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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
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close this folderOrganization of the workshop
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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
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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
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close this folderWorkshop 1
close this folderCritical factors and performance indicators
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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
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View the documentWhat are performance indicators?
View the documentWhat are the tools to ensure responsiveness in changing conditions?
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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)
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View the documentThe world vision
View the documentFinding a vision for an organization
View the documentAssessing organizational performance
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View the documentChallenges and issues that affect performance
View the documentA final word
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close this folderPerformance assessment frameworks, tools and techniques
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close this folderCase 3: Planning, monitoring and evaluation - The PhilDHRRA experience
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View the documentThe change management experience
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close this folderCase 4: MASAI: Experiences in developing and using organizational assessment tools
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View the documentMASAI's evaluations
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View the documentWhen would the assessment of NGO performance be considered "successful"?
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close this folderWorkshop outputs
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close this folderChange management
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close this folderCase 5: Philippine business for social progress (PBSP): Organizational change management
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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
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close this folderCase 6: Pambansang Kilusan ng mga Samahang Magsasaka (PAKISAMA) - A case of PO autonomy
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View the documentVision and mission
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close this folderSummary of discussions
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View the documentPlanning and implementing change
close this folderWorkshop synthesis
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close this folderCommitments and action points
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close this folderAnnexes
close this folderAnnex 1 - Directory of participants
View the documentNational NGOs
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close this folderAnnex 2 - Organizational capacity assessment tool1
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close this folderAnnex 3: Reflections on Philippine NGO organizational performance and change management
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View the documentObjectives
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View the documentElements of change management
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View the documentGuidelines for internal organizational assessment
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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
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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

Summary of discussions


Figure

A WIDE SELECTION of tools is used by various organizations to generate a clear picture of their performance. A number of factors should be considered in using each tool, such as its internal and external circumstances, its historical context and the size of the organization. Flexibility should be given importance in using assessment tools as organizations are considered dynamic, the tools, static.

The externals include the field realities of a particular project, while the internals include the organization's resource capacities or constraints, such as their evaluation, budgetary and time allocation capabilities for an activity. Major shifts in strategies, programs, approaches, organizational structure were also added to the list of considerations in selecting institutional assessment tools.

MASAI commented on the above considerations by stating that the Fit Model was more appropriate for smaller organizations.

Organizational assessment tools can be mixed with project assessment tools to make more comprehensive assessments. For example, the Fit model can be used to assess the effectiveness of an organization, and the Log Frame can help further by establishing the responsiveness of the program outputs in relation to beneficiaries' needs.

Flexibility in applying and combining data gathering tools is necessary to get the best assessment of the current situation.

A lot of participants shared their dilemmas from their extensive experience in choosing and using performance assessment tools.

The first set of issues raised related to stakeholdership, such as who should largely influence the choice of assessment tool, the donors who funded the subject of assessment or the experts they contracted to do the evaluation? Or is it the NGDO that will be evaluated, or the partner-beneficiaries for whom most of the initiatives have been undertaken in the first place?

Discussions about the nature of the learning organization raised the following issues. If being a learning organization meant being entrepreneurial and tolerant of new things, as well as being willing to take the risks of new practices, how can NGDOs with limited resources bear the cost of the evolution of new and appropriate assessment tools such as the social audit?

How can flexibility or adaptability or the applicability of assessment tools to field realities, environmental and internal, as well as historical contexts of organizations and the capabilities of all those to be involved in the exercise be upheld?