Orientation and Training Workshop to Provincial, Municipal Coordinator and Barangay Facilitators
1. Rationale:
In support of the Governments objectives of transforming settlement areas into vibrant communities, the project intends to directly implement portion of the project component of the GOP-UNDP Programme on IDPs to ensure the provision of a comprehensive rehabilitation package for the internally displaced persons in the three ARMM Island provinces while capacitating them to promote the culture of peace in the area and strengthening the different support mechanism and institutions.
In line with the implementation of the GOP-UNDP IDPs Project, the MIRD is now undergoing the collaboration process. Basically it involves close coordination and complementation of the Sulu Area Coordinating Center through the Provincial Government. At these early stages it is highly expected the field implementers will be capacitated by getting know the Project and its Processes. Thus, prior to their proper deployment they must be oriented on all about IDP Project, necessarily to level-off on the understanding of their roles and responsibilities, and be equipped on all other relevant matters pertaining to program thrust and direction.
To put them on the right track, it is also important to consider a good and effective planning process. This will help them facilitate maintain teamwork with the project staff.
2. Objectives:
At the end of two and a half days the Provincial, Municipal Coordinator and Barangay Facilitator will be able to acquire the necessary knowledge, skills and appropriate attitude towards work, to be able to effectively and efficiently meet the MIRD, UNDP-IDP Program expectations.
Specifically, the PC, MC and BF will be able to:
· Enhance their information and understanding of the UNDP IDP Project
· demonstrate basic skills in Community Organizing;
· demonstrate presentation and facilitation skills;
· Share personal values about work relationship with peers and client communities and how these values relate to project values;
· demonstrate basic skills in planning, implementing, monitoring and evaluating projects;
· Identify partner agencies government ARMM Local agencies, local government units, non government agencies, non government organization, private sector, civil society and academe which can provide the required assistance for the project implementation
· Simulate a community planning exercise;
3. Methodologies:
The two and half-day orientation training-workshop exploring variety of learning modes that will ensure the building of knowledge, attitude and skills of the participants. Among of the methods to be used are lecturing with open discussion, role play, structured learning exercises, community exposure as part of the learning method on community profiling topic, and workshop.
PROGRAMME OF ACTIVITIES
|
Time /Date
|
Activity |
Person Responsible |
|
Day 1 Feb. 24, 2005
5:00 PM 6:30-7:30 Evening |
Arrival/Billeting/Registration Supper/Prayer |
Secretariat
|
|
7:30 9:30 Evening |
Opening Program
|
Rene Jamih Facilitator of the Day
Participant
Rene Jamih M&E Officer
Ayrin Sala-Sales
Al Hassan Consultant
Rene Jamih M&E Officer |
|
Day 2 Feb. 25, 2005
8:30 10:30 a.m. |
Orientation on UNDP-IDP Project |
Mr. Al Hassan Consultant |
|
10:30 12:30 noon |
Input on Basic CO-CD
|
Nasser Jawali CDS |
|
12:30 1:30 a.m. |
Lunch Break/Prayer |
|
|
1:30 4:30 p.m. |
Input on CO-CD and Exercises |
Nasser Jawali CDS |
|
4:30 5:30 p.m. |
Input on Value Formation |
Alhajal Abdulgafor Provincial Coordinator |
|
5:30 6:30 |
Input on Facilitation Skills
|
Kalma J. Isnain Consultant |
|
6:30 7:00 p.m. |
Dinner/Prayer |
|
|
7:30- 9:30 p.m. |
Input on Project Guidelines: Administrative, Financial & Procurement
Role & Responsibilities of Field Implementers |
Florinda Jikiri Fin. Officer Kalma Isnain- Consultant
Ayrin S. Sales Consultant |
|
Time /Date
|
Activity |
Person Responsible |
|
Day 3 Feb. 26, 2005
8:00-8:30 a.m. |
Recap of Day 1 |
Elna Kaluang Facilitator of the day
Participant |
|
8:30 9:30 a.m. |
Input on PIME |
Al Hassan Consultant |
|
9:30 10:30 a.m. |
Input on Basic Governance |
Kalma J. Isnain Consultant |
|
10:30 12:30 noon |
Input on: Preparation of Activity Report, Training Design and Simple Project Proposal |
Ayrin Sala Sales Consultant |
|
12:30 1:30 a.m. |
Lunch Break/Prayer |
|
|
1:30 2:30 p.m. |
Action Planning
Re: Presentation of Project Components and Targets |
Kalma J. Isnain Consultant |
|
2:30 5:30 p.m. |
Planning workshop |
|
|
5:30 6:30 p.m. |
Presentation of Doable Action Plan |
Participants
Ayrin, Kalma, Al, Nasser Panel
|
|
6:30-7:30 pm |
Dinner/Prayer |
|
|
7:30-8:30 pm |
Closing Program |
Elna Kaluang, Alhajar Abdulgafor & Rene Jamih |
Day (1.) February 24, 2005 (Thursday)
Preliminaries and Opening Program
Arrival and registration of participants to the training venue took place at around 6:00 pm, followed by the opening program at 7:30 pm which was facilitated by Mr. Rene Jamih-MIRD-M&E Officer. Opening prayer was led by Mr. Richard Asiri one of the barangay facilitators of Indanan municipality. After which a welcome message was given by the project manager Mr. Romeo Bachro Jr.
Welcome Message by the Project Manager-Mr. Romeo Bacharo Jr
In his speech, he quoted the following: I could still remember the time when we were in Jolo during the third week of January 2005, holding the competency examination and interview for the Sulu and Tawi-Tawi participants. I was very happy to see all of you here trying to take part in development work for the sake of the welfare of IDPs in Sulu,and Basilan provinces. He added that in Basilan province, there was one applicant who did not qualify for the take the barangay post due to the fact the she is still studying. He explained further that if she will be given the chance to work with the project, it might as well jeopardize and affect her performance in school and would create a problem along the process considering the IDP project is fast trucking in its implementation. The project is all about the internally displaced persons (IDPs) with project duration of 6 months. Since the project is fast trucking we are counting and expecting so much from the project staff (provincial coordinators, municipal coordinators and barangay facilitators) particularly in updating the IDPs situation through submission of qualitative and quantitative reports on the ground. We hired people with dedication and commitment to serve and deliver services based on the expressed needs of the community. The MIRD as emergency response and relief organization will stick to the humanitarian principle with out participation in political agenda/activities. Thus, we are asking the CO worker must be sensitive enough in dealing with IDPs. The job requires community emersion for the worker to be able to study deeper and integrate with the community life. Hence, we are expecting a dedicated yet competent staff to work on the ground. The MIRD and PDAL work as one body in this special project. This orientation workshop is a good venue for you to be able get to know each other and with the rest of the MIRD staff as well as with the context of the IDPs project. We expect that you will actively participate in the activities particularly during workshop and small group discussion and other activities.
Orientation and Training Proper
At 8:35 PM, Rene Jamih facilitated the 1st activity which is introduction of participants. He asked each participant to introduce him/herself by mentioning his/her name, position, place of origin and present work/engagement before the plenary. He asked them to make a semi-circular position and started from left the participants had introduced themselves one by one until it reached down to the last participant from the right side. The participants were able to expressed themselves and share some their personal and family background to the big group.
At 9:00 PM, Ms. Kalma Isnain facilitated the 2nd activity which is training overview and briefing as follows:
Ψ The program is Integrated Community Development UNDP-IDP Project. For ARMM areas, the ARMM Regional Government through ODA serves as implementing body while the non-ARMM areas the MEDCO is the implementing agency.
Ψ CO worker has a maximum of 15 days travel from duty station (residence) to area of assignment. He/she is guided by the principle of community organizing and will work based on trust, conscience and commitment.
Objectives:
At the end of two and a half days the Provincial, Municipal Coordinator and Barangay Facilitator will be able to acquire the necessary knowledge, skills and appropriate attitude towards work, to be able to effectively and efficiently meet the MIRD, UNDP-IDP Program expectations.
