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1. History of the Rainbow Report
2. Conclusions and Recommendations to the 1998 Congress
3. WILPF members Goals and Code of Conduct
4. Clarification of Roles and Responsibilities
5. Proposed New or Modified Committees
6. Recommendations Regarding Officers
7. Resources and Suggestions
On starting a WILPF Section
On organising large WILPF meetings
On participating at a WILPF Congress
On Selecting Congress Delegates
On Staff, Interns and Volunteers Working Practices
8. Revised Financial Accounting and Reporting Systems
1. History of the Rainbow Report
As you know, the Organization Development Committee (otherwise known as the 'Rainbow') was set up during the IEC, which was held in Sri Lanka in 1996.
Rainbow was entrusted with the task of reviewing the whole operation of WILPF international and to make recommendations to the Officers, the intervening IEC, and to the 1998 Congress. The Rainbow was also mandated to work closely with the Constitution Committee to bring forward any changes to the Constitution that may be necessary. It has consulted widely with Sections, the IEC, the Officers, and various individuals, and it has reported regularly to the Officers and to you through the International Peace Update. We are now pleased to present this final report for your consideration and Congress approval.
We have briefly summarized the substance of these recommendations below as well as the findings of the collaboration with the Constitution Committee. [The actual revised Constitution is being sent under separate cover to the Sections by the Constitution Committee.]
The proposals aim to achieve the following objectives:
- Foster a closer integration of the international dimension of WILPF's work with the operations of the National Sections;
- Provide opportunities for the broader membership to participate in decision-making and leadership capacities;
- Present a more transparent and clear organizational structure that highlights accountability lines and a more systematic interaction of all its parts.
The changes proposed would be implemented gradually and be accompanied by an on-going evaluation and analysis of our work, which in turn will bring about more changes. WILPF will take on the challenge of evolving into a 'learning' organization that encourages an ethos of reflection, evaluation and enlightened action.
The recommendations of the Rainbow fall into many categories and, consequently, their adoption requires different processes. The Congress is the forum that decides the overall, substantive direction of WILPF. It has the mandate to change the Constitution and the priorities areas for WILPF's work and to approve major financial commitments undertaken by the organization. The processes for adoption of various parts of the Rainbow report are outlined, below.
Summary of The Rainbow Committee Work and Report
The Rainbow Committee was created by the IEC in 1996 in Sri Lanka with a broad mandate to review current structures as well as relations, roles, and responsibilities in WILPF and to recommend administrative, structural, and managerial changes that will increase the effectiveness of WILPF. The Rainbow mandate included the responsibility to collect, use, and analyzes whatever information it needed about WILPF to better define, clarify, improve and change the organization. Rainbows were particularly asked to review roles, job descriptions, and divisions of responsibility among the President, Treasurer, Vice-Presidents, IEC members, Secretary General, WILPF New York United Nations Office, and the UN representatives. The Rainbow Committee was also asked to review the relationships between Sections and the international, both at the membership and staff levels.
The group has been coordinated by Bruna Nota of Canada and is made up of 8 members from Australia, Canada, Costa Rica, Germany, Japan, Netherlands, Norway, and the USA.
The 40 page Rainbow Report was sent in mid-May to Sections, IEC members, officers, and international staff for consideration at the Baltimore Congress. The purpose of this summary is to present the main conclusions and proposals from the Rainbow, as an introduction for the pre-Congress work.
The main purposes of the proposals from the Rainbows are:
¯ To develop a broader basis for participation in WILPF’s international activities;
¯ To develop a clearer pattern for division of labor and responsibilities in WILPF’s international activities;
¯ To contribute to making WILPF a more efficient instrument in international NGO work for peace, justice, and freedom.
The first phase of Rainbow’s work was presented by Rainbow member Yumi Lee from Australia in the IPU issue of June, 1997 ["Whither the Rainbow?"]. An interim report on roles and responsibilities of elected and staff positions was presented to IEC, 1997. The IEC-adopted conclusions may be found in the IEC report and are also included in the Rainbow final report, for Congress consideration.
2. Conclusions and Recommendations to the 1998 Congress
The following is a summary presentation of the Rainbow’s conclusions and recommendations to the Baltimore Congress, 1998:
Standing Committees
Rainbow proposes that a number of Standing Committees be established or re-organized on key areas for WILPF’s international work. The new committee areas are Leadership Development (including nominations), Personnel, and Fundraising. The present Finance and Constitution standing committees should remain, with some revisions in membership and mandate. In addition, Rainbow proposes an ad hoc committee for WILPF publications. The Finance Committee will have as a sub-unit a committee for the management of legacies, gifts, and large donations to WILPF.
In accordance with its mandate, Rainbows have not considered the standing committees on policy areas---as in the Middle East Committee or the suggested Committee on Indigenous Questions.
The mandate of the Standing Committees is to "help WILPF meet its goal and objectives" in their respective areas. Rainbow proposes a common set of general guidelines for all standing committees, including five to seven members (of which at least two are IEC members), reporting to the International Officers, IEC and Congress. WILPF’s Secretary General or her representative will be a member of each Standing Committee. The term of office for members should be three years, renewable once. To avoid costs, it is foreseen that the committees will meet only at WILPF meetings, and that their main work will be carried out via "snail" or e-mail, telephone, and fax. (The Rainbow now has a lot of experience in these working methods!)
The main purpose of this network of committees is to broaden the basis for participation in WILPF’s international work, to create closer links between the national, regional, and international levels of WILPF, and thereby to contribute to the "increased effectiveness of WILPF" (as per the Rainbow mandate).
For more information on Rainbow’s recommendations for the Leadership Development and Personnel Committees, please see the full Rainbow Report.
Elected Officers
The Rainbows focused a great deal of attention on issues related to WILPF’s Officers. (Rainbow even agonized over ways to change the term "officer" to something less militaristic in connotation, but decided to stay with one word rather than change to a verbose substitute such as "office bearers" or "office holders!") The IEC 1997 discussed role descriptions for Officers. Based on present and past practice and experience (four of the Rainbows have served as International President and International Vice Presidents), the Rainbows have now formulated recommendations regarding expectations from WILPF’s central Officers. The emphasis is on clarity of functions and responsibilities, follow-up of tasks assigned or taken up, the attendance of relevant meetings or the communicating of views in case of an inability to attend. The Rainbow has also recommended a procedure for leave of absence in the unlikely event of an Officer being unable to carry out her responsibilities.
Staff and Volunteers
For now WILPF’s financial position allows only for a minimum of paid staff in the international office. Looking ahead, the Rainbows suggest the need for increasing the number of paid staff positions in Geneva and at the United Nations New York office. Rainbow proposes establishing the position of an international fundraiser who will work closely with the Fundraising Committee, but who may not necessarily be based either in Geneva or New York. Rainbow also suggests that the ad hoc Publications Committee consider establishing the position of editor of WILPF publications.
Volunteer activities have always been, still are, and will remain the backbone of WILPF locally, nationally, and internationally. The Rainbows wish to highlight the contributions and roles of volunteers, whether as members of international staff, as WILPF representatives at the UN, or performing any other functions on behalf of WILPF. The role of UN representatives is particularly emphasized, with a view to the special importance WILPF places on monitoring and following up on the work of the United Nations.
Suggestions
In addition to the recommended concrete changes in structure and guidelines, the Rainbows also suggest some resource material for improving the work of Sections in various areas, including: "How To Start a Section," "How to Organize Large WILPF Meetings," "A Beginner’s Guide to Congress," "Selecting Congress Delegates," "Nominating Candidates for International Office," and "Working Practices for Staff, Interns and Volunteers."
These "manuals" are, to a large degree, based on existing, non-written practices within Sections as well as on the international level and are meant as "tool-kits" for future use. They also aim at tackling somewhat sensitive areas which it is nonetheless necessary to address, such as how we relate to each other in our WILPF work as staff, volunteers, or elected officers. With the wide range of cultural and political backgrounds, age groups, and personal characteristics among WILPF members, one set of suggested "guidelines" can hardly fit for all Sections, committees, and international offices. But these guidelines are offered as a contribution to resolving such interpersonal problems which from time to time appear within WILPF, as in other organizations. These problems need facing up to rather allowing them to be overlooked in the hope that they will go away by themselves!
Constitution
Many of the changes proposed by the Rainbow Committee, if adopted, will entail changes in WILPF’s Constitution. The Rainbow has worked with the Constitution Committee, chaired by Margit Thorslund, Sweden, submitting notes and interim proposals to them along the way. Towards the end of this work, the Constitution Committee is considering the Rainbow’s report for possible revisions. However, the Rainbow Final Report (which Sections will have received in May) is by no means a fait accompli in constitutional or other matters. The Report should serve as the basis for considerations and discussions for Congress delegates, IEC members, and our international elected officers. Necessary changes and modifications in the Constitution as a result of decisions taken at Congress this summer may take formal place according to our rules of procedure, as Congress sees fit. However, to the degree that Congress adopts Rainbow proposals as they stand and have been included in the draft Constitution by the Constitution Committee, decisions may take effect immediately.
Conclusion
The Rainbow report is long and covers a number of issues of varying importance to WILPF’s international activities as set out in the mandate from the 1996 IEC. The Rainbow Committee hopes that the magnitude of the report will not serve to deter WILPF members, staff, or elected representatives from taking this opportunity to reshape the future direction of our organisation. The actual changes decided on can be put into force gradually, as the membership sees fit. The mandate expects the Rainbows to propose "changes deemed necessary for the increased effectiveness of WILPF." On the threshold of a new century, we can see that the need for an efficient, democratic, and inclusive WILPF will be even greater in the future than it is today. The Rainbows submit this report in the hope that its recommendations will contribute towards meeting this need.
3. WILPF members Goals and Code of Conduct
Honoring WILPF's history, visions and persistence, and its principles and aims to achieve a non-violent world without war, its members commit to:
- Work in their community, with other NGOs, their governments, and the United Nations and its Specialized Agencies to bring about universal disarmament, full respect of human rights, political and social equality and economic equity and cooperation with all people as the only way to achieve permanent peace based on justice and freedom;
- Have a clear vision of what WILPF wishes to achieve as a women and feminist organization and build on individual goals while encompassing a holistic perspective;
- Respond creatively to the demands placed on women by our society and find ways to work with all women to achieve WILPF's vision for a peaceful world;
- Work for the fair distribution of the world's resources to meet the basic needs of all;
- Nurture one another in their efforts to live and model peace, building real communities as the basis of security;
- Strive to end all use of violence and military solutions;
- Learn to harness the power of the individual and therefore her contribution;
- Respect human dignity and therefore each other's reality and work;
- Include, welcome and appreciate all WILPF women and their work, regardless of their background, their socio-economic status, their color, their sexual orientation and physical or mental ability;
- Eschew all negative actions towards each other; be supportive, compassionate and frank in a non-confrontational manner, in the way they deal with one another;
- Help WILPF to be democratic in its process and structure;
- Meet challenges in a dynamic and courageous manner;
- Ensure that WILPF has a strong conflict resolution process incorporated in its culture and be a learning organization in which an ethos of reflection, evaluation and lightened action can flourish;
- Work proficiently and effectively in decision making and priority setting and create an environment which is fun and nurturing;
- Endeavour to make WILPF financially secure so that it can be effective in initiating and implementing projects, and collaborating with other like-minded NGOs.
