1 | Page Training on Succession Development for Non-Government Organizations (NGOs) 25-29 August 2014 Topaz 2 Room, Golden Prince Suites and Residences Cebu City, Philippines EXECUTIVE SUMMARY DISOP, an international non-government organization has provided interventions in the Philippines with selected local partners for several years now. In a needs assessment administered the previous year, its partners cited the need for a Successor Generation (SuccGen) Training to arrest the declining trend of devoted social development workers and to revive interest in community work to achieve the ultimate goal of sustainable development. After Typhoon Yolanda and the subsequent relief and response efforts diverted the plan to conduct the training for nearly a year, DISOP, together with the local partners, arrived at a common schedule on August 26-28, 2014 to finally hold the training. The over-all objective of the training is for the partners to come up with a transition SuccGen Plan that will pave the way for them to eventually craft a full-blown SuccGen Plan to be implemented by the respective organizations in the immediate future. Part of the training design required the partners’ to draw an organizational timeline where they recalled significant events that showed the success points, challenges and issues they faced over the years of their existence. Further, they were made to anticipate the facilitating and hindering factors in implementing their SuccGen Plan. They were also made to do an internal assessment of their organization and identify their own strengths and weaknesses and recommendations that would enable them to undertake an effective and successful SuccGen Program. For the partners to have valuable and adequate inputs in creating their SuccGen Plan, esteemed development workers whose organizations have had success in implementing the program were invited as resource persons. Ms. Rosselle Rasay is the current Deputy Executive Director of CODE NGO, a national coalition of the 12 largest CSO networks in the country. Before assuming the post, she was the network’s Membership Development Office. She has been with CODE NGO for 8 years. Mr. Albert “Bert” Aquino is the Executive Director of St. Catherine Family Helper Project Inc (SCFHPI), an NGO based in Negros Oriental. SCFHPI used to be an outreach program of St. Paul University. Mr. Aquino used to be one of the beneficiaries sent to school under the program and when it was phased out, he assumed management of the project. Mr. Edgar Comeros, or Manoy Edgar to friends and colleagues, is a social development stalwart whose affinity with NGOs started way back in the late 1980s when he organized the PhilDHRRA network along with fellow development pioneers, Cris Paez, Dinky Soliman, Alex Benedicto. Jorge Jover, and Bimbo Fernandez. He was also part of the group that organized CODE NGO. Manoy Edgar was the CEO of VICTO, a national network of cooperatives, before he implemented the SuccGen Program in his own organization and turned over the reins to the second liners.
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Training on Succession Development for Non-Government Organizations (NGOs) 25-29 August 2014
Topaz 2 Room, Golden Prince Suites and Residences Cebu City, Philippines
EXECUTIVE SUMMARY DISOP, an international non-government organization has provided interventions in the Philippines with selected local partners for several years now. In a needs assessment administered the previous year, its partners cited the need for a Successor Generation (SuccGen) Training to arrest the declining trend of devoted social development workers and to revive interest in community work to achieve the ultimate goal of sustainable development. After Typhoon Yolanda and the subsequent relief and response efforts diverted the plan to conduct the training for nearly a year, DISOP, together with the local partners, arrived at a common schedule on August 26-28, 2014 to finally hold the training. The over-all objective of the training is for the partners to come up with a transition SuccGen Plan that will pave the way for them to eventually craft a full-blown SuccGen Plan to be implemented by the respective organizations in the immediate future. Part of the training design required the partners’ to draw an organizational timeline where they recalled significant events that showed the success points, challenges and issues they faced over the years of their existence. Further, they were made to anticipate the facilitating and hindering factors in implementing their SuccGen Plan. They were also made to do an internal assessment of their organization and identify their own strengths and weaknesses and recommendations that would enable them to undertake an effective and successful SuccGen Program. For the partners to have valuable and adequate inputs in creating their SuccGen Plan, esteemed development workers whose organizations have had success in implementing the program were invited as resource persons. Ms. Rosselle Rasay is the current Deputy Executive Director of CODE NGO, a national coalition of the 12 largest CSO networks in the country. Before assuming the post, she was the network’s Membership Development Office. She has been with CODE NGO for 8 years. Mr. Albert “Bert” Aquino is the Executive Director of St. Catherine Family Helper Project Inc (SCFHPI), an NGO based in Negros Oriental. SCFHPI used to be an outreach program of St. Paul University. Mr. Aquino used to be one of the beneficiaries sent to school under the program and when it was phased out, he assumed management of the project. Mr. Edgar Comeros, or Manoy Edgar to friends and colleagues, is a social development stalwart whose affinity with NGOs started way back in the late 1980s when he organized the PhilDHRRA network along with fellow development pioneers, Cris Paez, Dinky Soliman, Alex Benedicto. Jorge Jover, and Bimbo Fernandez. He was also part of the group that organized CODE NGO. Manoy Edgar was the CEO of VICTO, a national network of cooperatives, before he implemented the SuccGen Program in his own organization and turned over the reins to the second liners.
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Ms. Luz “Luchie” Almagro-Blanco, who also co-facilitated the training, herself is a SuccGen “baby”. She is currently the Regional Coordinator of PhilDHRRA Visayas. She has been with the organization for over 20 years. Ms. Carmen “Babes” Baugbog, who acted as the main facilitator, is a passionate development worker whose skills and expertise include human resource development, community organizing, and succession development. At various points in over 30 years in development, she was connected with VICTO, Mag-uugmad Foundation, Pagtambayayong Foundation and FOCIG (Fellowship of Christians in Government) including consultancy engagements in international organizations such as German Development Services (GDS), Asean Women in Cooperative Forum (AWCF) and TetraTECH. She also worked for almost 7 years with the United Nations Systems. All the participating organizations were local partners of DISOP. Except for SPPI that was founded in 2001, the rest of the partner organizations have been existing for over two decades. The major common denominator among all these NGOs was that all went through a rise and fall over the years of their existence. Generally, their successes were attributed to capable leadership or management, access to external funds, and committed staff members. On the other hand, their challenges included the lack of business acumen (for NGOs who opted to become more enterprising as a sustainability mechanism), the lack of innovation, limited funds and frequent changes in leadership. The partners expressed the need for continuing staff development and the capacity to manage organizational shifts that threaten their sustainability. The resource persons were generous in sharing their experiences, best practices and learnings to enlighten the participants on what to expect when they do decide to embark on a SuccGen Program. Ms. Baugbog tackled the topics Human Resource Development and Succession Development, Mr. Comeros discussed the Managerial and Leadership Development in Civil Society. Mr. Conrado Brigoli gave a background on DISOP and its development framework. Insightful recommendations from the resource persons were appreciated by the partners. Most significantly, they were advised that they should not be limited by perceived lack of resources to pursue SuccGen. They were encouraged to exercise volunteerism and encouraging the youth to take part and be involved in social development. There is a need to develop the skills of current program heads and tap pioneers who want to give back to share their own. Although SuccGen does mean money, but time will cost more. For now, they have to identify resources and capacities within their own organization and innovate such that these opportunities are maximized. For most of the partners, the most practical way of surviving is to be lean and mean. It is up to them to look for resources that correspond to their mission to improve the quality of life of the communities they serve. Their richness, and the meaning of their existence, can be found in these communities. Accordingly, their organizations should not be about numbers or size. It should be about programs and services. It is a matter of appropriateness and extending the quality of service that their stakeholders deserve. Successor generation may not be for all of them, and they have to consider various models before they can decide whether they must pursue it or not. There are options for movement-building; the strictly organizational, where they look into both internal and external but without clearly identifying the external partners, and the purposive, where they are both internal and external-driven, and at the same time, the external partners’ criteria are clear and aligned with the organization’s purpose, programs and services.
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In conclusion, the partners identified the next steps that will allow them to assess more thoroughly whether they intend to pursue SuccGen. It was recommended that they revisit strategic directions by examining their stakeholders, objectives and plans and take inventory of existing movements around them and reflect on possibilities to be part of these movements.
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DAY 01 AUGUST 26, 2014 Opening Activity Day 1 of the training started at 8:55 AM with an opening prayer led by Fr. Bart Pastor of Foundational Center, Inc (FCI) and the singing of the Phil. National Anthem led by Lorena Dagatan of PRRM. Welcome Address Conrado Brigoli, DISOP Representative Mr. Brigoli recalled that it was agreed in a Catarman training last year to conduct a successor generation training. However, Yolanda happened so plans were diverted, and DRR programs had to be prioritized. Still it was decided to pursue this particular training since it has been originally identified. Mr. Brigoli announced that DISOP recently released an annual report, where some of the partners’ stories were featured. He encouraged them to continue sharing stories, as they deserve to have these stories produced and it is DISOP’s legacy to them. With the Napoles issue resulting in the perception that NGOs are generally questionable, DISOP’s partners can prove that they are different, and they did their job in the field. When the report was presented to the DISOP Board last July 2014, the President even wanted one of the partners to be interviewed by ANC to spread the word that NGOs are decent and are doing a good job in the communities. Mr. Brigoli disclosed DISOP’s plan to pursue a consortium, particularly the governance project submitted and appraised by DILG, that was scrapped because of the Napoles controversy. Along with planned DRRM programs, DISOP is hoping that their partners can have access to this fund. The Belgium government also wanted to reaccredit all international NGOs that operate in different countries. Mr. Brigoli urged the group to pray that DISOP Belgium will be reaccredited. He further encouraged them to participate, find new generation to replace them, not because they are old, but because they want to transfer talent, knowledge and skills. It is hard to find good people, especially if they are not prepared. This has been everyone’s concern for a long time, and they are actually pursuing the successor generation program now. Introduction of Participants Ms. Baugbog said it will be a three-day experiential learning so there is a need to get acquainted with each other. Participants proceeded to introduce their name, and organization. Ms. Baugbog revealed that the successor generation program gave her a perspective on the role of civil society in development work - that in the context of development, civil society is not the only role player, but there are other stakeholders too. She is also a product of mentoring given by people that were kind enough and trusted her capacity, and now, where she is given the opportunity to give back. When a DISOP representative called her for the successor generation program training it intended to conduct, she immediately committed to organize a team and crafted its training design. She stressed that these organizations may need this program, but are unaware how to do it, lack the capacity to develop succeeding generation leaders or have done it already but are doing it by ear. The training was supposed to be done last year, but the natural crisis Yolanda, unfortunately, occurred. The crisis further lent urgency to how NGOs must deal with that kind of challenge, affecting the work of development organizations. The next three days will be joined by other
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partners practicing and succeeding in SuccGen. Among the elements that SuccGen aims to address are transparency, identifying things that work and things that do not work. The best things in life, after all, are gained not only with successes, but with failures. Expectation-Setting Ms. Baugbog distributed meta-cards for the participants to write down their expectations from the training. The color assignment is as follows:
Pink – Process Yellow Green – Content Blue – Facilitator/Co-Participant
Hereunder are the group’s training expectations: Process Content Facilitator/Co-participant Leadership and Management
Development Know the good practices of
developing second liners Processes and principles in
successor generation Experiential learning of
success and even failures How to transition/succession
generation planning Linking successor generation
to sustainability mechanism of an NGO
Tips in selecting successor generation: criteria, qualifications
Ways to determine appropriate successors
Gain new knowledge essential in development work