Specifically, the PC, MC and BF will be able to:
· Enhance their information and understanding of the UNDP IDP Project
· demonstrate basic skills in Community Organizing;
· demonstrate presentation and facilitation skills;
· Share personal values about work relationship with peers and client communities and how these values relate to project values;
· demonstrate basic skills in planning, implementing, monitoring and evaluating projects;
· Identify partner agencies government ARMM Local agencies, local government units, non government agencies, non government organization, private sector, civil society and academe which can provide the required assistance for the project implementation
· Simulate a community planning exercise;
Methodologies:
The two and half-day orientation training-workshop exploring variety of learning modes that will ensure the building of knowledge, attitude and skills of the participants. Among of the methods to be used are lecturing with open discussion, role play, structured learning exercises, community exposure as part of the learning method on community profiling topic, and workshop.
At 9:10 PM, Ms. Ayrin Sales facilitated another activity which is:
3rd Activity: Leveling of Expectation.
Objective: To be able to level among the participants with regards to their expectations and hopes for the two and a half -day activities.
Structure: SGD
Time-Element: 30 minutes
Instructions:
Presentation of group outputs:
Group (1.) -Presented by Moh. Alam Pala
Content
Facilitator/Resource Person
Co-participants
Venue
Group (2.) presented by Mr. Abdurajik Iskandal
Content
Facilitator/Resource Person
Co-participants
Venue
Group (3.) presented by Sam Hajal
Content
Facilitator/Resource Person
Co-participants
Venue
Group (4.) presented by Richard Asiri
Content
Facilitator/Resource Person
Co-participants
Venue
Group (5.) presented by Luwenthal Ibrahim
Content
Facilitator/Resource Person
Co-participants
Venue
Processing/observations/commonalities of expectations:
Content
Facilitator/Resource person
Co-participants
Venue
At 10:00 AM. Ms. Sales presented the 4th activity which is the house rules (governing the 3 days training-workshop) and tasking of the host team as follows:
GROUND RULES
FORMATION OF HOST TEAMS
GROUP (1.)
GROUP (2.)
TASKING OF HOST TEAM
Members of Training Team:
Members of the secretariat:
Resource persons:
Day (2.)- February 25, 2005 (Friday)
7:30 AM
The session on second day started with opening prayer led by Mr. Richard Asiri. It was followed by the recapitulation facilitated by Mr. Rene Jamih. He asked the participants regarding the things that transpired on the night of February 24, 2005 and some of them have something to say as follows:
Recapitulation
· Sam Hajal says that what he could remember during the night of February 24, (Thursday) is that, the participants introduced each other and verbalized their expectations on the two days and a half activities.
· Jul says that the participants were hopeful that the IDPs project could be fully implemented and so the filed workers needed to learn the CO process to be able to facilitate the project implementation.
· Hji. Nurisa says that the activity last light was very good because the participants started to familiarize each other especially the participants from Basilan and Sulu and so with Tawi-Tawi.
After which Mr. Alhajar Abdulgafor gave an unfreezing activity such story telling and action song kung ikaw ay masaya.
At 8:00 AM, Mr. Romeo Bacharo Jr.-the project manager gave a comprehensive orientation on the IDPs project as follows: (Pls. refer to the copy of inputs on IDPs project) (5th activity)
At 9:00 AM, an open forum was held to be able to give the participants the chance to raise questions particularly on the implementation process and arrangements of the project as follows:
· Organize at least 15 members with sectoral participation.
· The IDPs in the community
· The IDPs beneficiaries of the project shall be identified by the community and properly endorsed by the barangay chairman.
· If the numbers of IDPs exceed our target, it depends upon us on how we strategize to maximize our resources to the fullest so that we can include those non-IDPs who also deserve of our assistance.
9:30 AM-------------------------------SNACK-----------------------------------------------------
At 9:50 AM, Mr. Nasser Jawali gave another activity which is: Community Organizing-Community Development (CO-CD). He started his session by giving a break in activity which is:
6th activity: Break in activity
Objective: For the participants to be able to get to know each other better and to encourage each one of them to participate in the activity.
Structure: individual to group activity
Time Frame: 10 minutes
Instructions:
1. Participants were asked to form into one big circle.
2. Facilitator gave each of them materials like strip of cartolina, color pen and masking tape.
3. Participants were then, ask to write their nick name on a strip of cartolina in a vertical position and post it on their back.
4. After which, facilitator asked them to go around the circle and asked other participants to write on each of letter of their nick name preferably an adjective that best describe them as a person and as a community development worker.
Observations:
INPUTS ON COMMUNITY ORGANIZING-COMMUNITY DEVELOPMENT
COMMUNITY ORGANIZING Defined
Community organizing is both a process and a method of raising peoples awareness of their situation, moving them to action and mobilizes local resources to address their family needs and the community problems in general.
As a process, it follows different phases leading towards the achievement of its end goal. And as a method, it makes use of strategies and approaches that allows individuals to be actively involved in defining their own view of development.
Organized efforts contribute to the empowerment of the poor. It aims to enhance peoples access to basic needs and ensures equitable distribution of resources.
KEY POINTS TO REMEMBER IN UNDERSTANDING THE STRATEGY:
1. RAISING PEOPLES AWARENESS
§ About their poverty situation
Ψ Understanding why they are poor and what can be done to change their situation.
§ About childrens basic rights and responsibilities
Ψ awareness on children as a recognized sector
Ψ that as a sector, children have their own rights and responsibilities to share in nation building.
§ On the need of family and community support to address childrens issues and concerns.
Ψ creation of alternative structures that promote childrens rights.
Ψ formation of support mechanisms that assure welfare and well-being of children.
2. MOVING PEOPLE TO ACTION TOWARDS COOPERATION AND UNITY BY:
§ Forming an organization as a means to respond to their problems.
Ψ Organization composed of people united to achieve a common goal.
Ψ Organization as an expression of peoples strength and power.
§ Strengthening organization so that it can continuously respond to the emerging needs of the people.
§ Building coalitions and alliances as mechanisms for putting up support systems in the community.
3. MOBILIZING RESOURCES TO ADDRESS COMPLEX PROBLEMS
§ Tapping and mobilizing existing community resources necessary to meet their needs and resolve their problems.
§ Establish linkage or network with different government agencies and development organizations to support your programs and services.
GENERAL PRINCIPLES IN COMMUNITY ORGANIZING
1. TRUST IN PEOPLE
Ψ Have a deep sense of trust and belief in people
Ψ Recognize peoples inherent desire to change their condition, to grow and develop.
Ψ People are capable of bringing about change. They can define for themselves the meaning of development as well as plan and implement its goals and objectives.
2. CO SHOULD BE BASED ON THE INTEREST OF THE MAJORITY; THAT IS THE POOR AND THE OPPRESSED IN SOCIETY.
Ψ Consciousness or social awareness must be raised for them to be able to analyze and articulate their problems and plans of actions.
3. ORGANIZING EFFORTS MUST LEAD TO A MORE JUST AND DEMOCRATIC SOCIETY.
Ψ Goals of CO must reflect peoples aspirations.
Ψ Thrust of leadership development should lead to a sharpening of democratic principles and practices.
Ψ It must lead to equal access to opportunities, programs, and services.
4. RECOGNIZE THE PRESENCE OF A VARIETY OF INTERESTS IN ANY COMMUNITY.
Ψ Varying interests can facilitate or hinder change. Therefore CO worker must conduct a study of these interests.
Ψ CO worker must be able to adopt to forging unity of interests whenever possible as well as take the challenge of exposing unjust interests of a few.
GENERAL ATTRIBUTES OF COMMUNITY ORGANIZING
1. PROCESS-ORIENTED
Ψ Peoples involvement in the entire development process (e.g. need identification, planning, implementation, monitoring and evaluation.)
Ψ CO process is viewed as part of the education of people to better understand their situation.
2. PEOPLE-ORIENTED
Ψ People are viewed as object (focus) and subject (beneficiary) of development
Ψ They have the capacities to change and can be changed if given the right opportunities to develop. Therefore, their potentials must be fully maximized.
3. ACTION-ORIENTED
Ψ Knowledge and skills are translated into concrete form of action to change their situation.
Ψ Organizing and mobilizing people must be a around issues that affect their views.