4. CLARIFICATION OF ROLES AND RESPONSIBILITIES
CONGRESS DECISION MAKING AREAS:
role of UNSIR and position of the International Fundraiser
INTRODUCTION
We are submitting the full list of roles and responsibilities here for the completeness of the report. They were approved in principle by the 1997 IEC and circulated to all Sections in November 1997 for comments and input; as none were received, we assume that they are accepted. The exceptions are the role of UNSIR [p. xx], which we ask Congress to consider because its recommended formulation is a departure from the present reporting structure, and the position of the International Fundraiser [p. xx], which will entail the creation of a new staff position and therefore needs Congress approval because it will imply a new financial commitment.
The Proposed By-Laws capture the essence of the roles and responsibilities of the elected or appointed positions (p.xxx) and invest in the IEC the authority to make changes.
The Rainbow recommends that the following be adopted as the basis for the roles and responsibilities for the Officers and the International Executive Committee (IEC) members. We encourage the adoption of a collegial and collaborative approach to all these functions, and as such, more precise definitions and refinements may be included in forthcoming IECs and Congresses.
- ELECTED OR APPOINTED POSITIONS
President
The role of the President is to:
■Oversee, in cooperation with the other Officers, the implementation of the policies, programmes and budgets decided on by Congress and the IEC;
■Provide the political leadership to the organization;
■Be an official representative of, and spokesperson for, WILPF;
■Monitor and report on the ethical and fiscal probity of the organization;
■Provide an important personal linkage between the International office, the Sections, and the regions;
■Convene the International Congress, the IEC and International Officers' meetings, as well as other international meetings concerned with policy and programme;
■Work with the Officers and the Personnel Committee to draw up the terms of employment of the Secretary General, and to sign the contract of employment on behalf of the IEC;
■Undertake, with the Officers, an annual evaluation of the performance of the Secretary General, based on the job description;
■Advise, in conjunction with the Officers and the Personnel Committee, on the selection and the appointment by the Secretary General (SG) of the Director of the WILPF UN-New York office;
■Ensure, in cooperation with the other Officers, that a supportive climate is created and nurtured in WILPF;
■Keep abreast of the financial situation of the organization.
Vice Presidents
The role of the Vice Presidents is to:
■Be responsible to the organization for ensuring, in collaboration with the President, the implementation of the policies and programmes agreed on by Congress and the IEC;
■Develop and stimulate the interchange of political, policy and programme discussions throughout the organization;
■Attend relevant meetings, contribute to the International Peace Update (IPU), and maintain active communication with the International office and among the Officers;
■Provide informed input with regard to the cultural, socio-economic and political diversity within the organization to facilitate the development of policy and programmes as well as effective decision-making processes;
■Contribute to, and oversee, in collaboration with the other Officers, the implementation of specific key operational areas such as: fundraising and media relations, administrative, logistics and personnel, programme, and Section and membership development, on behalf of the IEC and Congress;
■Support the President and collaborate with her to assist her to fulfill her role
Treasurer
The role of the Treasurer is to:
■Have overall responsibility for ensuring that there are proper Financial planning, accounting, and reporting systems in place in the organization and for informing the Officers and IEC of any deficiencies;
■Review on behalf of the IEC any proposed plans which entail potential major financial implications and provide advice to Officers, IEC and Congress on the feasibility of such plans;
■Ensure that the annual financial audit is performed in accordance with the By-Laws;
■Prepare financial guidelines for adoption by IEC and ensure their implementation;
■Present clear and complete financial information to the relevant International meetings;
■Contribute information and structure to help coordinate the work of the Finance Committee and of the Fundraising Committee;
■Act as chair of the Standing Finance Committee.
IEC Members
The role of the IEC Members is to:
■Contribute to the development of international policy, programme and budget for the organization by actively participating in the International Executive Committee meetings, International Congresses, and any other relevant meetings;
■Participate as an international member of the International Executive Committee, for the good of the international organization, while cognizant of the fact that she is a representative of her national section;
■Evaluate the previous year's international performance of work and approve the international programme and budget for the following year;
■Work---in cooperation with the international Officers, the International Offices (i.e.: Geneva and New York)---with the relevant committees and actively implement international policy, programme and fundraising;
■Liaise between her section and all of WILPF, to undertake the following: to bring to the IEC, the Congress and other relevant meetings, the points of view and ideas of her Section. In doing so, with the Section’s acceptance of the need for compromise and flexibility, to also adopt a participatory approach, to ensure that the good of the international organization is held to be paramount;
■Work, in cooperation with her Section’s President and Executive
Committee/Board, to incorporate the international programme and policies into the Section's work;
■Work with her Section to build networks with WILPF Sections in the region in order to facilitate the exchange of information and running of joint campaigns;
■Work with her Section to ensure that the Section’s annual report is sent to the International office as requested by the IEC and in time for circulation;
■Act as the primary conduit of all information between her Section and International WILPF, and vice versa;
■Ensure that her Section is aware of the skills and experience required of the persons nominated as candidates for election to International offices.
UNSIRs
NOTE: The following role description (UNSIR) is the only volunteer role which was not available for discussion and approval at the UK IEC .
ROLES AND RESPONSIBILITIES OF REPRESENTATIVES TO THE UNITED NATIONS SYSTEMS
WILPF has consultative status with the United Nations and some of its Specialized Agencies. WILPF uses this status to monitor and seek to influence the work of the United Nations and its System of Specialized Agencies (hereafter referred to as the UN) in Geneva, New York, Rome and Paris. WILPF focuses on four main areas of work in the UN: disarmament and overall security debates, development, human rights, and environment. WILPF aims to bring the gender perspective to discussions/deliberations on these issues, with particular reference to how women’s lives are affected by any proposed decision.
The purpose of WILPF's work vis-a-vis the UN is to:
Keep well-informed about the UN system and related inter-governmental activities and trends in order to strengthen WILPF's international work and WILPF’s members’ awareness of UN developments;
Provide WILPF's views to the UN and its specialized agencies in the areas of WILPF’s concerns.
Staff, interns and elected Officers play an invaluable role in relation to the UN. However, to take full advantage of the opportunities to provide information and for lobbying purposes in the areas of WILPF’s concerns, members are appointed by the IEC to represent WILPF for a period of three years, renewable for a total maximum of three terms. The UN International Representatives (UNSIRs) work in close concert with and report to the staff in the International offices both in Geneva and New York and are responsible to IEC and Congress through the Secretary General.
The responsibilities of UN representatives include:
■Working with staff to help the IEC/Congress to develop positions on issues under discussion in the UN and its agencies and decide on an integrated lobbying strategy and coordinating with other UNSIRs to carry out this strategy;
■Monitoring particular UN committees, programs and Specialized Agencies related to WILPF activities;
■Bringing WILPF's information and viewpoints to the UN and its Specialized Agencies;
■Working with the NGO community associated with the UN;
■Providing the necessary information to the staff and International Office that will enable it to communicate effectively with WILPF Sections to strengthen lobby activities at both national and international levels; coordinate a timely and effective response with the NGO community; and respond immediately to critical situations;
■Alerting Sections in a timely fashion when their government is due to give a report to UN and Specialized Agencies committees;
■Mentoring and assisting interns and other volunteers, both on location and in other countries via the Internet, when following specific UN topics.
Given the crucial role the UNSIRs play within WILPF it is imperative that they undergo periodic structured training and take advantage of more informal mentoring with staff and experienced volunteers. Regular individual work evaluations will be carried out as outlined in the personnel policy manual. A list of potential candidates should be constantly maintained by the Leadership Development Committee to ensure that vacancies can be filled appropriately.
The role of the UNSIRs is outlined in more detail below:
Monitoring UN work
The UNSIR member should monitor all UN work related to her assigned field(s).
Experience has shown that, because of the nature of UN discussions, it is necessary to follow regularly all relevant meetings to understand what is discussed and proposed and the directions being taken. If the UNSIR is unable to attend every session, all relevant documents should be collected for review between meetings. These documents are available via the Internet and therefore the UNSIR may team up with other WILPFERs around the world to monitor the relevant information. This will also work towards building a sense of cohesiveness and teamwork within the organization.
In Geneva, WILPF follows the Conference on Disarmament(CD), the Human Rights Commission, and relevant HR bodies within the UN, the UNHCR, and the United Nations Conference on Trade and Development (UNCTAD). In New York, we work with the First Committee (Disarmament), the Second Committee (Development), and the Third Committee (Human Rights), the Commission on the Status of Women (CSW), the Commission for Sustainable Development (CSD), the General Assembly and the Security Council . In addition, WILPF monitors some of the UN agencies, the ILO in Geneva, UNICEF in New York, the FAO in Rome, and UNESCO in Paris.
NGO Committees
UNSIRs also participate in the different NGO committees dealing with WILPF priority issues such as disarmament, sustainable environment, human rights, the status of women, and economic and social development. These committees are formed to work collectively around the United Nations and Specialized Agencies for more effectiveness. WILPF representatives who monitor UN work can make important contributions to NGO committees, helping to make decisions and actions taken at the UN accessible and relevant to NGO organizations around the world, and helping to influence UN delegates to take positions supported by NGOs. WILPF is also a member of CONGO (Conference of NGOs) and contributes to the work of improving the status of NGOs within the UN.
Preparation
Time and effort are needed to establish good working relationships with the different divisions, branches and delegations of the UN in order to be effective and to provide reports, input and expertise to the different UN meetings. Thanks to its existing good relationships, WILPF is regularly asked to provide comments and input to background draft papers. The work of a UNSIR requires a considerable amount of reading and preparation to keep abreast of the sessions. Reviewing press releases, the documents list, agenda items, and resolutions are an essential component of effective NGO representation as the UNSIR should contribute to statements within her area of expertise presented to the UN.