How to attract/encourage young people to work with NGOs/social development work
Successor generation strategies/strategy of developing successor generation
Clear lecture More ideas to be
learned/Sharing of ideas/Willing to share good ideas
Input/discussion and sharing of experiences
Sharing and lecture Participatory More interaction Living stories/cases Ways to involve all
stakeholders in succession decision-making
A little lecture, more on sharing and discussion thoroughly validating some succ-gen concepts
Group sharing Lecturettes
Active participation/participative
Transparency Facilitative Good time management Active involvement Learn from the experiences
of others especially the successful ones
Learn from others including values, ideas and training strategies
Should be conscious of the time but at the same time, flexible when needs be
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Ms. Baugbog levelled off the participants’ expectations with the planned activities and topics that correspond to each expectation. The participants then counted off from one to three for the organization of host teams. Ms. Baugbog oriented them of their daily tasks, which include timekeeping, making a synthesis with some analysis and recommendations, initiating energizers to make the sessions interactive and assist the facilitator when the other participants look bored, and act as the “shepherd tending to flock”. Training Objectives, Flow and Design Please refer to Annex A for the details. Ms. Baugbog went over the training design for the next three days. On the third and last day, she explained that the partners will only do a transition planning, and not a full-blown SuccGen plan as a way of preparing organization towards actually making a complete SuccGen plan. After a 10-minute coffee break, Ms. Baugbog initiated a workshop to establish the participating NGOs’ organizational growth. The instructions were as follows Kindly prepare an organizational timeline describing the organization:
1) Growth/success points of the organization and the reasons 2) Decline/problematic points and the reasons
She stressed that they do not necessary have to recall all the events from time of birth of the organization, but only the significant years. After the exercise, the participants were made to share their outputs with their neighboring table. Hereunder are the outputs of the Organizational Timeline exercise: Mag-uugmad Foundation Inc (MFI)
1981 1986 1988 1989-1991 1992-1994
1995-2001 2001-2008
2009-2014
Start of Soil and Water Conservation (SWC) Project initiated by Bill Granert funded by World Neighbors (WN)
Project collaboration with IIRR in Sto. Domingo, Albay funded by WN and Ford Foundation *Farmer-based Extension
Birth of MFI SEC Registration
Integration of Health Program (Primary and Reproductive)
Integration of more livelihood projects Projects funded by GDS, PACAP *2nd Crisis
Retirement of first ED Decline/End of WN and Ford Foundation grants
New donors Internal resource generation increased UNDP-SAROIC SIAD Antique – ANIAD UNDP-Badian
Income generation “nagkagamay” (decreased) DISOP HEIFER FPE LGU Special Projects Feed CEBO Integrate DRRM
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Integrate SWM Local Governance Expansion to So. Leyte and N. Samar
Luntiaw Mindanaw
2002-2003 2004-2006 (Progress)
2007 2009-2013 2014
Registered with SEC Thrust: Women’s Health Laying the ground in Bukidnon
New partnership with Congressman Guingona Corporate social arm of real estate (funds source) Accredited with PCNC New partners Start: Micro-finance work/program
Hired new program manager Expansion in CARAGA
Spin-off – Bukidnon (Abag Kalabuan Inc) managing micro-finance Luntiaw focused in Agusan Norte
Strengthened Board New partnership with HEIFER and DISOP
2002 ED wanted to pursue foreign studies/new leadership Old staff were terminated Hired new staff
2004 Many projects to manage One senior staff died One senior staff was fired because of anomaly
2007 Stretched manpower Problems of manageability Repayment problems due to perception of “government funds”
2009 Limited funds since no more PDAF Senior staff considered as second liner committed anomaly
2014 New staff hired needs further capability
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SPIADFI Timeline Organizational Events
1986 – 1998 Birth of SPIADFI-SEC-registered PBSP for 5 years fully-funded administrative expenses Programs:
CBCRM – PBSP APHD – SA DOLE Livelihood Projects PMS – School buildings Hired 8 staff RAFI Livelihood support
BOT Honorarium P200/month
1998 – 2000 Problematic Stage
1) Ended support from PBSP 2) DOLE massive collection of the loan 3) No more staff (paid) 4) Exec Director – resigned and ran for mayor and won 5) 3 staff rendered voluntary services but continue attending network activity
2001 - 2014 PhilDHRRA with GDS made a strategic plan Hired 3 staff, 8 staff GDS funded for 5 years admin cost Programs:
CBDRM UNDP JFPR CODE NGO DISOP HEIFER Own lot and building BOT honorarium (from P200 to P500 a month) Purchase another lot for training center/learning site ATI DOLE LGU DA
*delinquency micro-finance
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SPPI Purchased house and lot Continued Continued (as office) 2012 2012-2014 2014-2016 Registration June 2008 ICCO funds DISOP Proposal Sept. 17, 20017 ICCO Proposal continued approved approved 2010—2012 2011-2013 2008-2009 Jan-May 2008 Due diligence
Problematic with funds with PACAP PLAN
Manual of Operations – approved by BOT Regular BOT quarterly meeting Regular Annual Incorporators’ Meeting
PRRM-Camiguin
Growth PRRM entry in Camiguin implementing 3-year REFO Project funded by IPADE-AECI
Hired 12 staff Organized 3
upland barangays CB-REFO
SIGNIFICANT FUNDING PARTNER
3-year Program Camiguin Sustainable Island Development
Increased organized barangays from 3 to 15 barangays
30 staff Asset-building
and lot
Development of micro -finance
Revival of funding partner – partnership with DISOP for CB-CRM Project
Increased number of staff
SE developed
Decline/
Problematic
No more ODA funding
Declining endowment fund
Decreased number of staff
Un-maintained POs/areas
Year 1994-1997 1998-2001 2002-2010 2011
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Foundational Center Inc (FCI) Positive Foundation
Registration
Real Campus Kindergarten PCoop STCDDCFI Staff increased Brgy 104 Paraclete Complex
CGLC PMPC Brgy 104 Housing in Brgy 62-B
STDCFCI Abucay Campus Paraclete Socialized Housing in Brgy 104 PAD/P CBHEP CBFM with DENR Birth of new leaders
PCNC Registration
FCI Silver Jubilee
STCDCF Inc DISOP PIFDP 2008-2016 Areas: Leyte, So. Leyte, Samar,Biliran, E. Samar N. Samar Partners: WVI, PhilDHRRA, NAMFREL Leaders trainings, seminars and workshops Sectoral groupings Paraclete Family Rural School Partners: DepEd, TESDA
NGO Donations Reconstruction Rehab-Livelihood Rebuilding Partners: DENR, DA
Timeline 1978 1983-84 1986 1992 1998 2002-2003
2007 2013-2014
Negative Death of Incorporators/ Aged Member s
Split break-up F2 core leaders and some members left the organization
Staff decreased
Yolanda Some members perished
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Soil and Water Conservation Foundation, Inc. (SWCF) Staff trained by SWCF hired agencies Start coop dev’t Diverse funding Coops federating for brgy projects donors (int’l and local) in Bohol
- Biodivesity MWDA to CUSW Influencing PACAP conservation and DISOP programs integrated to SEC Staff training for integrated NRM DepEd curr. Registration built into - Birth of (March 1988) the proj. working with Watershed tour DepEd (31 Good and starts schools at effective staff present) training design Rotary Project 3 watershed Became trusted PACAP FOCAS 2005 Projects partner of PACAP (US$900T) UNDP/PTFCF Awardee First PACAP project DISOP 1998
PCNC Accredited
EC Project - 2008 Youth Internship (P43M) Project
Establishment of BBC 1988 1995 2000 2005 2009 2016 No management Delayed Bohol Funding system especially funds from micro-finance shortages finance DENR not successful Conflict with Donor fatigue Did not know LGU-Cebu City shifting of funds how to save to Eastern Europe, Africa from projects Piece meal income- generating activities Kept project staff No adequate staff to longer than project period manage micro-finance and other IGP Board members minimally active
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Processing 11:35 AM – 12:00 PM The major commonality noted during the sharing was that all the participating organizations went through a rise and fall over the years of their existence. For the things that gave them rise and continuously made the organization a success, the following were identified:
Leadership Dependency on external funds Project success Credibility as an organization Staff members – trainings for staff, second liners
For the challenges and difficulties they faced, the following were lamented:
Lack of business acumen – as NGO, we started going into business/be more enterprising
Innovation – opportunities outside/demands, need for organization to innovate (experience: from hierarchical to cell-type)
Temptation of money, compensation for staff , because of limited funds Change in leadership, personalities (new leaders may come in with the same
vision, but different interpretations of it), change of Board Members Ms. Baugbog tried to capture the highlight of the sharing as follows:
Success: Responsive changing context Organizational structural sustenance Clear statement of systems of procedures Financial sustainability Continuing staff development (technical, second liners)
Challenges:
Complete change of staff Staffing gaps and lacks Programmes vs staff competency Nature of organizational shift (1. Social Devt -> Eco. Devt-> Sustainable Devt;
2. Political Arm->Social Devt->Eco.Devt; 3. Social Devt->Eco.Devt-> Sustainable Devt –> Emergency Response; 4. Spiritual/Religious->Social Devt ->Multi sectoral)
Conflicting perceptions of others on NGOs
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Organizational Sustainability (see Annex B for powerpoint slides) There are many elements that promote organizational sustainability. One such element is continuing staff development, which leads to a nature of organizational shift and assessing staff competency vis-à-vis programs. Most NGOs were able to address organizational performance per se; what needs to be addressed now is human resources. The best capital in social development work is people. There are two perceptions that precede this: come up with the vision and bring in people or bring people in first and let them create the vision. For Ms. Baugbog, this is the same and not separate from each other – it is only a matter of when they start crafting the vision. Regarding nature of organizational shift, Fr. Bart shared that FCI started as spiritual religious, then as an NGO, then social development and education and now they are in many other things. He believes that the factor going for them is in their sustainability. Because they started as a religious community and was recognized as NGO with family values and no political connections, there is nothing to taint their reputation. People generally have confidence in them because of their religious nature. They have received donations from church-based communities and continued to implement projects that have contributed to their sustainability because their staff, partners and communities share their vision. Ms. Baugbog agreed that value-laden organizations are often perceived trust-worthy. She proceeded with her presentation.
Global challenge Financial crisis Climate change and environmental degradation
Crossroads NGOs can never hope to benefit more than a few favored localities Self-reliant villages development initiatives when local and private organization
linked to support development system
Effects of Phil NGOs on financial crisis Coping mechanisms of Phil NGOs NGO’s sustainability defined Good practices on NGO sustainability
Ms. Baugbog reiterated the need to address the needs of people in the organization. After all, it is the people that are the very important element in the sustainability of the organization. Ms. Chona Mapano noted that most good practices came from national NGOs and wondered whether there are experiences of small NGOs that managed to sustain them. Ms. Baugbog stated that if you’re already a small organization, there’s tendency to grow big. On the other hand, PRRM is already big but they decided to go to local areas, and evolve in structure that is manageable and local. They transformed themselves according to their vision. Another example is MFI, which may be small but they have a network, and partners, reach and coverage, so they
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became big. We may have to look for other concrete cases though, that are small and have managed to sustain. Lunch break was called at 12:00 PM. The session was reconvened at 1:10 PM with an energizer initiated by Host Team 1. Ms. Baugbog facilitated another exercise whereby two groups were asked to write down their understanding of Human Resources. Hereunder are the outputs: Group 1 Group 2
IS IS NOT IS IS NOT Resource Capacity-building Important Structure Investment System capacity Graduated/scaling up Process Critical Sustainability Sensitive to needs Strengthening Strategic HR sensitive Trust Source Forward-looking
A one-shot deal Simply training
people Easy Hard A problem Just the role of
ED
Character Staff Community Participatory Challenge Service Development tool Knowledge
management Inclusive Sharing Staff development Time management Empowerment Future generation-
oriented Value Us Gender sensitivity
Monopoly of one Competition Money Hard work of one Jealousy Envy Only money About me
Human Resource Development Carmen Baugbog 1:30 – 2:55 PM According to Ms. Baugbog, Human Resources is a systematic way of choosing the right people in the right place at the right time. Ms. Baugbog elaborated on the topic with a power point presentation that highlighted the following: (Please refer to Annex C and D for the complete presentation)
HRD Defined HRD Elements Relevance of HRD in NGOs HRD Core Beliefs and NGOs Strategies HRD Framework
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Staff Management Performance Performance Management System Staff Performance Steps Staff Training and Development
The plenary further discussed the following:
Succession generation is not independent, it has to start with a good vision and strategic development direction in line with its sustainability. Furthermore, it is part of human resource development supported by a strong organizational development. You can have a robust organization, but it might not be sustainable. Case in point, are big NGOs that were affected by Yolanda. After the typhoon, their assets ran out, most of the staff were victims of typhoon. Some even closed down and they had to rebuild, along with the communities it served.