4. COMMUNITY-ROOTED
Ψ Projects are community-managed where people are seen as the real owners.
Ψ They are considered as partners rather than a mere beneficiaries or recipients of programs and services.
BASIC TASKS IN COMMUNITY ORGANIZING
SPECIFIC PRINCIPLES IN COMMUNITY ORGANIZING
ON SOCIAL PREPARATION
ON LEADERSHIP FORMATION AND DEVELOPMENT
ON ORGANIZATIONAL DEVELOPMENT AND MANAGEMENT
a. Social need is the basis of an organization
b. Discontent must initiate and nourish the development of an organization
c. The organization must be widely shred in the community
d. The organization must involve leaders who are identified and accepted by the majority of the people in the community.
e. The community organization structure should be kept as simple as possible
f. It must have goals and method of procedure that are acceptable to the people
g. Balance between centralization and decentralization
h. Barrier to communication must be broken down
i. It must have an effective line of communication with in itself and between it and the community.
j. It must be flexible in its organizational procedures
k. It must develop a pace for its work relative to the existing conditions
l. It must work for the development of leaders
m. It must achieve strength , stability, and prestige in the community
ON PROGRAM DEVELOPMENT AND MANAGEMENT
a. Community welfare is the first consideration in determining programs
b. Services should be distributed equitably
c. Diversity in program approach should be respected
ON NETWORKING AND LINKAGE-BUILDING
a. Coordination is a process of growth
b. Broad representation in inter-agency bodies must be encouraged
MAJOR PHASES IN COMMUNITY ORGANIZING
A. SOCIAL PREPARATORY PHASE
· MAJOR ACTIVITIES
1. Area selection
2. Community Entry
· Common methods used
a) Meeting with local officials
b) Consultation with various development agencies
c) Holding of barangay assembly meetings
d) House to house visits
e) Conduct of program orientation at all levels
· Facilitating factors in community entry
a) Establishing the agencys credibility at the onset of community entry
b) Orient key people about the program and its objectives
c) Emphasis must be given on the importance of cooperation, local cooperation and unity in attaining common goals
d) Do not raise unnecessary expectations nor give promises that can not be kept
3. Community Integration
Ψ Gradually imbibe community life through participation in social and economic activities of the people.
Ψ Establish rapport with the people to gain their trust
4. Social Investigation
Ψ Gathering, systematization, interpretation of the communitys socio-economic and political situation.
Ψ Basis for identifying, prioritizing needs/problems.
Ψ Determine appropriate methods/strategies for CO work.
· Common methods in Social Investigation:
a) Ocular visits
b) Informal interview with key informants
c) Review of literature/records/documents
Afternoon session
1:40PM
Afternoon session started with ice-breaker called bird, dog, duck and Cat introduced by Mr. Jawali. Afterwhich he gave workshop on Social Preparatory Phase as follows:
Activity: Workshop of Social Preparatory Phase
Objective: To give the participants the real situation on social preparatory phase as they start working in the community.
Time-Frame: 30 Minutes
Structure: SGD
Instructions:
1. Divide participants into three groups.
2. Each group will assign facilitator, documenter and reporter.
3. Groups will be given a community situation in preparation for their role play/presentation.
4. Allot 30 minutes for this activity, after which the groups will present their respective role play to the big group.
At 2:30, the groups started their presentations as follows:
Group 1. SITUATIONER
Characters:
1. Barangay Captain- Richard Asiri
2. Barangay Facilitator- Hji. Nurisa Bakil
3. Barangay Councilor- Tahassam Jul
Fist Scene: Meeting/coordination with Barangay Chairman
Second Scene: Conversation with IDP families-assessing the needs of IDPs
Comments:
· No establish/organize Pos
· The question raised by the barangay chairman regarding the assistance they can provide the IDPs families was not clearly emphasized. (by: Ayrin Sales)
Response by Hji. Nurisa
· Since it is still on the social preparatory phase then, the usual activity is coordination with the local officials, the organization of Pos will follow as soon as initial collaboration and good rapport with LGUs has been established.
Group 2- SITUATIONEER
§ Ang barangay y ay lubos na naapektuhan ng digmaan ng military at ASG nuong panahon ng Sipadan hostage crisis taong (2000) maraming napinsala mga pasilidad sa kumunidad dulot ng digmaan gaya ng iskuwelahan, BHS, daan, tubig at mga kabahayan ng mga tao sa kumunidad. Hanggang ngayon isang daang (100) pamilya pa ng IDPs ang hindi lubos na nakakabalik sa dati dahil sa kawalan ng tulong ng pamahalaang local. Maraming organisasyon ang gusting tumulong sa mga IDPs at sa kanilang kumunidad kaya lang ang BLGU ay hindi sumasagot at nagbibigay ng suporta sa mga NGOs na gustong tumulong sa mga IDPs. Bilang isang community organizer ng MIRD ano ang iyong gagawin upang makuha ang suporta ng BLGU at makapasok upang matulungan ang mga IDPs?
Characters:
1. Barangay Chairman
2. Barangay Facilitator
3. Religious Leader
4. IDPs
First Scene: Meeting of Barangay Faciliotator with IDPs families
Second Scene: Meeting with religious leader
Third Scene: Meeting with Barangay Chairman
Comments:
3:300PM-Working Snacks
Cont. of the presentation:
GROUP 3- SITUATIONER
§ Nagkaroon ng biglaang digmaan sa barangay B ng munisipyo ng Talipao, maraming mga bata, kababaihan at matanda ang namatay at higit isang daang pamilya ang nawalan ng tirahan dulot ng madugong digmaan ng military at MNLF. Ang mga IDPs ay nasa evacuation center (school building) na may kalayuang sa mga lugar na nagkaroon ng pinsala. Maraming organisasyon ang tumulong sa mga IDPs kaya lang walang sistema sa mga pamamaraan ng pagbibigay ng tulong na lalong nagpagulo sa mga IDPs. Bilang isang CO worker ng MIRD ano ang iyong gagawin upang mapaganda ang pamamaraan ng pagtulong sa mga IDPs? At sa palagay mo sapat naba ang mga material na bagay na naibibigay sa mga IDPs? Ano-anu pa ang mga pangangailangan ng mga IDPs?
Characters:
Scene: The facilitator approached the group of IDPs in the area. He asked some of them regarding their situation. The, he went to the religious leader and introduced himself and the organization he represents in the community. Afterwards, together they went to the barangay chairman and coordinated regarding his work ion the community. He presented the programs and services of his organizations and the assistance they can extend to help the plight of the IDPs. However, he asked the support of the barangay chairman so that there would be an organized and effective delivery of the programs and services in which most of beneficiaries are the IDPs.
B. LEADERSHIP DEVELOPMENT AND CAPACITY BUILDING
· MAJOR ACTIVITIES
1. Spotting Potential Leaders
a) Observe individual characteristics, strengths and weaknesses
b) Use criteria in choosing potential leaders
c) Validate information through personal interaction
d) Test their capability by giving them responsibilities and tasks
e) Assess their performance in group activities
f) Help them develop their self confidence and credibility
2. Core Group Formation
a) Composed of 5-10 people chosen from among the identified potential leaders.
b) It lays down the ground work for putting up the peoples organization
c) Develop and strengthen the capacities of core group members in preparation for the leadership roles they have to assume in the organization.
Criteria for choosing core group members
Ψ Commitment to work towards change
Ψ Willingness to place group interest above personal interest
Ψ Effective leadership skills
Functions of Core Group
a) Training ground for shared leadership
b) Assist in mobilizing other community members
c) Provides direction in organizing activities
d) Plan activities toward developing and managing the organization
3. Leadership Development
· Common Activities for Leadership Formation
a) Education and training for raising social awareness
b) Small group and informal discussions on issues affecting their daily life
c) Action reflection session in order to draw insights and lessons from their experiences.
11:30 AM-----------------------LUNCH/PRAYER TIME-----------------------
At 1:40 PM, the session was resumed and the facilitator Mr. Nasser Jawali introduced an ice-breaker which is an action song/game entitled birdie-birdie twin. After which he continued with his inputs on community organizing.