Reports
In order to maintain effective lines of communication the UNSIR should prepare reports for the International Office, the frequency of which will be determined with the appropriate staff in New York or Geneva. It is recommended that written reports be submitted quarterly. The reports should summarize the sessions covered, highlighting specific topics which require special attention. The representative should ensure that the SG has the necessary information for her report to International WILPF meetings. The
UNSIR should provide information directly to Sections, when requested. A Section must be informed of a development concerning its country or region, with a copy to staff. To this end, the UNSIR should provide a yearly schedule, where applicable, of planned intervention of the various governments to the UN.
Communication within WILPF
Many UN documents are distributed in Geneva as well as New York, but occasionally the WILPF UN New York office or UNSIRs must be prepared to respond to a request for specific documents. Sections should make every effort to access information pertaining to the UN on the Internet or through other means in order to assist with the workload of the International offices and the UNSIR. The UNSIR is responsible for collecting copies of special reports and other publications for the International offices, when available. Critical documents should be sent directly to the International office, accompanied by a summary report. The International office should be kept informed of upcoming events in order to plan participation and to diffuse the information throughout the organization. The UNSIR should contribute regularly to the UN column in the IPU.
In order to ensure that the UNSIR is able to put forward current concerns of the organization in her engagement with the UN and other NGOs, she will report back on a formal basis during the IEC through the SG and collate relevant information from the various Sections for her work. International staff will coordinate work and communication among the UNSIRs to ensure continuous exchange of ideas and flow of information about what is happening in the UN system, especially between different centers of UN activity.
B. STAFF JOB DESCRIPTIONS
Note: It is evident that the work listed in these job descriptions is more than anyone can accomplish under the present conditions (e.g. part-time in NY).
In setting up the agreement on the basis of which the performance evaluation will occur the following year, both the evaluator/supervisor and the staff member should be clear on the points which are necessary for the good operation of WILPF and the areas that cannot be covered due to lack of time/staff support.
INTRODUCTION: (Common To All Job Descriptions)
The Women’s International League for Peace and Freedom (WILPF) works peace and justice and equal rights from a women’s perspective.
The vision, mission and long term objectives of WILPF as expressed in its constitution are as follows:
WILPF’s VISION is the achievement of an international economic order based on meeting the needs of all people;
WILPF’s MISSION is to raise awareness to make known the political, social, economic and psychological causes of war to help abolish them and to work for a constructive peace.
WILPF’s PRIMARY OBJECTIVES are:
◙ to achieve total and universal disarmament
◙ to effect peaceful settlement of conflicts
◙ to prevent violence
◙ to attain a sustainable environment and political, social and economic co-operation among people.
To achieve these, each member of WILPF’s staff is dedicated to model peace and to work collaboratively with all other WILPF’s staff, members and volunteers.
INTERNATIONAL SECRETARY GENERAL
The RESPONSIBILITY AND ROLE DESCRIPTION FOR THE SECRETARY GENERAL is as follows:
The Secretary General (SG) is responsible for the overall implementation of the policies and programmes as mandated by Congress, the International Executive Committee (IEC) and the Officers. She reports to the President of WILPF International who acts on behalf of the IEC. The Secretary General’s contract should be for no less than six years and no longer than nine years, unless otherwise negotiated by both parties.
MANAGEMENT and ADMINISTRATION
1. Establishes a yearly work plan and budget for the International organization with the input and collaboration of all relevant staff and volunteers;
2. Provides quarterly to Officers and yearly to the IEC /Congress reports of all WILPF’s activities, programmes and finances;
3. Hires senior personnel in the International Office, the New York Office and any other WILPF International Offices in the world that may be open in the future, with the advice of the Personnel Committee and in consultation with the
President and the other Officers;
4. Carries out regular performance evaluation of staff, interns and volunteers reporting to her, and administers the outcomes of these evaluations;
5. Oversees, or executes, the organization, recruitment, training, supervision and management of staff, interns and volunteers for the
International office, including the UN team, paying special attention to delegating appropriate authority and responsibility, so that work, satisfaction, and recognition are fairly shared;
6. Ensures that mechanisms are in place (e.g. fair and consistent policies, staff meetings, information exchanges, etc.) to facilitate the creation and maintenance of a collaborative and mutually supportive environment within and between all WILPF’s offices;
7. Sees that all incoming and outgoing correspondence is processed in a timely and effective manner;
8. Coordinates, or delegates, the coordination of and the preparation of all aspects of WILPF International meetings;
9. Acts as host of WILPF delegations to specific UN- and WILPF-related meetings in Geneva;
10. Ensures that the budget is adhered to and that monthly accounts are processed, and consults with the Treasurer on substantive changes in financial plans;
11. Collaborates with the International Fundraiser, all Sections, JAPA and other staff and volunteers to develop fundraising processes and projects;
12. Develops and implements evaluation processes for all projects, programmes and initiatives started by, or with high involvement of, WILPF International;
13. Facilitates the exchange of information on the ongoing and special initiatives of Sections so that all of WILPF can benefit from their experiences;
14. Facilitates the effectiveness of standing and ad hoc committees by providing the necessary support;
PROGRAMME and POLICY
1. Develops procedures, projects and policy statements in keeping with WILPF’s values and principles, and to implement the policies and programmes mandated by WILPF’s leadership;
2. Maintains close communication with the chairs of the Standing and Ad Hoc Committees for the purpose of coordinating their information and work with the Officers and in preparation for the IECs and Congresses;
3. Undertakes, or ensures the undertaking of, the necessary research on policy and lobbying issues to help WILPF fulfill its mandate;
4. Works in collaboration with other NGOs to organize appropriate monitoring and intervention in UN debates and policy setting in areas relevant to WILPF’s vision, mission and objectives;
5. Follows, or ensures appropriate follow-up of, all relevant UN meetings and developments both in Geneva and elsewhere in the world;
6. Initiates appropriate action, in consultation with WILPF Officers, to respond to emerging events that affect the areas of interest of WILPF;
EDUCATION and OUTREACH
1. Maintains regular communication with the President, Officers, IEC members and Section Presidents as well as with the UN WILPF representatives in Geneva, Paris, and Rome;
2. Oversees, in collaboration with the editorial committee, the publication of International Peace Update;
3. Develops, in close cooperation with all Sections, programmes to enhance membership expansion and involvement in WILPF’s work;
4. Initiates, or delegates the initiation of, education and information processes on emerging events in the areas of interest of WILPF;
5. Represents WILPF in official and unofficial fora, as necessary;
6. Helps evaluate projects occurring in WILPF around the world and, in co-operation with the IEC members concerned, diffuses the "lessons learned," for adaptation and implementation (see # 12 under Management & Administration);
7. Ensures the appropriate training and support for the interns in their chosen programmes.
WILPF NEW YORK OFFICE DIRECTOR
The RESPONSIBILITY AND ROLE DESCRIPTION FOR THE NEW YORK OFFICE DIRECTOR is as follows:
Reporting to the Secretary General (SG), and working in a collegial mode, the Director of the WILPF NY Office is responsible for implementing the relevant parts of WILPF’s policies and programmes as mandated by Congress, the International Executive Committee (IEC) and the Officers.
MANAGEMENT and ADMINISTRATION
1. Establishes a yearly work plan and budget in collaboration with, and for approval by the SG;
2. Provides quarterly and yearly reports of all the New York office activities to the SG for inclusion in her presentation to the Officers, IEC and
Congress;
3. Hires, in consultation with the SG, the staff members approved for the NY
Office;
4. Carries out regular performance evaluation of staff and volunteers reporting to her and working in connection with the NY Office. She administers the results of these evaluations;
5. Oversees, or executes, the organization, recruitment, training, supervision and management of interns and volunteers for the New York WILPF office, including the UN team, paying special attention to delegating appropriate authority and responsibility, so that work, satisfaction and recognition are fairly shared;
6. Ensures that mechanisms are in place (e.g. fair and consistent policies, staff meetings, information exchanges, etc.) to facilitate the creation and maintenance of a collaborative and mutually supportive environment;
7. Maintains ongoing communication with the International Office regarding all UN WILPF work done in Geneva, Paris and Rome;
8. Contributes New York-related information to the regular communication from the International Office to all Sections (e.g. monthly report mailing to IEC members and Section Presidents), including notification of up-coming UN events and emerging issues;
9. Sees that all incoming and outgoing correspondence is processed in a timely and effective manner;
10. Helps prepare International meetings;
11. Acts as host of WILPF delegations to specific UN NY-related meetings;
12. Ensures that the budget is adhered to, that monthly accounts are processed and are communicated to the International office for consolidation every six months;
13. Develops, in collaboration with the International Fundraiser, the US WILPF
UN representative, the US staff, and JAPA, fundraising and other projects as needed;
14. Develops and implements, in concert with the SG, evaluation processes for all projects, programmes and initiatives started by, or with high involvement of, the WILPF NY Office;
PROGRAMME and POLICY
1. Develops, in collaboration with the SG, procedures and projects in order to implement the policies and programmes mandated by WILPF∆s leadership, concerning the NY Office;
2. Undertakes, or ensures the undertaking of, the necessary research on policy and lobbying issues to help WILPF to fulfill its mandate;
3. Develops procedures, projects and policy statements in keeping with WILPF’s values and principles, and to implement the programmes mandated by WILPF’s leadership;
4. Works in collaboration with other NGOs to organize appropriate monitoring and intervention in UN debates and policy setting in areas relevant to WILPF’s vision, mission and objectives;
5. Attends, or ensures appropriate follow-up of, and attendance to, UN meetings (e.g.: G.A.; Security Council; Restructuring of UN; CSW; Optional Protocol on CEDAW; International Criminal Court; CD; CSD...)
