Please find updates on the process and post suggestions or questions in the Discussion Forum here.
SuSanA is at the start of a major period of change that should take it from SuSanA 1.0 to a new SuSanA 2.0 in the near future. SuSanA 1.0 has been a great success and has today 340 partner organisations and 10,000 members. As concluded by the Core Group of SuSanA, it is now time to revisit its informal structures and to analyse where more formalization and a change in governance contributes to reaching its vision and objectives and to put respective steps into practice.
Understanding this need has led to several activities and initiatives over the last years (one of them funded by the Bill & Melinda Gates Foundation (BMGF) 2016-2018). A number of surveys, strategy documents, and external consultant reports are available now and they can be used for a concrete design of a SuSanA 2.0.
The Core Group has decided in its meeting in Stockholm 2018, that a Change Management Task Force (CMTF) should steer this change process. The CMTF will be coached by an Organisational Development expert, have support from consultants as well as from the SuSanA Secretariat and will be responsible for the change management process of SuSanA through a participatory and iterative process. The Core group further mandated a small group of Core Group representatives, referred to as Group of Five, to prepare the ground for this task force. The final decision on the composition of the CMTF will be taken by the Core Group based on the suggestions by this group until end of June 2019.
The members of the CMTF will consist of 7 individuals, which should represent the different constituencies of SuSanA in an optimal way. Hence, active SuSanA members or even people outside of the network could possibly be part of the CMTF. If you are interested to be a member of the CMTF and/or you want to nominate someone, please click here.
The Change Management Task Force
The Task Force should be a diverse group of 7 individuals who represent the various constituencies and geographies served by SuSanA. The individuals on the task force are appointed / selected ad personam and not as representatives of their organisations. There will be two empty seats supplementary to the seven that are reserved for interested parties who may take a temporary and no-voting observational status at differing steps of the process. These people may be invited or express an interest (e.g. out of the SuSanA membership, donor community or an international organisation). They participate as observers and may debate with the permanent members but may not vote. The permanent members will be individuals but should ideally also have a mandate of their respective organisations to carry out this work. Persons should remain on the task force for the duration of its work (approximately one year). As such, each member will need to meet a combination of geographic and constituency criteria. Task Force members are expected to be members/partners or potential members/partners of SuSanA. It is expected that in their work they reach out to others in their constituency to consult.
It is foreseen that the activities will take place in workshop format and Skype sessions with some preparation work. After the members of the CMTF are selected they are expected to take part in four two-day workshops (over the period as well as one day preparation and one day follow up for the workshop). This, in total, makes an estimate of 16 days over the course of one year, the estimated duration of the four process phases outlined below.
Criteria for the candidates/members of the CMTF are as follows:
- Candidates should be existing or potential members of SuSanA
- Candidates must be available (from the organisation as well as personally committed) for the duration of the process (approximately one year)
Primary Criteria (necessary):
- Candidates should be geographically diverse among the following regions (geographical constituency): Sub-Saharan Africa, South Asia, South-East Asia, Latin America and Caribbean, Western Asia and North Africa (WANA), Northern (Europe, North America, Australia/NZ, Japan)
- Candidates should be drawn as far as possible equally from all genders
- Candidates should represent a range of ages
- Candidates should represent at least one of the following partner constituencies: government, utilities, local NGO/CBO, international NGO, donor/funder organisation, private enterprise, academic institution
- Candidates should also represent at least one of the following membership constituencies: Working Group Lead, Regional Chapter Rep, mid-level practitioner, local entrepreneur, private advisor/consultant
Secondary Criteria (bonus):
- The CMTF as a whole should possess a strong mix of relevant skills: knowledge of SuSanA (history and latest developments); sanitation, management, communications, funding
- Exceptional candidates from outside of SuSanA (or even the sanitation area) with a proven track record in leadership and/or change management in similar areas (member-based knowledge networks) should also be considered
- Candidates should represent a good mix of languages and cultures (although the working language of CMTF as well as SuSanA is English)
Not all candidates can fulfil all the criteria and not all criteria can be represented within such a small group. Preference should be given to a mix of candidates that can, as a team, cover all the areas. Overlaps are good as that means that more than one person is available to pool skills and for the situation that another is temporarily unavailable. Scores or rankings are not helpful here but rather an informed assessment on the part of the Group of Five. The Group of Five will use these criteria as a guide to suggest to the Core Group the most diverse and useful task force possible.
