A team of professionals

Organizzazione-COOPI

COOPI’s organizational structure consists of 8 offices, all of which report to the Director: Internal Control and Quality Assurance, Human Resources, Projects and Planning, Research and Programs Innovation, Administration and Finance, Communication and Fundraising, Institutional Communication/Advocacy, General Secretary.
The gradual decentralization of activities has brought about the creation of a Nairobi Regional Coordination office, a Decentralised Coordination in the Democratic Republic of Congo and the appointment of three Area Managers for Western Africa, Eastern and Central Africa and Latin America.

65

staff members in Italy

125

international operators

3800

local operators

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Director

The Director enforces the Foundation’s long-term strategies and establishes operating strategies in accordance with the objectives set by the Board of Founders and by the Board of Directors. The Director is responsible for and supervises the running of the Foundation within the sphere of the responsibilities laid down for him/her in the Statute, pursues optimal levels of efficacy and efficiency and guarantees the unitariness of the overall coordination of its actions. The Director identifies the guidelines for managing resources, and collaborates with the Chairman and with the Board of Directors in the drafting of planning and accounting documents.

Director

The Director enforces the Foundation’s long-term strategies and establishes operating strategies in accordance with the objectives set by the Board of Founders and by the Board of Directors. The Director is responsible for and supervises the running of the Foundation within the sphere of the responsibilities laid down for him/her in the Statute, pursues optimal levels of efficacy and efficiency and guarantees the unitariness of the overall coordination of its actions. The Director identifies the guidelines for managing resources, and collaborates with the Chairman and with the Board of Directors in the drafting of planning and accounting documents.

Research & Innovation

The main task of this office is to promote the evolution of COOPI within the overall context of international cooperation. In order to carry out its activities in the best way possible, this office therefore:

 

– thoroughly investigates the main innovations in the world of cooperation, and the intervention approaches that have proven to be the most effective and most widely shared, by participating in the main international networks in the sector and collaborating with universities, research centres and experts in various fields around the world;

 

– promotes COOPI’s adoption of the innovations which are the most interesting for the organization’s activity, collaborating with the relevant offices as necessary, both at Headquarters and in the countries in which COOPI operates;

 

– supports the organization as it continuously makes improvements to the contents of its programs, by capitalizing on and disseminating internal know-how, providing technical support at the policy definition stage, sector strategies and program implementation

 

In order to facilitate the process of integrating innovations into the organization’s operations, a number of sector Focal Points, coordinated by the Research and Programs Innovation Office, have been set up.

Research & Innovation

The main task of this office is to promote the evolution of COOPI within the overall context of international cooperation. In order to carry out its activities in the best way possible, this office therefore:

 

– thoroughly investigates the main innovations in the world of cooperation, and the intervention approaches that have proven to be the most effective and most widely shared, by participating in the main international networks in the sector and collaborating with universities, research centres and experts in various fields around the world;

 

– promotes COOPI’s adoption of the innovations which are the most interesting for the organization’s activity, collaborating with the relevant offices as necessary, both at Headquarters and in the countries in which COOPI operates;

 

– supports the organization as it continuously makes improvements to the contents of its programs, by capitalizing on and disseminating internal know-how, providing technical support at the policy definition stage, sector strategies and program implementation

 

In order to facilitate the process of integrating innovations into the organization’s operations, a number of sector Focal Points, coordinated by the Research and Programs Innovation Office, have been set up.

Projects Planning

This office coordinates a key process for the organization – planning: the development of a project from an initial idea to submitting requests to donors for funding. In a second phase, the office plays an important role in the activity of accounting to the donors.
The role of this office has changed significantly over the last few years, from an office in which the bulk of the planning and accounting activities were carried out, to one offering technical support for the execution of those activities gradually being decentralized to the countries in which COOPI operates.