EDUCATION and OUTREACH
1. Develops, or encourages the development of, educational and other programmes, which could be made available to all Sections, in collaboration with the US WILPF UN representative, the WILPF Metro NY Branch, with the US staff and with JAPA, as well as with other interested Sections;
2. Provides special linkages between UN programmes concerning areas of interest to WILPF and WILPF projects, to inform and enable more influential interventions;
3. Represents WILPF in official and unofficial fora as necessary;
4. Accepts speaking engagements and develops, in close cooperation with the SG and the US Section, programmes to enhance membership expansion and involvement in WILPF’s work;
5. Prepares introductory material on the UN system for visitors and correspondents;
6. Collaborates with the Editorial Committee on the International Peace Update publication.
OFFICE MANAGER*
The RESPONSIBILITY AND ROLE DESCRIPTION FOR THE INTERNATIONAL OFFICE MANAGER is as follows:
Reporting to the Secretary General (SG), the International Office Manager is responsible for:
FINANCE and ACCOUNTS
Following internationally established accounting procedures, the Office
Manager:
1. Develops appropriate procedures and processes in order to implement the
policies and programmes mandated by WILPF’s leadership in the areas of financial accountability, planning, evaluation and reporting;
2. Maintains adequate expertise in bookkeeping, accounting and finance;
3. Prepares, with the input of the Treasurer and the SG, a yearly budget of expenses and revenues, for approval by the Officers;
4. Maintains complete and faithful records of all financial transactions according to the chart of accounts established in collaboration with the Standing Finance Committee (SFC). Attention will be given to maximize compatibility and to maintain open communication with other WILPF Sections’ accounting systems, with the International US account holder, and with JAPA;
5. Submits financial reports monthly to the SG, the Treasurer and the SFC and quarterly to the Officers, for information and approval;
6. Prepares annual financial statements in consultation with the Treasurer and the SFC, for review by the auditor, and eventual submission to the
International Executive Committee (IEC);
7. Effects all banking transactions related to the WILPF International operation;
8. Manages the organization’s payroll in all its aspects, including personnel benefits;
9. Fulfills relevant taxation obligations of the organization;
10. Reviews invoices for materials and services acquired and arranges for payment;
11. Works in collaboration with other WILPF offices to ensure full transparency in financial matters and compatibility of accounting procedures;
12. Processes Sections’ membership fees, IPU subscriptions, sale of literature, etc.
13. Negotiates appropriate insurance on the organization’s liabilities and equipment;
14. Negotiates the production of all printed matter for WILPF;
15. Negotiates and collects fees when services are rendered to other groups;
MANAGEMENT and ADMINISTRATION
Takes on the duties and responsibilities of overall office management, including:
1. Hires, in consultation with the SG, the approved support staff for the office;
2. Coaches, supervises and conducts regular performance evaluations of staff reporting to her;
3. Contributes to the training, supervision and evaluation of interns and volunteers;
4. Purchases and maintains all office supplies and equipment in accordance with the administrative budget for which she is responsible;
5. Provides leadership for the logistics of international and local meetings;
6. Develops and maintains a description of responsibilities and tasks related to the functioning of the International Office that can be delegated to volunteers;
COMMUNICATIONS
1. Prepares the financial information and disperses it throughout WILPF, through the IEC members, to ensure transparency, understanding and ownership of programmes with their related budgets;
2. Ensures that appropriate computer systems are in place for the proper functioning of the office, including an internet communications service;
3. Maintains data base, e-mail addresses and WILPF’s directory and processes regular mailings;
4. Provides information as required to visitors and correspondents;
5. Processes the internship applications:
---by reviewing, or direct the review, of all application and selecting a short list applicants for consideration and final approval by the SG;
---for visas and other necessary clearances;
WILPF HOUSE
1. Develops capital and maintenance plans and administrative routines for the WILPF house;
2. Develops related budgets to submit to the SG and Standing Finance
Committee for approval as part of administrative expenses;
3. Finds (recruits), trains and supervises volunteers to implement the maintenance plans and the administrative processes for the WILPF house, including initiation of new interns in the use and responsibilities related to the use of the house;
[* similar job description will be developed for the NY office manager, when appropriate.]
INTERNATIONAL FUNDRAISER
THE FOLLOWING JOB DESCRIPTION IS THE ONLY ONE THAT HAS NOT BEEN APPROVED BY IEC. IT CREATES NEW FINANCIAL COMMITMENTS.
INTRODUCTION
(Common to all job descriptions. See the text in the Secretary General and other job descriptions)
ROLE AND RESPONSIBILITY OF THE INTERNATIONAL FUNDRAISER:
The International Fundraiser reports to the Secretary General (SG), and works closely with the International Treasurer and Fundraising Committee.
FUNDRAISING
1. Develops fundraising criteria and methodologies that meet ethical fundraising principles which have proven to be effective for non-profit organizations such as WILPF;
2. Submits specific and concrete fundraising objectives annually and triennially, basing her work on the policies and programmes mandated by WILPF's leadership. These plans will outline the sum to be raised as well as the means through which it will be raised. These plans will be submitted to the SG, the International Treasurer, and the Fundraising Committee for approval;
3. Maintains intimate knowledge of programs and the program planning process;
4. Creates and designs International fundraising campaigns in close cooperation with willing Sections and oversees their implementation and provides support to the Sections.
MANAGEMENT and ADMINISTRATION
1. Presents to the Officers and IEC, through the Secretary General, reports of initiatives undertaken, their costs and their results, both monetary and organizational;
2. Collects fundraising data;
3. Hires or contracts, in consultation with the SG, any approved support staff;
4. Coaches, supervises and conducts regular performance evaluations of paid and/or volunteer staff reporting to her;
5. Contributes to the training, supervision and evaluation of interns and volunteers who may be engaged in the fundraising efforts;
COMMUNICATIONS
1. Maintains close liaison with the members of the Fundraising Committee, international fundraisers in WILPF Sections and with JAPA;
2. Ensures that appropriate information is available to all the fundraisers (formal or otherwise) within WILPF;
3. Represents WILPF and its aims and principles in her dealings with external organizations, foundations, or corporations.
5. II. PROPOSED NEW or MODIFIED COMMITTEES
A. STANDING COMMITTEES
INTRODUCTION
At present WILPF has a number of committees, standing or ad hoc. The Rainbow recommends some additions and a framework to improve the functioning of operational committees. Thematic or political issue committees were considered to be outside the mandate of the Rainbow at this time and therefore not dealt with in this document.
As with the rest of this report, these proposals aim to achieve the following objectives:
■ Foster a closer integration of the international dimension of WILPF's work with the operations of the National Sections;
■ Provide opportunities for the broader membership to participate in decision making and leadership capacities;
■ Present a more transparent and clear organizational structure which highlights accountability lines and a more systematic interaction of all its parts.
Note: The Proposed By-Laws describe the mandate, function and constitution only of the committees that are essential to the functioning and renewal of the organization (paragraphs 7 and 8).
CONGRESS DECISION MAKING AREAS
It is expected that Congress will decide on the directional changes proposed below and that it will delegate to the IEC and the Officers the actual creation and regulation of the suggested committees or others that may be found necessary in the future. The changes in the By-law (new paragraphs: 4.1.6 and
7.2.1) reflect such authority.
The IEC has overall responsibility for establishing the necessary Standing and Ad Hoc Committees and to determine the rules governing their constitution and operating modes.
GUIDELINES GOVERNING THE FUNCTIONS OF WILPF’S INTERNATIONAL COMMITTEES
The Congress or International Executive Committee (IEC) may establish such standing committees as are deemed necessary to further the functioning and operation of the organization.
Ad hoc committees, both for operational and issues purposes, are created by IEC, Officers or the Secretary General (SG) when necessary. They are evaluated at least every three years and formally dissolved when their purpose is achieved or their function is not relevant anymore.
Proposed standing committees are:
- Officers’ Committee
- Leadership Development Committee
- Program
- Personnel
- Constitution
- Fundraising
- Finance
MANDATE
Each committee, both standing and ad hoc, operates under its own clearly established mandate and works in consultation with, and is accountable to the International Officers, who report to the IEC and Congress. The chair maintains regular communication with the SG. Brief written reports are to be presented to the International Officers in time to be distributed in advance of IEC meetings, as part of the IEC documentation. The work of these committees is undertaken in a fully participatory manner, and decision-making is consensual. Differences and/or conflicts are handled in a constructive, mutually respectful, and supportive manner. The chair or a participating party can call for a vote when consensus is blocked.
COMPOSITION
Each committee will normally be comprised of five to seven volunteers, of whom at least two are members of the IEC, appointed by the IEC. The SG or her representative is a member of all Standing Committees. The Chair is selected by the Committee at its first meeting and preferably the Chair of each committee is a member of the IEC. The terms of service are established to provide a gradual rotation of leadership in various positions. In general, the term of office of the Chairs and members of the Standing Committees will be for three years, renewable once. The operation of the committee should be such that there is a mix of continuing and new members with each term of service, to facilitate new perspectives, while maintaining continuity and experience. Membership in these committees reflects the diversity of the organization, and it is advisable that one person not sit on more than two committees.
FUNCTIONING OF COMMITTEES
Effective participation entails timely and comprehensive information sharing, and it is the responsibility of the Chair to ensure the preparation and distribution of pertinent material. As committee members are located around the globe, it is vital that a system of networking is established enabling members to overcome distance and busy schedules while engendering trust and communality of purpose within the committee. To save costs, face to face meetings will seldom occur. Available appropriate communication technology will instead be used in their work. The timely and regular production of WILPF International address directories and the prompt distribution of names and addresses of Committee members are vital to this communication. Every effort will be made to hold face-to-face meetings in conjunction with other international meetings, such as the IEC and Congress. Agenda items will be circulated sufficiently in advance of such meetings to allow for input from all the committee members. If available, staff members will provide support and crucial input to each committee's work. It is the Chair's role to ensure that tasks are fairly and clearly distributed among committee members in compliance with its mandate and its responsibility vis-a-vis the whole organization. Each committee is encouraged to undertake a yearly evaluation of its performance.
PLANNING AND BUDGETING
Each committee develops a plan of work including the timetable for meetings, the means of communication, and an annual operating budget which comprises expenses and income. Ideally, money for special projects should be secured from sources other than WILPF's international budget. This budget and plan of work will be submitted to the Treasurer through the Secretary General in time for inclusion in the overall international annual budget.
OFFICERS’ COMMITTEE (By-law: 7.1)
The President, Vice- Presidents, Treasurer and SG constitute the Officers’ Committee. Its role, in consultation with the membership, is to set the agendas for IEC meetings and oversee the implementation of WILPF's programs between meetings of the IEC. The President shall chair the Officers’ Committee; and Five (5) members shall constitute a quorum of the Officers’ Committee.
LEADERSHIP DEVELOPMENT COMMITTEE
The Leadership Development Committee (LDC) is established to:
■Facilitate broader participation in WILPF’s international work and encourage leadership development of newer members. It will liaise with Chairs and members of all standing committees, Sections, staff, IEC members and International Officers to identify appropriate members to fill in the many roles required in the running of the organization. The LDC maintains slates of qualified potential candidates for positions that become vacant in the organization. The LDC will forward the identified names to the IEC, International Officers, the Election Committee, or the International Secretariat, as appropriate. The LDC will ensure that their slates reflect the international and inclusive nature of WILPF;
■Devise one presentation/workshop for inclusion in the programme of every IEC/ Congress on aspects related to leadership development;
■Develop, in conjunction with the SG, the Standing Finance Committee (SFC), and the International Fundraiser, financial resources to help WILPF realize its goal of grooming grassroots leaders for wider responsibilities.
