Session on Organizational Development for the MPA TWG and MC Panglao, Bohol 9 to 12 am, June 24,...

Session on Organizational Development for the MPA TWG

and MC

Panglao, Bohol 9 to 12 am, June 24, 2011

Session assumptions The composition and functions of the MPA management bodies

have been clarified MPA management effectiveness rating have been determined CFs have formulated their BROPs on how to get their

management bodies to level 3 in the management effectiveness rating

The BROP forms part of a wider Pride Campaign workplan of each CF

There is already a progress monitoring system on the Pride Campaign workplan between the CF and their PPM

The session therefore should focus on reviewing the BROPs and enhancing these

Session requirements

CFs bring with them their laptopsCFS bring with them their BROPsPPMs will have to work with CFs during the

session

4

Session learning objectivesBy the end of the session, participants would be able to:1. Understand the link between ‘theory of change’

and ‘organizational development’ (OD) in the overall context of capacity development;

2. Know the range of practical OD approaches that may be appropriate for MPA management;

3. Review their MPA OD plans, identify OD challenges in implementing the plan and start to think about how to address these within the next 12 months.

5

Expected outputs1. Shared understand of the link between ‘theory of

change’ and ‘organizational development’ (OD) in the overall context of capacity development;

2. Sharing of practical tips on OD approaches that may be appropriate for MPA management;

3. Reviewed MPA OD plans and outcome challenges identified in implementing the plan

4. Different conceptual angles on how to appreciate BROP work plans specifically on how to address the OD challenges to increase probability of success.

Session flowTime Description900 to 940 Part 1: Session Introduction940 to 1015 Part 2: Identifying our ‘boundary partners’1015 to 1030 Break1030 to 1115 Part 3: Reviewing MPA OD Plans and identifying

implementation challenges1115 to 1200 Part 4: Sharing of ideas on how to address the

challenges

Part 1: Introduction

Objectives1.To demonstrate the link between ‘theory of change’ and ‘organizational development’2.To discuss OD approaches that are relevant to MPA management

ProcessPresentation (30 minutes)Open forum (10 minutes)

Theory of Change

KKnowledge

AAttitude

ICInterpersonalCommunication

BRBarrierRemoval

BCBehaviorChange

TRThreatReduction

CRConservationResult

Logic models

I nput s

Activities

Outputs

Outcom

es

Impact

Implementation Results

Resources used to implement activities

Tasks undertaken to achieve outputs

Products and services produced

Changes inKnowledge, skills and attitudes

Intermediat ef-fects of outputs on clients

Changes in behaviour of individuals and practices of organisations

Long-term widespread improveme-ments in society

Changes in lives (envi-ronment)

More control Less controlrol

3. Ecogov/CCEF management Effectiveness Rating Tool – overall framework

ThresholdsMPA concept explained and acceptedSite selected with community acceptance

ThresholdsOrdinance passed and approved by the Municipal CouncilManagement plan legitimized by the LGU.Management body formed and functionalBudget for year 1 allocatedEnforcement activities initiated

ThresholdsCollaborative patrolling and surveillance in place Education program sustained public awareness and complianceFishing effectively stopped inside sanctuary zoneIllegal and destructive fishing reduced outside MPA

ThresholdsEnforcement system is fully operationalPerformance of management body regularly monitored and evaluated with stakeholder participationIllegal and destructive fishing activities stopped inside and within MPA

ThresholdsMPA manage-ment plan and budgetary requirements incorporated in the LGU devt plan sPerformance M and E linked to incentive systemIEC program on MPA sustainedMPA empha-sizes public education, residents advocate for MPA

Level 1 Initiated

Level 2 Established

Level 3 Enforced

Level 4 Sustained

Level 5 Institutionalized

Min 8 pts.

6 months

Min 24 pts.

Year 1

Min 38 pts.

Year 3 Min 50 pts.

Year 5 Min 66 pts.