The paradox is limited funds are allocated to training and development, and even fewer
donors support staff development trainings. We have this belief that for as long as we have programs, we can sustain our staff. Ms. Baugbog cited an example wherein an organization managed to keep savings from a project, but because they were concerned about their staff, they extended their employment.
This validates that successor generation is always intertwined with the sustainability of the organization. Ms. Baugbog facilitated another exercise where the group was made to determine whether the statement was “True” or “False”:
1) Every staff/personnel in the organization has the capacity to learn on their own thus there is no need to process this learning.
2) Allocating staff development in the annual regular budget is optional since it is more
important for the NGO to spend on the salaries and operational cost
True – it is optional because there are NGOs that don’t have enough money, you have to prioritize where we will allocate the funds
Spending for salaries is the essence
Even if you spend for salaries, but you don’t spend money to train them, they are
not competent to do the work, it can be a danger for the organization
The assumption is training will cost the organization money. It doesn’t have to mean getting trainers from the outside, you can have old staff train new staff. It does not have to entail a large cost. It does not mean you have to allocate. One of the challenges of many an organization, business or otherwise, they tend to think that
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investing in people is not worth it. We want organizational sustainability, all programs and systems cannot succeed without capable people running them. The discussion should be on budget priorities.
3) The group found the statement to be true.
4) The group found the statement to be true.
5) HRD is one of the sustainability strategies of the NGOs – All true.
The group further discussed the performance management system (PMS), at this juncture. According to Ms. Baugbog, it is important to have a regular PMS because your SuccGen program is anchored on a strong and working PMS. It would be easy to identify the second liner and you understand who potential candidates for promotion are. You can have candidates based on your own perception, but it is different when you can identify a candidate backed by evidence and capacity to deliver outputs. Ms. Corpin wanted to find out how to design a PMS reconciling the work plan. Ms. Baugbog explained that a staff basically has a work plan with expected outputs. Before you have activities, you have to have objectives. When you are developing your PMS, that can be your first vertical line - what are your planned activities, when do you plan to accomplish them and how do you intend to accomplish them. The Outputs must be S-M-A-R-T. There is a tendency for us to do a workplan, but not an individual PMS. To further contextualize the successor generation program, Ms. Baugbog illustrated the following:
Organization Sustainability
(Vision, Mission, Goals) Values and principle
Fiscal Management Human Resource Development Values Development
Training Development Organizational Development
Staff performance system
Leadership Management Development
We need to develop our leaders and managers in order for them to perform the required tasks. The next challenge is ensuring that they are performing their tasks while developing the second liners. The training continuum for communities is relatively easy, from basic to consultancy. For technical
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capacities, not much has been developed. There is staff development continuum for some organizations, i.e. Soil Water and Conservation and FCI, but in general, we still lack formal staff development program. Furthermore, career path is very important. Successor generation, after all, is developing leaders not for the current but also for the future. Ms. Granert of SWCF said that the illustration is a perfect world, but we have to take a look ourselves first. We have survived for many years, but in a situation like ours, it is difficult to develop a foot soldier if their tenure is project-based. If not for funding agencies, we would have lost valuable people. It is ideal if our experience is paired with great savings. Some NGO managers are not keen or do not have the capacity to earn from themselves. Resource generation is a tremendous job. Mr. Granert added that some managers’ experience is basically on the field. They may be novices at project management, especially the financial role. That’s why we are able to partner and grow with the staff we are mentoring at minimal cost. Ms. Corpin shared FCI’s experience since 1978. They have been mentoring from the inside on values, and the commitment to the organization is what they are building - values development because of the commitment that was placed as seed, as well as the family approach. Even if they do not share the same family name, they are still called a family because we do programs together. The core members of the organization are still there. Fiscal management, whether from project funds, managing fiscal conditions is a talent. In order to have a generation of successors, they have inculcated into their children that they will follow our footsteps in the organization. Fr. Bart admitted that the terms used in the session are “greek” to him. When he talks about trainings, he would relate it to the Bible. The values have always been spiritual and go back to the… Scriptures. When we talk of organization, it is in the context of family. When we talk of training, it is in the context of discipleship. We are not talking about our organization as relying on external funds, because we are a family, we have to take care of our funds, we have to be sustainable. Our existence does not depend on funding agencies, we are not dictated by their terms and how long the project will be. The staff, along with the communities, were trained on family values as well as technical. We send Annie to technical training, and when she came back, we combined her learnings together with the spiritual and religious. Fiscal and performance appraisal. Values and Biblical based, that’s where I come in. We work together hand in hand. It has worked for so many years. We have people who are committed and motivated. They are not into it for the money. A participant suggested that we look into size of organization. The bigger you are, the easier it would be to survive. We cannot give absolute answer to the dilemma of civil society on successor generation, there are different ways of approaching it, but it will only be successful, when you begin to understand what is the core of the organization and understanding who you really are. Ms. Baugbog added that when you understand the core of the organization and understand who you really are, you can replicate, because that is something you are going to cascade. Some organization identify not only their vision but their core values, and the values are what they are going to transcend. This is why we define or go back to who we really are. Further, she said that this framework helped other organizations prepare and make their lives a little easier. It is purposive. It is up to them if they want to adopt this. Just make sure that the essential principles are there – that you know who you are as an organization, who are the people
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within the organization that share your values, where you want to go, how you transform current staff qualifications - to be able to address future needs. Personal visioning is also relevant. Your vision five years from now may no longer be what the organizational vision is or may not be responded to. On the other hand, some NGOs totally deviate from their original vision. If we are a democratic nation, NGOs will no longer serve its purpose. As long as there is inequality and poverty, NGOs are still relevant. NGOs will have to “force” themselves to still be relevant. Ms. Joelyn said that for us to forever stay in the community, we are not doing our job. But there are programs whose torch cannot be carried, so we adopted the trend and the needs of the community and responded with specific programs. It is a matter of looking ways to adopt, not necessarily self-destruction, but going towards a more responsive service to the community. A framework is not confined, but will hopefully just help maintain your core. In terms of sustainability, human resource development is one of the core strategies, it has to come together. There has to be a systematic PMS because it will help you in the development of leaders and managers and not just for the current needs but for future needs. A healthy organization is an organization that, even when the managers and leaders in the operations have to move on, there is a capable replacement for the organization to survive. The framework does not tell us that it is the right thing to do – it is a guide, and the bottom line is we need to assess ourselves. We can develop a framework that is more appropriate for us. The group took a coffee break for 10 minutes. Managerial and Leadership Development in Civil Society- an Overview Edgar Comeros 3:15 – 4:50 PM Mr. Comeros found the concept of NGOs self-destructing interesting. On this note, he began his presentation by singing some lines from the song from Les Miserables, “Do you hear the People Sing?” He is here to share not to lecture but to share what happened to him and his organization VICTO. He admitted it was a long and painful process. After letting the participants hear the song, “Imagine”, Mr. Comeros expressed hope that, even with all the negativity surrounding social development work in recent times, “someday, you will join us.” Mr. Comeros said that VICTO was the first NGO to implement a successor generation program. He is a SucGen survivor. He recounted how he started in development work, with coop the most viable institution. He disclosed his personal journey from his time with VICTO, in Afghanistan and his current project with Nigerian students, where Social Engineering, is the focus. He then went on with his presentation. Hereunder is the outline: (Please refer to Annex E for the complete presentation):
Introduction
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Outline Key Characteristics Case: VICTO VICTO’s Context Development Paradox Consequences The Russian Doll Metaphor VICTO’s Financial Sustainability Framework The Shifting of Development Paradigm Movement Building / Organizational Strengthening (MO/BS Framework) Operationalizing MB/OS Background: The Successor Generation Program of VICTO
Learnings from the Story, “The Peacock in the Land of the Penguins” VICTO’s comfort zone was affected. In any organization, you can never force for everyone to be the same. You can only trust that it will happen. That is the lesson of diversity within the organization. The Russian Doll Metaphor The transition has to be managed. When VICTO started this, there was no template. They just decided to the program, but it had to be managed and led, and the manager who managed and led it, would eventually leave. The group decided to put on hold questions until Mr. Comeros completes his presentation. For purposes of continuity, Ms. Granert suggested that Mr. Comeros continue his presentation at 9:00 the following day. After a closing prayer, Day 1 ended at exactly 5:00 PM. DAY 2 AUGUST 27, 2014 Day 2 opened with a physical exercise Ms. Granert, as member of Host Team 2, initiated. Fr. Bart followed with the invocation. For the recap, Ms. Granert shared the following insights:
Timeline activity forced the group to look into their own organization, especially the low points and weaknesses and decide how to go about them.
The meaning in a participatory method using collective genius of the group. Free-flowing exchange of lessons, ideas, as opposed to usual lectures. There is a strong message for NGOs. In order to survive, there are three factors:
people, strong, committed leaders of organization and the knowledge of members
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where they want to go. Passion will not go anywhere without resources, and resources are useless if you do not have a system and process to go with them.
The VICTO saga is not finished but the following lessons were learned: - If you want to attend meeting in a mosque, be late. - If you are flying an aircraft, tell the pilot to fly high. - NGOs will never run out of trials as long as they do not run out of dreams.