Every three years, a portion of the LDC may constitute the Nomination Committee. The Nomination Committee, reporting to the IEC, shall be composed of seven (7) members, three (3) of which shall be members of the IEC.
The Nomination Committee, reporting to the IC, shall be formed every three years. It shall be composed of seven (7) members, three (3) of which shall be members of the IEC.
The Nominating Committee shall:
■Solicit, by letter six months before any sitting of the IC, from each NS, nominations for the offices of President, four (4) Vice-presidents and Treasurer, and such nominations shall be in writing and received by the Nomination Committee no later than four (4) months before the sitting of the IC. This letter shall include the names of the present incumbents; the name of those eligible for re-election and those willing to stand for office for a second term; the description of the role and responsibilities of each office and the complementary characteristics and skills needed;
■Obtain from each nominee a declaration in writing stating her willingness to stand for the office;
■Circulate a list of nominations, including a brief biography of each nominee, to all NS, members of the IEC, and to the nominees at least two months before the next sitting of the IC;
■Prepare the ballots containing the names of all eligible nominees for elections at Congress.
■Ensure that the elections are conducted in an open and fair manner either directly or through an ad hoc election committee. The composition, term of service, committee operation, decision-making, planning, and budgeting modes of the LDC Committee are consistent with those applicable to all Standing Committees, and are expressed in the policy # 1 above: "POLICY ON WILPF INTERNATIONAL STANDING COMMITTEES."
PROGRAMME COMMITTEE
The Programme Committee will comprise of the SG, all the International Vice-Presidents, and at least one representative from each of the WILPF’s regional groupings. It will be the role of the Programme Committee to undertake the following tasks:
During Congress/IEC
■Collate recommendations for international action from the relevant working groups held during the meeting;
■Make recommendations during the Congress/IEC of programmes which are best suited for international action and which should be given priority in developing strategies, taking into consideration budget and financial constraints. Priority is to be given to those programmes that can most unite the worldwide membership, mobilize women, and strengthen WILPF International at the grassroots; Draw up the final list of programmes approved.
After Congress/IEC
■Facilitate the implementation of the approved programmes by providing information to all interested Sections choosing to work on any particular programme. This information is to include the name and address of the person/s from each Section who will be the contact point for the programme, as well as the type of expertise/information which the Section is prepared to share with others pertaining to the implementation of the programme;
■Organize the time line of action and budgets set aside for these programmes from the Sections working on them;
■Compile a report of the progress of these programmes for the Congress/IEC;
■Solicit from the Sections input on emerging issues that need to be addressed at the following Congress/IEC.
The term of service, committee operation, decision-making, planning, and budgeting modes of the Programme Committee are consistent with those applicable to all Standing Committees, and are expressed in the policy # 1 above: "POLICY ON WILPF INTERNATIONAL STANDING COMMITTEES."
PERSONNEL COMMITTEE
WILPF is committed to dealing with personnel matters and relationships in all fairness and consistency, and in the strictest confidence to respect the privacy and integrity of the persons concerned.
Reporting to Congress and the IEC, working in close collaboration with the Officers and Staff, WILPF's Personnel Committee is mandated to ensure that necessary policies and procedures are developed, kept up to date, and appropriately administered.
These policies and procedures will include principles and processes for staff hiring, evaluation, termination, fair remuneration, conflict resolution and grievance procedures, training and development, all standard conditions and benefits such as health, safety, pension, vacations, bereavement leave and civic duty leaves in accordance with the law of the country(ies) and WILPF's guiding philosophy of justice and equity.
The commitment to formalize personnel policies, benefits, and fair remuneration implies a financial burden which WILPF will need to carry. The Personnel Committee will work in collaboration with the SG, Officers, the SFC, and the International Fundraiser to ensure adequate resources.
The Personnel Committee is composed of five members nominated by Congress/IEC. Ideally, one member will be one of the Officers and two will be selected from within the IEC. A staff member or a person nominated by staff will also be part of the committee. The chair should preferably have relevant experience and expertise in workplace issues.
The term of service, committee operation, decision-making, planning, and budgeting modes of the Personnel Committee are consistent with those applicable to all Standing Committees, and are expressed in the policy # 1 above: "WILPF INTERNATIONAL STANDING COMMITTEES."
CONSTITUTION COMMITTEE
WILPF's Constitution Committee (SCC) has the following mandate to:
- Initiate or receive, at least six months in advance, from Sections, Officers, or IEC, proposed amendments to the WILPF Constitution;
- Review the proposed amendments to ensure that they are in keeping with the spirit of WILPF and enhance the possibility of achieving its goals;
- Recommend necessary constitutional changes to Congress by
---presenting them to the SG in time for distribution to Sections at least two months in advance of Congress, and
---facilitating the discussion concerning these amendments during the allocated time at Congress.
The composition, term of service, committee operation, decision-making, planning, and budgeting modes of the SCC are consistent with those applicable to all Standing Committees, and are expressed in the policy # 1 above: "POLICY ON WILPF INTERNATIONAL STANDING COMMITTEES."
INTERNATIONAL FUNDRAISING COMMITTEE
The International Fundraising Committee (IFC) works closely with the
International Fundraiser and the Standing Finance Committee to:
■Ensure that a responsible plan, including funds for the International Fundraiser, is drawn up for securing resources to implement the plans and programmes approved by Congress/ IEC. Once this has been finalized, the IFC will make the necessary recommendations to the SG and the International Officers/IEC;
■Ensure the development of, and recommend to the International Officers, ethical and effective fundraising policies and procedures;
■Work closely with the International Fundraiser to ensure that fundraising plans and their implementation are coordinated effectively with the Sections/IEC members/etc., where appropriate;
■Interface and collaborate with the Jane Addams Peace Association (JAPA) and with any other such associations or foundations that may be created in different Sections; Maintain ongoing communication with the SFC.
The composition, term of service, committee operation, decision-making, planning, and budgeting modes of the IFC are consistent with those applicable to all Standing Committees, and are expressed in the policy # 1 above: "POLICY ON WILPF INTERNATIONAL STANDING COMMITTEES."
FINANCE STANDING COMMITTEE
The mandate of the Finance Committee is as follows:
- Develop financial policies and procedures for recommendation to the international Officers;
- Ensure that such policies and procedures are kept up to date, and are appropriately administered;
- Receive, through the International Treasurer, from the Secretary General, the short, medium, and long-term budgets of WILPF International, and to review and recommend them to the International Officers;
- Receive, approve and submit to the Officers, through the International Treasurer, accurate and clear financial statements in such a manner that the up-to-date financial condition of WILPF can be easily grasped by the membership via their IEC/Congress delegates;
- Prioritize and make recommendations for decision by the International Officers for the allocation of funds for special projects. Special Projects will only be considered for funding if they are in line with IEC/Congress priorities;
- Establish parameters for the approval of funding for "emergency projects," and to bring this to the Officers and IEC for discussion and adoption. Once a mechanism is adopted, the Committee, in consultation with the Officers, has the authority to allocate money to "emergency projects" within these agreed upon parameters;
- Receive, through the International Treasurer, from Sections hosting IEC/Congress meetings, a projected budget 6 months in advance and a concrete and detailed budget at least 2 months prior to the meeting. Sections will also have to submit a final statement of accounts two months after the conclusion of the meeting. This is to facilitate the Committee's work in planning and providing information for evaluation;
- Ensure effective communication and cooperation with the Fundraising Committee;
- Oversee the management of the Legacy fund;
- Maintain an active and mutually supportive relationship with the Jane Addams Peace Association (JAPA);
- Request all Sections, through the International Secretariat, to submit an annual membership tally to facilitate a fair assessment of Section fees. Any changes to the general formula of calculating Section fees will be put before the whole IEC/Congress for approval;
- Provide Sections, as needed and when asked, with support and training for their financial record keeping and management.
The SFC operates under the leadership of the International Treasurer and will include a representative from JAPA and/or other WILPF international funds or foundations. The composition, term of service, committee operation, decision-making, planning, and budgeting modes of the SFC are consistent with those applicable to all Standing Committees, and are expressed in the policy # 1 above: "POLICY ON WILPF INTERNATIONAL STANDING COMMITTEES."
MANAGEMENT AND ALLOCATION OF LEGACIES, DEDICATED GIFTS AND LARGE DONATIONS
1. The Finance Standing Committee is responsible for ensuring the sound management of the Legacy and Large Donations Fund. It maintains consistency in policies and procedures between this Fund, the Jane Addams Peace Association
(JAPA) and any other Funds, Associations or Foundations that may be created or collaborated with to support the goals and objectives of WILPF International in^different countries. The Committee will also ensure effective liaison and good communication with the Fundraiser and Fundraising Committee. JAPA currently manages legacies and earmarked funds within the United States. Policies are needed to manage legacies, foundation, or other earmarked and not dedicated large donations in other countries, as well as donations made directly to WILPF International. In addition, policies must be established for the management of money which JAPA directs to WILPF International;
2. All legacies or dedicated gifts shall be put in a specially segregated bank account (the Fund), unless otherwise stated by the donor. "Unearmarked money" shall be deposited in this same segregated fund. "Unearmarked money" is defined as any sum above SFR. 30,000, which comes to JAPA, the International Secretariat, or other WILPF fundraising organization, not for a stated purpose. National Sections who are the recipients of such donations may want to consider using this same vehicle to share in a spirit of solidariety. In the interim, the Collaboration Team meeting in New York in Feb. 98 decided that these gifts would be held by JAPA, since at the moment JAPA is the organization that has the policies and structures in place for appropriate money investment and distribution;
3. With due regard to specific legislative constraints and regulations, five (5) percent of each legacy or large donation, earmarked or not, can be used for operating costs of the International Secretariat. This is intended as a one time administrative fee, not as an annual allocation. Sections which receive legacies and large donations are invited to forward a percentage to this Fund to support WILPF's International work;
4. The Fund shall be invested and managed in a financially and ethically sound manner consistent with WILPF's values and principles;
5. The money in the Fund, apart from the percentage specified in point 3, shall not be used, in whole or in part, to supplement the annual operating income of WILPF, unless, under extreme emergency conditions, expressly recommended and justified to the IEC by the SFC and approved by the IEC;
6. When an application is made to the Fund, a written statement of the project must be submitted incorporating the following information:
■the objectives and goals of the project
■the expected outcomes
■how the project fits into WILPF's current International Programme and Policies
■the means by which the objectives and goals will be achieved
■the total cost and duration of the project
■other sources of funds being solicited and the amounts requested
■the project's reporting and evaluation procedures and schedule
■the list of persons who will be working on the project, their responsibilities and qualifications. The written submissions will be circulated among the Secretary General, the Programmeme Committee and the Standing Finance Committee. It will be their task to make a recommendation to the International Officers on the merit of the submission. Appropriate funds will be allocated, as available.