C. ORGANIZATIONAL DEVELOPMENT AND MANAGEMENT
MAJOR ACTIVITIES:
Common activities undertaken in putting up an organization.
· These are self help groups organized to meet a common need (e.g. savings group, IGP group, etc.)
· Formation of these groups should strengthen self-motivation and self-management.
3. Reviving Existing Organizations
· Identify which among the existing organizations have potentials for reactivation.
· Conduct organizational diagnosis to determine the current state of the organization.
· Develop appropriate intervention to strengthen the organization.
4. Management of the Organization
· Setting up systems, policies and procedures that will maintain order in the management of the organization.
· Development of short term and long term programs based on the set goals.
· Mobilize local resources that will support current programs and services.
· Establish control systems
D. CONSOLIDATION AND EXPANSION PHASE
· Committee Formation and Resource Mobilization
· Institutionalization of organizational mechanisms
· Education and Training
· Project Development
· Group Mobilization
· Networking and Advocacy
· Documentation, Monitoring and Evaluation
LEVELS OF ORGANIZATIONAL DEVELOPMENT
A. FORMATIVE LEVEL
B. REACTIVATION LEVEL
C.CONSOLIDATION LEVEL
After some period of operations, an organization may need to synthesize gains by identifying its strengths and weaknesses. From these assessments, organizational strategies are improved.
INDICATORS OF CONSOLIDATED ORGANIZATION
Ψ Member participation
Ψ Leadership
Ψ Organizational Structure
Ψ Services and programs
Ψ Resources
Ψ External relations
Ψ Growth opportunities/Sustainability
STRATEGIES IN ORGANIZATIONAL CONSOLIDATION
1. Committee Work
· Task-oriented and program oriented
2. Institutionalizing Organizational Mechanisms
· Setting-up of organizational structures and mechanism to provide clear lines for decision-making and venues for wider participation.
· Regular conduct of meetings, consultations and summing-up sessions.
3. Education and Training
4. Project Development
5. Resource build-up
6. Group Mobilization
7. Networking
D. EXPANSION LEVEL
After strengthening organizational mechanisms, an organization may need to expand its scope and coverage to other communities or sectoral groupings.
This means that the organization can move to forming federations and alliances at all levels from local to national.
This can be done through:
MODELS OF COMMUNITY ORGANIZATION
5. COMMUNITY DEVELOPMENT
ό Is a process whereby the resources of the community and those of the government are gathered/merged together to be able to address certain community issue or respond to the needs of the people in the community.
Ex: Construction of roads, BHS, Water System and organization of Pos.
6. SOCIAL PLANNING
ό Is a process whereby the different sectors of the community will come together to determine what they want to intend or engage in the future and how it will get there. It is also a process of setting direction which serves as a guide for an organization to achieve its goal or objective through collaborative decision making and actions.
Ex: conduct of Barangay Development Plan through Participatory Resource Appraisal, Community investment Plan/Strategic Planning and Annual Investment Plan.
7. SOCIAL ACTION
ό Refers to an individual or group designed to influence policies and decisions to change current social situation/condition.
Ex:
a. Resolutions made by different sectors in Sulu calling for the immediate ceasefire and suspension of violence as a result of military operation.
b. Street parliament/demonstrations/noise barrage
At 4:30 PM- Mr. Alhajar Abdulgafor (Provincial Coordinator of Sulu) gave inputs on the Skills of Community Organizing particularly on Networking, resource mobilization and advocacy. Prior to his presentation, Mr. Nasser Jawali gave activity (a game-the boat is sinking) reflecting the process of Networking. He asked the participants that assuming they are on travel and suddenly, the boat they are boarding was about to sink. The captain now instruct the passengers to group themselves into small numbers since it is the easies way to move out of the ship and ride in a small life boat. The facilitator will repeat the process until majority of the participants will be eliminated from the circle and left only small number.
Learning Insghts:
· The activity motivates the organizer to link and network with other groups or organization so that he may able to develop his capacity and establish build alliance among other organizations by which he can obtain resources he can use in his community work.
INPUTS ON SKILLS OF COMMUNITY ORGANIZING
Networking
Creating awareness about specific issues and concerns
Building alliances towards attaining common goals
Sharing of resources and responsibilities
Networking as part of organizing work
Resource mobilization
Advocacy work
Support group formation
Network members for childrens concerns:
Children associations
Parents organizations
Sectoral community groups
Church-affiliated groups
Schools
Local Government units
Child-focused agencies
Business groups
Government agencies
Civic groups
Basic elements of network building;
Unified vision and goals
Sharing of information and resources
Regular interaction/communications
Partnership among equals
Member participation
Type of networks
Scope Networks are formed in response to specific issues, based on programs, by sector, or by geographical boundaries.
Goals Networks aim to attain either short-term (tactical) or long-term objectives (strategic).
Organizational
Mechanisms Relationship among member organizations may be structured (with defined functions) or semi-structured
(With very general terms of cooperation).
Formation Networks can be in varied forms:
Coalition, consortium, alliance
Key players in networking
Convenor Provides initiatives and core resources for core resources for forming the network.
Secretariat Provides technical support for coordination and management of network activities.
Members Participate in joint activities and in network building.
Relationship among member organizations
Can be symbolized by:
Spider web
The center provides the leadership
And coordination of the network
activities. Members are connected
by common goals and programs.
Rubic Cube
The member organizations are linked at the center by a common vision. However, roles and function ma y be rotated or changed according to specific programs or tasks.
Strategies and Methods
The priority needs and objectives for network building must be defined.
The scope of work must also be clarified.
A directory of possible member organizations must be made. An initial
clustering based on their programs and importance given to the
organization may also be done.
|
Agencies/Groups |
Programs and services |
Contact person address/contact numbers |
|
1. 2. 3. 4. 5. |
|
|
Initial contact can be initiated by the convenor with potential member
organizations through informal discussions with contact persons,
letters of inquiry or invitation, consultation or attendance in conference/meetings.
Preliminary linkages can be done through short term joint activities.
These also serve as venues for testing out possibilities in future
partnership.
Other programs or tasks may be pursued jointly by the cooperating organizations.
The terms for partnership can be made more structured and purposive.
For long-term engagements, joint planning is suggested t ensure more efficient and effective implementation; and purposes of resource sharing.
Organizational mechanisms for decision-making and delegation of function of functions can be formalized after a series of joint activities.
For more long-term planning and network building, joint assessments can help determine the strengths and weaknesses of the partnership.
RESOURCE MOBILIZATION
We need funds.
Where can get assistance?
How do we access resources?
Networking as a means for resource mobilization
Members of networks can assist in resource generation:
ό Services and programs
ό Facilities
ό Technical expertise
ό Financial/Material assistance
ό Referrals
Network membership can also contribute to an organizations track record.
This, in turn, can open opportunities for accessing resources from different
institutions, both local and international.
Importance of harnessing local resources
Peoples talent, creativity and commitment are the most significant resources for
community activity. It is empowering for local groups to be part of the
development process. It s also more sustainable to develop internal resources
rather than be dependent solely on outside resources
Different forms of resource mobilization.
ό Internally generated funds
ό Fund Raising Projects
ό Income generating activities
ό External sources
Managing organizational funds
The following actions can assist local groups in managing their funds better:
ό Training on financial management
ό Systematic documentation of financial matters
ό Clear cut processes and procedures for financial transactions
ό Assessment of where and how funds can be invested to generate additional income/interest
ό Budgeting based on needs and resources
ό Consultations and information dissemination regarding status of funds to members
ό Generate savings
ADVOCACY
Function of Advocacy
Ψ Issue awareness
Ψ Group involvement/action
Ψ Campaign towards change
Network building as part of advocacy efforts
There is strength in numbers. Thus, you can generate support to IDPs concerns and programs by involving more groups to undertake similar activities or joint programs.
Complementation of programs, services and resources among similar groups can
to more efficient and effective strategies for the benefit of the IDPs and families.
Elements of advocacy work
1. issue analysis
Updated information must be the basis for defining the key issues for advocacy work. The analysis of such issues must be shared among pf the key players and their support groups.
2. Clarity of demands/[position
Based on the issue analysis, bot6h short-term and long-term objectives of the advocacy efforts need to be clarified. These become the basis for setting targets such as changes in policies, legislation, programs or strategies.