Ms. Corpin added that the reason for being NGOs was confirmed. The first activity (Organizational Timeline) was a good way at looking back at our organization – where we started, where we are now, what we have done and accomplished. It was good to see the mirror of ourselves. Ms. Baugbog acknowledged the presence of the newcomers, Ms. Roselle Rasay of CODE-NGO and Mr. Bert Aquino, PhilDHRRA Board Member and Executive Director of St. Catherine’s Family Helper Project. Ms. Baugbog also reviewed that when discussing the sustainability of the organization, an important element is people who share a common vision. NGOs generally categorize three components of their human resources: staff, leaders and stakeholders. The HRD, besides the aspect of sustainability, needs a staff performance evaluation system, for us to know specifically what are the present qualifications and competencies of our people. Other organizations not only have staff competency systems, but also Board competency systems. NGOs are also strong in capacity-building for partners. There are pool of resources that DISOP can tap if they further want to push successor generation. HRD has to thrive in a very good environment. There was also a discussion of the possibility of NGOs self-destructing, but for as long as there is poverty and inequity, their continued existence will be necessary for the sustainable development. According to the story of VICTO, there were challenges in the context of development. The question is if we want to stay like this. We then consider what we would like to see or be in the next five years. Once we have the strategic visioning, that is when we think of the people, and the resources necessary to keep them. Ms. Baugbog further reviewed the framework of organizational sustainability. It was updated such that management and leadership will now have two components: current and future, successor generation and succession planning. Since there were no clarifications, Ms. Baugbog then presented the framework of a successor generation. Succession Development for NGOs: an Overview Carmen Baugbog 8:50 AM – 9:00 AM Please refer to Annex F and G for the complete presentation. The outline of the presentation is as follows:
Definition of Succession Development
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Framework Elements of Succession Development Potential Performance Matrix Example of Leadership Gap Analysis Methods on Successors Development
To conclude her presentation, Ms. Baugbog stressed that we are all fortunate that different types of learning are now made available in various platforms that are very easy to access. This will invariably help develop a successor generation plan. She then called on Mr. Comeros to continue his presentation which is the meat of the entire seminar. Continuation of Successor Generation Program of VICTO Edgar Comeros 9:00 –10:00 AM
Wisdom of Cory Aquino The SuccGen Process The Leadership Transformation Model 7 Metaphors of Leadership Transformation Model Strengths and Weaknesses of the Successor Challenges and Opportunities Job Preparation Financing during Transition Transferring power: Factors and various “voices” The Facilitating Environment Successor Generation Plan Executive Team Components CEO Terms of Reference (Internal Functions) CEO Terms of Reference (External Functions) Responsibility Area Matrix (Mission Statement-based) Management Team Mechanisms
Mr. Comeros’ presentation included the following highlights:
This is the essence of successor generation - the leader must have the attitude of letting go and trusting the people under his leadership. Leadership comes with it the poison of entitlement. You want to stay forever and get all these things. If you think you are entitled, then get out of the system.
Mr. Comeros admitted to possessing a fear of letting go. Fear of not knowing who will
continue being the keeper of the covenant, to keep the organization going. That facilitated the whole program was the people and organization was behind Mr.
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Comeros. He went through feeling of loss – loss of social contacts, loss of the sense of belonging.
VICTO used to be allergic to the term “profit”, but later realized that profit helps to
provide better service. Mr. Comeros elaborated on the current set-up of VICTO, where ex-CEOs protect the
commitment to not allow the current CEO to fail. He relayed how the successor generation program further proved successful for the organization which led to Ms. Ched Castillo being the current Administrator of the CDA. You must be the change you want to be in the future.
Mr. Comeros said that his commitment of being the keeper of the covenant. He concluded his presentation by quoting a poem by Archbishop Oscar Romero, “A Future Not Our Own”. We need each other to keep each other going. Whether you believe you can or you cannot do it, you’re probably right. A coffee break was called at 10:00 AM. After 20 minutes, a talk-show type panel discussion was set up to provide the participants the opportunity to expound on issues and concerns that they would like to expound on. The discussion was co-facilitated by Ms. Luchie Almagro-Blanco, PhilDHRRA Regional Coordinator and Ms. Carmen A. Baugbog. The panel was composed of Mr. Comeros, Ms. Roselle Rasay, Deputy Director of CODE-NGO and Mr. Bert Aquino, SCFHPI Exec. Director. Panel Introduction Ms. Roselle has been with CODE NGO for 8 years, the first 7 as Membership Officer. CODE NGO is a national coalition of the 12 largest CSO networks in the country. These members represent 1,600 NGOs, POs and cooperatives all over the Philippines. They started the SuccGen from 1999-2001, by picking up and identifying leaders from the network members and providing capacity-building for them. When the program ended, they came up with new mechanisms to continue it. Mr. Aquino is from Dumaguete. His NGO SCFHPI operates in Negros Oriental and Siquijor. Their biggest program is CRM. It used to be an outreach program of St. Paul University. Under the program, it used to be for foster parenting, an affiliated project of CCF. He was one of those beneficiaries sent to school and it was phased out, he assumed management of the project. Mr. Comeros’ affinity with NGOs started when he was one of the organizers of PhilDHRRA with Cris Paez, Dinky Soliman, Alex Benedicto. He was also part of the group that organized CODE NGO. It was CODE NGO who sponsored and organized the workshop for SuccGen in Baguio. Some of the seeds of that seminar was planted in several NGOs, VICTO being one of them. He also helped convince SCFHPI to join PhilDHRRA. Ms. Almagro-Blanco herself is a SuccGen “baby”. She, along with Mr. Aquino, participated in the SuccGen Program II of CODE-NGO. Only a few of them have remained since then.
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SuccGen Program Experiences Ms. Roselle then discussed how CODE NGO is pursuing its current SuccGen Program. They had three batches of fellows who were part of the pioneering program, which focused on the important role of a leader of a network/ED. The network’s vision of a leader is one that is a visionary, advocate, synthesizer of information, innovator, and keeper of the covenant. The pioneers developed the program as a sense of passing of the torch to the next generation of leaders. The findings around that time revealed that pioneers of development work have been overworked or looked for careers elsewhere, even crossing over to government work. The impetus to develop the SuccGen program came from the Board. The components included: formal courses, mentoring, and by the end of the program, the fellow had a commitment to apply their knowledge to their organization. When the funding by Ford Foundation ended, CODE experimented on certain innovations: actual mentoring, peer assist for OD matters, consultancy. Mr. Aquino contextualized their situation was different compared to other NGOs. SCHFPI was an outreach program funded by an international donor. When the funding ended, it spinned off as an independent organization. They implemented SuccGen in the interest of two things: to produce quality leaders for the organization and produce leaders for society, even outside of SCFHPI. This program exists not just to sustain the organization, but to influence society. Their module of SuccGen may be similar, history of organizing, CO-CD, relationship of country’s history to current work in nation-building. They felt that if they cannot understand the historical perspective of country, they would not be able to come up with direction on what they want to achieve for country. The program required high quality of people who have potential to be leaders, who should be trained as program managers and different perspective for the Board. Since then, they developed people who were doing efficient work within organization and outside. It may be weird, but they practiced very aggressive effort in putting good people in correct places in other agencies. They had eight good staff that they helped position in LGUs, believing that they can influence government by putting good people in government. It was perceived as “pirating”, but it was originally the intention. They had periodic meetings to assess how they were able to apply their learnings from SCFHPI and to what extent they used the principles and skills were utilized. The program was sustained for 10 years. They also had funding problems though, like CODE NGO. They did not see it as just passing of the torch, but a passing of the gift. This gift of wisdom and knowledge that they have developed over time, must be passed to the next generation. SCFHPI accepts the reality that not everyone in your organization will stay with you forever. The point is how they can share and transfer this influence and how they can give back to the organization to enrich them. Mr. Comeros recalled the goals of VICTO’s own SuccGen Program. First, they want to keep good people that they have invested much on. This can happen if they understand that they have a future with the organization. SuccGen is also a tool to increase the financial capability of the organization. Third, is understanding the need to improve the programs and systems of the organization. What used to work may not be applicable now. In this time and age, you will lose to competition if you do not improve your systems. You cannot expect to keep people this way. Crossing over is also very real. The point is, there is a need to multiply ourselves, and at the same time, give way to others to become the new leaders to replenish the capacities and skills. SuccGen must be incorporated in the HRD program. It is also the key to sustainability and survival.
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In a recap by Ms. Baugbog, there is a noble intention to be part of changing society. It is the active engagement of stakeholders and cultivation of people inside the organization. SuccGen is internal and externally-driven. Ms. Almagro-Blanco asked the panel what is the role of the Board and the key functions required in ensuring that the Program is being pursued? According to Ms. Roselle, fortunately for CODE NGO, it was the Board who initiated and developed the program itself. They collectively defined and clarified the roles of the leader, and there was a participatory process in that the member networks identified who their nominees and second liners are. This is to ensure that there is ownership in the success of the program. For VICTO, the mandate did not come from the Board, but from the staff. But because there is an atmosphere of transparency, this idea was shared to the Board. The Board come and go, the staff do not, so it was logical so Board’s role is purely oversight and provide financial support. Role of network is important because they must accept that it is responsible to fund it. It is management role to inform Board that they cannot rely on external funding. Once you reach breaking point, that’s when it gets critical. The Board then takes care of relaying to network when the shift happens and inform the members that they have to pay the cost. The Board’s role is crucial because they represent the movement. They must revolutionize the system – inform, communicate, rebrand, change up things, extend better services. They must hitch themselves on a vision must be shared by staff, leaders and members. SCHFPI’s decision to get into the SuccGen also came from the staff, not the Board. Everybody is grasping breath to survive; the question is how to survive. It is good to have good ideas but if you do not have good people, even new graduates that are capable, to implement them, it is useless. The Board eventually understood. Mr. Aquino admits though, that their Board is still weak at doing business in a traditional, business sense – that they have to be profitable to be sustainable. Most of their scholars or sponsored-students who are now professionals already contribute to the organization in partnership with an academe, to pass on the gift. They hope that the new batch of sponsored children will become the source to continue future sponsors, who will be prepared for social preparation and other aspects that will hopefully make them future development workers. In summary, Ms. Almagro-Blanco noted two trigger areas in all the panel organization: the board perspective and staff/management perspective. It was clear that there is motivation to continue the service, not just for survival, but to extend quality services to our communities. The challenge is to sustain the organization to be more effective. Recommendations from the Panel Ms. Roselle’s advice is not to be limited by perceived lack of resources to pursue SuccGen. CODE NGO started it with a bit of funding, but they had difficulties in pursuing so they came up with innovations. They encouraged volunteerism and encouraging the youth to take part and be involved in social development. There is a need to develop the skills of current program heads and tap pioneers who
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want to give back to share their own. They facilitate learning exchanges between networks and utilize social media to facilitate continuous learning. SCHFPI shares two lessons. SuccGen does mean money, but time will cost more. Second, Mr. Aquino advised them not to be disappointed if one of the leaders or one of the trainees does not turn out to be true at the end of the day. VICTO did not have a template and did not attend the SuccGen Program, but they catalyzed the need for it. What was vital was the attitude to share the opportunity who was willing to do it. Again, grass won’t grow under a big tree. It is a matter of being able to let go and let God. Nothing will happen to you and you will be backed up by Him. In developing the SuccGen Program, we still need to learn and strengthen it more, which motivates CODE NGO to continue it. Mr. Comeros shared his contact information to assure the participants of his support for SuccGen program plans. The rest of the panel’s information will be shared later. Ms Baugbog thanked the panel for the insightful and instructive discussion. It was agreed that, instead of a presentation, the group will just review the CODE-NGO manual. Mr. Granert was then requested to share SWCF’s revolutionary product, Hatake. A sign-up sheet was routed after the presentation for participants that are interested in buying the product. The group took a lunch break at exactly 12:00 PM. The session was resumed at 1:30 PM with an energizer (Mathematics Dance) by the host team. Ms. Baugbog believes that all the participating organizations may had started succession development. A reflection workshop will be conducted to share these initiatives and to take stock of the sessions that were presented to the participants. The group was divided into four for the said workshop. They were asked to identify the following, in terms of implementing the SuccGen in their respective organizations:
Facilitating factors Hindering factors Lessons learned
The workshop commenced at 1:45. Presentation of Outputs 2:30–2:55 PM Group 1 Reporter: Chona Mapano, Luntiaw
Facilitating Factors Hindering Factors Lessons Learned Openness of the leaders to Limited funds for the entire It takes time, efforts, follow
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change Age of pioneers/leaders
Health condition of the
leaders/founders
Loss of leaders and senior staff to other organizations/ agencies
Changing environment
requires new skills/abilities
There are people who share the same passion, vision/mission
Recognition/acknowledgement
of the need to develop second liners
operation and SuccGen Program
Difficulty to adapt to the
technology advancements
Person/s of influence who would not support the succession program
through, and funds to develop and implement SuccGen
SuccGen should be factored
in in the strategic development plan
Make time to develop and
implement the succession program
Does not have to be a
complete exit but a transforming to another role
No clarifications/comments were raised from the floor. Group 2 Reporter: Joelyn Biag, SPPI
Facilitating Factors Hindering Factors Lessons Learned Knowing your reason for being Governance Factor – Support from the leadership Need for NGO existence (situational analysis)
Torrens Title of the Boss to the position No SuccGen Model for small NGOs
NGOs should learn to adapt to the current situation.