7. The International Treasurer shall ensure that a record is maintained in the International Secretariat of all applications and funding approved from the Fund and of the process of their approval. The International Treasurer shall submit this information in an annual report to the IEC and Congress. The Treasurer will also present the operating statement and the balance of the Fund account at all IEC meetings and Congress.
RAINBOW COMMITTEE
Recommendations To The IEC For The Post-Congress Rainbow Group
In light of the fact that the nature of the Rainbow work will change after the Congress, we recommend that the following be considered as a strategy to continue the momentum of WILPF's evolution into a more effective and efficient organization.
Recommendation 1
That the Organisational Development Committee (Rainbow) retain its name. This is to reflect the fact that the work of this committee is to assist in WILPF's ongoing organisational development and renewal.
Recommendation 2
That the membership of the Rainbow should comprise of two original Rainbow members and two/three members to be appointed by the IEC. It is felt that a smaller committee is more appropriate to carry out the task of assisting in the implementation of changes agreed upon. It will be important to appoint members who have some experience in organizational development and a sound understanding of WILPF's ethos.
Recommendation 3
That the Rainbow's mandate remain unchanged, but with the following emphasis: "To assist all in WILPF to implement the changes agreed upon in Congress."
Recommendation 4
That the nature of the work of the Rainbow will cover the following:
1. Draw up an action plan, within three months from appointment of the new ODC, identifying areas of immediate concern to be worked upon, together with the whole Officers' group.
Some of the areas to be included in a work plan are:
a) Complement draft operating manuals presented in the rainbow report and write supplementary ones as necessary.
b) Assist with a process for Section development to ensure
-increased cultural sensitivity;
-clarity in the role of the International Secretariat in facilitating the Section's creation and development;
-appropriateness of membership;
-integration of learning from previous experience (i.e. Sierra Leone, Albania and others);
-Section support after the acceptance of new Section(s).
c) Continue to consider WILPF in its entirety as a WHOLE organization, rather than a confederation of Sections.
2. Develop strategies, as needed, to assist each Officer/UN representative/employee to fulfil her mandate, together with the individual concerned. This will include processes agreed upon with each individual on how the Rainbow can maintain contact with the individual.
a) Evaluate implementation of the Rainbow report and organization development.
3. Review and evaluate their own work every six months.
4. In light of the experience and knowledge accumulated from their work, to make recommendations, where necessary, to the annual IEC which would facilitate the ongoing organizational development of WILPF.
Recommendation 5
Advise the IEC as to the length of time the Rainbow Committee will need to be in existence and, if necessary, which mechanism should be put in place to continue the work assigned to them.
B. AD HOC COMMITTEES
WILPF INTERNATIONAL PUBLICATIONS
As an international NGO, WILPF has a responsibility of ensuring that it maintains a list of publications which is relevant to the aims and objectives of the organization. It is therefore proposed that an Ad Hoc Publications Committee be formed comprising of five (5) members of the organization with experience in publishing. The Publications committee will undertake to:
■Review or establish publishing policies for WILPF in terms of how texts are selected for publication, the basis of how the numbers printed are arrived at, the means by which selected clients of the publication are decided, and the budget involved;
■Compile a complete list of WILPF's publications, both past and present, and review this list and evaluate which amongst them contain material which is relevant today;
■Evaluate its findings and to come up with a proposal to the next IEC covering the following areas:
---The guidelines of publishing texts for WILPF - including issues such as what, which, how, why and how many texts should be published.
---The format under which these texts will be published.
---The budget for publications evaluate circulation/distribution of WILPF∆s publications into the wider market.
■Undertake a parallel process to review WILPF’s periodicals, including Section or Regional publications, to analyze issues of duplication, distribution, gaps, costs, and organizational exposure, and to recommend changes.
NOMINATION COMMITTEE
The Nomination Committee, reporting to the IC, shall be formed every three years. It shall be composed of seven (7) members, three (3) of which shall be members of the IEC.
The Nominating Committee shall:
■Solicit, by letter six months before any sitting of the IC, from each NS, nominations for the offices of President, four (4) Vice-presidents and Treasurer, and such nominations shall be in writing and received by the Nomination Committee no later than four (4) months before the sitting of the IC. This letter shall include the names of the present incumbents; the name of those eligible for re-election and those willing to stand for office for a second term; the description of the role and responsibilities of each office and the complementary characteristics and skills needed.
■Obtain from each nominee a declaration in writing stating her willingness to stand for the office; and
■Circulate a list of nominations, including a brief biography of each nominee, to all NS, members of the IEC, and to the nominees at least two months before the next sitting of the IC;
■Prepare the ballots containing the names of all eligible nominees for elections at Congress.
ELECTION COMMITTEE
An Election Committee is constituted at the beginning of Congress to facilitate and oversee the election process.
The Election Committee, reporting to Congress, shall be composed of members of the Nomination Committee and members elected by Congress to a total of five (5). Members nominated for an office shall not be eligible to serve on the Committee. Its role is to:
■Arrange a meeting, during Congress, in which the candidates introduce themselves to the Congress participants;
■Organize and carry out elections by secret ballot for each office for which more than one candidate is nominated, using the ballots showing all the eligible nominees, prepared in advance by the Nominations Committee;
■Assure proper control of the electoral procedure by distributing ballots only to accredited delegates in exchange for their voting cards; maintaining an orderly process during elections; tallying the votes; reporting the results to Congress.
6. III. RECOMMENDATIONS REGARDING OFFICERS
A. ON EXPECTATIONS FROM OFFICERS
Each Officer is expected to:
■Fulfill her mandate as expressed in the relevant role description;
■Respond in a timely and effective way to queries and correspondence related to her position;
■Be pro-active and provide, even if unsolicited, her input on emerging issues or potential opportunities or challenges to WILPF as an organization or to its programmes;
■Attend all scheduled Officers' Meetings, IEC meetings, and Congress, or if unable to attend to contribute her views by e-mail/mail/fax/phone, before the meeting commences and to attempt to establish a means through which she is kept informed of outcomes as soon as possible. As there are unforeseen circumstances which may prevent the fulfillment of assumed commitments, it will be necessary to engender team work among the Officers. The Officers will from time to time help each other fulfill their obligations. If, for whatever reason, one Officer is unable to fulfill these obligations, she will be expected to ask for leave of absence or to tender her resignation. In the unlikely event that this does not occur, the remaining Officers may terminate her appointment.
B. ON REGIONAL REPRESENTATION
The general membership is in agreement that diversity and its reflection in the leadership of the organization is vital. However, there is no consensus yet on how the diversity of the organization shall be reflected in its leadership. While there is an underlying reluctance to select Officers or explicitly assign tasks on the basis of regions, achieving a degree of regional representation has been one of the major criteria used in the last few elections/appointments within WILPF. As such, we recommend that a full discussion be held on this issue. The ad-hoc regional grouping, which currently stands, must be investigated for its effectiveness. Depending on the outcome of the discussion, the Leadership Development Committee can work on either:
Collecting slates of potential candidates for the six positions as Officers regardless of the Sections and region they come from, considering regional or geographic representation as only one of the "diversities" to be included in the leadership; or, Assisting initially in the nomination for the agreed upon divisions of the world, and then collating slates of potential candidates for the four vice-presidents who represent these divisions respectively. A separate slate will be prepared for the positions of President and Treasurer. Candidates for these two positions will be selected without regard to their Section/region of origin or other categories of "diversity."
On the basis of a full discussion (as recommended above), the following can form the policy for filling casual vacancies between Congresses.
C. ON FILLING OFFICER'S VACANCIES BETWEEN CONGRESSES
Positions among Officers may become vacant between Congresses and may need to be filled on an interim basis. Should this occur, the remaining Officers will review the record of voting (either on a global or regional mode, depending on the approach adopted) at the last Congress, to identify the candidate with the next highest vote count and request that she fill the position until the next IEC/Congress meeting.
The selected person will fill the position until the next scheduled election. At that time she is entitled to submit her candidature again for the same or for another position, and, if elected, she will be eligible to stand for the two terms allowed by the Constitution.
D. ON MANDATE RENEWAL FOR ELECTED POSITIONS
To ensure broad participation, inclusion of varied views, needs and talents, and active involvement of the broader membership, WILPF's elected and appointed volunteer positions must be time limited. However, to ensure continuity, care must be taken to make sure that the number of new appointees be kept at least equal to the number of continuing/previous members.
Members of the International Executive Committee (IEC) will serve for a maximum of two (2) three (3)-year terms. They may be subsequently elected or appointed to volunteer positions in WILPF (e.g. UN International Representative, UNSIR, Standing Committees, Officers: i.e. President, Vice-Presidents and Treasurer), in addition to their two terms as IEC members.
Non-IEC members of WILPF's standing committees may be appointed/elected as IEC members or as Officers, even though they may have served their full two terms in those committees.
To honor the desire of WILPF for renewed leadership, and given the presumed length of service and experience in various prior capacities of the President, Vice-Presidents and Treasurer, it is suggested that the incumbents will not present themselves for consideration for the same or other positions in the Officers' group after serving for the maximum of two three year terms. They are encouraged to continue their contribution to WILPF as mentors to new members and new appointees.
Nevertheless, after one term out of elected/ appointed office, all members may stand again for office.
E. ON NOMINATING CANDIDATES FOR INTERNATIONAL OFFICE
[For information only: suggestions to the Sections]
All Sections have an opportunity to nominate candidates for the elections held at each Congress for the positions of International Officers---the President, four Vice-Presidents, and Treasurer---for elections at each Congress. This is a task which should be undertaken after considering the following factors:
What qualities should the nominee have to enable her to fulfill her responsibilities well?
What experience should the nominee have to enable her to perform her task well?
Sections could use the draft recommendations for the roles of these Officers which were generated from the IEC meeting in England to help answer these questions. (They can be found in the package which was mailed to Sections from
Geneva in November, 1997).