The SuSanA change management process is composed by 4 Phases; starting once the CMTF is established. The estimated duration of phases 1 to 4 is one year and these are described below in detail:
Phase 0 – Setting up the CMTF
Phase 1 - Initialisation
Phase 2 – Concept Development
Phase 3 – Decision-making
Phase 4 - Implementation
In a first step, nominations for members of a Change Management Task Force (CMTF) that will steer this change process will be collected and will compose a Long List of candidates. SuSanA members and partners are welcome to nominate candidates that fullfill some of the criteria mentioned above. Likewise, interested candidates are also invited to submit their own nomination. Please find the Terms of Reference (ToR) for the CMTF here, nominations can be submitted online here.
In a second step, all persons on the long list will be contacted and asked to submit an Expression of Interest to be part of the CMTF.
The deadline for long list nominations was open until 7 May 2019.
The submission of expressions of interest was open until 21 May 2019.
Interviews and the final selection of the CMTF will follow the criteria defined above and take place in June 2019. Afterwards, the CMTF will be introduced to the Core Group.
Result of this phase: The CMTF establishes itself and begins work with Phase 1.
Phase 1. Initialisation
- Defining on the task force internal working structures (one chair, two vice-chairs, deputies, meeting frequency, quoracy and record-keeping)
- Refining of the design of the process phases and activities, especially the decision-making process to be undertaken in phase 3 (Who votes about what and when), as well as criteria for the decision
- Elaborating a strategy for the necessary funding for the CM process
- Securing funding for the CM process
- Familiarising with the existing strategy documents of SuSanA
- Summarising and consolidating the strategy documents into a SWOT analysis
- Elaborating the purpose statement of SuSanA 2.0
Products: Funding is secured, the basic structures, activities and decision-making processes of the task force have been established, and a purpose statement for the future SuSanA has been agreed.
Phase 2. Concept
- Working closely with organisational development consultants towards the elaboration, on the basis of the results of phase one, of two to three alternative organisational models for the SuSanA 2.0 covering its purpose, values and missionas well as organisational model and legal form, management, governance and financing.
Products: Two to three alternative organisational models for the SuSanA 2.0. These models should include as a minimum:
- The organisational and legal form for each alternative proposed; including the considerations about jurisdiction (Guiding questions: Which legal form should the organisation have and in which jurisdiction?)
- The governance structure, including operational and strategic supervision of the organisation. Governance functions should include public & legal accountability, strategy, operations, finance, coordination, audit, risk management, monitoring & evaluation, public relations & communication, compliance & ethics, personnel, member & stakeholder management, conflict management. & resolution
- The funding and financing model (sources of income vs. significant categories of expenditure)
Phase 3. Decision-Making
- Disseminating of alternative organisational models in a suitable digital format
- Communicating with members and stakeholders about the implications and expected outcomes of implementing a new organisational model via open webinars
- Fine-tuning of alternatives on the basis of consultations
- Final decision taking by the CMTF on the proposed model on the basis of consultation. This should take place in a face-to-face workshop
- Communicating the results digitally through the SuSanA network
Products: a decision for one of the proposed alternatives backed by the Core Group as well as the members.
Phase 4. Implementation
- Fine-tuning of concepts, breaking them down into component aspects
- Developing an implementation plan, containing the required capacities and steps for potential legal registration, timeline, activities and responsibilities)
- Backstopping the implementation process
- Monitoring and evaluations of the ongoing process as well as the process as a whole
Product: SuSanA 2.0 is installed (legally and physically) and has taken up operations (though not necessarily fully functional).