BOCA 2.0 resources

BOCA 2.0 is a tool for Branch Development to:
- create a shared picture of the current situation
- look at the big picture and define root causes of its challenges
- support Branches to prioritise its actions
- and help develop a Branch Development roadmap that branches can own

Changes were made from previous version to ensure the tool aligns with the IFRC Branch Development Framework (2024) and to be used more than a one time assessment, to reflect evolving contexts and needs of National Societies, simplify and modernize the methodology. 

BOCA 2.0 was shaped through a structured and participatory process with National Societies and various subject matter experts from across the movement:

Analyzing – Conducted interviews, reviewed the previous tool and related frameworks, and held meetings with BOCA champions and practitioners to identify strengths and gaps.

Revising – Established dedicated workstreams, organized a writeshop with contributing NSs, and refined and finalised the updated BOCA Matrix and methodology.

Testing – Piloted the revised matrix and workshop with Branch from around the globe in different context and size. Further delivered ToT/ToF sessions (both virtual and in-person) to test usability and its methodology.

Launching – Developed an orientation package, designed materials and templates. 

Over 50+ consultations, the following points were shared as common needs:

• Flexibility & Adaptability: Modular design for diverse contexts
• Simplification: A less time-consuming exercise, fewer attributes, more visuals, and engaging formats
• Integration: Ensure BOCA is integrated as part of National Societies’ broader Branch Development efforts, with better alignment with other IFRC tools and the IFRC Branch Development Framework
• Ownership & Monitoring: Emphasis on branch-led planning and follow-up
• Preparation & Facilitation: Add an orientation phase to allow reflection and preparation on the use of BOCA as part of broader Branch Development efforts, and build a pool of skilled facilitators

BOCA 2.0 introduces significant updates across concept, content, methodology, structure, and tools, reflecting feedback from National Societies and aligning with the IFRC Branch Development Framework.

[Conceptual Shift]
• BOCA 2.0 is now framed as a self-reflection tool, not a rigid assessment.
• Emphasizes dialogue and storytelling over scoring.
• Encourages branches to explore their strengths, challenges, and root causes collaboratively.

[Content Update]
• Attributes are directly linked to the definition of a strong branch as per the IFRC Branch Development Framework.
• Focus shifts from “what a branch has” to “what a branch can do.”
• Stronger emphasis and newly added elements on: 
     Service delivery and activities
     Volunteering
     Community engagement and accountability (CEA)
     Sustainability
     Access and acceptance
     Safety and security
     Preparedness and response

[Methodology]
• Uses a matrix with reflection points to guide discussion.
• Introduces a BOCA tree model for visualizing branch strengths and gaps.
• Facilitators guide participants through systems thinking and root cause analysis.
• Prioritization is done by looking at the bigger picture, rather than focusing on specific symptoms and gaps observed in one attribute.
• Planning what a Branch can do on its own and shaping a roadmap based on a shared vision.

[Structure]
• The revised matrix includes 35 attributes grouped under 11 thematic areas.
• Attributes are simplified and made more accessible.
• Optional attributes allow flexibility for branches with varying capacities.

[Tools and Resources]
• New excersise such as "Branch Puzzle" helps build a shared understanding of the current situation.
• New "Roadmap" templates support realistic, branch-led planning.
• New orientation materials, facilitation guides, and digital tools are available as outlined above

The BOCA workshop in a Branch typically takes 1.5 to 2 days and involves 8 to 15 participants, ensuring a good mix of governance representatives, staff, and volunteers, adapted to the Branch context.

The process usually unfolds as follows:

1. It begins with the Branch Puzzle exercise, which helps participants build a shared understanding of the Branch’s recent history—what has happened both inside and outside the Branch. As an option, Branches can also develop a shared understanding of the resources they have, including identifying key stakeholders and reviewing changes in the number of volunteers and members.

2. Following the Branch Puzzle, participants begin brainstorming what makes a strong Branch and why different elements must work together. This then leads to the introduction of the BOCA Tree model, which visually represents the 11 areas that define a “strong Branch,” helping participants see the interconnections between foundations, systems, and results.

