 | Organizational Performance and Change Management - Workshop proceedings - October 1-3, 1997, International Institute of Rural Reconstruction (IIRR), Philippines (IIRR, 1997) |
 |  | (introduction...) |
| | Acronyms |
| | Foreword |
|  | Organization of the workshop |
| | Background |
| | Schedule |
| | Overview |
| | The external context of NGDOs |
| | (introduction...) |
| | Globalization |
| | Fund sourcing outlook |
| | NGDO-foreign donor relations |
| | The domestic scene |
| | NGDO strategic responses |
| | Conclusion |
| | The internal impetus and imperatives for organizational performance and change management |
| | (introduction...) |
| | Elements of NGDO performance and change management |
| | Organizational diagnosis |
| | Change management interventions |
| | Conclusion |
| | Workshop 1 |
| | Critical factors and performance indicators |
| | (introduction...) |
| | Process |
| | Case 1: Sibol ng Agham at Teknolohiya (SIBAT) experience - Performance indicators |
| | (introduction...) |
| | SIBAT - the early years |
| | The network organization |
| | Description of experience |
| | What are performance indicators? |
| | What are the tools to ensure responsiveness in changing conditions? |
| | What are the key lessons and insights? |
| | Lessons in networking |
| | Case 2: The quest for a transformed organization - A review of factors in organizational performance in a christian development organization (World Vision, Incorporated) |
| | (introduction...) |
| | The world vision |
| | Finding a vision for an organization |
| | Assessing organizational performance |
| | Insights in assessing performance |
| | Challenges and issues that affect performance |
| | A final word |
| | Comments on the cases |
| | Workshop outputs |
| | Summary of discussions |
| | Workshop 2 |
| | Performance assessment frameworks, tools and techniques |
| | (introduction...) |
| | Process |
| | Case 3: Planning, monitoring and evaluation - The PhilDHRRA experience |
| | (introduction...) |
| | The change management experience |
| | Highlights |
| | Further learnings and insights |
| | Process |
| | Conclusion |
| | Note |
| | Case 4: MASAI: Experiences in developing and using organizational assessment tools |
| | (introduction...) |
| | Description of experience |
| | MASAI's evaluations |
| | The evaluation framework |
| | Content areas |
| | Methods and tools |
| | The evaluation process |
| | Outcomes or impact of the evaluations |
| | Lessons and insights |
| | Key insights |
| | When would the assessment of NGO performance be considered "successful"? |
| | Conclusion |
| | Notes |
| | Comments on the cases |
| | Workshop outputs |
| | (introduction...) |
| | Frameworks |
| | Tools |
| | Summary of discussions |
| | Workshop 3 |
| | Change management |
| | (introduction...) |
| | Process |
| | Case 5: Philippine business for social progress (PBSP): Organizational change management |
| | (introduction...) |
| | Triggering changes within to respond to external changes |
| | Developing a strategic masterplan |
| | Assessing the financial capability |
| | Sustainability plans |
| | Managing changes through an organizational development program |
| | Lessons in designing and implementing a change management program |
| | Key success factors |
| | Case 6: Pambansang Kilusan ng mga Samahang Magsasaka (PAKISAMA) - A case of PO autonomy |
| | (introduction...) |
| | Vision and mission |
| | Membership |
| | Major programs and services |
| | Linkages and networks |
| | Purpose of undertaking organizational development |
| | Description of experience |
| | Methods and tools used |
| | Lessons and insights |
| | Conditions for success (for the autonomy process) |
| | Conclusion |
| | Comments on the cases |
| | Workshop outputs |
| | Summary of discussions |
| | (introduction...) |
| | Planning and implementing change |
| | Workshop synthesis |
| | Workshop synthesis |
| | Commitments and action points |
| | (introduction...) |
| | Commitments |
| | Annexes |
| | Annex 1 - Directory of participants |
| | National NGOs |
| | Regional NGO |
| | International NGOs |
| | Organizing committee |
| | Annex 2 - Organizational capacity assessment tool1 |
| | (introduction...) |
| | Purpose |
| | Using the assessment tool |
| | Organizational capacity profile |
| | Organizational capacity assessment tool |
| | Annex 3: Reflections on Philippine NGO organizational performance and change management |
| | (introduction...) |
| | Objectives |
| | Impetus and imperatives for change management |
| | Elements of change management |
| | Organizational diagnosis |
| | Guidelines for internal organizational assessment |
| | Change management interventions |
| | Annex 4: Samples of indicators used by PhilDHRRA in its 1995-1996 social review |
| | Annex 5: Globalization: Dominant trends |
| | Economic |
| | Political |
| | Socio-cultural |
| | Environmental |
| | Global sources of NGDO Finance |
| | Official development assistance is declining |
| | Alternatives to traditional donor funding |
| | Advocacy shifts |
| | Existing mechanisms for direct NGO participation in governance |
| | Annex 6: Key points in the preliminary review of the literature |
| | Annex 7: References |
| | Management and production team |
Process
PhilDRRHA began the workshop by discussing the tools they used to assess the performance of their network. MASAI also shared some of their performance assessment tools. But unlike PhilDRRHA, they presented examples they use to evaluate other organizations and projects.
In Workshop 2, the participants formed two groups regardless of what type of NGDO they represented, and were asked the following questions:
1. What are the methods, tools and techniques used by your organization in assessing its performance?2. What are the problems and limitations in using these methods, tools and techniques?
3. What are the lessons learned in using these performance assessment methods, tools and techniques?
|
|