August Centre Meeting- Embracing Diversity and Strategic Progress
On the 23rd of August, the Ruben Centre's departmental heads assembled for their monthly meeting – the sixth of the year. This gathering presented an invaluable occasion for the organization to introspect upon its strategies for enhancing service delivery efficiency. Commencing proceedings, the meeting commenced with a comprehensive review of the minutes from its predecessor. In a follow-up move, the Director initiated an insightful discourse on the facets of workplace diversity and the distinctions that arise within it.
Harnessing inspiration from the esteemed Caplor Horizon's Caplor House Model, the Director adeptly steered the staff members towards an exercise in identifying their metaphorical "rooms" within the organization. In this evocative analogy, Ruben Centre (RC) was likened to the Caplor House, where the diligent workforce of RC found a parallel as residents of this imaginative dwelling. Visualizing a two-story abode, the conceptualization allocated roles and responsibilities to the distinct first floor and ground floor.
Ascending to the first floor, often referred to as the "upstairs," revealed two distinct chambers: the Library and the Observatory. Each space carried its unique attributes. The Library was synonymous with astute decision-makers, individuals endowed with the prowess of data curation and critical thinkers adept at delineating and evaluating intricate problems. In contrast, the Observatory represented a haven for those unafraid to ponder "what if?" – a space for visionary individuals oriented towards holistic perspectives and proficient in adapting to the vagaries of uncertainty and change.
Transitioning to the lower echelons, the ground floor unveiled two additional chambers: the Kitchen and the Family Room. The former housed individuals distinguished by their exceptional administrative and organizational acumen, coupled with tenacity and a proven track record in time management and execution of plans. The latter, the Family Room, emerged as the realm of emotional intelligence. Occupants of this chamber excelled in rapport-building, possessing a profound ability to empathize and grasp the vantage points of others.
Symbolizing the diverse tapestry of the staff, these metaphorical rooms bespoke the heterogeneous skill sets present within the organization. Every staff member found alignment within one of these chambers, based on their strengths and talents. Effective teamwork hinged on the timely occupation of the appropriate room, aligning with the requisites of the moment and thereby enabling the organization to function harmoniously. In cases of contention or misunderstanding within this "house," recourse to strategic solutions prevailed, often manifesting in the upper-tier rooms. The bedrock of this Caplor House model was cemented in the ethos of perpetual learning, whereby staff members consistently enhanced their capabilities, contributing substantively to the organization's resilience.
The discourse, expansive in its scope and captivating in nature, segued naturally into the subsequent item on the agenda: the mid-term evaluation of RC's extant Strategic Plan. While the school had already undergone its evaluative process, a pending status update beckoned further progress. The week commencing on August 28th, 2023, earmarked the initiation of the mid-term review concerning another Strategic Objective number 4: Advocacy & Networking. This pivotal review coincided harmoniously with intentions to rejuvenate the organizational structure, accommodating novel roles like that of the General Manager and Monitoring & Evaluation positions.
Transitioning to the departmental updates segment, the Human Resource Manager spearheaded deliberations by unveiling collaborative plans with the Programs Manager for an imminent staff appraisal process. Scheduled for the last quarter of 2023 and endorsed by respective departmental heads, these appraisals were poised to be comprehensive. Notably, the Director assumed responsibility for appraising the Heads of Departments and RC's management.
The HR manager further underscored the transition of all RC staff to the organization's private pension scheme. This strategic move, aiming to curtail costs related to governmental social security funds, emerged as a testament to the Center's prudent fiscal stewardship. With a current roster comprising 108 contracted staff members, the latest addition included a pharmtech.
Shifting focus to the health department, initiatives to rebrand the facility were underway, addressing compliance-related challenges. The presence of a neighboring health facility registered under the same name had inadvertently led to logistical complications. In a parallel endeavor, Ruben Health Centre and the Rotary Club of Essendon announced the impending installation of a new incinerator. This dual-purpose project aimed at not only efficiently managing medical waste but also engendering an auxiliary revenue stream by extending waste disposal services to neighboring institutions at a fee.
Amidst these developments, Ruben FM proudly inaugurated the sixth iteration of the Ruben FM tournament. This comprehensive event spanning six weekends featured enthusiastic participation from both male and female teams. The tournament, beyond its sporting dimension, assumed the role of an advocacy platform, earnestly addressing pertinent social issues that influence the youth of Mukuru.
Concluding this multifaceted assembly, the Human Development and Skills Training Program readied the second cohort of Cosmetology students for their imminent NITA examinations. Simultaneously, preparations were well underway for the annual Nairobi International Trade Fair, poised to commence by the end of the month. The meeting, suffused with insights and vigorous participation, underscored its dual roles as an informative and engaging platform.
By: Gregory Barake (GB)