Projects Planning

This office coordinates a key process for the organization – planning: the development of a project from an initial idea to submitting requests to donors for funding. In a second phase, the office plays an important role in the activity of accounting to the donors.
The role of this office has changed significantly over the last few years, from an office in which the bulk of the planning and accounting activities were carried out, to one offering technical support for the execution of those activities gradually being decentralized to the countries in which COOPI operates.

Internal Control and Quality Assurance

The main role of this office is to guarantee transparency and quality in the work of the organization at all levels, especially in the activities carried out in the field. This office, which has already been in existence for a few years, has seen its role grow at an equal pace with decentralization, which conferred fundamental importance to central monitoring activities, as well as with the growth of the organization. This has thereby led to a greater need for the institutionalization of decisions and processes.

Furthermore, a greater degree of formalization in the organization’s operations is increasingly being requested by the major donors – particularly the institutional donors – which have set up complex accounting systems and steadily strengthened their own auditing of the organizations to which they donate funds.

This office is therefore tasked with checking compliance with both the contractual rules imposed by the different donors and with the Foundation’s own procedures, where necessary helping managers interpret the regulations in a uniform and correct manner, supporting them in the subsequent application of the regulations, and their compliance with the pertinent formal aspects including the drafting of specific procedures. The office acts as an internal auditor for foreign projects and as an internal contact point for external auditors, maintaining close contact with donors in the event of any problems arising in relation to existing contracts.

Internal Control and Quality Assurance

The main role of this office is to guarantee transparency and quality in the work of the organization at all levels, especially in the activities carried out in the field. This office, which has already been in existence for a few years, has seen its role grow at an equal pace with decentralization, which conferred fundamental importance to central monitoring activities, as well as with the growth of the organization. This has thereby led to a greater need for the institutionalization of decisions and processes.

Furthermore, a greater degree of formalization in the organization’s operations is increasingly being requested by the major donors – particularly the institutional donors – which have set up complex accounting systems and steadily strengthened their own auditing of the organizations to which they donate funds.

This office is therefore tasked with checking compliance with both the contractual rules imposed by the different donors and with the Foundation’s own procedures, where necessary helping managers interpret the regulations in a uniform and correct manner, supporting them in the subsequent application of the regulations, and their compliance with the pertinent formal aspects including the drafting of specific procedures. The office acts as an internal auditor for foreign projects and as an internal contact point for external auditors, maintaining close contact with donors in the event of any problems arising in relation to existing contracts.

Human Resources

The Human Resources Office guarantees the availability of people who are competent, motivated and loyal, and who adhere to COOPI’s values and culture. In coordination with the countries, Area Managers and COOPI support units, the Human Resources office develops and implements recruitment plans and personnel rotation, defining and implementing organic training initiatives, supporting professional development and carrying out personal assessments. It also outlines coherent payment and contractual systems, and ensures that the principles of equality and transparency in people management are observed. The office also organizes training and development programs for COOPI workers in order to ensure the presence of people with the relevant sector skills. It defines auditing guidelines and policies, as well as policies and practices for people management in the various regions, and also supports management in the handling of COOPI’s organizational development.
In an organization that is seamlessly growing and evolving, the Human Resources office plays a fundamental role; not only does it “manage” the relationships between all those who work for the organization at different levels and in different capacities, it enables and facilitates the implementation of any changes required. It does this by carefully selecting personnel to perform the different tasks, transmitting expertise and by evaluating the work carried out by collaborators, both from the point of view of efficacy and from the point of view of the work’s coherence with the organization’s values.

Human Resources

The Human Resources Office guarantees the availability of people who are competent, motivated and loyal, and who adhere to COOPI’s values and culture. In coordination with the countries, Area Managers and COOPI support units, the Human Resources office develops and implements recruitment plans and personnel rotation, defining and implementing organic training initiatives, supporting professional development and carrying out personal assessments. It also outlines coherent payment and contractual systems, and ensures that the principles of equality and transparency in people management are observed. The office also organizes training and development programs for COOPI workers in order to ensure the presence of people with the relevant sector skills. It defines auditing guidelines and policies, as well as policies and practices for people management in the various regions, and also supports management in the handling of COOPI’s organizational development.
In an organization that is seamlessly growing and evolving, the Human Resources office plays a fundamental role; not only does it “manage” the relationships between all those who work for the organization at different levels and in different capacities, it enables and facilitates the implementation of any changes required. It does this by carefully selecting personnel to perform the different tasks, transmitting expertise and by evaluating the work carried out by collaborators, both from the point of view of efficacy and from the point of view of the work’s coherence with the organization’s values.

