Cover Image
close this bookOrganizational Performance and Change Management - Workshop proceedings - October 1-3, 1997, International Institute of Rural Reconstruction (IIRR), Philippines (IIRR, 1997)
View the document(introduction...)
View the documentAcronyms
View the documentForeword
close this folderOrganization of the workshop
View the documentBackground
View the documentSchedule
close this folderOverview
close this folderThe external context of NGDOs
View the document(introduction...)
View the documentGlobalization
View the documentFund sourcing outlook
View the documentNGDO-foreign donor relations
View the documentThe domestic scene
View the documentNGDO strategic responses
View the documentConclusion
close this folderThe internal impetus and imperatives for organizational performance and change management
View the document(introduction...)
View the documentElements of NGDO performance and change management
View the documentOrganizational diagnosis
View the documentChange management interventions
View the documentConclusion
close this folderWorkshop 1
close this folderCritical factors and performance indicators
View the document(introduction...)
View the documentProcess
close this folderCase 1: Sibol ng Agham at Teknolohiya (SIBAT) experience - Performance indicators
View the document(introduction...)
View the documentSIBAT - the early years
View the documentThe network organization
View the documentDescription of experience
View the documentWhat are performance indicators?
View the documentWhat are the tools to ensure responsiveness in changing conditions?
View the documentWhat are the key lessons and insights?
View the documentLessons in networking
close this folderCase 2: The quest for a transformed organization - A review of factors in organizational performance in a christian development organization (World Vision, Incorporated)
View the document(introduction...)
View the documentThe world vision
View the documentFinding a vision for an organization
View the documentAssessing organizational performance
View the documentInsights in assessing performance
View the documentChallenges and issues that affect performance
View the documentA final word
View the documentComments on the cases
View the documentWorkshop outputs
View the documentSummary of discussions
close this folderWorkshop 2
close this folderPerformance assessment frameworks, tools and techniques
View the document(introduction...)
View the documentProcess
close this folderCase 3: Planning, monitoring and evaluation - The PhilDHRRA experience
View the document(introduction...)
View the documentThe change management experience
View the documentHighlights
View the documentFurther learnings and insights
View the documentProcess
View the documentConclusion
View the documentNote
close this folderCase 4: MASAI: Experiences in developing and using organizational assessment tools
View the document(introduction...)
View the documentDescription of experience
View the documentMASAI's evaluations
View the documentThe evaluation framework
View the documentContent areas
View the documentMethods and tools
View the documentThe evaluation process
View the documentOutcomes or impact of the evaluations
View the documentLessons and insights
View the documentKey insights
View the documentWhen would the assessment of NGO performance be considered "successful"?
View the documentConclusion
View the documentNotes
View the documentComments on the cases
close this folderWorkshop outputs
View the document(introduction...)
View the documentFrameworks
View the documentTools
View the documentSummary of discussions
close this folderWorkshop 3
close this folderChange management
View the document(introduction...)
View the documentProcess
close this folderCase 5: Philippine business for social progress (PBSP): Organizational change management
View the document(introduction...)
View the documentTriggering changes within to respond to external changes
View the documentDeveloping a strategic masterplan
View the documentAssessing the financial capability
View the documentSustainability plans
View the documentManaging changes through an organizational development program
View the documentLessons in designing and implementing a change management program
View the documentKey success factors
close this folderCase 6: Pambansang Kilusan ng mga Samahang Magsasaka (PAKISAMA) - A case of PO autonomy
View the document(introduction...)
View the documentVision and mission
View the documentMembership
View the documentMajor programs and services
View the documentLinkages and networks
View the documentPurpose of undertaking organizational development
View the documentDescription of experience
View the documentMethods and tools used
View the documentLessons and insights
View the documentConditions for success (for the autonomy process)
View the documentConclusion
View the documentComments on the cases
View the documentWorkshop outputs
close this folderSummary of discussions
View the document(introduction...)
View the documentPlanning and implementing change
close this folderWorkshop synthesis
View the documentWorkshop synthesis
close this folderCommitments and action points
View the document(introduction...)
View the documentCommitments
close this folderAnnexes
close this folderAnnex 1 - Directory of participants
View the documentNational NGOs
View the documentRegional NGO
View the documentInternational NGOs
View the documentOrganizing committee
close this folderAnnex 2 - Organizational capacity assessment tool1
View the document(introduction...)
View the documentPurpose
View the documentUsing the assessment tool
View the documentOrganizational capacity profile
View the documentOrganizational capacity assessment tool
close this folderAnnex 3: Reflections on Philippine NGO organizational performance and change management
View the document(introduction...)
View the documentObjectives
View the documentImpetus and imperatives for change management
View the documentElements of change management
View the documentOrganizational diagnosis
View the documentGuidelines for internal organizational assessment
View the documentChange management interventions
View the documentAnnex 4: Samples of indicators used by PhilDHRRA in its 1995-1996 social review
close this folderAnnex 5: Globalization: Dominant trends
View the documentEconomic
View the documentPolitical
View the documentSocio-cultural
View the documentEnvironmental
View the documentGlobal sources of NGDO Finance
View the documentOfficial development assistance is declining
View the documentAlternatives to traditional donor funding
View the documentAdvocacy shifts
View the documentExisting mechanisms for direct NGO participation in governance
View the documentAnnex 6: Key points in the preliminary review of the literature
View the documentAnnex 7: References
View the documentManagement and production team

The domestic scene

In the domestic scene, despite the relative political stability, modest growth in the economy and reduction in poverty incidence, in the last five years, the country's fundamental problems of underdevelopment continue to exist and provide the rationale for NGDO work.

The role and priorities of the Philippine government have been changing consistent with political movements brought about by globalization. This development has translated into the privatization and deregulation of some of the Government's functions, i.e., the transfer of some of its socially-progressive roles to civil society and corporate organizations. It has also resulted in the State placing primacy on its economic, over its social, reform agenda.

The administration of President Corazon Aquino created an NGO-friendly environment that legitimized PO-NGDO development work. Since then, the State has allowed for democratized spaces within which NGDOs can operate. This has affirmed that the State is not monolithic, it is not a closed arena of struggle, and those who want transformation could use this arena for their struggles.

The Local Government Code (LGC), the Philippine Agenda 21 (PA 21) and the Social Reform Agenda (SRA) are examples of major avenues through which NGDOs can engage. Some of the existing mechanisms for direct NGDO participation in governance include: local government units, national policy and planning as well as government line agencies, sectoral representation in Congress and follow-up activities to United Nations Summits and international covenants. However, the huge task of operationalizing the PA 21 and SRA remains on the shoulders of the NGDO community because the government continues to emphasize economic reforms to the neglect of social reforms.