COMING TO BIRTH.
After an eventful two months plus of talks, recommendations and formulating, Ruben Centre launched the long overdue new leadership structure. On the 8th of March, a group of 18 staff members including the Director convened at Karen for a two-day clarity retreat. The group is part of the new leadership that will aid Ruben Centre Director implement impactful change in the organization. The meeting was regulated by Wholistic Leadership duo Hedwig Nafula and Andrew Otsieno. Ruben Centre Director, Mr. Nicholas Makau, started the meeting by emphasizing how he aimed at creating a conducive working environment. He noted that a few factors led to the derailment of efficient performances by staff members.
Some of the factors he spoke of included the lack of clarity among Ruben Centre staff in terms knowing what do, lack of staff empowerment and poor communication structures that have led to misinformation; just to name a few. Thereafter, the baton was handed over to the Wholistic Leadership whereby they asked the leadership group to share any other setbacks (and their recommendations) that may have been left out. By the close of the first day, members present came to agree upon three recommendations that would help relieve the pressing issues at the organization. These were: need for a well-planned leadership, need for staff harmonization and a dignity package that would appreciate all staff members.
Andrew and Hedwig then left the group with an assignment that involved responding to four questions:
i. What is the theory of change of Ruben Centre? (why does Ruben Centre exist?)
- Theory of change is a methodology used by organizations to strive to achieve social change. It was established by the leadership team that the social department is the entry point of the existence of Ruben Centre. This means that we, Ruben Centre, exists to offer social services to the people of Mukuru primarily.
ii. Where does most of Ruben Centre’s money go?
- A big chunk of the organization’s budget goes to funding the Ruben Health Centre. The project accounts for over ¼ of the organization’s funds.
iii. Where does most of Ruben Centre’s income come from?
- In a give and take situation, Ruben Health Centre also accounts for most of the organization’s income. This is followed by a thriving Ruben FM.
iv. Where are most of staff located?
- Ruben Health Centre has the largest staff distribution, boasting 32 contracted staff and an additional 11 non-contracted staff.
While trying to implement the theory of change, social change is end goal. This can be achieved in three stages i.e short-term, intermediate and long term. To achieve social change, it was recommended that a leadership team needs to be in place. An analogy of the thumb being the most important finger was used. This is because a thumb is the only finger that touches all other fingers. The need to have a leadership team that was in touch with all staff members was imminent. A leadership team that could easily hold each staff member accountable. This, eventually, birthed the accountability chart which will be Ruben Centre’s new management system. With the Director seating at the front of the “Ruben Bus”, the other staff members have been devolved to work in the following order.
There will be 5 departments with sub-departments under them. The 5 are (in no particular order):
a) Finance & Administration: Human Resources, Accounting Office, Resource Management and ICT.
b) Socio-Economic Empowerment: Outreach, Advocacy, Human Development & Skills Training, Employment & Income Generation Activities, Special Needs Unit and Ruben Improvement Scheme of Education (RISE)
c) Ruben FM: Radio Producer
d) Health Centre: Support Services, Outpatient Department and Maternity
e) Mission Advancement: Communications Department and Safeguarding Lead
The new structure does not change any staff member’s roles rather holds each and everyone of them accountable to department lead. This is the new Ruben Centre it is ready to transform everyone and everything on its way.
By: GB