3. The group then unpacks the 11 areas in depth using the BOCA Matrix, engaging in facilitated dialogue to reflect, discuss evidence, and reach consensus on the Branch’s current level for each area.

4. After scoring, participants step back to observe the bigger picture—identifying patterns, strengths, systemic gaps, and root causes behind the Branch’s current capacity profile.

5. Finally, the workshop moves into prioritisation and forward planning: participants agree on key priorities, shape a shared vision for the Branch in the coming years, and develop a realistic roadmap that the Branch can lead and act on its own.

6. At the end of the workshop, the Branch receives its BOCA Tree with consolidated scoring and a clear Branch Development Roadmap. Both are provided in a designed poster format to help the Branch track progress, as well as in a report format for sharing with internal stakeholders.

• A reporting template is included in the BOCA materials to support consistent documentation of results.

• Facilitators record the agreed consensus scores, as well as key discussion points and reflections captured in the matrix, and consolidate these into the final report.

Resources available to support implementation include:

• Orientation materials – brochure and step-by-step checklists to guide National Societies and Branches in preparing for BOCA 2.0.

• Facilitation guides and materials – sample agendas, explanatory notes, practical tips, and ready-to-use PPT slides.

• Workshop tools – the revised BOCA Matrix, BOCA Tree templates, and Branch Development Roadmap templates.

• Training packages – complete Training of Trainers (ToT) and Training of Facilitators (ToF) materials to build and sustain facilitation capacity.

Yes. BOCA 2.0 is designed to be less resource-intensive. The revised methodology is:

• Shorter – The BOCA workshop at Branch level typically takes 1.5 to 2 days.

• Streamlined – The newly designed Training of Trainers (ToT) runs for 3 days and builds a pool of resource persons within the National Society who can run BOCA workshops and further strengthen internal capacity by delivering the Training of Facilitators (ToF), which has been reduced to 2 days.

BOCA 2.0 is intentionally designed to adapt to different Branch realities, recognizing that Branch structures, mandates, and capacities vary significantly across National Societies.

• It can be applied by intermediary Branches that oversee and coordinate smaller local units, as well as by independent local Branches that operate with greater autonomy.

• National Societies have the flexibility to tailor the matrix by adjusting, prioritizing, or removing attributes to reflect the specific functions, responsibilities, and maturity of their Branches.

• The approach has been tested in Branches operating under different financial models — including self-funded Branches to Branches that rely on NHQ and partner funding/ Branches that are covering large territory to Branches in a small Island / Branches facing large scale programming and operations to Branches run fully by volunteers — demonstrating its applicability across diverse resource environments.

• The Branch Development roadmap and reporting template could be used for National Societies that do not yet have established planning systems.

• If a Branch already has strong planning structures in place, BOCA workshop findings should be integrated into existing planning processes and template rather than using additional stand-alone templates.

• The added value lies in the quality of the discussion, reflection, and analysis generated through BOCA — not in the template itself.

Yes. If such a case, facilitators should encourage integration of BOCA workshop outcomes into existing annual, operational, or strategic planning documents used by the Branch.

Yes. Adding short definitions or clarifications during contextualisation is encouraged. These can help participants better understand the concepts, provided that the core logic, intent, and scoring structure of the matrix are preserved. Some tips for contextualising the BOCA Matrix is outlined in the Step-by-Step check-list

If a National Society is mid-way through the previous BOCA process:

• Transition support is available to help assess the most appropriate next steps. 

• National Societies may choose to complete the current cycle using the previous version or shift to BOCA 2.0, depending on timing and readiness.

• There is flexibility to combine selected elements from both versions during the transition, ensuring continuity while gradually aligning with the updated methodology.

Please contact your closest IFRC National Society Development counterpart for further discussion. 

There is no single right approach to this. National Societies will need to assess what makes the most sense in their specific context, taking into account where they are in the process, available resources, and existing commitments.

Importantly, results generated through the old BOCA remain valid; they do not become obsolete simply because the methodology has evolved.

