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The PDO, Planning development office is the technical and the provincial structure to guarantee quality, efficacy and efficiency of the provincial and his council’s management of the participative strategic planning, development of life and the provincial mission described and listed in the organic provincial plan and in areas and dimensions of their competences.
Its specific tasks are:
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The 2018 General Guidelines of the Model and Tasks of the Provincial Planning and Development Office in the Salesian world defined the possible development direction, the objectives and the function within the Province, values and recipients, programs and services, main features of staff and financing sources. The project “Co‐partners in development” actively called PDOs up to put the Guidelines into operation, and took also a step forward defining, through the creation of a model ‐ presented below, the concrete working processes each PDO is called to achieve through its role as instrument of animation to perform the functions and tasks defined in the Guidelines. Some working processes, called “transversal”, aimed at the PDO management as a structure. This work was carried out in a participatory manner by the PDOs’ team with feedbacks from three pilot PDOs of the Africa‐ Madagascar Region: AFW, AFO and MDGs.
Find below an example of work processes related to one of the specific function of the PDO: “Support the implementation of OPP through programs and projects”.
Discovery more of the full PDO profile/job description.
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Capacity self-assessment is a means for the PDO to decide priorities and take “the driver’s seat” in the change process. Capacity self-assessment is necessary to bring a systematic method to determining capacity needs and assessing existing capacity assets. it is a useful tool to help PDO take the time to reflect, to affirm what is good and positive, to identify areas needing improvement and to plan those activities that should bring about the desired improvement.
The capacity self-assessment is organized around five modules. According to “YES YOU CAN!”, the MANUAL FOR CAPACITY SELF-ASSESSMENT developed by Via Don Bosco (VdB), capacity is the balance and synergy between five interlinked core capabilities (5CC). Each module invites the PDO to self-assess one aspect of its capacity, that is, one core capability. Find below an example of the exercises related to the PDO Self-assessment”.
Click here to download the full manual for Self-assessment.
Discover more of the “Vision, Mission and Values” survey.
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Strategic planning ‐ helps PDOs to frame, in medium (3-year Capacity Development Plans - CDPs) and short (Annual action plan) term perspectives, the trainings and structural improvements that are needed, by setting the concrete and achievable objectives, as defined by the PDOs themselves. CDPs are Documents framing Capacity Building interventions on the basis of the standards and work processes defined in the PDO Profile/Job Description (See Section II. Above), with particular regard to:
Find below an example of the 3-year Strategic plan and annual action plans related to one of the specific function of the PDO: “Support the implementation of OPP through programs and projects”.
Click here to download the full templates.
Discover more of the 3-year Strategic plan.
Discover more of the annual action plan.
Tasks: tasks of a specific core work processes a PDO should be able to execute according to its different level of development
PDO develops projects on behalf of local communities.
PDO raises funds at national and international level to realize these projects.
PDO manages the relations with donor agencies, mostly from the Salesian and the Christian environment, and prepares narrative and financial reports for these projects.
PDO develops projects on behalf of local communities and/or basing on its own analysis of LC's situation. It uses a participatory approach in the development of the projects.
PDO raises funds at national and international level to realize these projects and programs. It diversifies its own sources of financing, including individuals and entreprises of its environment.
PDO manages the relations with donor agencies, both from the Salesian/Christian environment and lay donors, and prepares narrative and financial reports for these projects.
The projects conceived may also include the participation of external actors as partners, coming from both inside and outside of the Salesian Family and the local church.
PDO develops projects on behalf of local communities and basing on its own analysis of LC's situation and/or helps the LC project development on the basis of a shared development plan of the LC. It also conceives more complex programs in coordination with different LC performing similar work. It uses a participatory and HRB approach in the development of projects and programs.
PDO raises funds at national and international level to realize these projects and programs, targeting not only institutional donors, but also individuals and entreprises through active and structured campaigning and fundraising activities.
PDO both manages directly the relations with donor agencies and supports LC to do it on their own. It works with donors both from the Salesian/Christian environment and lay ones, developing contacts and networks in a structured way. It prepares narrative and financial reports for these projects and programs but also builds capacities in LC to perform this task, keeping the role of supervision and quality improvement of reports drafted in the LCs.
The PDO itself not only coordinates but directly implements larger programs, easing the networking between LC and with partners.
The projects and programs conceived envisage the direct participation of partners: Salesian family and/or local church actors, other Civil Society Organisations, local authorities and/or central government entities, private sector actors (enterprises'/employers'/workers' associations).
The following questions may help you reflect on your experience:
3-year Strategic Plan
PDO develops projects on behalf of local communities based on the situation and needs of LC's. It uses a participatory approach in the development of the projects.
PDO together with LC’s raises funds at national and international level to realize these projects and programs.
PDO engages and work with donors both from the Salesian/Christian environment and lay ones (non-Salesian environment), developing contacts and networks in a structured way.
PDO develops projects on behalf of local communities and basing on its own analysis of LC's situation and/or helps the LC project development on the basis of a shared development plan of the LC. It also conceives more complex programs in coordination with different LC performing similar work. It uses a participatory and HRB approach in the development of projects and programs.
It prepares narrative and financial reports for these projects and programs but also builds capacities in LC to perform this task, keeping the role of supervision and quality improvement of reports drafted in the LCs. The PDO itself not only coordinates but directly implements larger programs. The projects and programs conceived envisage the direct participation of partners: Salesian family and/or local church actors, other Civil Society Organisations, local authorities and/or central government entities, private sector actors.
PDO is able to train and support LCs in the PCM approach.
PDO is able to map similar needs among different LCs and design a unique supporting program.
PDO is able to properly apply the HRBA.
PDO has the capability to plan and implement fundraising campaign dedicated to specific targets.
PDO is able to train and support LCs in communication, networking and advocacy skills to manage relations with Christian donors.
PDO is able to train and support LCs on main donors rules and procedures and on preparation of narrative and financial reports.
Annual Action Plan
Area for improvement
What do we want to work on?
I. The Vision mission and values and mandate are not written and 100% shared
II. Memers of staff of the PDO should participate in the re assessment of Mission Vision and Values and mandate
Relation with self-assessment
Which core competence area of the self-assessment it refers to?
CC 1 bb 1
Expected Results
What do we want to achieve?
I. Members of staff to be invited t put their comments
II. Participation of staff
III. Integration within the constitution
Strategies
How do we want to achieve it?
Involvement of PDO staff during the planning together with EPC
Action Points
What are we going to do?
Exec Director to identify Memebers of staff from PDO to take part into the plannig session (September - June)
Responsible Persons
Who will take the initiative?
Provincial council, provincial economer, exec director (finance commission) and consultant
Timing
When will we do it?
Starting month: xxx
Expected ending month: xxx
Cost estimation
How much will it cost?
XXXXXX/€
