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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
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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
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
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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
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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
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View the documentConclusion
View the documentNote
close this folderCase 4: MASAI: Experiences in developing and using organizational assessment tools
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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"?
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View the documentNotes
View the documentComments on the cases
close this folderWorkshop outputs
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View the documentFrameworks
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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
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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 synthesis


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THROUGHOUT THE WORKSHOP, issues arose from identifying performance assessment points, using assessment models, frameworks and tools, as well as change management. Two themes, however, appeared to dominate all of these points. What appeared to pose the most dilemmas and challenges and provide the source of most learnings and insightful reflections were questions relating to stakeholdership of development work and to NGDOs being learning organizations.

The issues as far as stakeholdership is concerned were:

· Who among the key players in development work has the greatest stake in the processes of organizational performance assessment and change management?

· Who stands to benefit from, or bear the risk/responsibility/ accountability of, their consequences?

· Who participates and in what form?

· From where should the impetus for undertaking all of these processes emanate?

· Who sets the rules, parameters and standards of, and expectations from, the exercise of these processes?

More specifically, important issues about the stakeholdership of donors were raised. The questions raised were, "What is the evolving role of funding agencies in all of these processes? Shouldn't funding agencies start mainstreaming the funding of these and other processes which are requisites to effective, efficient and relevant delivery of development services by NGDOs, which is what they want, ultimately?"

Still on the issue of donor role, an alternative, albeit non-traditional and rather uncertain, source of funding for organizational performance and change management was pointed out by a representative of the communities: "If the beneficiaries are the reasons for an NGDO's being, then shouldn't they be the ones who should sustain it; that if beneficiaries find an NGDO's services necessary, shouldn't they ensure continuous delivery by paying for such?"

A good proportion of the other issues shared by many participants had something to do with the dilemmas they experienced in trying to be as "characteristically-learning-organization" as possible in undertaking the processes of performance assessment and change management even in the face of their resource and capability limitations.

For instance, if NGDOs are really serious in their intention to continuously learn and improve their performance, it was suggested that they should invest in a Management Information System (MIS) of sorts that would provide feedback on how they are faring. Installing a MIS can address the comparability, measurability and reliability requirements of performance indicators.

But how can NGDOs, who have been known for their inadequacies in research and documentation, money, time and competency-wise, do this? Also, the indicators of performance for the learning organization paradigm do not easily lend themselves to precise quantification because the approach to development engendered by this perspective is largely process-oriented. This was stressed as further complicating the process of performance assessment, both in the indicator development and the evaluation proper stages.

One of the biggest challenges to managing change faced by NGDOs is the task of educating their various constituencies on change itself. This was an issue introduced in relation to NGDOs being learning organizations. It refers to the NGDOs' three-tiered task of introducing and cultivating a change-friendly mindset among their staff that would not risk the erosion of their core organizational values, developing and enhancing their internal competencies for change management, and advocating for funding support for the same among their donor-partners.