Possible transition options include:

• Switching fully to the new version immediately, particularly if the process is still at an early stage.

• Completing the remaining rounds using the old version and adopting BOCA 2.0 for the next assessment cycle.

• Phasing in the new version for newly targeted Branches, while allowing Branches already mid-process to complete their existing action plans under the previous system.

Direct comparison should be approached with contextual interpretation, as several attributes under BOCA 2.0 reflect strengthened standards. 

Attribute- and indicator-level comparisons have been conducted and can be made available if required to support deeper analysis. Having said so, National Societies are encouraged to:

• Analyse previous BOCA results qualitatively rather than relying solely on numerical comparisons.

• Recognise that scores under the new matrix may not align directly with previous scores due to revised standards and expectations.

• Use previous BOCA results as a narrative or “story” baseline to understand progress over time, rather than attempting a strict score-to-score comparison.

 

• Tailored guidance and regional support to help adapt the updated methodology to existing Branch Development approaches. Comparison between the previous and the new BOCA Matrix is available upon request.

• Opportunities to refresh the existing pool of facilitators with updated content and methodologies, alongside peer learning through the Branch Development Community of Practice (BDC), which serves as a platform for continuous exchange, troubleshooting, and shared learning.

The BOCA 2.0 Training of Facilitators (ToF) package can also be used to refresh the existing pool of BOCA facilitators who are already familiar with the previous BOCA materials.

For facilitators with prior experience, the schedule may be shortened by reducing the time allocated for practice sessions and instead placing greater emphasis on the new content and revised methodology introduced in BOCA 2.0.

Training of Trainers (ToT) and Training of Facilitators (ToF) serve distinct but complementary purposes in the BOCA 2.0 rollout:

ToT (Training of Trainers) is designed for individuals who will train others to become facilitators. These trainers are expected to have a strong grasp of the BOCA 2.0 methodology, facilitation techniques, and the strategic context of branch development. ToT participants are equipped to deliver ToF sessions and support broader capacity building. ToT typically lasts 3 days.

ToF (Training of Facilitators) focuses on preparing individuals to facilitate BOCA workshops directly with branches. It emphasizes practical facilitation skills, guiding dialogue, using the matrix and tree model, and supporting branches in reflection, prioritization, and roadmap creation. ToF ranges from 2 to 3 days, depending on the context and needs of the National Society

Both are designed to be engaging, practical, and adaptable to different facilitation styles and branch realities.

• With the assumption that the NS will already have planned BOCA workshops immediately after the training, this step has been taken out of the training package to offer a less time consuming and costly approach

• The ToF is in itself highly interactive and contains many practical and practice elements

• If the NS wants to maintain the longer format, it is of course fine for the NS to add a Practice session to the ToF, but this is not a mandatory step. 

National Societies can select and prepare facilitators through the following approach:

• The orientation package (Step-by-Step check list) provides guidance on selecting suitable facilitators, including recommended profiles and experience.

• Selection is encouraged with emphasise on strong facilitation skills, strategic thinking ability, and solid understanding of Branch Development and the local context.

• The BOCA 2.0 ToF process strengthens capacity through role-play, reflection techniques, and systems thinking exercises, ensuring facilitators are confident in guiding dialogue, building consensus, and supporting Branch-led roadmapping

The BOCA 2.0 Training of Facilitators (ToF) package can also be used to refresh the existing pool of BOCA facilitators who are already familiar with the previous BOCA materials.

For facilitators with prior experience, the schedule may be shortened by reducing the time allocated for practice sessions and instead placing greater emphasis on the new content and revised methodology introduced in BOCA 2.0.

Two approaches can be recommended:

• Use secret ballot prioritisation, where participants submit their priorities anonymously (for example, through individual notes), to reduce peer influence.

• If the discussion naturally leads to clear agreement on root causes and priorities, facilitators may decide to move forward without formal voting.

Facilitators can adapt their approach by:

• Allowing more guided discussion before moving to prioritisation.

• Simplifying the explanation of the tree method and using practical examples.

• Providing time for individual reflection before group sharing to help participants clarify their thinking.