3. Advocacy plan
In group of activity, members must be consulted and/or involved in planning. The plan specifies the objectives, sequence of activities, tasking timeframe and resources needed for specific advocacy efforts.
4. Participation of the key players
Actual participation of the IDPs, POs and BLGU can effectively draw more attention to the advocacy messages. A first person account tends to be more powerful than other approaches.
5. Support group formation
Support can be generated from other community groups, sectoral formations, other groups and agencies, and local officials.
6. Appropriate strategies and tactics
The choice of strategies and tactics must consider the following:
Objectives, experiences of the key players, target audience, timeframe and available resources.
Variety in advocacy methods
IEC materials Print, broadcast, video/movie
Cultural activities Theater, concert, art exhibit, poetry reading,
drawing, mural
Mass campaigns Petition, resolution, signature campaign,
rally, delegation, march
Structured sessions Training, forum, press conference,
Roundtable decisions, kapihan
Popular appeal methods Poster/ slogan contests, advertisements
Endorsement from personalities
Field visits Study tour, Bisita IDPs
Non-conventional forms Fashion show, text campaign, e-mail groups,
armbands, pins, shirts
Target audience for advocacy work
Children and childrens association
Parents and other local groups
Sectoral organizations
Local government officials
Schools, religious groups
Local, National, International agencies
Strategies for generating wider support
ό Clarity of advocacy messages
Core messages must be properly selected. There should be a balance rational and emotional appeal. Cultural sensitivity can enhance its effectiveness.
ό Personal approach
One-on-one interaction in dialogue with key persons or officials provide personal touch to complement mass appeal of other advocacy forms.
ό Popularize demands/ position
Dissemination of clear and simple demands using popular language and symbols can help generate increased awareness and acceptance.
ό Formal letters/ endorsements
Written documents such as letters and endorsements present specific positions in a formal way which can have more appeal to institutions and professional groups.
ό Mass education public/ support
IEC materials, mass campaign and popular media forms are important in educating the public and help form public opinion on key issues and concerns.
ό Policy/ legislative advocacy
Lobbying for passage of specific laws and ordinances is a significant component for institutionalizing particular programs and strategies.
5:30PM- INPUT ON FACILITATION BY MS. KALMA ISNAIN
DEFINITION OF TERMS
FACILITATION means
Making things easy, knowing where the ideas is going and making the situation
easier so others maybe able to participate.
FACILITATOR
Refer to a person who is responsible for structuring teams, groups or task
forces, and their activities so as to allow for their success in attaining
organizational goals and objectives.
TASK AND MAINTENANCE FUNCTION OF FACILITATOR
POSITIVE TRAITS OF A GOOD FACILITATOR
F-Friendly
A-Articulate
C-Consensus Building
I-Integration
L-Leveling-off
I-Information sharing
T-Teacher-Learner Relationship
A-Activity-focused Learning
T-Time Conscious
O-Organizational Skills
R-Rapport Building
COMMON ACTIVITIES REQUIRES FACILITATION SKILLS OF A DEVELOPMENT WORKER/ORGANIZER
SOME HELPFUL TIPS IN FACILITATING ACTIVITIES
Handling Question from Group Members
Acknowledge Questions Cordially
Throw back the question to the group to elicit opinions
If you need to answer the question, be brief
Re-phrase the question if necessary
Relate the question to the task at hand
Handling Domineering Participants
Reiterate the need to get opinions of different group members
Do not embarrass the participant. You can say Let us hear what the others say and then we back to you
Talk to the person during breaks. Ask him/her to encourage others to speak
Do not loose your temper
Handling Quiet/Shy Participants
Make eye contact with the person when asking questions
Involve them in small group activities and give specific/simple tasks
Whenever they participate, recognize their efforts
Do not force them to participate in big groups
Ask for feedback from them during breaks
Keeping Discussions Focused
Clarify objectives and timeframe at the start
Summarize main discussion points at different periods during the discussion
If off-track comments are expressed, you can say that is good point, but let us go back to the agenda
Refer to the discussion guide to remind the group the other parts of the agenda
Look at your watch
Making a Synthesis of the Group Discussions
Write summary points in the board. Use other visuals if needed
Acknowledge ideas contributed by group members
Refer to the guide questions in making summary points
Link the discussion points to the main topics of the session
Contribute your own ideas if there are gaps in the discussion results
EXERCISE
GROUP 1
A group of Couples attending family planning sponsored by a certain NGO.
During session time, 2 fathers are discussing the negative effects of using pills
which seems to dominate the entire discussion. As facilitator how would you
handle the situation?
GROUP 2
A group of mothers attending responsible parenthood seminar sponsored by
DSWD. During seminar proper, there is one participant who is very shy, passive
and seems to isolate herself from the rest of the group. As facilitator, how would
you handle the situation?
GROUP 3
A group of IDPs families affected by armed conflict are currently undergoing
stress debriefing session facilitated by MIRD. As facilitator, how would you
handle such group to be able to unload their trauma and fear resulted from tragic
experience they encountered from the ongoing military operation in Sulu?
6:00-700PM BREAK
7:00-8:00PM-DINNER
8:00-9:00 PM- INPUTS ON FINANCIAL GUIDELINES BY: FLORINDA JIKIRI
FINANCIAL GUIDELINES
GUIDELINE FOR STAFF TRAVEL
Request for Travel and Cash
Advance:
Initiation this involves the preparation of the Travel
Authorization and Request for Cash Advance Form (TARCA)
Authorization The prepared/submitted TARCA of an individual
staff shall be checked and reviewed by the finance officer. The finance
officer will recommend the reviewed TARCA for approval to the project manager.
Payment:
Cash Advance payment shall be made for an individual staff
based on the
authorized itinerary and approved cash advance.
Reimbursement is paid to an individual staff either traveled
without cash
advance or in excess of his/her cash advance but provided that
expensesis
allowable or within the set limit of the financial guidelines.
Release of payment is based on the approved liquidation report which is
reviewed by the finance
officer and duly approved by the project manager.
Liquidation This involves the preparation & submission of the liquidation
report based
on the MIRD prescribed form, supporting documents to be attached to
the Liquidation Report are:
Supporting documents for liquidation report are:
AUTHORIZED ALLOWANCE AND TRAVEL EXPENSE
Staff on official travel is
entitled to avail the daily subsistence allowance (DSA) depending on
the distance and venue of the activity to which category does it fall.
MAJOR PHASES IN COMMUNITY ORGANIZING
A. SOCIAL PREPARATORY PHASE
· MAJOR ACTIVITIES
1. Area selection
2. Community Entry
· Common methods used
a) Meeting with local officials
b) Consultation with various development agencies
c) Holding of barangay assembly meetings
d) House to house visits
e) Conduct of program orientation at all levels
· Facilitating factors in community entry
a) Establishing the agencys credibility at the onset of community entry
b) Orient key people about the program and its objectives
c) Emphasis must be given on the importance of cooperation, local cooperation and unity in attaining common goals
d) Do not raise unnecessary expectations nor give promises that can not be kept
3. Community Integration
Ψ Gradually imbibe community life through participation in social and economic activities of the people.
Ψ Establish rapport with the people to gain their trust
4. Social Investigation
Ψ Gathering, systematization, interpretation of the communitys socio-economic and political situation.
Ψ Basis for identifying, prioritizing needs/problems.
Ψ Determine appropriate methods/strategies for CO work.
· Common methods in Social Investigation:
a) Ocular visits
b) Informal interview with key informants
c) Review of literature/records/documents
Afternoon session
1:40PM
Afternoon session started with ice-breaker called bird, dog, duck and Cat introduced by Mr. Jawali. Afterwhich he gave workshop on Social Preparatory Phase as follows:
Activity: Workshop of Social Preparatory Phase
Objective: To give the participants the real situation on social preparatory phase as they start working in the community.
