Development Toolbox
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The document discusses organizational culture at ICCO Bangladesh. It emphasizes respect, integrity, professional growth, and transparency. Ensuring these values are practiced across offices requires co-owned accountability, regular staff meetings, whistleblowing policies, and establishing rewards. Leadership must also lead by example and promote mutual respect and trust. Effectiveness can be measured through cultural documents and performance reviews, ensuring the right skills, engagement in decision-making, and dealing with integrity issues.
Development Toolbox
- 2. Organisational Culture: ICCO Bangladesh ICCO Bangladesh actively promotes an organisational culture where respect, integrity, professional growth, and transparency are key, values (put in action).
- 3. Some of the Key Words Source: UNDP
- 4. Does the statement resonate with your personal values? Share some of your personal reflections on the statement. ► Every human organization has a unique culture of its own. ► Our people are our brand ► Very critical to the success or the failure of the organization. More crucial as we deal with people (team, community, partners): Culture defines the identity of the organization ► NGOs are leadership driven ► Leaders drives the Values --🡪 Value drives the Behavior --🡪 Behavior collectively becomes the Culture --🡪 Culture drives Performance ► Who are hitting the targets and who are not? An analysis of factors (example) ► Unprecedented growth in the team (example): Christian Aid ways of working
- 5. How would you ensure that this is put into practice across all offices of ICCO Bangladesh? Promoting ► Co-owned accountability mechanisms ► Regular meetings with the team members to promote coherence ► Whether the whistle blowing mechanism and the safe guarding is in place ► Whether the staff representative is in place; whether the team is empowered to bring the issues to the fore front ► Establishing the reward system ► Establishing the organizational capacity building strategy and plan Practicing ⮚ Whether I am leading by example? ⮚ Engagement with the team members ⮚ Promote a culture of mutual respect, trust
- 6. Measures for Effectiveness of the Strategy ► The organizational culture document is in place and there is a robust induction plan being followed: vision, mission, core values of the organization ► Robust performance management in plan and being followed: Improvement plan and support; 360 degree appraisal. ► Whether we have the right skills in the organization for organizational efficiency: through capacity assessment, identifying the gaps and organizational development plan (acquisition, capacity building, mentoring, connecting within and outside) ► Engagement of the team in decision making process ► High quality deliverables within the agreed time frame ► Risk taking culture to promote innovation: ► Whether the team is performing collectively? ► Dealing with the issues related with integrity
- 7. Multi Annual Strategic Plan (2018-2020) ► FOOD AND NUTRITION SECURITY FOR SMALL HOLDER FARMERS AND THEIR HOUSEHOLDS ► ECONOMIC EMPOWERMENT OF SMALLHOLDER FARMERS AND SMALL AND MEDIUM ENTERPRISES ► RESILIENT AND DISASTER-PREPARED COMMUNITIES ❖ At least 80% of our fundraising and programs need to be geared towards these new priorities. ❖ These priorities are considered to be “trendy” globally, but there is limited understanding and experience on the topics in Bangladesh. ❖ This also means that ICCO’s current staff as well as external stakeholders, including donors and partners, need to be oriented on our “new way of thinking”.