No clarifications/comments were raised from the floor. Group 3 (Group 3S-2D-1P) Reporter: Boy Mahilum, MFI
Facilitating Factors Hindering Factors Lessons Learned Large number of
stakeholders, have higher and better selection
Crossing border - positioning government agenda
Declining external support
Low paying job
No future in the organization and looking for greener
The need to have technical framework, knowledge/ background in order to have a systematic process in work/ministry
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- to access financial and technical support The need to produce SuccGen
from the staff Strong leadership
Passion, heart, commitment
Limited financial facilitated
to explore SuccGen to sustain
Graying generation
Pioneer’s commitment
pasture
Limited personnel (resources)
Low value system within the
organization (people not motivated to stay)
Autocratic type of leadership
In-fighting, dynamics,
competition, envy between and among leaders
Shared values need to be handed down among members and staff (in a proper venue and system)
Continuing values formation
is necessary to strengthen one’s commitment and dedication in social development work
The need to refine, enhance
and improve existing program/s and practices on successor generation (systems in place)
Internal resource generation
and proper fund management
No clarifications/comments were raised from the floor. Group 4 Reporter: John Baring, CLAD
Facilitating Factors Hindering Factors Lessons Learned Performance Management
Systems Healthy/mature NGOs - clear VMG, clear purpose - clear systems, financially sustainable A leader who’s willing to
“step aside” and then step down
Willing attitude of all
member BOTs and stakeholders of the NGO
Deep bench of prospective
successors
Financial support/back-up for trainings on SuccGen
Fellowship programs (CODE
NGO)
No candidates for succession Lack of resources – training
materials and funds
SuccGen is a risky undertaking
Fulfilling on the part of the
leaders to have someone to pass on to
SuccGen is development
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No clarifications/comments were raised from the floor. Plenary The common facilitating factors noted were the passion and commitment; the pioneers getting “younger”; available resources; and, majority of the organizations recognizing the need for a SuccGen Program and the Board extending the necessary support. On the other hand, the common hindering factors were the lack of funding; the feeling of taking on this overwhelming task ahead of them, particularly for small or “lean and mean” organizations; Another thought is successor generation may not be for everyone. It may be a source of resource generation. For relatively young organizations who have discovered their niche, may prefer to maintain a lean and mean staff. They look to people communities that they can develop instead, for instance, volunteers or OJTs. What can be done is an internal successor generation plan for potential leaders from the communities instead. Ms. Baugbog agreed that this “model” is being done by CODE NGO by tapping universities and other partners that serve as their pool. We just need to understand how we intend to develop these second liners. Ms. Granert shared that SWCF initially started big, but eventually realized that in order to survive, they had to do it with a lean and mean staff. When you are true to your commitment and your vision is still there, we are able to transfer it to our stakeholders, and does not have to be necessarily from the inside, which is now what they are trying to pursue to achieve the same dream. Ms. Chona believes that for all organizations, big or small, SuccGen is an important part of sustainability. For young organizations, it will be a vision of where they want to go. If you are not in the infant stage, but choose to be small, it is also possible. Ms. Roselle actually consulted with CODE NGO’s ED Mr. Dodo Macasaet what model would be appropriate for the group. Most of CODE NGO’s members are small, and the secretariat is key to identify what are the key programs and activities of the organization and then you expand. Big or small, sooner or later, you will have to look for people to continue your work. The principle of developing the next in line should be an integral part of your system. We have to be purposive and not too programmatic about it. In their own ways, the participating NGOs have initiated SuccGen by practicing discipleship. We must be clear that SuccGen does not only address current requirements, but also your future requirements. If you keep to your purpose, it follows that SuccGen is integrated in your programs. There may be limitations in terms of resources, but there are ways to address it. Our human resources are our most important resources, so we need to invest in capacity-building, mentoring and training. Mr. Moneva of Mag-uugmad Foundation’s (MFI) experience started with hiring a core staff, and went into an alternative source of income using the core staff’s skills. MFI has a farmer-based extension program where provincial trainers and “extensionists” are trained to train farmers in their localities. However, they have not come up with a structure to maintain the program. Ms. Baugbog said that this is an example of SuccGen at the technical level.
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The challenge right now is SuccGen at the level of managers and leaders. There are various models, where we need to assess how ready we are as an organization to launch it in a more systematic way and for the long term. Fr. Bart feels embarrassed by the impression he got that NGOs may have existed because of the funds coming in or are founded to serve a particular purpose that have available funds from congressmen or such. He likened successor generation to a growing family that begins working on the next generation by having children that can carry on the family into the future. In an NGO setting, an organization of four or five depending on external funds, how can this work? Fr. Bart further shared experiences from the field that have instilled values in children growing up together and sharing the same values with their families, schools and with this program. They are addressing successor generation in the communities, within the staff and internally-generated resources. FCI consolidated services from community organizing and capacity-building of staff and personnel, health, education to emergency response, shelter to livelihood rehabilitation. They were always sure what programs to undertake, because they identified the needs of their partners. This also highlights their flexibility, but at the same time mobilizing internal income, and further establishing SuccGen. This goes back to their “family” model – where the family grows, yet the values are sustained. Ms. Baugbog believes that the group shares the opinion that it is better to start with internal sustainability. It is a challenge though. We just need to reflect on these models, which will be further enlightened by CODE-NGO’s experiences. Ms. Roselle said CODE NGO tried to look into internal mechanisms, when the funding for their SuccGen ended in 2001. The advocacy is to not be limited by resources. We must do periodic evaluations of staffing and requirements and prepare them for future requirements and make the corresponding adjustments. External resources should not hinder them from installing the systems. Reflecting on this requirement, succession planning may be needed for organizations. Ms. Roselle stressed the need for it. Raising resources does not only mean raising money, but raising other kinds of resources, like training opportunities, volunteerism, mentoring, peer learning exchange. This is where CODE NGO invests. Mentors have a natural tendency to sharing. Young people get the value, and the interest in being involved in social development. For small organizations, they can maximize their networks to continually improve their systems. CODE NGO is still looking for funds for SuccGen, but as it is quite difficult to access nowadays, because funders presume it is the organization’s responsibility to counterpart HR-related concerns, they are pursuing low-cost but high-impact options instead. Ms. Baugbog agreed that funders do not prioritize funding HRD these days because they believe it is the concern of the organization to fund it by themselves. She connected this observation with the elements of succession development. There are options that are effective but not very expensive. The dilemma of funding SuCGen lies on methods that are outside the work place, but if we develop internal strategies, it could work. Mr. Brigoli opined that there is no fixed model to follow. It is the strategy of the NGO if they feel the need for a SuccGen. Even with the limited resources, if they are determined, have identified core people and strategic plans and know your vision and mission very well, then you can go for it. It is helpful to see models, from where they can pick up the pieces along the way.
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Fr. Bart looked back to FCI’s days when volunteerism abounded. Their communities and partners were motivated by their commitment. He believes that people look for ways and resources if they want to. He was initially critical of DISOP’s strategy in organizing communities. The annual capability-building is one of DISOP’s mandate. They have two thrusts: employability and governance. They just cannot reconcile the idea that more resources are needed to be capacitated. However, they recognize that there is a need to capacitate the partners because they are the implementers of the project. They do an annual TNA of their partners and SuccGen always came out. They realized that they cannot force partners to do SuccGen but the need was expressed. Ms. Corpin clarified that DISOP is not spending entirely for this activity. There is a counter-parting. When Mr. Brigoli cited governance, she wants to invite the other DISOP partners to think about getting on a higher plane and thinking about how they can be part of a network encompassing governance. She understands the concern of small NGOs that do not see the need for it at this point. She reiterated that there is no absolute model of SuccGen. The partners simply shared what they have, but they will fully be blessed if they make use of what they have. Mr. Brigoli averred that all partners belong to the DISOP family, although there is no formal framework. A consortium which was aborted because of the Napoles issue blew up and have placed the integrity of NGOs questionable. They will begin building the network within and among themselves. Ms. Baugbog concurred that there are good indicators that the partners are considering SuccGen, but the ultimate decision will come from them. There are advices from the speakers that they have to embark on it soon, and there are researches that support it, but these should stem from their vision, mission and goals. From there, it will be easy for them to form their own model. There is a wealth of information of SuccGen – some have long-term plans of developing it, some may have started it but lacked the terminology. SuccGen is part of governance, leadership and management. It can start through networking, and sharing of tools and resources. Networking is not simply having a structure, but an action – that we can do something together and be productive. Mr. Boy Mahilom led the closing prayer for the day. Day 2 was brought to a close at 4:30 PM. DAY 3 AUGUST 28, 2014 The third and final day of the workshop started at 8:20 AM with the opening prayer and an energizer introduced by Host Team 3. Ms. Joelyn Biag of the host team gave a recap of the previous day.
Success Development Corporation that gives out retirement housing in Ontario, Canada. They listened to SuccGen survivors and who turned over the house.
Learned the following significant lessons: finance and financial resources will help the program, and there were suggestions on how to cut cost; leadership and willingness to create a SuccGen program;
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Hindering factors: rootedness and all the fear that you feel when you leave the organization, and there is no absolute model to follow for everyone, as we have our own organizational situations. But we should have a succgen program, whether big or small, but within our own capacities and our own systems.
When we start recruiting people, we must already be planning for a SuccGen. It has become harder to find competent and committed social development workers. SuccGen must also be included in the training and management and evaluation programs, coupled with incentives.
We managed to listen to the “survivors” but were not able to hear from the people that received the turn-over. It would have been valuable to know what skills were required and used, whether they filled the shoes of their predecessors. It would be good for second liners to develop good training programs and acquire academic equivalency that can be translated to a certificate or diploma.
SWCF is working with DepEd in designing a curriculum for succession development for students. It is an indicator that it is not only business corporations that are considering Succession Development. Ms. Baugbog invited Ms. Almagro-Blanco and Mr. Moneva to share their experiences as “second liners” and how they handled the passing of the baton. Testimony of Successors Ms. Almagro-Blanco said that when she took on the Regional Coordinator position, she was the most senior employee.
No one else accepted the challenge because they were relatively new and organization was not keen on hiring from the outside. The challenge was triple because you had to work on the operations, extend membership services and access resources to sustain the organization.
She was basically a one-man secretariat before Yolanda happened. The advantage was PhilDHRRA had connections and organization was supportive.
Her realization during Mr. Comeros’ input: the difference is the keeper of one person who will keep the covenant, and she sees it with VICTO. Unfortunately, it could not be found in PhilDHRRA – there was no one to pass on the torch and provide guidance in the transition.
Her personal outlook jived with Mr. Comeros’ experience – anybody can assume the position but not everyone is that committed and passionate. When people left, there was no one else qualified, and there was an organizational restructuring that left the Regional Coordinator (RC) as the only plantilla position.
She has devoted more than half her life in PhilDHRRA and treats the organization as family. She survived in PhilDHRRA not just because she loves the organization, but because she loves working with the communities and the opportunity of continuous learning. She had to carry on and carry the secretariat.