Time-Frame: 30 Minutes
Structure: SGD
Instructions:
1. Divide participants into three groups.
2. Each group will assign facilitator, documenter and reporter.
3. Groups will be given a community situation in preparation for their role play/presentation.
4. Allot 30 minutes for this activity, after which the groups will present their respective role play to the big group.
At 2:30, the groups started their presentations as follows:
Group 1. SITUATIONER
Characters:
1. Barangay Captain- Richard Asiri
2. Barangay Facilitator- Hji. Nurisa Bakil
3. Barangay Councilor- Tahassam Jul
Fist Scene: Meeting/coordination with Barangay Chairman
Second Scene: Conversation with IDP families-assessing the needs of IDPs.
Comments:
· No establish/organize Pos
· The question raised by the barangay chairman regarding the assistance they can provide the IDPs families was not clearly emphasized. (by: Ayrin Sales)
Response by Hji. Nurisa
· Since it is still on the social preparatory phase then, the usual activity is coordination with the local officials, the organization of Pos will follow as soon as initial collaboration and good rapport with LGUs has been established.
Group 2- SITUATIONEER
§ Ang barangay y ay lubos na naapektuhan ng digmaan ng military at ASG nuong panahon ng Sipadan hostage crisis taong (2000) maraming napinsala mga pasilidad sa kumunidad dulot ng digmaan gaya ng iskuwelahan, BHS, daan, tubig at mga kabahayan ng mga tao sa kumunidad. Hanggang ngayon isang daang (100) pamilya pa ng IDPs ang hindi lubos na nakakabalik sa dati dahil sa kawalan ng tulong ng pamahalaang local. Maraming organisasyon ang gusting tumulong sa mga IDPs at sa kanilang kumunidad kaya lang ang BLGU ay hindi sumasagot at nagbibigay ng suporta sa mga NGOs na gustong tumulong sa mga IDPs. Bilang isang community organizer ng MIRD ano ang iyong gagawin upang makuha ang suporta ng BLGU at makapasok upang matulungan ang mga IDPs?
Characters:
1. Barangay Chairman
2. Barangay Facilitator
3. Religious Leader
4. IDPs
First Scene: Meeting of Barangay Faciliotator with IDPs families
Second Scene: Meeting with religious leader
Third Scene: Meeting with Barangay Chairman
Comments:
3:300PM-Working Snacks
Cont. of the presentation:
GROUP 3- SITUATIONER
§ Nagkaroon ng biglaang digmaan sa barangay B ng munisipyo ng Talipao, maraming mga bata, kababaihan at matanda ang namatay at higit isang daang pamilya ang nawalan ng tirahan dulot ng madugong digmaan ng military at MNLF. Ang mga IDPs ay nasa evacuation center (school building) na may kalayuang sa mga lugar na nagkaroon ng pinsala. Maraming organisasyon ang tumulong sa mga IDPs kaya lang walang sistema sa mga pamamaraan ng pagbibigay ng tulong na lalong nagpagulo sa mga IDPs. Bilang isang CO worker ng MIRD ano ang iyong gagawin upang mapaganda ang pamamaraan ng pagtulong sa mga IDPs? At sa palagay mo sapat naba ang mga material na bagay na naibibigay sa mga IDPs? Ano-anu pa ang mga pangangailangan ng mga IDPs?
Characters:
Scene: The facilitator approached the group of IDPs in the area. He asked some of them regarding their situation. The, he went to the religious leader and introduced himself and the organization he represents in the community. Afterwards, together they went to the barangay chairman and coordinated regarding his work ion the community. He presented the programs and services of his organizations and the assistance they can extend to help the plight of the IDPs. However, he asked the support of the barangay chairman so that there would be an organized and effective delivery of the programs and services in which most of beneficiaries are the IDPs.
B. LEADERSHIP DEVELOPMENT AND CAPACITY BUILDING
· MAJOR ACTIVITIES
1. Spotting Potential Leaders
a) Observe individual characteristics, strengths and weaknesses
b) Use criteria in choosing potential leaders
c) Validate information through personal interaction
d) Test their capability by giving them responsibilities and tasks
e) Assess their performance in group activities
f) Help them develop their self confidence and credibility
2. Core Group Formation
a) Composed of 5-10 people chosen from among the identified potential leaders.
b) It lays down the ground work for putting up the peoples organization
c) Develop and strengthen the capacities of core group members in preparation for the leadership roles they have to assume in the organization.
Criteria for choosing core group members
Ψ Commitment to work towards change
Ψ Willingness to place group interest above personal interest
Ψ Effective leadership skills
Functions of Core Group
a) Training ground for shared leadership
b) Assist in mobilizing other community members
c) Provides direction in organizing activities
d) Plan activities toward developing and managing the organization
3. Leadership Development
· Common Activities for Leadership Formation
a) Education and training for raising social awareness
b) Small group and informal discussions on issues affecting their daily life
c) Action reflection session in order to draw insights and lessons from their experiences.
11:30 AM-----------------------LUNCH/PRAYER TIME-----------------------
At 1:40 PM, the session was resumed and the facilitator Mr. Nasser Jawali introduced an ice-breaker which is an action song/game entitled birdie-birdie twin. After which he continued with his inputs on community organizing.
C. ORGANIZATIONAL DEVELOPMENT AND MANAGEMENT
MAJOR ACTIVITIES:
Common activities undertaken in putting up an organization.
· These are self help groups organized to meet a common need (e.g. savings group, IGP group, etc.)
· Formation of these groups should strengthen self-motivation and self-management.
3. Reviving Existing Organizations
· Identify which among the existing organizations have potentials for reactivation.
· Conduct organizational diagnosis to determine the current state of the organization.
· Develop appropriate intervention to strengthen the organization.
4. Management of the Organization
· Setting up systems, policies and procedures that will maintain order in the management of the organization.
· Development of short term and long term programs based on the set goals.
· Mobilize local resources that will support current programs and services.
· Establish control systems
D. CONSOLIDATION AND EXPANSION PHASE
· Committee Formation and Resource Mobilization
· Institutionalization of organizational mechanisms
· Education and Training
· Project Development
· Group Mobilization
· Networking and Advocacy
· Documentation, Monitoring and Evaluation
LEVELS OF ORGANIZATIONAL DEVELOPMENT
A. FORMATIVE LEVEL
B. REACTIVATION LEVEL
C.CONSOLIDATION LEVEL
· After some period of operations, an organization may need to synthesize gains by identifying its strengths and weaknesses. From these assessments, organizational strategies are improved.
INDICATORS OF CONSOLIDATED ORGANIZATION
Ψ Member participation
Ψ Leadership
Ψ Organizational Structure
Ψ Services and programs
Ψ Resources
Ψ External relations
Ψ Growth opportunities/Sustainability
STRATEGIES IN ORGANIZATIONAL CONSOLIDATION
1. Committee Work
· Task-oriented and program oriented
2. Institutionalizing Organizational Mechanisms
· Setting-up of organizational structures and mechanism to provide clear lines for decision-making and venues for wider participation.
· Regular conduct of meetings, consultations and summing-up sessions.
3. Education and Training
4. Project Development
5. Resource build-up
6. Group Mobilization
7. Networking
D. EXPANSION LEVEL
After strengthening organizational mechanisms, an organization may need to expand its scope and coverage to other communities or sectoral groupings.
This means that the organization can move to forming federations and alliances at all levels from local to national.
This can be done through:
MODELS OF COMMUNITY ORGANIZATION
5. COMMUNITY DEVELOPMENT
ό Is a process whereby the resources of the community and those of the government are gathered/merged together to be able to address certain community issue or respond to the needs of the people in the community.
Ex: Construction of roads, BHS, Water System and organization of Pos.
6. SOCIAL PLANNING
ό Is a process whereby the different sectors of the community will come together to determine what they want to intend or engage in the future and how it will get there. It is also a process of setting direction which serves as a guide for an organization to achieve its goal or objective through collaborative decision making and actions.
Ex: conduct of Barangay Development Plan through Participatory Resource Appraisal, Community investment Plan/Strategic Planning and Annual Investment Plan.
7. SOCIAL ACTION
ό Refers to an individual or group designed to influence policies and decisions to change current social situation/condition.