Institutional Communication/Advocacy

This office provides support to the Chairman and the Director in the analysis and management of COOPI’s institutional image. It is also responsible for communications directed at institutional stakeholders and for advocacy activities. Its more recent key activities include the development of a communication and accounting system aimed specifically at international contacts with regard to the activities carried out in the individual countries (country specific activity reports, country newsletters, etc.), as well as communication and dialogue activities carried out in favour of and together with the institutions, both in Italy and abroad.

Institutional Communication/Advocacy

This office provides support to the Chairman and the Director in the analysis and management of COOPI’s institutional image. It is also responsible for communications directed at institutional stakeholders and for advocacy activities. Its more recent key activities include the development of a communication and accounting system aimed specifically at international contacts with regard to the activities carried out in the individual countries (country specific activity reports, country newsletters, etc.), as well as communication and dialogue activities carried out in favour of and together with the institutions, both in Italy and abroad.

Communication and Fundraising

This office is responsible for increasing the Foundation’s presence in Italy by establishing and maintaining stable relations with local bodies, volunteers, donors, foundations, companies, the media and third sector associations. In agreement with senior management, it defines strategies and action plans to promote awareness-raising, development knowledge and fundraising activities to be used for international projects. It is responsible for activities related to media communication, promotes fundraising activities through both businesses and individuals, and collaborates with local groups.

Communication and Fundraising

This office is responsible for increasing the Foundation’s presence in Italy by establishing and maintaining stable relations with local bodies, volunteers, donors, foundations, companies, the media and third sector associations. In agreement with senior management, it defines strategies and action plans to promote awareness-raising, development knowledge and fundraising activities to be used for international projects. It is responsible for activities related to media communication, promotes fundraising activities through both businesses and individuals, and collaborates with local groups.

Administration and Finance

This office deals with the organization’s financial, administrative and general accounting procedures, as well as with personnel administration, including carrying out tasks relating to compliance with tax and social security regulations and the associated obligations. It ensures the activities of budget management and the preparation of the balance sheet. During audit activities, it manages relations with the financing bodies and with tax management and administrative consultants, as well as relations with the auditors.

Administration and Finance

This office deals with the organization’s financial, administrative and general accounting procedures, as well as with personnel administration, including carrying out tasks relating to compliance with tax and social security regulations and the associated obligations. It ensures the activities of budget management and the preparation of the balance sheet. During audit activities, it manages relations with the financing bodies and with tax management and administrative consultants, as well as relations with the auditors.

Decentralized Offices and Area Managers

The Area /Decentralized Office Managers are responsible for the activities of the Foundation in the countries within their remit. They collaborate with donors to identify project activities, ensuring that the Foundation’s general organizational procedures are applied and monitored, in compliance with the procedures laid down by the donors. In agreement with local coordinators, the Area Manager/Decentralised Foreign Office Coordinator supports the countries in drawing up the rules and regulations for the foreign offices, and collaborates in the definition of country strategies and intervention priorities.

Decentralized Offices and Area Managers

The Area /Decentralized Office Managers are responsible for the activities of the Foundation in the countries within their remit. They collaborate with donors to identify project activities, ensuring that the Foundation’s general organizational procedures are applied and monitored, in compliance with the procedures laid down by the donors. In agreement with local coordinators, the Area Manager/Decentralised Foreign Office Coordinator supports the countries in drawing up the rules and regulations for the foreign offices, and collaborates in the definition of country strategies and intervention priorities.

Organization ultima modifica: 2015-03-03T14:13:09+00:00 da coopi