduct of BOCA at almost all the branches

Analysis of BOCA results of the branches that have conducted BOCA so far

Willingness of senior governance and management leadership to undertake BOCA process as an important part of Branch Development Framework and NS priority for branch development

Plan for follow up of BOCA at branch level through monitoring processes that show progress against baselines and measurable humanitarian impact as a result.

Initiative of linking BOCA with wider branch development framework

Prioritizing findings from BOCA results analysis in on-going Strategic Planning of BDRCS

Skilled and experienced facilitators in conducting BOCA Training of Facilitators and analysis of BOCA results

Apart from these, representative from BDRCS and IFRC Bangladesh Country office have been involved with Global BOCA writeshop and subsequent BOCA materials finalization process which gave an added interest to this concept. As of now, BDRCS has provided support to three NSs in Asia Pacific region: Malaysia, CVTL and Myanmar.

Structure of the Lab Hub

The BOCAC Lab Hub organizational structure is being made to ensure good coordination and communications internally (BDRCS), in country (with IFRC and partners) and with the wider IFRC offices (e.g. Country Cluster Support Teams or CCSTs, and Country Offices or COs) and other National Societies.

Lab Hub Team Leader

Lab Hub Co-Team Leader

Lab Hub Advisor

From within BDRCS, a BOCAC Lab Hub Team Leader shall be nominated. The decision to appoint the team leader shall be a jointly agreed decision by the IFRC AP, IFRC Dhaka and the BDRCS. The Team leader basically has the responsibility of ensuring that the commitment of the BOCAC Lab Hub is delivered. S/he also has to manage the 4 thematic leads. Working with the Lab Hub Teamleader is an IFRC Bangladesh Country Office (CO) focal person appointed as support.

Lead, Training

Co-Lead, Training

IFRC Focal Support

This team is responsible in facilitating the provision of support to NSs which are planning to conduct a training of facilitators and have expressed a request for support. As a lead, s/he shall mobilize BOCAC resources across Asia Pacific guided by the concept of “best positioned” support available to the requesting NS. Support to the NS may also be done online.

The Co-Lead for this team shall be nominated from a different National Society actively utilizing BOCA. The decision to appoint the Leader and the Co-Leader shall be a jointly agreed decision by the IFRC AP, IFRC Dhaka and the BDRCS and the concerned National society.

Lead, BOCAC Analysis

Co-Lead, BOCAC Analysis

IFRC Focal Support

This team is responsible in facilitating the provision of support to NSs which are planning to analyse their BOCAC results and have expressed the request for support. This is also based on best positioned support. Support to the NS may also be done online.

Lead, BOCAC Innovations

Co-Lead, BOCAC Innovations

IFRC Focal SUpport

This team is responsible in developing new processes to make BOCAC implementation better. S/he tests new methodologies or consult other practitioners on the efficacy of an idea.

Lead, BOCAC connectivity

Co- Lead, BOCAC connectivity

IFRC Focal Support

This team is responsible in managing the BOCAC page in FB and ensuring that BOCAC practitioners will have a good user experience in the site. S/he will ensure that the site will not be spammed. The decision to appoint the leader shall be a jointly agreed decision by the IFRC AP, IFRC Dhaka and the BDRCS. The Lead shall also ensure that all BOCA facilitators are registered in the AP Resource Management System (RMS).

Key activities of the Lab Hub

The following will be the key activities of the AP BOCAC Lab Hub:

Facilitating support to AP National Societies in conducting BOCAC Training of Facilitators
Facilitating support to AP National Societies in conducting BOCAC Results Analysis
Facilitating support to AP National Societies in linking BOCAC to NS development initiatives
Facilitating support to AP National Societies in following up and progress tracking of BOCAC Plan of Actions at Branch and NHQ
Facilitating support to AP National Societies in developing a branch certification process
Facilitating learning and capturing example and excellence on how NSs linked/integrated/adapted BOCA to its own NS existing processes/systems?
Ensure connectivity of the BOCAC Facilitators
Facilitate new initiatives undertaken by BDRCS from the BOCA learning and replicate these to others

Supporting the Lab Hub

The BOCAC Lab Hub should not place undue financial pressure and obligation to the Bangladesh Red Crescent Society. The main contribution of BDRCS to the Lab Hub are its key personnel, staff and volunteers, whose time, talents and skills in relation to BOCAC shall be shared to the rest of Asia Pacific.

Any initiative relating to BOCAC that requires funding requirements shall be consulted to the IFRC Bangladesh Country Office. The IFRC Bangladesh Country Office, shall consult BDRCS everytime it develops its annual plan and budget to ensure that the functions of the BOCAC Lab Hub are supported and reflected in the IFRC Country Plan as well.

Where necessary to achieve the Lab hubs functions (eg facilitation of training, peer support between Ns requesting BOCAC support in any way, travel costs of key facilitators etc) the IFRC’s Asia Pacific NSD team in Kuala Lumpur will keep provision for funding support on an annual guestimated level to facilitate such work of the Lab Hub. This discussion will form a part of the annual AP NSD team’s planning and budgeting process with the Lab Hub coordinator.

The IFRC Bangladesh Country Office Focal person on organizational development shall be the principal supporting personnel to the BDRCS BOCAC Lab Hub.