Ex:
a. Resolutions made by different sectors in Sulu calling for the immediate ceasefire and suspension of violence as a result of military operation.
b. Street parliament/demonstrations/noise barrage
At 4:30 PM- Mr. Alhajar Abdulgafor (Provincial Coordinator of Sulu) gave inputs on the Skills of Community Organizing particularly on Networking, resource mobilization and advocacy. Prior to his presentation, Mr. Nasser Jawali gave activity (a game-the boat is sinking) reflecting the process of Networking. He asked the participants that assuming they are on travel and suddenly, the boat they are boarding was about to sink. The captain now instruct the passengers to group themselves into small numbers since it is the easies way to move out of the ship and ride in a small life boat. The facilitator will repeat the process until majority of the participants will be eliminated from the circle and left only small number.
Learning Insghts:
· The activity motivates the organizer to link and network with other groups or organization so that he may able to develop his capacity and establish build alliance among other organizations by which he can obtain resources he can use in his community work.
INPUTS ON SKILLS OF COMMUNITY ORGANIZING
Networking
Creating awareness about specific issues and concerns
Building alliances towards attaining common goals
Sharing of resources and responsibilities
Networking as part of organizing work
ό Resource mobilization
ό Advocacy work
ό Support group formation
Network members for childrens concerns:
Children associations
Parents organizations
Sectoral community groups
Church-affiliated groups
Schools
Local Government units
Child-focused agencies
Business groups
Government agencies
Civic groups
Basic elements of network building;
Unified vision and goals
Sharing of information and resources
Regular interaction/communications
Partnership among equals
Member participation
Type of networks
Scope Networks are formed in response to specific issues, based on programs, by sector, or by geographical boundaries.
Goals Networks aim to attain either short-term (tactical) or long-term objectives (strategic).
Organizational
Mechanisms Relationship among member organizations may be structured (with defined functions) or semi-structured
(With very general terms of cooperation).
Formation Networks can be in varied forms:
Coalition, consortium, alliance
Key players in networking
Convenor Provides initiatives and core resources for core resources for forming the network.
Secretariat Provides technical support for coordination and management of network activities.
Members Participate in joint activities and in network building.
Relationship among member organizations
Can be symbolized by:
Spider web
The center provides the leadership
And coordination of the network
activities. Members are connected
by common goals and programs.
Rubic Cube
The member organizations are linked at the center by a common vision. However, roles and function ma y be rotated or changed according to specific programs or tasks.
Strategies and Methods
The priority needs and objectives for network building must be defined.
The scope of work must also be clarified.
A directory of possible member organizations must be made. An initial
clustering based on their programs and importance given to the
organization may also be done.
|
Agencies/Groups |
Programs and services |
Contact person address/contact numbers |
|
1. 2. 3. 4. 5. |
|
|
Initial contact can be initiated by the convenor with potential member
organizations through informal discussions with contact persons,
letters of inquiry or invitation, consultation or attendance in conference/meetings.
Preliminary linkages can be done through short term joint activities.
These also serve as venues for testing out possibilities in future
partnership.
Other programs or tasks may be pursued jointly by the cooperating organizations.
The terms for partnership can be made more structured and purposive.
For long-term engagements, joint planning is suggested t ensure more efficient and effective implementation; and purposes of resource sharing.
Organizational mechanisms for decision-making and delegation of function of functions can be formalized after a series of joint activities.
For more long-term planning and network building, joint assessments can help determine the strengths and weaknesses of the partnership.
RESOURCE MOBILIZATION
We need funds.
Where can get assistance?
How do we access resources?
Networking as a means for resource mobilization
Members of networks can assist in resource generation:
ό Services and programs
ό Facilities
ό Technical expertise
ό Financial/Material assistance
ό Referrals
Network membership can also contribute to an organizations track record.
This, in turn, can open opportunities for accessing resources from different
institutions, both local and international.
Importance of harnessing local resources
Peoples talent, creativity and commitment are the most significant resources for
community activity. It is empowering for local groups to be part of the
development process. It s also more sustainable to develop internal resources
rather than be dependent solely on outside resources
Different forms of resource mobilization.
ό Internally generated funds
ό Fund Raising Projects
ό Income generating activities
ό External sources
Managing organizational funds
The following actions can assist local groups in managing their funds better:
ό Training on financial management
ό Systematic documentation of financial matters
ό Clear cut processes and procedures for financial transactions
ό Assessment of where and how funds can be invested to generate additional income/interest
ό Budgeting based on needs and resources
ό Consultations and information dissemination regarding status of funds to members
ό Generate savings
ADVOCACY
Function of Advocacy
Ψ Issue awareness
Ψ Group involvement/action
Ψ Campaign towards change
Network building as part of advocacy efforts
There is strength in numbers. Thus, you can generate support to IDPs concerns and programs by involving more groups to undertake similar activities or joint programs.
Complementation of programs, services and resources among similar groups can
to more efficient and effective strategies for the benefit of the IDPs and families.
Elements of advocacy work
1. issue analysis
Updated information must be the basis for defining the key issues for advocacy work. The analysis of such issues must be shared among pf the key players and their support groups.
2. Clarity of demands/[position
Based on the issue analysis, bot6h short-term and long-term objectives of the advocacy efforts need to be clarified. These become the basis for setting targets such as changes in policies, legislation, programs or strategies.
3. Advocacy plan
In group of activity, members must be consulted and/or involved in planning. The plan specifies the objectives, sequence of activities, tasking timeframe and resources needed for specific advocacy efforts.
4. Participation of the key players
Actual participation of the IDPs, POs and BLGU can effectively draw more attention to the advocacy messages. A first person account tends to be more powerful than other approaches.
5. Support group formation
Support can be generated from other community groups, sectoral formations, other groups and agencies, and local officials.
6. Appropriate strategies and tactics
The choice of strategies and tactics must consider the following:
Objectives, experiences of the key players, target audience, timeframe and available resources.
Variety in advocacy methods
IEC materials Print, broadcast, video/movie
Cultural activities Theater, concert, art exhibit, poetry reading,
drawing, mural
Mass campaigns Petition, resolution, signature campaign,
rally, delegation, march
Structured sessions Training, forum, press conference,
Roundtable decisions, kapihan
Popular appeal methods Poster/ slogan contests, advertisements
Endorsement from personalities
Field visits Study tour, Bisita IDPs
Non-conventional forms Fashion show, text campaign, e-mail groups,
armbands, pins, shirts
Target audience for advocacy work
Children and childrens association
Parents and other local groups
Sectoral organizations
Local government officials
Schools, religious groups
Local, National, International agencies
Strategies for generating wider support
ό Clarity of advocacy messages
Core messages must be properly selected. There should be a balance rational and emotional appeal. Cultural sensitivity can enhance its effectiveness.
ό Personal approach
One-on-one interaction in dialogue with key persons or officials provide personal touch to complement mass appeal of other advocacy forms.
ό Popularize demands/ position
Dissemination of clear and simple demands using popular language and symbols can help generate increased awareness and acceptance.
ό Formal letters/ endorsements
Written documents such as letters and endorsements present specific positions in a formal way which can have more appeal to institutions and professional groups.
ό Mass education public/ support
IEC materials, mass campaign and popular media forms are important in educating the public and help form public opinion on key issues and concerns.
ό Policy/ legislative advocacy
Lobbying for passage of specific laws and ordinances is a significant component for institutionalizing particular programs and strategies.
5:30PM- INPUT ON FACILITATION BY MS. KALMA ISNAIN
DEFINITION OF TERMS
FACILITATION means
Making things easy, knowing where the ideas is going and making the situation
easier so others maybe able to participate.
FACILITATOR
Refer to a person who is responsible for structuring teams, groups or task
forces, and their activities so as to allow for their success in attaining
organizational goals and objectives.
