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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)
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
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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
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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
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View the documentProcess
close this folderCase 1: Sibol ng Agham at Teknolohiya (SIBAT) experience - Performance indicators
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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
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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
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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
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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
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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

Workshop outputs


Figure

Funding agency group

Assessment points

Reasons

Issues/Gaps

Lessons

Cost and effectiveness

- Scarcity of resources
- Program quality (focus and impact)

Lack of standards to measure effectiveness

- There are experiences on reducing cost without sacrificing quality
- Lack of sharing of database

Reach of the program

For magnitude of impact



Self-governing organization


Relationship among partners

- Self centered/lack of building of strategic alliance


- Vision, Mission, Goal (VMG) realization

Defines reason for being

- Difficult to measure
- Over-projected goals
- Accountability and shared values



- Environment should be catalyzing





- Continuity of livelihood program beneficiary

Creation of more opportunities


There is minimal application of knowledge and skills learned from training


- Relevance to the prevailing situation

Sustenance of basic needs



Program sustainability


Prioritization of program alternatives

No shared understanding of monitoring and evaluation system (donor and beneficiaries)


- Tenurial security for wise management of resources

To create self-governing organization

Non-implementation of sanctions regarding funding is inadequate

Ability to say no to organization


- Capability building of partner organizations

To replicate the program



Improvement of the quality of life (Minimum basic needs standards)

Because beneficiaries are poor communities

Program expectation not congruent with beneficiary capability

Lack of systematic analysis to determine congruence

NGO support group

Assessment points

Indicators

Reasons

Issues/Gaps

Lessons

Sustainability

- Business profitability


Funding agency driven or internally driven performance assessment?

Movement/ stakeholders development


- Financial self sufficiency




Organization

- Leadership (developing second liners, openness, risk taking foresight)
- Active Board of Directors
- Movement building (not for profit)
- Clear movement/phase out of senior staff




Clarity in vision, mission, goals; development agenda; values; philosophy; paradigm

- Clearly defined, vision, mission, goals
- Ownership of vision, mission, goals


Documentation is generally lacking on organizational history. Often this is left with individuals

Documentation of the process of evolution/development to avoid reinventing the wheel. Uphold importance of documentation.

Staff capacity/ human resource development and commitment

- Willingness to take responsibility and risks
- Development of second liners
- Knowledge, skills and attitude level versus job demands
- Staff competence versus needs or partners


Transparency regarding financial standing



- Program

- Efficiency service
- Maximization or resources




Service delivery

Target versus outputs


Compensating individual staff for contributing to organizational performance

Include proposals a budget to cover for increase in compensation.

Responding to needs/service creation



Performance assessment seen as threatening

Performance assessment feedbacking

Management systems

Mechanism for learning in place


Balancing professionalism and volunteerism



- Human resources

- Desire to learn exist





- Financial

- Desire to be more efficient





- Integration / learning

- Ability to look back at one self as an organization




Governance (of Board of Trustees)

Active participation of Board of Trustees/ Board of Directors' development





- Relevance vis-a-vis external and historical context

- Evolving needs of partners


- Changes in external environment affecting performance

- Responding to people's needs/ demands even when there is no budget for it in terms of time and other resources


- Willingness of partners to collaborate/
participate

- External constraints/ situation - Nodal points in one's organizational history


- Efficiency versus effectiveness


Availability of inputs

Funds, frameworks, tools, curriculum, (timeliness, adequency)




Effects/outcomes of services rendered

- Extent of utilization of learning by partners


- Effects/ outcomes level assessments need human, material, and financial inputs thus performance assessment generally focussed on outputs and immediate effects

- Give adequate inputs to guage effects/outcomes


- Cooperative graduating to higher level of organization development


- General: lack of/no clarity on institutional/ organization level assessment points and indicators

- Unify on the use of measure for performance

Operating NGOs group

Assessments points

Indicators

Reasons

Issues/Gaps

Lessons

Strategy soundness

Participative SWOT (Strength, Weakness, Opportunity, Threat) process

Reflects out institutional values

Balance between output and process

Understand/ appreciate personal struggles/ process of staff-value alignment

Efficiency of resource allocation/ generation

Adequency of resource based on project/ program requirements

Credibility as an organization reflects trust for future funding and long-term relations with funders

Balance between care for the staff and caring for the poor/ community


Management capacity/ development of human resources

Equip staff with knowledge, skills, attitude/ commitment. Provide appropriate caring/ compensation

Sustainability and relevance as an NGO

- Difficulty in using/ developing qualitative criteria/ indicators
- Addressing macro policies which are contradictory to micro objectives of the organization

Staff/community participation is key to the success of the strategy goals set

Values - consistency organizational values and individual values

- Staff lifestyle/ performance
- People/ community lifestyle

Maintains membership in network and ensures expansion



Achievement of targets

Modified minimum basic needs




Recognition of other GOs/ NGOs of your work

Invitation of other GOs and NGOs and resource




The assessment points most commonly identified by all groups were:

· cost-effectiveness

· use of resources

· efficiency

· allocation and generation of resources

· management capacity

· program effectiveness

· achievement of qualitative (e.g., improvement of quality of life) and quantitative (e.g., reach) program targets

The following were identified by both the funding agency and technical support groups:

· identifying a mission with external and historical contexts
· self governance
· capability building of partners

The funding agency group additionally identified the continuity of livelihood projects and sustainability of programs as an important performance indicator. This group went on to say that tenurial security and wise resource management determine the chances for sustainability of community management programs.

The operating group gave further performance indicators as:

· consistency of internalization of values between organization and staff
· the organization's human resource development program
· recognition of work by other development organizations
· a sound strategy and organizing process

Finally, the technical support group added that willingness of beneficiaries to collaborate and participate also indicate program and organizational performance.

The participants categorized the performance indicators into three groups. These were those affecting:

1. the network
2. individual organization
3. program/project levels

It was also pointed out that organizational or network performance cannot be taken in isolation of its programs/projects and the beneficiaries they serve. The bottomline of NGDO work should ultimately be measured against what it has done for its beneficiaries.