Year 7

INPUT/OUTPUT

RESULTS/IMPACT

Part 1: TOC and ODLevel Domain of change Examples

Individuals KnowledgeSkillsAttitudeDemonstrated in behavior

Conservation scienceSkills in resource monitoringSeabank mentalityNot fishing inside sanctuary

Organization Practices or group behavior

Regular annual planningRegular carrying out of enforcement activities Regular biophysical monitoringRegular individual and organizational performance reviewRegular documentationRegular preparation of financial reports

Society CultureInstitutions

Conservation cultureDemocratic way of selecting leadersMPA management becoming part of regular LGU structure and systems

Focus of Barrier Removal

Part 1: OD strategiesLevel Domain of change Examples






Conservation cultureDemocratic way of selecting leadersMPA management becoming part of regular LGU structure and systems

Public organizationsUses public funds, mainly people’s taxes

Private organizationsUses private funds and donations

MPA management body basic structure

Policy-making unitTechnical Working Group

Basic functionsPolicy makingFormulation of plansResource generationNetworking

Multi-sectoral, meets quarterly

Implementing unitManagement CommitteeBasic functionsEnforcementBiophysical monitoringSurveillancePublic education

Based on organic structures in LGU but encourages participation of de facto groups

MPA Management Body

Structure should be in line with overall governance structure in the municipality

Governance(will of the people)

Management(enforcing the will of the people)

SOCIO-POLITICAL CONTEXT

Patrimonial-informal Rational-legal

Some features:Very personalisticRelationships are more important than achieving objectivesContracts are always subject to discussionHierarchicalUnpredictable

Some features:ImpersonalRules define everythingContracts are binding as a ruleDemocraticHigh level of predictability

Part 1: OD strategiesLevel Domain of change Examples






Conservation cultureDemocratic way of selecting leadersMPA management as regular part of LGU structure and systems

I strategiesFocused on individual behavior to change organizational practices

E strategiesFocused on the environment to change organizational practices

Part 1: Focus on organizationsLevel Domain of

changePractices (routine) Skills

Organization

Organizational practices or group behavior

Annual operational planningRegular documentation and filing of documents Regular conduct of enforcement activitiesRegular conduct of biophysical monitoring activitiesRegular conduct of education activitiesRegular maintenance of equipmentFinancial management skillsBuilt-in revenue generation schemeBuilt-in performance management (org and ind) system

TechnicalEnforcement skillsResource assessment skillsFinancial management skillsDocumentation skillsFile management skills

Management skillsMeeting facilitation skillsPlanning skillsSupervision skills Performance management skillsLeadership skillsConflict management skillsDecision-making skills

Part 1: Routine organizational practicesLevel Domain of

changePractices (routine) - monthly Skills

Organization

Practices or group behavior

Annual operational planningRegular documentation and filing of documents Regular conduct of enforcement activitiesRegular conduct of biophysical monitoring activitiesRegular conduct of education activitiesRegular maintenance of equipmentExpenditure monitoring and preparation of financial reportsBuilt-in revenue generation schemeBuilt-in performance management (org and ind) system



Part 1: MPA TWG and MC OD Framework

NowLevel 1 and 2

July 2012Level 3 at least?

BROPManagement focus areasManagement planManagement bodyLegal instrumentCommunity participationFinancingIECEnforcementMonitoring and evaluationMaintenance of infra and site development

Key Questions:Who are our partners (individuals) in achieving a level 3 MPA management effectiveness rating?What are the key challenges in BROP implementation? How do we address these challenges to ensure we get to level 3?How do we help ensure that the improvement in organizational practices are sustainable?

Part 1: How do we ensure that our BROPs get our MPA management bodies to level 3 by July 2012?

Stage 1: Review intentional designStep 1: Review Vision/Mission of TWG/MCs and BROPs formulated (desired outcome)Step 2: Identify the groups and individuals we work withStep 3: Identify the challengesStep 4: Formulate realistic strategies to address these challenges

Stage 2: Monitor outcome and performanceStep 5: Develop milestones in the BROP until July 2012 and incorporate in overall M&E planStep 6: Monitor progress made on BROP (monthly?)Step 7: Address gaps in performance

Stage 3: Evaluate overall implementation and plan for the futureStep 8: Conduct MPA management rating scoringStep 9: Conduct action planning based on results of Step 8 to improve future performance

Part 2: Boundary partners

Objectives1.To come to a shared understanding of the term ‘boundary partner’ and its importance in organizational development2.To identify each CF’s boundary partners for the next 12 months

ProcessSession introduction (10 minutes)Individual exercise (15 minutes)Plenary discussion (15 minutes)


Boundary partners are those individuals, groups, and organizations with whom the CFs interact directly and with whom the CFs anticipate opportunities for influencing changes in behavior to effect positive changes in organizational practices within the MPA management body.

Part 2: CFs’ locus of influence

Mun legislative council

Provincial Government National line agency

NGO

MLGU departments

BLGU POs

Other sectors

Policy making unit

Implementing unit atMLGU level

Implementing unit at local level

Enforcement/maintenance Public education

Resource assessment and monitoring

MPA management body

2 1

3

6

CFs


Outcomes describe the behavior, relationships, activities, or actions of an individual, group, or organization that will change if MPA management is extremely successful. Outcomes are phrased in a way that emphasizes behavioral change. They should be idealistic but realistic.


