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close this bookOrganizational Performance and Change Management - Workshop proceedings - October 1-3, 1997, International Institute of Rural Reconstruction (IIRR), Philippines (IIRR, 1997)
close this folderWorkshop 2
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

The change management experience

For 14 years, "PhilDHRRA has successfully managed to become a strong network of development organizations involved primarily in agrarian reform and rural development. It became, even to the government and donor agencies, an aggrupation that has to be dealt with. It has successfully prototyped tripartism through its community-based programs (TriPARRD, TriPUD and TriMARRD) that made even some of its partner government agencies test out the same strategy in their other programs. It made a dent in developing technologies and became a pioneer in modeling development initiatives. It did this with its organizational development and human resources development tools and guidelines on gender and development integration to development projects and processes, to name a few. It has been on the frontline capturing opportunities laid out with the implementation of local government code.


It now runs a governance and local democracy project and a provincial strategic development program that capitalizes on the interventions that could be done at the local level in partnership with government units. To date, it started out with its Sustainable Integrated Area Development (SIAD) project in several identified biogeographic areas in various provinces, such as Camarines Sur, Bohol, Leyte and South Cotabato. But also along with these efforts are planning, monitoring and evaluation tools and processes.

PhilDHRRA has always been responsible to several development projects and programs carried out by its member-NGOs. The planning, monitoring and evaluation processes started with the Project Phase in 1984-1989 with Research Communications, Training and Consultancy, Project Development and Monitoring, Link Building and Federation Building activities.

Then came the Program Phase that started in 1989 and continues to date, with the tripartite programs, organizational development interventions, local governance and others. The SIAD phase started in 1997

During the Project Phase, assessments included the use of tools, such as: community information and planning system; NGO project planning; network project review and planning workshops; and regional or general assembly and management meetings.

During the Program Phase, assessment processes consisted of: program review and assessment workshops; productivity systems assessment and planning; tripartite planning, strategic planning workshops; network program review; provincial-level and national-level planning workshops organized every semester using the Process Documentation Research tool; annual review and planning meeting at the secretarial level; and the PO assessment at the program level.

For the SIAD Phase, the assessment activities include: social audit; biannual and annual review and planning; and operation planning.