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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


1. Identifying stakeholders


The assessment will of course include all the stakeholder groups of PhilDHRRA as a network. Priorities will vary depending on what the management sees feasible at any given assessment period. For this phase, however, assessment will primarily include the five stakeholder groups, namely the NGO members, PO partners, staff, donor agencies and the Board.

2. Defining modes of consultation

The process shall build on the existing assessment tools and processes such as the use of Key Result Areas for evaluation, staff appraisal tool, and venues like PO Assessment, PRPWs, and Consolidated Assessment Workshops.

3. Setting social objectives and indicator systems

The starting point for a social audit process is for the organization to be clear about its social objectives. PhilDHRRA very recently finalized its strategic directions with clear set of goals where it wants to bring its members and what and how it wants to be involved in the over-all social development process. Its niche was therefore clearly defined with clear set of objectives and indicators. Now, this case study will serve as the network's basis to know whether it is doing something or not achieving anything. It is incumbent upon the stakeholders to formulate their own set of social objectives and indicators in relation to this strategic plan.

The process will not start from zero. The Social Review conducted by PhilDHRRA in 1996 provides the process with an initial list of social objectives for each stakeholder group. These could be deduced from the varied expectations they aired through the report. This shall be the starting point and the social accountant should see to it that these objectives are in consonance with the strategic objectives.

The stakeholders will also set the indicators which should also be consistent with the strategic indicators of the network. Then, the network will not be reinventing the wheel nor create another set of plans and direction that not only it shall not be able to handle but will only further disintegrate the existing PBME process.

4. Consultation and data collection

Consultation will again be done per stakeholder under the identified mode.

For NGO Members. The only possible venue for consultation with member NGOs are the RAs on the GA schedule (except if there would be RAs before the November GA, or there would be no chance within the GA for NGO consultation. In case of the latter, a separate consultation should be scheduled). The social accountant should also prepare the initial data available (e.g., eight-point strategy, summary of stakeholder social objectives based on the social review, etc.)

For PO Partners. PO assessments will be used. The same format for evaluation and subsequent planning format as recommended above may be used.

For secretariat staff. Appraisal periods will be used that should culminate with a forum with the management.

For donor agencies. The assessment will be very relevant for both PhilDHRRA and donor agencies. As mentioned, assessment may be done in caucuses that may be inserted during general assemblies. A separate caucus may be convened if general assemblies seem too tight. Again, the same procedure will be followed.

For board members. A performance assessment meeting may be called before the year ends. The same procedure will be followed.

5. Establishing a social bookkeepings system

If agreed upon, the above matrix (or a revision of which) may be used as a template where all relevant information will be recorded. Hard data will also be kept, but organized in database forms (e.g., staff records, membership database, training records/database, diaries or logs1, minutes of meetings, financial records). The key information should be accurate and complete.

The matrix below may be the likely template to be used. As shown, the social objectives are set and indicators identified, methods of recording should be determined by the social accountant and her/his group to organize the data.

e.g., Stakeholder: Management

Social objectives


Method of recording

To provide relevant staff development trainings

# of trainings provided per work unit

training record sheet
training assessment results

Once the social bookkeeping system has been agreed and set up, the task is to make sure that records are kept regularly and effectively. Regular "social management accounts", the group of sifted accounts that analyze and report on the information that informs and influence the management of the network, like financial management accounts, in their decision making.

Some of this information can be reported as part of regular management reports to the Board. Doing this, with a special item on the agenda "social audit - quarterly report", will ensure that the social audit process is kept in the minds of stakeholders involved. Making these type of summaries of quarterly or periodic information available throughout the network will serve not only to keep people informed but will also help them understand the relevance of social auditing to their interests.

6. Writing of accounts


The internal social accountant will be responsible in consolidating the data into a social accounts report. This implies that data should have been analyzed, interpreted, verified and summarized by the social accountant and her/his team. The external auditor will, in turn, give comments to the written accounts until a final group of accounts are written. If possible, an audit review panel, composed of representatives from stakeholder groups, should review the accounts.

A draft social statement of PhilDHRRA may include:

· statement of PhilDHRRA's mission and objectives;

· explanation of the scope of the social audit process underlying the social accounts for the period in question;

· report on the views of the various stakeholders as to the network's performance in relation to their interests, and the organization's stated objectives;

· mention of indicators, benchmarks and targets used in each area; and

· highlight issues which the network should consider for enhancing its social auditing and overall performance for the future.

7. Publication

Disclosure. The social statement will be published for the public.

8. Use of results

This is most crucial. The accounts, and efforts, will be futile if the network will dismiss them altogether. The results should be used as basis for the succeeding planning and budgeting of the network.