- 8. The Country Context ► Bangladesh from LDC 🡪 Developing Country (2024) ► Impressive GDP growth during the last 3-4 years: between 7 & 8% ► Bangladesh among the five fastest growing economies (The World Bank) ► Growth: Industrial, 11.99%; Service, 6.33%; and Agriculture, 3.06%. (The Dhaka Tribune) ► % Contribution to GDP: Services, 52.18%; Industrial 33.71% and Agriculture 14.10% and on a declining trend; 40% of the labor force is in agriculture ► % of poor below poverty line 31.5 🡪 21.3 and extreme poor 17.6 🡪 12.9 (2010- 2016); Population of Bangladesh (2017): 165 million; Poor 35 million, extreme poor 21.5 million; who are the poor and extreme poor? Where are they? ► GINI Co-efficient around 32.4 and increasing ► Unemployment 4.2 % and very significant underemployment. 72 of the youths wants skills training (World Vision)
- 9. The Country Context (contd.) ► Top hotspot for climate induced disaster: SDG 13: all indicators (red) ► Hard to reach areas: access to market, services and energy poverty ► Urban and Rural population ► Shrinking space for Civil Society: NGO Act; Compliance; FIU ► Donor’s priorities, market based interventions V/s traditional grant model. Aid with trade, blended approach. Migration of resources (conflict, more deserving countries, within country: The Rohingya Issue); working with the government ► Increasing clout and role of private sectors ► Heightened security and our identity
- 10. Feedback on the content of the three priorities outlined in the MASP? ► Liked the title “Towards a Just and Dignified World”: poor and the marginalized as partners; power relations; underlying causes; respect. ► Wants to work with those who are “Left Behind”. ► Whether youth could be seen as a demographic dividend? ► Integrated approach: Food value chain, production to processing ► How it connects the three? ► The strategic plan is for five years. If we consider the preparedness phase and the working on the next plan, two years are lost. It should have been better had we had the strategy for the next five years with first year around rolling it out (aligning our country strategy based on the context and aligning our partnerships). The seventh year for the next strategy.
- 11. How relevant are these priorities in the context of Bangladesh? Share some key risks & opportunities. ► Very well suited to the context. ► Donors priorities: engagement with the private sector ► Increased commitment from the private sector, CSR, Ethical business and brand equity ► Bangladesh: climate and disaster hotspots ► Priority of the government: skills, enterprise promotion, CSR ► Increasing urban population ► Shrinking space of civil society as an opportunity as well as threat: blended approach. ► Our ways of working: grant model; capacity of the team & partners ► Anecdotes and evidences: understanding, deepening and evidencing the impact ► Most of the poor and extreme poor. Where are they and who are they? Farmers? People living in urban slums? Labor in the unorganized sector?
- 12. How would you ensure that the team become brand ambassadors of ICCO who are able to fully understand the MASP and pitch our priorities to donors & partners? ► Buy in of the team: Immersion of the team into the MASP (why?); contextualizing; operation plan: ► Understand the theory of change? The impact which we are creating (numbers and depth) ► What is our USP? What and how we are different? What value add we are bringing? Communicating our work ► Come out with the Log Frame for the Country Office ► Connecting within the organization and outside (learning from others): convincing the team that it works; challenges ► How our work is contributing to the global framework (SDG, UNFCCC, SFA, The Urban Agenda) ► Readiness: communication materials (text, video, social media, strategic sites). The pitch ► Delegated and understood roles and responsibilities with the support required ► Working with partners: community, implementing agencies, private sectors, donors, government.
- 13. What kind of skill-set do you envision within the team in order to successfully implement the MASP at country-level? What skills do you bring to the table? Required Skill Sets of the Team ⮚ Team building and leadership (MDP) ⮚ Working on the blended model (finance, support); enterprise promotion; AdMit; Engagement with Private Sector and Inclusive Market Work ⮚ Grant Acquisition ⮚ Deepening and evidencing the impact; global process ⮚ Communications ⮚ The ability to take risks: can foster innovation. Nurture new ideas ⮚ Understanding of ICCO: ICCO Foundation; Truvalu; Fair Climate Fund, Fair & Sustainable Consulting My Skill Sets ⮚ Leading the team from between; Process oriented ⮚ Understanding of the context ⮚ Grant acquisition skills: start to end solutions; role of the team ⮚ My experience on Inclusive Market Development and Private Sector Engagement ⮚ Networking skills; With diverse sets of people; bringing new partners on board ⮚ Experience of rolling out the strategic plan ⮚ Experience of working with faith based organizations.
- 14. Leadership
- 15. Leadership
- 17. Qualities of a good leader
- 21. Equity and Equality (structural barriers)
- 22. Equity and Equality (Underlying Causes)
- 23. Equity and Equality (Reality)
- 24. Thank You Very Much Your Comments and Suggestions are Welcome