Once these factors have been ascertained, then the next step will be to find out if there is a woman in the Section who is able and willing to be nominated. It may not always be possible to nominate somebody with the suitable qualifications from each Section. However, the Section's responsibility does not end there! Sections can nominate a WILPF member from another Section to fill any of the vacant positions with the consent of both the member and her Section.
Early in the Congress year, Sections will receive a letter from the LDC, if it is decided that it functions also as Nominations Committee, listing the vacancies to be filled, and later in the year they will receive a listing of the nominations from the different Sections. Sections can get to know the various candidates by contacting the candidates personally or in writing and asking them the appropriate questions to elicit the information needed that will enable the Section to decide. It is important for each Section to make the best possible choice as these women will be responsible in steering WILPF for the next three years.
E. ON STAFF, INTERNS, AND VOLUNTEERS WORKING PRACTICES
This Part Contains Congress Decision Making Areas
Contents
1. Introduction
2. Welcome to WILPF
3. History, Philosophy and Values of WILPF
4. Relationships between Staff , Interns, and Volunteers
5. Personal Development for Staff, Interns, and Volunteers
* information flow
* procedure for resolving differences
* individual work evaluation
6. Coordination of Volunteers and of their work
7. Staff (including Interns) working conditions
1. Introduction
This document is meant to serve as a guide for staff, interns, and project volunteers in their work expectations, performance, and relationships.
As a non-profit organization, WILPF's work is done mostly by volunteers. Since there are more similarities than differences in the way volunteers and staff approach and perform their work, most of this document pertains to both. The exceptions are: # 6, which deals more specifically with volunteers; and # 7, which is specifically for staff and interns.
Individual Sections may adapt parts of this document for their own use.
2. Welcome to WILPF
Welcome to WILPF! For nearly a century, WILPF has been a leader in peace and justice activities around the world. As a volunteer, member and/or staff of the Women's International League for Peace and Freedom, you are an important part of the world struggle for peace and freedom. You join thousands of similarly minded and striving women both in the present and in the profoundly exciting history of this organization. Working for fundamental changes in economic and social systems, WILPF operates both nationally and internationally to minimize injustice and violence. This is a challenge that demands determination and endurance for the long haul.
Pioneers in WILPF set up a structure in which democratic processes are not only guaranteed, but are essential to the existence of the organization. This manual recognizes that each one of us needs to uphold and renew the professional and historical knowledge we possess as a thoughtful member committed to the future of WILPF. It also affirms our goal to embody and model, in daily relationships, our commitment to work towards peace and justice in the world. Each one of us makes a difference by what we do and by the spirit of peace with which we operate. You will find your work with WILPF rewarding as you are part of a worldwide movement for change.
3. History, Mission and Philosophy of WILPF
History of WILPF
The Women's International League for Peace and Freedom is an international organization working through national Sections, branches and individual members and groups, for global common good as the only way to achieve a permanent peace based on justice and freedom.
It was this spirit of internationalism that brought more than a thousand women to the Hague in 1915. They defied all barriers, rising above nationalism, to denounce war, and to call and work for a permanent peace. The participants formed the International Committee of Women for Permanent Peace. They planned to hold a second conference at the time and place of the inter-governmental peace conference to be held at the end of the war. But when the time came in 1919, they could not meet in Versailles, the venue of the inter-government conference, so they gathered in Zurich instead. The women were opposed to the Treaty of Versailles. They saw in it the seeds for another war, because the victorious powers had imposed conditions on those they had defeated and made no attempt to remove the causes of the war. The women decided to make their Committee a permanent organization to be known as the Women's International League for Peace and Freedom. They agreed on a structure, and adopted a constitution. (You will find WILPF's constitution and by-laws at the back of this booklet.) Although the Constitution of WILPF has been modified over the years, the basic principles and objectives of the organization have remained unchanged. As a living organization, WILPF's structure, method of work, and activities evolve over time, but its aims and objectives remain intact and reserve the integrity of the organization.
The history of WILPF is outlined in two books: Pioneers for Peace, by Gertrude Bussey and Margaret Tims, which deals with WILPF's history from 1915 to 1965, and Women for All Seasons, by Catherine Foster, covering the period after 1965.
Mission, objectives, and philosophy of WILPF WILPF
works towards the establishment of an international social and economic order based on meeting the needs of all people. Its mission is to raise awareness and to make known the political, social, economic and psychological causes of war, to help abolish them, and to work for a constructive and permanent peace.
WILPF's main objectives are:
■total and universal disarmament
■peaceful settlement of conflicts
■abolition of violence and human rights infringements
■achievement of a sustainable environment and of political, social and economic
■co-operation among people.
■achievement of economic justice within and among states
■improvement of the status of women
To fulfill WILPF's mission and achieve its objectives, WILPF members, volunteers and staff adopt the following philosophy and values:
Each WILPF member (volunteer and staff) works towards these goals and objectives within herself, in her life and within her immediate sphere of influence. WILPF members will help each other to improve their ability to resolve conflicts and differences in constructive ways and to find solutions that enhance fairness and justice for all.
All interaction within and among branches, Sections, International Executive Committee (ICE) members, the International Secretariat etc. will embody the spirit of inclusiveness, justice, openness and compassion which WILPF aims to further in the world.
4. Relationships between Staff (including Interns) and Volunteers
As a membership based non-profit organization, WILPF depends mostly on committed volunteers supported by a small team of dedicated and competent staff. The staff is responsible for the implementation of the directives, programmes and plans emanating from Congress, the IEC and the various policy committees.
The success of a non-profit organization depends on its ability to attract and to hold committed volunteers. Giving them the opportunity to engage in meaningful work is the best way to build for tomorrow and to implement policies, raise public awareness, and build public pressure on decision-makers.
As in all non-profit organizations, volunteers in WILPF have two distinct roles: policy setting, and implementation.
Members chosen to serve on the International Executive Committee or the Officers' group (President, Vice-Presidents, Treasurer), are responsible for the orientation and governance of WILPF. They are also the public face of WILPF. They work as a team and are responsible for ensuring that WILPF attains the goals set at Congress/IEC. (Elected volunteers may also serve as volunteer staff', in which case they adopt the reporting relationships outlined in the following paragraph.)
Volunteers implement policies. In the first role (as policy setters), volunteers hold staff accountable for implementation of policies, and staff reports to them. (For example: at the international level, we have a policy to publish the International Peace Update (IPU), with a certain philosophical orientation determined by elected volunteers. But they hold staff accountable for publishing the IPU). In the second role, as implementers, volunteers become accountable to the staff and take direction from them to do their work. This, of course, only applies to the parts of the organization which have both paid staff and volunteers.
5. On Staff, Interns, and Volunteers Working Practices
Information flow
WILPF aspires to live its philosophy and values in all aspects of its work. Its mission can best be accomplished through team work and participation that encourages the development, expression, and contribution of individual talents. Each WILPF member, staff, intern, or volunteer must understand and be committed to achieving the broader mission and objectives of the organization. It is essential therefore that plans and programmes, and their corresponding budgets and resource allocations, be developed jointly, as much as possible, by elected/ appointed volunteers, staff, interns and 'working volunteers'. Regular performance feedback will be provided, individually and organization-wide, in the form of periodic reports on progress and the attainment of goals. Further, the responsibility and authority required to accomplish these goals are delegated as far as possible to the person doing the work.
To this end, staff, interns, and volunteers have the right to expect pertinent training and adequate support and resources for the task at hand, including full relevant information.
WILPF's management system and organization design are consistent with people's needs for challenge, interesting work, decision-making authority, personal growth, a desirable future, a sense of accomplishment and being part of a team. Personal development is fostered through on-the-job training, an open flow of information, regular meetings (where logistics allow), and outside educational opportunities, as well as through respect and positive reinforcement, including constructive criticism.
Procedure for resolving differences and conflicts
WILPF rules and regulations are well documented, kept to a minimum, and applied equally and fairly. It is recognized, though, that in any work situation questions, misunderstandings, and a variety of problems will arise. Conflicts, if well handled, can be a fertile ground for innovations and creative solutions. The following are some principles and procedures that will help in conflict management.
WILPF believes that staff, interns, and volunteers, as well as any WILPF member who is dissatisfied with a decision or a situation, has the right to be heard. She should have an opportunity to express her view points regarding any question, concern, or problem related to her association with WILPF. The very nature of WILPF is to be an active and creative peace-maker. It models this by its ability to handle effectively its own internal conflicts. The conflict resolution procedures should be as rapid and as uncomplicated as possible.
Conflicts must be dealt with within appropriate time limits and formality should be kept to a minimum. The affected parties should be directly involved in all parts of the process. If the parties consider it necessary, they may keep a record of their proceedings and of mutual agreements reached for future reference and for possible improvement of existing conflict resolution models.
The conflict resolution process is brought to the knowledge of the WILPF staff, interns, and volunteers by including it in this personnel policy manual, and ensuring that the manual is given to all new staff, interns, and volunteers when they start their engagement with WILPF.
The Personnel Committee will play a major role in the entire process outlined below. It will be the committee's responsibility to ensure that WILPF staff, interns, and volunteers have ready access to a bank of trained facilitators in conflict resolution and people with expertise in organization design and group dynamics.
The preferred mode of resolution of conflicts is for the two parties to make every effort to address their differences promptly, as they occur, on a one-to-one basis.
If this approach has been attempted and has proven unsuccessful, it may be necessary to review the policies or practices underlying the conflict. Often problems arise from lack of clarity, lack of appropriateness, or lack of understanding of existing norms. In this case it may be necessary for the two parties to agree to ask for the help of one of the volunteers with expertise in organizational development (from the bank of volunteers mentioned above), to review the practices in question and recommend changes, either in their content or their application.
If this approach also is unsuccessful either party may ask for, and WILPF will provide, the assistance of a trained conflict facilitator to help resolve the difference.
Finally, if the conflict persists after all the above attempts have been made, it may be necessary for the senior staff person or the Personnel Committee to ask for one or both parties to discontinue her/ their association with WILPF.
While the above relates mainly to conflicts arising from the interaction between staff and volunteers working in WILPF's international offices, it is useful to note that similar steps can be followed for conflicts arising within a Section. It may be useful for all Sections to have grievance procedures and conflict resolution guidelines.
Individual work evaluation
In WILPF, the evaluation process is an integral part of its commitment to the personal development of its staff, interns, and volunteers. It is based on honesty, responsibility and trustworthiness and it involves the individual herself, her work colleagues, and the person to whom she reports and who is designated to be her linkage with the wider organization. This may be the Secretary General, or a person delegated by her. Even though the primary purpose of the evaluation in WILPF is to help in the growth of the person, it remains a very delicate process since it may affect the individual's self esteem, her income, or the time she is investing in volunteering. Therefore all persons working within WILPF must be trained to perform effective personal evaluations.