TASK AND MAINTENANCE FUNCTION OF FACILITATOR
POSITIVE TRAITS OF A GOOD FACILITATOR
F-Friendly
A-Articulate
C-Consensus Building
I-Integration
L-Leveling-off
I-Information sharing
T-Teacher-Learner Relationship
A-Activity-focused Learning
T-Time Conscious
O-Organizational Skills
R-Rapport Building
COMMON ACTIVITIES REQUIRES FACILITATION SKILLS OF A DEVELOPMENT WORKER/ORGANIZER
SOME HELPFUL TIPS IN FACILITATING ACTIVITIES
Handling Question from Group Members
Acknowledge Questions Cordially
Throw back the question to the group to elicit opinions
If you need to answer the question, be brief
Re-phrase the question if necessary
Relate the question to the task at hand
Handling Domineering Participants
Reiterate the need to get opinions of different group members
Do not embarrass the participant. You can say Let us hear what the others say and then we back to you
Talk to the person during breaks. Ask him/her to encourage others to speak
Do not loose your temper
Handling Quiet/Shy Participants
Make eye contact with the person when asking questions
Involve them in small group activities and give specific/simple tasks
Whenever they participate, recognize their efforts
Do not force them to participate in big groups
Ask for feedback from them during breaks
Keeping Discussions Focused
Clarify objectives and timeframe at the start
Summarize main discussion points at different periods during the discussion
If off-track comments are expressed, you can say that is good point, but let us go back to the agenda
Refer to the discussion guide to remind the group the other parts of the agenda
Look at your watch
Making a Synthesis of the Group Discussions
Write summary points in the board. Use other visuals if needed
Acknowledge ideas contributed by group members
Refer to the guide questions in making summary points
Link the discussion points to the main topics of the session
Contribute your own ideas if there are gaps in the discussion results
EXERCISE
GROUP 1
A group of Couples attending family planning sponsored by a certain NGO.
During session time, 2 fathers are discussing the negative effects of using pills
which seems to dominate the entire discussion. As facilitator how would you
handle the situation?
GROUP 2
A group of mothers attending responsible parenthood seminar sponsored by
DSWD. During seminar proper, there is one participant who is very shy, passive
and seems to isolate herself from the rest of the group. As facilitator, how would
you handle the situation?
GROUP 3
A group of IDPs families affected by armed conflict are currently undergoing
stress debriefing session facilitated by MIRD. As facilitator, how would you
handle such group to be able to unload their trauma and fear resulted from tragic
experience they encountered from the ongoing military operation in Sulu?
6:00-700PM BREAK
7:00-8:00PM-DINNER
8:00-9:00 PM- INPUTS ON FINANCIAL GUIDELINES BY: FLORINDA JIKIRI
FINANCIAL GUIDELINES
GUIDELINE FOR STAFF TRAVEL
Request for Travel and Cash
Advance:
Initiation this involves the preparation of the Travel
Authorization and Request for Cash Advance Form (TARCA)
Authorization The prepared/submitted TARCA of an individual
staff shall be checked and reviewed by the finance officer. The finance
officer will recommend the reviewed TARCA for approval to the project manager.
Payment:
Cash Advance payment shall be made for an individual staff
based on the
authorized itinerary and approved cash advance.
Reimbursement is paid to an individual staff either traveled
without cash
advance or in excess of his/her cash advance but provided that
expensesis
allowable or within the set limit of the financial guidelines.
Release of payment is based on the approved liquidation report which is
reviewed by the finance
officer and duly approved by the project manager.
Liquidation This involves the preparation & submission of the liquidation
report based
on the MIRD prescribed form, supporting documents to be attached to
the Liquidation Report are:
Supporting documents for liquidation report are:
AUTHORIZED ALLOWANCE AND TRAVEL EXPENSE
Staff on official travel is
entitled to avail the daily subsistence allowance (DSA) depending on
the distance and venue of the activity to which category does it fall.
1. Rationale:
In support of the Governments objectives of transforming settlement areas into vibrant communities, the project intends to directly implement portion of the project component of the GOP-UNDP Programme on IDPs to ensure the provision of a comprehensive rehabilitation package for the internally displaced persons in the three ARMM Island provinces while capacitating them to promote the culture of peace in the area and strengthening the different support mechanism and institutions.
In line with the implementation of the GOP-UNDP IDPs Project, the MIRD is now undergoing the collaboration process. Basically it involves close coordination and complementation of the Sulu Area Coordinating Center through the Provincial Government. At these early stages it is highly expected the field implementers will be capacitated by getting know the Project and its Processes. Thus, prior to their proper deployment they must be oriented on all about IDP Project, necessarily to level-off on the understanding of their roles and responsibilities, and be equipped on all other relevant matters pertaining to program thrust and direction.
To put them on the right track, it is also important to consider a good and effective planning process. This will help them facilitate maintain teamwork with the project staff.
2. Objectives:
At the end of two and a half days the Provincial, Municipal Coordinator and Barangay Facilitator will be able to acquire the necessary knowledge, skills and appropriate attitude towards work, to be able to effectively and efficiently meet the MIRD, UNDP-IDP Program expectations.
Specifically, the PC, MC and BF will be able to:
· Enhance their information and understanding of the UNDP IDP Project
· demonstrate basic skills in Community Organizing;
· demonstrate presentation and facilitation skills;
· Share personal values about work relationship with peers and client communities and how these values relate to project values;
· demonstrate basic skills in planning, implementing, monitoring and evaluating projects;
· Identify partner agencies government ARMM Local agencies, local government units, non government agencies, non government organization, private sector, civil society and academe which can provide the required assistance for the project implementation
· Simulate a community planning exercise;
3. Methodologies:
The two and half-day orientation training-workshop exploring variety of learning modes that will ensure the building of knowledge, attitude and skills of the participants. Among of the methods to be used are lecturing with open discussion, role play, structured learning exercises, community exposure as part of the learning method on community profiling topic, and workshop.
PROGRAMME OF ACTIVITIES
|
Time /Date
|
Activity |
Person Responsible |
|
Day 1 Feb. 24, 2005
5:00 PM 6:30-7:30 Evening |
Arrival/Billeting/Registration Supper/Prayer |
Secretariat
|
|
7:30 9:30 Evening |
Opening Program
|
Rene Jamih Facilitator of the Day
Participant
Rene Jamih M&E Officer
Ayrin Sala-Sales
Al Hassan Consultant
Rene Jamih M&E Officer |
|
Day 2 Feb. 25, 2005
8:30 10:30 a.m. |
Orientation on UNDP-IDP Project |
Mr. Al Hassan Consultant |
|
10:30 12:30 noon |
Input on Basic CO-CD
|
Nasser Jawali CDS |
|
12:30 1:30 a.m. |
Lunch Break/Prayer |
|
|
1:30 4:30 p.m. |
Input on CO-CD and Exercises |
Nasser Jawali CDS |
|
4:30 5:30 p.m. |
Input on Value Formation |
Alhajal Abdulgafor Provincial Coordinator |
|
5:30 6:30 |
Input on Facilitation Skills
|
Kalma J. Isnain Consultant |
|
6:30 7:00 p.m. |
Dinner/Prayer |
|
|
7:30- 9:30 p.m. |
Input on Project Guidelines: Administrative, Financial & Procurement
Role & Responsibilities of Field Implementers |
Florinda Jikiri Fin. Officer Kalma Isnain- Consultant
Ayrin S. Sales Consultant |
|
Time /Date
|
Activity |
Person Responsible |
|
Day 3 Feb. 26, 2005
8:00-8:30 a.m. |
Recap of Day 1 |
Elna Kaluang Facilitator of the day
Participant |
|
8:30 9:30 a.m. |
Input on PIME |
Al Hassan Consultant |
|
9:30 10:30 a.m. |
Input on Basic Governance |
Kalma J. Isnain Consultant |
|
10:30 12:30 noon |
Input on: Preparation of Activity Report, Training Design and Simple Project Proposal |
Ayrin Sala Sales Consultant |
|
12:30 1:30 a.m. |
Lunch Break/Prayer |
|
|
1:30 2:30 p.m. |
Action Planning
Re: Presentation of Project Components and Targets |
Kalma J. Isnain Consultant |
|
2:30 5:30 p.m. |
Planning workshop |
|
|
5:30 6:30 p.m. |
Presentation of Doable Action Plan |
Participants
Ayrin, Kalma, Al, Nasser Panel
|
|
6:30-7:30 pm |
Dinner/Prayer |
|
|
7:30-8:30 pm |
Closing Program |
Elna Kaluang, Alhajar Abdulgafor & Rene Jamih |