Individual exercise1. Review your BROPs.2. Identify the groups and individuals you will

work with in the next 12 months to achieve a level 3 MPA management effectiveness rating. Place these in the MPA Management body map

3. Quickly share the results in plenary.


TemplateIdentify routine MPA management activities from your BROP (see examples below)

Group and individuals I will work with in the next 12 mos.

Preparation of annual operational plans and budget (for inclusion in the AIP)Conduct of regular meetings at the city/ municipal levelConduct of regular meetings at barangay level

Documentation and filing of minutes of meetings

Conduct of regular patrolling and ensuring logbooks are keptConduct of regular public education activities

Conduct of regular biophysical resource assessmentRegular MPA management expenditure monitoring

MPA management body map

Mun legislative council

MLGU departments

BLGU POs

Other sectors

Provincial Government National line agency

Part 3: OD Challenges

Objectives1.To come to a shared understanding of the term ‘OD challenges’ and its importance in organizational development2.To identify the OD challenges for each identified boundary partner of the CFs.


Part 3: OD Challenges

An OD challenge refers to the lack of knowledge, and skills, attitude and behavior of individuals and the enabling environment (policies, resources, quality of leadership, organizational processes) that prevent these individuals from giving their best performance in terms of carrying out routine MPA management functions.

Part 3: Routine MPA management functionsLevel Domain of

changePractices (routine) - monthly Skills

Organization

Practices or group behavior

Annual operational planningRegular documentation and filing of documents Regular conduct of enforcement activitiesRegular conduct of biophysical monitoring activitiesRegular conduct of education activitiesRegular maintenance of equipmentExpenditure monitoring and preparation of financial reportsBuilt-in revenue generation schemeBuilt-in performance management (org and ind) system



Part 3: OD Challenges templateMPA routine MPA management functions (desired outcomes in terms of organizational practices)

Group and individuals I will work with in the next 12 mos.

OD Challenges (individual)

OD challenges (environment)

Preparation of annual operational plans and budget (for inclusion in the AIP)

Conduct of regular meetings at the city/ municipal level

Conduct of regular meetings at barangay level

Documentation and filing of minutes of meetings

Conduct of regular patrolling and ensuring logbooks are kept and used during regular meetingsConduct of regular public education activities

Conduct of regular biophysical resource assessment

Regular MPA management expenditure monitoring

Part 4: OD strategy map

Objectives1.To come to a shared understanding of the different strategies in organizational development2.To identify OD strategies that the CFs can realistically implement within a 12-month period that they can incorporate in their Pride campaign workplans.


Part 4: Strategy map (from outcome mapping)Strategy Causal Persuasive Supportive

Aimed at individual or group (I strategy)

Cause a direct effectProduce an outputEg. Obtain research, prepare a report

Arouse new thinkingAlways expert-drivenSingle-purposeEg. Knowledge and skills enhancement, training

Build a support networkMentoring/coachingEg. Provision of regular guidance and input

Aimed at individual or group’s environment (E strategy)

Change of physical or policy environmentIncentives, rules, guidelinesEg. Policy change, TOR

Creating a persuasive environmentChange/alter message systemDisseminate info to broader audienceEg. Radio and TV publications, workshops

Learning and action networkCohorts working togetherEg. Research network, MSN

Part 4: Strategy map

1. Review OD challenges identified2. Review BROP developed 3. Formulate practical OD strategies (those that

can be implemented within 12 months) for the OD challenges that has not been addressed by BROP yet

4. Possibly enrich Pride work plan by placing activities under a framework of strategies.

Part 4: Strategy map

OD challenges (type) Practical OD strategies that can be implemented within 12 mos (consult BROP)

35

SummaryHave we achieved the following?1. Shared understand of the link between ‘theory of

change’ and ‘organizational development’ (OD) in the overall context of capacity development;

2. Sharing of practical tips on OD approaches that may be appropriate for MPA management;

3. Reviewed MPA OD plans and outcome challenges identified in implementing the plan

4. Different conceptual angles on how to appreciate Pride campaign BROP work plans specifically on how to address OD challenges to increase probability of success.

Session on Organizational Development for the MPA TWG and MC Panglao, Bohol 9 to 12 am, June 24,...

Documents

Transcript of Session on Organizational Development for the MPA TWG and MC Panglao, Bohol 9 to 12 am, June 24,...