Her 8 years of being RC is not easy and is lonely. Another realization is that the energies are not there to help her get the right person for the position. She is happy to step aside and be able to grow professionally where she can see her other potential. The challenge still is to look for the right person, and the positive energies will flow. She agrees that there is life after the organization. You are not the organization and the organization is not you. You
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just continue to pray for yourself and the organization and be able to move on without the baggage.
Mr. Moneva shared that he was one of those that pushed for Successor Generation as a relevant topic for NGOs. He has requested repeatedly from the MFI Board to step down or take a leave.
He went through two transitions – in 1981 and 1988. When Mr. Granert moved on to SWCF, he was the most senior employee left. He was in shock because he felt it was not easy to fill in Mr. Granert’s shoes and there was no available model to sustain the NGO. There was also no VMG that time.
But eventually, they went through strategic planning and started implementing programs. In 1991, their core funding was stopped, but again, they recovered through internal resource generation and other funding opportunities.
At this point, he was asking for a leave to concentrate on his farm, but it was not granted. The upside is that MFI, like PhilDHRRA, there are partners you can turn to. As a diversion and to help out his community, he decided to get into local politics. MFI’s present challenge is how to sustain it, with the advancing age and branching out of its core staff.
A major lesson is the need to have a Board that is supportive to the staff and competent and committed staff that are capable of sustaining the organization.
Ms. Baugbog stressed that those who accepted the challenge had something to go on with because of clear vision, mission and goals. They also had the support of the Board. We get too involved with our responsibilities that we tend to take aside the possibility that there are available opportunities within the organization that make a successful SuccGen program. She suggested that the group approach Ms. Dayday Fernandez of Pagtambayayong for their own lessons. DISOP Framework and Partner Accomplishments Condring Brigoli 9:10 – 10:00 AM Mr. Brigoli cited that DISOP is in the same boat as its partners. Successor generation is also an urgent concern for them. DISOP exists because they want to empower groups and provide opportunities. Hereunder is the outline of the presentation (Please refer to Annex E for the complete presentation):
The Beginnings of DISOP Vision Mission DISOP’s Strategy for Development: the 4 Pillars The Logical Framework Geographical Location of DISOP Partners in the Philippines Focus of Implementation Three Key Result Areas Organizational Strengthening Program Summary of Accomplishments
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Financial Highlights Among the highlights of Mr. Brigoli’s presentation are the following:
DISOP’s logical framework is not absolute. They can diversify activities if the partners believe that they will not contribute to achieving the targets.
Among the specific objectives, employability and governance are where they are urged to focus on. Employability in the sense that one of the key result areas is to diversify the income sources of the farmers/fishermen/urban dwellers and micro-entrepreneurs to create and/or strengthen employment.
Governance in the sense that DISOP recognize the strength of a group especially for advocacy, linkages and networking.
Sometime in 2012, DISOP and the partners held a Strategic Planning. That was the start of the realization that Successors Generation is needed. In that particular workshop, partners concluded that the number of farmers and fishers is dwindling because they are getting old. This is basically the same situation in NGOs. This is why Successor Generation needs to be in the program. And this is one of the justifications why DISOP is advocating on the involvement and training of farmer and technician multipliers and involvement of the youth and women. This per se is one of the concept of SuccGen.
Mr. Brigoli requested the group that in future annual reports, it would be appreciated if they could add an acknowledgement page for the Belgium Government and Belgian partners and donors. Plenary
Mr. Granert expressed being uncomfortable with the use of “beneficiaries” because it does not do justice to what they contribute to our programs. He would prefer to change the perception that they are hopeless. Mr. Brigoli believes this too, but had to follow the organization’s line. However, the Philippines, compared to other countries, has influence on some of DISOP’s monitoring tools. Mr. Granert suggested that they make a one-page report on how we have maximized this influence. The group asked Mr. Brigoli to relay this concern to Ms. Kathleen.
The water systems establishment is integrated in environmental management. Water
issues, being the next global problem, must be featured in the accomplishment report.
Fr. Bart pointed out some grammatical errors in the report (“disadvantage people”, “who are we?”). Suggestion/correction was accepted. Mr. Brigoli requested the group to submit good pictures as well. Mr. Granert suggested action shots and images that will give them scale. Ms. Corpin also proposed to place the acknowledgement slide of DISOP Philippines on the first page.
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Mr. Brigoli announced, because the blog was not effective, that a Facebook page linked to the DISOP webpage will be set up to facilitate constant communication among the partners. Other recommendations to improve the report can be exchanged through e-mail.
To Ms. Almagro-Blanco’s clarification on the organization’s strategic direction, DISOP does
not have a particular geographical areas, except in conflict areas.
Another suggestion from Mr. Granert is to emphasize how DISOP Philippines can stand out from other countries.
Snacks were served at 10:05 AM. Ms. Baugbog reviewed the training flow when the session resumed at 10:25. The group will now focus on succession planning. Before they proceeded to organization assessment, Ms. Baugbog reviewed the process of succession development. Ms. Baugbog went on to convey the 10 questions that organizations must ask themselves when they get into succession generation. This is how they can appreciate their pains and their gains. The participants were given 30 minutes to complete the rapid assessment form. The exercise commenced at 11:00 AM.
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Presentation of Outputs 11:35 AM Three organizations were requested to share their organizational assessment: SPIADFI (reported by Ms. Babes Capena), FCI (Annie Corpin) and Luntiaw Mindanaw (Chona). SPIADFI Location: Hinundayan, So. Leyte Year founded: 1986 No. of staff: 8
Areas Strong Weak Recommendations 1.0 Vision, Mission, Goals of the Organization articulates description of its staff, leaders and stakeholders
VMG was articulated to its leaders and staff only
VMG not articulated to the stakeholders
No regular review to the new staff and leaders
Conduct regular review
2.0 Policies of the Organization include personnel policies Have manual of operations
Manual not updated Update manual of operations
3.0 A certain structure with position in the organization takes care of the human resource development
Lodge to the ED and BOT HRD point person
4.0 Champions for the Human Resource Development includes both the leadership, the senior and the junior level of management
ED and BOT on HRD Committee
5.0 Staff Development Programme includes specific goals/objectives in developing successors in the areas of leadership, management (senior/middle management) and such are integrated in the staff performance management systems.
Staff development program was integrated into program project activities
No specific training to specific position or person
Develop staff management systems and workshop
6.0 A Successor’s Generation Implementation Plan developed To be developed Develop Successor Generation Plan
7.0 Leadership and Management have clear terms of reference in relation to the succession management
8.0 Regular Monitoring and Evaluation of the Successor’s Generation Program done 8.1 Among the Team 8.2 Between the Successor’s and Mentor 8.3 Between the Successor’s Generation Focal Person and the Board of Directors
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9.0 Continuous Resource Mobilization of the Successor’s Generation
10.0 Reporting Back to the Organization on the Status of the Successor’s Generation
CLAD Location: Calubian, Leyte Year founded: 2007 No. of staff: 18
Areas Strong Weak Recommendations 1.0 Vision, Mission, Goals of the Organization articulates description of its staff, leaders and stakeholders
Review every planning (annual)
Other staff need to understand the goal
Continuous review of vision, mission and goals
2.0 Policies of the Organization include personnel policies No written policies Make operations manual 3.0 A certain structure with position in the organization takes care of the human resource development
ED and coordinator Need more trainings for human resource development
4.0 Champions for the Human Resource Development includes both the leadership, the senior and the junior level of management
None Need Training Manager
5.0 Staff Development Programme includes specific goals/objectives in developing successors in the areas of leadership, management (senior/middle management) and such are integrated in the staff performance management systems.
None Need PMS
6.0 A Successor’s Generation Implementation Plan developed None Develop implementation plan for SuccGen
7.0 Leadership and Management have clear terms of reference in relation to the succession management
None Need plan
8.0 Regular Monitoring and Evaluation of the Successor’s Generation Program done 8.1 Among the Team 8.2 Between the Successor’s and Mentor 8.3 Between the Successor’s Generation Focal Person and the Board of Directors
NO monitoring and evaluation
Need for monitoring and evaluation of Successor Generation
9.0 Continuous Resource Mobilization of the Successor’s Generation
None Need funding
10.0 Reporting Back to the Organization on the Status of the Successor’s Generation
No report Provide feedback/report
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Mag-uugmad Foundation Inc (MFI) Location: Cebu City Year founded: 1988 No. of staff: 13
Areas Strong Weak Recommendations 1.0 Vision, Mission, Goals of the Organization articulates description of its staff, leaders and stakeholders
Articulated well but not regularly reviewed
Review the VMGO
2.0 Policies of the Organization include personnel policies Some sections of the policy are not well-imposed
Review organizational policy/personnel manual/operations manual
3.0 A certain structure with position in the organization takes care of the human resource development
Not fully functional Review structure and policy
4.0 Champions for the Human Resource Development includes both the leadership, the senior and the junior level of management
Only senior management are knowledgeable
Strengthen management system among all levels
5.0 Staff Development Programme includes specific goals/objectives in developing successors in the areas of leadership, management (senior/middle management) and such are integrated in the staff performance management systems.
Staff development activities not planned and are mostly integrated in projects, sometimes by chance
Formulate staff development plan
6.0 A Successor’s Generation Implementation Plan developed None Needs to be discussed thoroughly with the staff and BOT
7.0 Leadership and Management have clear terms of reference in relation to the succession management
None
8.0 Regular Monitoring and Evaluation of the Successor’s Generation Program done 8.1 Among the Team 8.2 Between the Successor’s and Mentor 8.3 Between the Successor’s Generation Focal Person and the Board of Directors
None
9.0 Continuous Resource Mobilization of the Successor’s Generation
None
10.0 Reporting Back to the Organization on the Status of the Successor’s Generation
None
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PRRM Location: Camiguin (Areas of operation) Year Founded: 1952 (year started in Camiguin – 1994) No. of Staff: PRRM Camiguin – 10 staff (5 MF staff and 5 DISOP staff)
Areas Strong Weak Recommendations 1.0 Vision, Mission, Goals of the Organization articulates description of its staff, leaders and stakeholders
Shared, articulated and understood among staff
Shared and understood by stakeholders but not that articulated
More thorough articulation at the PO level/sakeholders’ level
2.0 Policies of the Organization include personnel policies Operations manual adopted at the branch level
3.0 A certain structure with position in the organization takes care of the human resource development
Area Manager takes care of the HR
4.0 Champions for the Human Resource Development includes both the leadership, the senior and the junior level of management
Only the Area Manager
5.0 Staff Development Programme includes specific goals/objectives in developing successors in the areas of leadership, management (senior/middle management) and such are integrated in the staff performance management systems.