Clarification of the goals that staff, interns, and volunteers pursue within their work group, and the development and maximum use of their talents to achieve the goals of WILPF, are the complementary purposes of personal evaluation. Such evaluation often also helps to improve working conditions and the overall effectiveness of the organization.
Staff, interns, and volunteers are evaluated on two levels:
● performance of chosen or assigned work agreed upon in a job, task or role description;
● as members of a caring, respectful work team.
Evaluation will occur formally on a bi-annual basis, or at the completion of specific work projects. Informal feedback is given more frequently as opportunities arise. In an open, supportive, and trusting organization the evaluation process should not present any surprises since ongoing feedback will correct any unwanted departures from the assigned role, expected behavior, or failures in the work arrangements.
Each staff, intern, and international volunteer member will complete a self-evaluation of the position held, function chosen, or assigned tasks, using the grid outlined below. Sections who wish to adopt this procedure may also find it a useful tool for their work: Performance of chosen or assigned work agreed upon in a job, task or role description
■List the results achieved, the areas that have given most satisfaction;
■List the opportunities missed or areas of disappointment;
■List the factors that have prevented the achievement of personal and/or WILPF's goals and the resources (training, support, information, etc.) necessary to change the situation;
■Rate the effort expended on each area of responsibility;
■Outline a plan of action, and resources required, to increase your ability to fulfill your own and WILPF's goals (training to be attended, behavior to be modified, etc.).
Creation of a caring, respectful work team
While the first point above addresses the content of the work performed, this part examines the manner in which the work is carried out.
Regular meetings enable the team to coalesce and improve the quality of work relationships and of work. This meeting needs to be conducted in an atmosphere of open and sensitive communication. An external facilitator may be useful to initiate and carry out the process.
Along with the evaluation of projects and assigned work, staff and volunteers will take participation in team process into account in developing the following year's work priorities, training and developmental programmes, and in performing subsequent evaluations. In addition, staff salary increases and continuity of employment may be influenced by the outcome of all of the organization's evaluation processes.
Evaluations should be kept in the confidential file of the person reviewed and be made available for her consultation at any time. The 'evaluee' receives a copy of the agreed upon and jointly signed evaluation.
6. Coordination of Volunteers and of Their Work
WILPF is a Non-Governmental Organization (NGO) that accomplishes its mission by involving volunteer workers effectively in all aspects of its functioning. Volunteers often perform the same tasks as staff and also have a high commitment. It is essential that the person coordinating and supervising volunteers be aware of any need for greater flexibility if they are engaged in paid work or have other responsibilities in addition to their volunteering. Some volunteers will be available on a regular basis; others will be able to take on a specific, time limited project. Some will work out of WILPF's office; others will work from a distance either alone or as part of a working group. In all cases they have to know that the organization is depending on them to deliver the promised work, within the agreed upon time-frame, fulfilling the purposes expected.
The volunteer coordinator, whether staff or volunteer, will have a list of tasks that can be assigned to the appropriate volunteer. It is useful for WILPF to always have ready a 'bank' of tasks which are important but which have some timing flexibility; this will allow the organization to fully utilize volunteers who may present themselves unexpectedly and it will increase their sense of belonging to WILPF. These tasks could range from stuffing envelopes to editing an article; from preparing or serving refreshments at special events, to the maintenance of electronic equipment; from acting as tour guide for visitors, to translating documents; from maintaining the data base, to setting up financial recording systems; from researching the background for a brief, to preparing a funding application. In all cases it is important that each task be clearly set out and self-contained. The expected completion time be realistic and agreed upon by all parties, the objective of the task be spelled out and any special conditions that need to be respected be clearly explained. The preferences, aspirations and the abilities of individual volunteers should all be taken into consideration in assigning tasks to them. Likewise, if there are tasks or functions perceived to carry particular prestige or learning opportunities, they should be assigned rotationally to give as many volunteers as possible the opportunities to enjoy the benefits. Similarly, tasks perceived to be more difficult and time-consuming should also be shared rotationally to prevent overburdening the volunteers.
It should be made clear to the volunteer that regardless of the task she takes on, she contributes to WILPF's work in achieving its goal. The evaluation process outlined above (5. "Individual Work Evaluation") will help both the volunteer and the volunteer coordinator find a balance between personal and organizational needs. It will also help to improve the chances of success in the assignment of future tasks.
At different stages of her work experience a volunteer needs a mentor to guide, encourage, support, and assist her in developing her skills. This role can be played by the volunteer coordinator or may be assigned to a senior volunteer who is willing and experienced. Establishing a programme of mentorship will provide a meaningful role for senior volunteers and enable them to assist in developing new talent for the organization. It also frees the volunteer who may have had to spend most of her time on a certain task, to explore other areas of work within the organization. It is important to recognize that unless new or younger members are provided opportunities, given experience and support in accomplishing tasks, the organization will not be able to expand.
To create an environment where people can grow and learn new skills, thereby making the organization more effective, WILPF needs to build teams among its volunteers. The senior staff person, Secretary General (SG), or New York office director will have overall responsibility for the management of the volunteers, their performance and their output, to the same extent that she is responsible for the total operation of the organization. The President and the Officers, and ultimately Congress, are responsible for ensuring that she has the necessary resources to achieve the expected results.
The above principles and guidelines apply to WILPF international, at the Geneva and New York offices. WILPF should plan to bring the organization to a financial and structural position to provide the assistance of international staff members to all Sections in building a volunteer program. It is important for WILPF to maintain a strong, grassroots foundation with access to all levels of society. Volunteers in Sections around the world have a vital role to play in bringing the perspective of their local culture/traditions to the work of WILPF.
CONGRESS DECISION MAKING AREA
7. Staff Working Conditions:
Staff's working conditions and benefits must reflect WILPF's commitment to justice and fairness. These policies must comply with the national laws and, to the extent allowed by national laws, be consistent across all WILPF's offices in different countries. WILPF is committed to provide its staff with working conditions, health benefits, and social benefits reflecting the average of those enjoyed by employees of similar organizations operating in similar circumstances, in the same country. This will be ascertained by conducting a simple and fair comparative analysis of responsibilities and roles with four or five selected similar organizations. This survey, initiated and sanctioned by the Personnel Committee, should be repeated every four or five years to ensure that WILPF is not distancing itself from the 'control group' it wants to be associated with and which typically will employ the same kind of personnel as WILPF. The results of this survey should be used as the basis for the recommendation by the Personnel Committee to the Officers regarding staff compensation and benefits.
The following are examples of areas to be surveyed:
■work conditions, such as: salary, work hours, vacations, statutory holidays, promotions, hiring and dismissal procedures;
■health benefits, such as: medical, drug and/ or dental plans, short/ long term disability, accidental death and dismemberment insurance;
■social benefits, such as: educational assistance and leave, basic life insurance, pension benefits, sickness, bereavement, and personal absences.
The adoption of this policy, with its commitment to treating its employees fairly and in a comparable way with similar organizations, may create a supplementary financial burden for WILPF. This financial commitment must be met appropriately to ensure that the organization is true to its principles.
8. V. REVISED FINANCIAL ACCOUNTING AND REPORTING SYSTEMS
Background
Following from the mandate of the Rainbow Committee, WILPF International's book-keeping and accounting practices were reviewed during 1997 with a view to improving the accounting and financial reporting practices. The review team was made up of Office Manager, Lohes Rajeswaran, and volunteers, Maria Hemmerlein and Ian Russell. As a result of the review and consultation with the Treasurer, Kirsti Kolthoff, it was agreed to work toward more conventional accounting and reporting. As a first step a PC computer and QuickBooks accounting software were purchased to facilitate the development.
In the spring of 1998 the first phase of the book-keeping and accounting system was set up on QuickBooks and implementation of a new system was begun.
Current Status
A basic book-keeping and accounting system was operational as of mid April and being used in parallel with the existing system. While it appears to be satisfactory there are a number of issues which its implementation has raised.
In general, the new system follows more conventional accounting and reporting practice and, thus, results in reports that are different than previous reports. While the new reports can be reconciled to the previous ones, the reconciliation is complex in some cases and not obvious. For those familiar with the previous reports this change may pose some difficulty. On the other hand, they will be more readable to those familiar with conventional financial reporting.
QuickBooks is a complete system and, thus, forces decisions on matters which were previously not addressed. The main ones relate to the way items are shown on reports, for example, the balance held as the Jane Addams Peace Legacy. How these issues are resolved will have to be confirmed with the Secretary-General, the Treasurer (and the Standing Committee on Finance), and, perhaps, the other officers.
The new system provides for reporting by program (e.g., New York UN/NGO work). The accounting for income and expenses directly related to specific programs is set up. However, the method of allocating general income and expenses (i.e., general office overhead) needs further development.
Similarly, the new system provides for reporting against budget and for holding funds for restricted use. In both cases, though, further development is required to make these fully useful.
At this stage, the new system is reporting on a cash basis. As part of the next phase of development, it can be converted to an accrual basis, taking into account, for example, income earned but not yet received and expenses incurred but not yet paid for.
The new system will provide better financial reports. There is improved reporting for the Secretary-General, the Treasurer, the Standing Committee on Finance, the other officers, the general membership, and other agencies. There are also better control reports for the Office Manager, for example to control cash balances kept in the office.
Further Work
WILPF International's current accounting requirements are relatively complex, involving, for example, different currencies and funding arrangements. In addition, there are new requirements, such as, reporting by WILPF program. The new system is operating but it is a basic system and will need considerable further development if it is to fully meet objectives. This development will have to involve others, in addition to the Office Manager, in resolving the issues which emerge.
As mentioned above, further work needs to be done on: report details, reporting against budget, moving towards accrual accounting, and allocation of general income and costs to programs.
A reasonable time line for carrying out this next phase of development would be the end of 1998, so that 1999 reports can incorporate resulting improvements.
In addition, the work so far has identified some other issues which should be addressed at some point: the holding of US$ in Los Angeles bank account. Opening a US$ account in Geneva should be investigated; the relatively high number (and amounts) of cash transactions and the risk that this involves; setting up an improved payroll accounting component.
Finally, the longer term development of WILPF International's accounting and financial reporting would be facilitated by some close at hand person with professional accounting expertise whom the Office Manager could consult on more difficult matters. WILPF should look for a volunteer in Geneva that could provide such assistance.
THE END… Or is it THE BEGINNING?
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