Bi-annual staff performance appraisal
Budget for staff development is integrated in the project target
Staff development is limited (only one training for the year)
Pursue saff development programme
6.0 A Successor’s Generation Implementation Plan developed None yet Need to develop it at the local branch/local level
7.0 Leadership and Management have clear terms of reference in relation to the succession management
At the local level, none so far
8.0 Regular Monitoring and Evaluation of the Successor’s Generation Program done 8.1 Among the Team 8.2 Between the Successor’s and Mentor 8.3 Between the Successor’s Generation Focal Person and the Board of Directors
None so far Need to install M&E on Successor’s Generation
9.0 Continuous Resource Mobilization of the Successor’s Generation
Still has to be done at the branch level
10.0 Reporting Back to the Organization on the Status of the Successor’s Generation
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Pagtambayayong Foundation Inc (PFI) Location: Cebu City Year founded: 1982 No. of staff: 30
Areas Strong Weak Recommendations 1.0 Vision, Mission, Goals of the Organization articulates description of its staff, leaders and stakeholders
Clear VMG, strategic planning of NGO done on a regular basis
2.0 Policies of the Organization include personnel policies Policies and guidelines are in place
3.0 A certain structure with position in the organization takes care of the human resource development
HRD functions taken care of by ED and President
Some HRD structures are in place, but not all
May be risky to entrust the entire HRD on the judgment of one person
4.0 Champions for the Human Resource Development includes both the leadership, the senior and the junior level of management
Most older staff may not be amenable to change
5.0 Staff Development Programme includes specific goals/objectives in developing successors in the areas of leadership, management (senior/middle management) and such are integrated in the staff performance management systems.
Implementing staff are competent, staff development is done but not in a systematic manner
No staff development programme in place
Performance management system is project-based
Develop/”systematize” staff development programme based on the current staff development practices
6.0 A Successor’s Generation Implementation Plan developed Implementation plan is still being developed
7.0 Leadership and Management have clear terms of reference in relation to the succession management
8.0 Regular Monitoring and Evaluation of the Successor’s Generation Program done 8.1 Among the Team 8.2 Between the Successor’s and Mentor 8.3 Between the Successor’s Generation Focal Person and the Board of Directors
9.0 Continuous Resource Mobilization of the Successor’s Generation
Has source of funds for SuccGen Source of funds not continuous
Allocate funds from GF
10.0 Reporting Back to the Organization on the Status of the Successor’s Generation
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Soil and Water Conservation Foundation, Inc. (SWCF) Location: Cebu / Bohol Year founded: 1988 No. of staff: 5 regular and 12 project-based
Areas Strong Weak Recommendations 1.0 Vision, Mission, Goals of the Organization articulates description of its staff, leaders and stakeholders
Staff/all employees understand the VMG and know they are fulfilling the mission
Key stakeholders very aware
Stakeholders could use further orientation (Do it in annual meetings)
2.0 Policies of the Organization include personnel policies Yes – written for each position as required by PCNC
Needs updating Need more regular review
3.0 A certain structure with position in the organization takes care of the human resource development
Training included in all projects, whether internal or external
SWCF does not have specific structure for HRD, not enough funds for position or numbers needed to have position
Include HRD (person responsible) in SWCF organizational structure
4.0 Champions for the Human Resource Development includes both the leadership, the senior and the junior level of management
Champions part of executive leadership
No champion from Board of Directors
Assign champions
5.0 Staff Development Programme includes specific goals/objectives in developing successors in the areas of leadership, management (senior/middle management) and such are integrated in the staff performance management systems.
Do not have specific goals/objectives for developing successors
Write specific performance indicators for each position that matches TOR
6.0 A Successor’s Generation Implementation Plan developed Not yet Should develop basic framework for succession
7.0 Leadership and Management have clear terms of reference in relation to the succession management
Not yet
8.0 Regular Monitoring and Evaluation of the Successor’s Generation Program done 8.1 Among the Team 8.2 Between the Successor’s and Mentor 8.3 Between the Successor’s Generation Focal Person and the Board of Directors
No formal program but uses observation to help determine who are potential successors
9.0 Continuous Resource Mobilization of the Successor’s Generation
Not yet
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10.0 Reporting Back to the Organization on the Status of the Successor’s Generation
Not yet
Name of Organization: Dinagat Island Development Foundation, Inc. (DIDF) Location : Properity Hills, Edera, Basilisa, Province of Dinagat Islands Year Founded : 2001 No. of Staff : 12
Areas Strong Weak Recommendations 1.0. Vision, Mission, Goals of the
Organization articulates description of its staff, leaders and stakeholders.
Present structure is already based on Program needs now and in the near foreseeable future.
Admin Officer should be added to be responsible of admin-finance concerns to lighter E.D’s load; Establish funds for Research and Development
2.0. Policies of the Organization includes personnel policies
Very few policies for personnel Finish the manual of operation re: Policies, Systems, and Procedures
3.0. A certain structure with position in the organization takes care of the human resource development
The Executive Director handles the HRD concerns with assistance from Admin. Assistant.
4.0. Champions for the Human Resource Development includes both the leadership, the senior and the junior level of management
More involvement is needed Review Management Staff’s Terms of Reference and H.R.M Plans w/ Board.
5.0. Staff Development Programme includes specific goals/objectives in developing successors in the areas of leadership, management (senior/middle management) and such are integrated in the staff performance management systems.
Incomplete Staff Development Plan
Complete plan and allocate funds
6.0. A Successor’s Generation Implementation Plan developed
Already doing coaching/ Inventory and job rotation, annual skills refresher activities and strategy reviews conducted with office and field workers
No written plan yet Develop a Plan
7.0. Leadership and Management have clear terms of reference in relation to
Succession generation is not yet explicit in the job description
Prepare Terms of Reference based on Successor’s Generation Plan
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the succession management and contract of service of employees, trainees, and volunteers.
8.0. Regular Monitoring and Evaluation of the Successor’s Generation Programme done
8.1. Among the Team 8.2. Between the Successor’s and
the Mentor 8.3. Between the Successor’s
Generation Focal Person and the Board of Directors
None yet Develop regular Monitoring and Evaluation of the Successor’s Generation Programme implementation
9.0. Continuous Resource Mobilization of the Successor’s Generation
None yet Develop a plan for resource mobilization of the Successor’s Generation
10.0. Reporting Back to the Organization on the Status of the Successor’s Generation
Not yet Maintain transparency, timely and open communication at all levels
Name of Organization: Luntiaw, Mindanaw, Inc. Location: Butuan City Year Founded: 2003 No. of Staff: 8
Areas Strong Weak Recommendations 1.0. Vision, Mission, Goals of the
Organization articulates description of its staff, leaders and stakeholders
-Vision, Mission and Goals – Articulates description of its staff, leaders and stakeholders
- Need to be reviewed and revisit the VMGO during strategic planning on the 1st quarter of 2015
2.0. Policies of the Organization includes personnel policies
-In placed organizational/NGO management manual
- Needs to be reviewed and updated with the new sets of BOT
3.0. A certain structure with position in the organization takes care of the human resource development
-Structure is clear, ED takes care of the HRD and administrative leadership
- Needs to be reviewed
4.0. Champions for the Human Resource -Only the ED and one of the BOT - all of the BOT and senior staff need
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Development includes both the leadership, the senior and the junior level of management
to be oriented on HRD
5.0. Staff Development Programme includes specific goals/objectives in developing successors in the areas of leadership, management (senior/middle management) and such are integrated in the staff performance management systems.
-Availability of resources provided by DISOP and HEIFER -Focused on values and basics on sustainable development and CO-CD and organizational development and technical skills
-no programmatic design … as needs arises
- need to develop an HRD program
6.0. A Successor’s Generation Implementation Plan developed
7.0. Leadership and Management have clear terms of reference in relation to the succession management
8.0. Regular Monitoring and Evaluation of the Successor’s Generation Programme done
8.1. Among the Team 8.2. Between the Successor’s and
the Mentor 8.3. Between the Successor’s
Generation Focal Person and the Board of Directors
9.0. Continuous Resource Mobilization of the Successor’s Generation
10.0. Reporting Back to the Organization on the Status of the Successor’s Generation
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Ms. Baugbog said that, judging from the presentations, most of them are ready to pursue SuccGen. She noted the common factors among the outputs is the presence of vision, mission goals and written policies. The focal points are human resource development being lodged under the ED, and the interest from leadership to pursue successor generation. You do not have to have a blueprint but it would be good to have around as guide and something to look back on and refer to. Ms. Almagro-Blanco gave instructions for the workshop to be conducted after lunch. They will use their outputs from the assessment to come up with a transition succession plan. From among their recommendations, they would pick out the most workable and which they want to prioritize for a three-year duration. This agenda will be taken up in DISOP’s annual meetings. After the grace before meals invoked by Mr. Granert, the group took a lunch break at 12:10 PM. The group reconvened for the presentation of outputs at 2:00 PM. Hereunder are the outputs as reported per organization: Mag-uugmad Foundation (MFI)
Priority Recommendations Activities Target Dates Person Responsible
1. Review Organizational VMGO Staff Meeting/BOT Meeting to re-echo the proceeding of DISOP Seminar
Review VMGO with the staff, BOT and incorporators
September 2014 October 2014 December 2014
LAM and MAM
2. Operations and Personnel Manual – Review Organizational Structure and Policies
To review Operations Manual/personnel with the staff and BOT
December 2014 LAM and MAM
3. Develop Successor’s Generation Program
Formulation of staff development plan with staff, BOT and incorporators
December 2014 LAM and MAM
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Pagtambayayong Foundation, Inc. (PFI)
Priority Recommendations Activities Target Dates Person Responsible
1. Review VMG, Organizational Structure
Strategic planning 2014 Management – ED Board and staff
2. Develop staff development program
Workshop with external facilitator 1st quarter 2015 Management, ED, staff
3. Develop staff management systems (NGO-based, not project-based)
Workshop with internal facilitator 1st quarter 2015 Management and staff
The rest of the organizational outputs are as follows: Soil and Water Conservation Foundation Inc. (SWCF)
Priority Recommendations Activities Target Dates Person Responsible
1. Stakeholders could use further orientation of SWCF VMG
Integration of SWCF VMG in regular meetings of the federation and coops
Monthly meetings of Federation and coops to be attended by SWCF
Project Team
2. Policies of the organization need more regular review
Schedule portion of meetings for review Yearly basis during Board Meeting Exec. Director and Board Chair
3. Include HRD in SWCF Organizational Structure
Consultation with BOD and staff Annual Meeting Exec. Director
4. Assign champions Assign and orient champions Annual and other meetings BOD and Development Officer
5. Write specific performance indicators for each position that matches the TOR
Develop quantitative performance indicators
Mid-November Gina Sugpang Aida M. Granert
6. Develop basic framework for succession
Consultation with BOD September – December 2014 Aida M. Granert Exec. Director
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SPIADFI Priority Recommendations Activities Target Dates Person Responsible
1. Update manual of personnel and operations
Workshop Finalization Packaging BOT adoption
September 2014 Staff and BOT
2. Develop successor generation Plan presentation to BOT Funds allocation Workshop Critiquing/validation Finalization Adoption Presentation to GA
September 2014 November 26-27, 2014 April 2015
Staff, BOT, Incorporators and stakeholders
PRRM - Camiguin
Priority Recommendations Activities Target Dates Person Responsible
1. Develop and implement staff development program at the branch level
Conduct of trainings Performance Appraisal Team-building
December 2014 June 2015 December 2014 June 2015
Dondon Project Team (DISOP)
2. Develop Successor Generation Program Plan Staff – foundation PO Federation Chapter
(Local movements)
Strategic Planning Workshop Formulation and finalization off
SuccGen Program Plan Formulate policies supporting the
SuccGen Program Plan Develop M&E Systems
May 2015 3rd quarter 2015
PRRM Staff Federation leaders PRRM Chapter Members (professionals) Core group
3. Resource Mobilization Budget allocation – integration of training activities
Develop project concept/proposal on SuccGen – for funding
Partnership-building with LGUs/government to fund capacity-building of POs
2014 – 2015 Dondon Tatie/Project Team
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CLAD Priority Recommendations Activities Target Dates Person Responsible
1. Continuous review of Vision, Mission and Goals
Conduct review on Vision, Mission and Goals to all staff
Quarterly ED and OC
2. Make operations manual and policies
Prepare operation manual and policies November 2014 ED and OC
3. Human Resource Development Training
Conduct seminars on leadership and management
1st quarter of 2015 ED and OC
4. Create job description in every position
Prepare job descriptions December 2014 ED and OC
5. Provide tool for monitoring and evaluation for SuccGen
Prepare monitoring and evaluation tool for SuccGen
January – March 2015 ED and OC
6. Create performance management system tool for SuccGen
Prepare/install PMS for SuccGen January – May 2015 ED and OC
Luntiaw Mindanaw
Priorities Activities Timeframe Persons Responsible
1. Unite the Board and Staff about the concept of SuccGen Plan
1. Reecho about the key concepts of SUccGen Workshop during incoming Board Meeting
2. Ask the board for a resolution on this 3. Share the key concepts of SuccGen during the
monthly staff meeting 4. Assign a SucceGen focal person
Sept. 12,2014 Chona and Nancy
2. Develop a Successor Generation Implementation Plan
1. Hold a planning workshop on this with rep from the Board and Staff
2. Define the terms of reference in relation to the succession mgt.
Sept 30 2014 Chona and Nancy
3. Regularly monitor the plan
1. Among the team 2. Between the Successor and the Mentor 3. Between SuccGen focal person and the BOT
Monthly, Quarterly Chona
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4. Mobilize resources for the Successor Gen
1. Research online for resources that can be found Sept .2014 Chona, Successor
5. Conduct Strategic Planning
1. Preparation of Strat Planning; contract of an external facilitator
January 2015 Chairman, Chona, Facilitator
6. Regularly Assess and Give Report on the status of SuccGen during annual mtg of staff and BOT
4. Prepare a report 5. Presentation of the report during annual
assessment and BOT meeting
December 2014, First Quarter
Chona
DIDF No. Priority Recommendations
Activities Target Dates Person/s Responsible
1. Administrative Officer position should be created to handle admin-finance concerns to lighten E.D’s load.
Propose a modification in the current management structure. Include in the presentation the job description of the new position to be created.
September 2014 E.D.
Deploy the Administrative Officer. January 2015
2. Finish the manual of operation re: Policy System Procedures for personnel concerns.
Meet with the employees and volunteers to discuss relevant PSPs.
November 2014 E.D., Board Member
Write suggested PSPs and package these for presentation to the Board.
January 2015 E.D
Present the draft PSPs for Board review and approval.
June 2015 E.D., Board Member
Implement the PSPs July 2015 Board, E.D.
3. Review Management Staff’s Terms of Reference and H.R.M Plans w/ the Board.
Discuss individual Job Description and Contract of Service with concerned individuals and agree on changes relevant to successor’s generation program being developed.
September 2014 E.D.
Present and discuss the modified Job Description and Contract of Service with
October 2014 E.D.
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the Board of Trustees. 4. Complete staff development plan and
allocate funds. Present draft staff development plan to the Board for review and approval.
November 2014 E.D.
Request for funds to support implementation of the plan.
November 2014 E.D.
5. Develop a Successor’s Generation Program Plan
Search and select persons to be developed for the succession program.
September 2014 Board
Conduct research and consult leadership and management including volunteers and members.
September 2014 E.D., Board Member, Bookkeeper
Write the Successor’s Generation Program Plan
March 2015 Bookkeeper
Present the Successor’s Generation Program Plan to the Board for review and approval.
April 2015 Bookkeeper & E.D.
Implement the Plan July 2015 (for the written plan) (We are actually already doing some of the strategies of workplace-based learning since 2012.)
E.D., Board
6. Develop regular Monitoring and Evaluation of the Successor’s Generation Programme implementation.
Prepare/write a Monitoring and Evaluation of the Successor’s Generation Programme implementation.
June 2015 Bookkeeper
Present Monitoring and Evaluation of the Successor’s Generation Programme implementation to the Board for review and approval.
July 2015 Bookkeeper, E.D.
7. Develop a plan for resource mobilization of the Successor’s Generation Program.
Conduct research and consult leadership and management including volunteers and members.
July 2015 Bookkeeper, Board Member
Write the Plan. July 2015 Bookkeeper Present the Plan to the Board for review and approval.
July 2015 Bookkeeper, E.D., Board Member
8. Maintain transparency, timely and open communication at all levels
Prepare a report on the progress of the Successor’s Generation Program for every Board meeting.
October 2014 onward Bookkeeper
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Plenary Going back to the training flow, Ms. Baugbog said that they already achieved the actual training output, which is a one-year individual NGO succession development transition plan. Ms. Almagro-Blanco facilitated the evaluation of the three-day activity. The orange meta-cards would represent the strengths; the blue, the gaps/areas to be improved; and, the red, the recommendations.
Strengths Areas to be Improved Recommendations Presentation of actual cases and
experiences/Concrete experiences of SuccGen/Clear and concrete examples/Use of actual experiences of people who have gone through process
True Story of SuccGen of VICTO/Sharing with VICTO
Sharing of SuccGen process/Sharing and testimony/Reflective and substantive sharing from invited guests, seniors and successors/Testimonies and sharing of experiences / Practical sharing of good practices
Felt need of some NGOs/Essential need for NGO/institutional development work / Timely, addresses the real need of organization
SuccGen evolved based on experiences
Use of games to generate data Not too heavy schedule/program Visuals that summarized and
simplified concepts Conducted in a non-threatening
manner / everyone at ease with the processes
Good ideas on how to exit organization post/job / plenty of new ideas for SuccGen
Venue carefully chosen/clean rooms Condring – very approachable and
helpful Facilitator’s expertise / Expert and
skillful facilitator in Babes Active participation of everyone
Venue is too small/crowded Testimonies for small NGOs
/ Sharing with successful small NGO SuccGen Program / Not much experiences from local/small NGOs in SuccGen are available / Concrete example of small NGO-SuccGen Program / More sharing on SuccGen experiences appropriate to small NGOs
Too much good food / Dinner served too soon
Some topics repetitive / Topics repetitive
Dinner served too soon Panel – they were talking
among themselves Training facilitation – please
be sensitive to participants’ reactions, moods, weariness
Discussion is too long No solidarity night Evening sessions for
fellowship since stay-in to maximize stay / Three days lang unta
Inventory of materials for SuccGen models especially for small NGOs
Round 2 (for BOTs and admin staff) / Another training for identified leader
Follow-up/monitoring on the transition plan drafted/ formulated
Assist in fund generation for SuccGen Program
Shorten training time Some topics/ideas need
further elaboration. Examples, i.e. roadmap of skills
Determine cost involved, including list of skills required to determine cost
More sharing on good practices to encourage and motivate others to further development
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Fr. Bart wanted to find out whether DISOP has supported trainings or seminars to strengthen and grow the NGOs, in terms of membership services, service delivery and customer satisfaction. It would be informative to know whether these trainings were able to improve the NGOs and make them develop a SuccGen or to a long-term projection of the NGOs. Mr. Brigoli replied that in 2010 and 2011, there was a series of trainings by Ventures for Fund-Raising that was intended for the Board members of the partners. There was another for the senior staff to assist the Board and the ExeComm of their organizations to address sustainability. Some NGOs remain small as a choice. They maintain core staff. DISOP continue to strengthen the partner NGOs since its mandate is to also capacitate them. However, in terms of membership in the organization, DISOP believed that it is not our mandate and we cannot force the NGOs to expand. According to Ms Granert, one has to accept the reality that we found our NGOs or join our organizations because of our causes. It may be a life of struggle because of limitations which can or cannot be of our own doing. The most practical way of surviving is to be lean and mean. If we aim to be big, it has to be with a federation of other lean and mean organizations. Getting an endowment is the only way we can grow financially. Mr. Brigoli added that DISOP itself is lean and mean. Mr. Granert said that people wonder how long an NGO has to exist before it can say it is successful. If you are around 20 years, you are actually doing better than private businesses that exist for five years on the average. We must be doing something right if we are still around for this long. Ms. Capeña said that it is up to us to look for resources that correspond to our mission to improve the quality of life of our partners. Our richness can be found in our communities and stakeholders. It took SPIADFI 25 years to find its niche and grow accordingly. We grow hand in hand with our partners. When we started, it was a struggle, but ultimately, we found ways to survive. Ms. Joelyn shared how SPPI came into being. It was a decision to be small and focus on a specific program. It was because the staff were starting to spread themselves too thinly because of the number of communities being served, which were turned over from a previous program, and did not possess the competencies to sustain the activities. However, she wanted to find out how we define small. Are we small, if we are doing an impressive job even with just five staff? However, according to one participant, it is not about numbers or size. It is about programs and services. One or four staff can do a lot in servicing the community. It is a matter of appropriateness and extending the quality of service that they deserve. Some NGOs may be in the communities just to ride on the bandwagon, such as gender or DRR, depending on where the funds may be going. Successor generation may not be for all of us. An option can be passing it on to your members or federations. It is not our job to solve poverty, but we can mainstream poverty programs that we can refer to the government because it is their mandate to do so. Fr. Bart said that we can start by asking questions. For example, he wanted to ask if credit unions or cooperatives are NGOs. Ms. Baugbog said that they are classified as non-profit organizations. Fr. Bart clarified that cooperatives have grown on membership fees which results in sustainable resources for years and years. So why don’t we follow that model? Another example is religious organizations. They started small. But because they have talents, skills and resources, they are able
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to achieve synergy. So why do we focus on just one programs when we can diversify which can address many concerns and we have many members who can help us address those concerns? Ms. Almagro-Blanco said that these concerns are well taken but have to be deliberated because we have different contexts and perspectives. These will be tabled for discussion with partners in future activities. Ms. Baugbog recapped the models of SuccGen that emerged from the plenary: there is the movement-building; the strictly organizational and the purposive. The second one was both internal and external but without clearly identifying the external partners, and the third one is it is both internal and external driven, and external partners criteria are clear and aligned with the organization’s purpose, programs and services. The next activity will require them to identify the next steps that they plan to undertake in the next year as members of the DISOP family. The following were put forward:
1. Continue to communicate with each other in all forms of communication (Facebook, e-mail, etc.). Update directory and send/share it with other partners.
2. Individual NGO to revisit strategic directions by examining our stakeholders, objectives
and plans. We must ask tough questions, such as do we like to transform, shift or maintain status quo? How do we see ourselves in the next few years?
3. Individual NGOs take inventory on existing movements around them and reflect on
possibilities to be part of these movements.
Fr. Bart suggested that the partners consider how they can help each other as a family. How can they tap each other’s resources to make each other grow and influence each other? They must think out of the box. Why limit ourselves when there are so many things we can explore as a group? There are movements and happenings that we can ride on. Ms. Baugbog said that the above steps will be part of DISOP’s monitoring until the next annual meeting.
Closing Activity Mr. Brigoli reminded the partners about some administrative and financial matters, among them the progress reports due the following day. He then distributed the Certificate of Attendance to each participant. He thanked the group for their active involvement and acknowledged the able facilitation of Ms. Baugbog and Ms. Almagro-Blanco. The DISOP Annual Training on Developing Successor Generation Program for NGOs formally ended at 4:05 PM.
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Annexes (in power point presentations)
A. – Training Objectives, Flow and Design B. – Review on NGO Organizational Sustainability C. – Overview of Human Resource development D. – Staff Development and Performance Appraisal E. – Managerial and Leadership Development – Overview and sharing with VICTO F. – Succession Development for NGOs: Leadership and Mgt. development G. – Succession Development (Succession Planning)
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