Session on Organizational Development for the MPA TWG and MC Panglao, Bohol 9 to 12 am, June 24, 2011

Session assumptions  The composition and functions of the MPA management bodies have been clarified  MPA management effectiveness rating have been determined  CFs have formulated their BROPs on how to get their management bodies to level 3 in the management effectiveness rating  The BROP forms part of a wider Pride Campaign workplan of each CF  There is already a progress monitoring system on the Pride Campaign workplan between the CF and their PPM  The session therefore should focus on reviewing the BROPs and enhancing these

Session requirements  CFs bring with them their laptops  CFS bring with them their BROPs  PPMs will have to work with CFs during the session

Session learning objectives By the end of the session, participants would be able to: 1.Understand the link between ‘theory of change’ and ‘organizational development’ (OD) in the overall context of capacity development; 2.Know the range of practical OD approaches that may be appropriate for MPA management; 3.Review their MPA OD plans, identify OD challenges in implementing the plan and start to think about how to address these within the next 12 months. 4

Expected outputs 1.Shared understand of the link between ‘theory of change’ and ‘organizational development’ (OD) in the overall context of capacity development; 2.Sharing of practical tips on OD approaches that may be appropriate for MPA management; 3.Reviewed MPA OD plans and outcome challenges identified in implementing the plan 4.Different conceptual angles on how to appreciate BROP work plans specifically on how to address the OD challenges to increase probability of success. 5

Session flow TimeDescription 900 to 940Part 1: Session Introduction 940 to 1015Part 2: Identifying our ‘boundary partners’ 1015 to 1030Break 1030 to 1115Part 3: Reviewing MPA OD Plans and identifying implementation challenges 1115 to 1200Part 4: Sharing of ideas on how to address the challenges

Part 1: Introduction Objectives 1.To demonstrate the link between ‘theory of change’ and ‘organizational development’ 2.To discuss OD approaches that are relevant to MPA management Process  Presentation (30 minutes)  Open forum (10 minutes)

Theory of Change K Knowledge A Attitude IC Interpersonal Communication BR Barrier Removal BC Behavior Change TR Threat Reduction CR Conservation Result

Logic models Inputs Activities Outputs Outcomes Impact ImplementationResults Resources used to implement activities Tasks undertaken to achieve outputs Products and services produced Changes in Knowledge, skills and attitudes Intermediat ef- fects of outputs on clients Changes in behaviour of individuals and practices of organisations Long-term widespread improveme- ments in society Changes in lives (envi- ronment) More control Less controlrol

3. Ecogov/CCEF management Effectiveness Rating Tool – overall framework Thresholds  MPA concept explained and accepted  Site selected with community acceptance Thresholds  Ordinance passed and approved by the Municipal Council  Management plan legitimized by the LGU.  Management body formed and functional  Budget for year 1 allocated  Enforcement activities initiated Thresholds  Collaborative patrolling and surveillance in place  Education program sustained public awareness and compliance  Fishing effectively stopped inside sanctuary zone  Illegal and destructive fishing reduced outside MPA Thresholds  Enforcement system is fully operational  Performance of management body regularly monitored and evaluated with stakeholder participation  Illegal and destructive fishing activities stopped inside and within MPA Thresholds  MPA manage- ment plan and budgetary requirements incorporated in the LGU devt plan s  Performance M and E linked to incentive system  IEC program on MPA sustained  MPA empha- sizes public education, residents advocate for MPA Level 1 Initiated Level 2 Established Level 3 Enforced Level 4 Sustained Level 5 Institutionalized Min 8 pts. 6 months Min 24 pts. Year 1 Min 38 pts. Year 3 Min 50 pts. Year 5 Min 66 pts. Year 7 INPUT/ OUTPUT RESULTS/ IMPACT

Part 1: TOC and OD LevelDomain of changeExamples Individuals  Knowledge  Skills  Attitude  Demonstrated in behavior  Conservation science  Skills in resource monitoring  Seabank mentality  Not fishing inside sanctuary Organization  Practices or group behavior  Regular annual planning  Regular carrying out of enforcement activities  Regular biophysical monitoring  Regular individual and organizational performance review  Regular documentation  Regular preparation of financial reports Society  Culture  Institutions  Conservation culture  Democratic way of selecting leaders  MPA management becoming part of regular LGU structure and systems Focus of Barrier Removal

Part 1: OD strategies LevelDomain of changeExamples Individuals  Knowledge  Skills  Attitude  Demonstrated in behavior  Conservation science  Skills in resource monitoring  Seabank mentality  Not fishing inside sanctuary Organization  Practices or group behavior  Regular annual planning  Regular carrying out of enforcement activities  Regular biophysical monitoring  Regular individual and organizational performance review  Regular documentation  Regular preparation of financial reports Society  Culture  Institutions  Conservation culture  Democratic way of selecting leaders  MPA management becoming part of regular LGU structure and systems Public organizations  Uses public funds, mainly people’s taxes Private organizations  Uses private funds and donations

MPA management body basic structure Policy-making unit Technical Working Group Basic functions  Policy making  Formulation of plans  Resource generation  Networking Multi-sectoral, meets quarterly Implementing unit Management Committee Basic functions  Enforcement  Biophysical monitoring  Surveillance  Public education Based on organic structures in LGU but encourages participation of de facto groups MPA Management Body Structure should be in line with overall governance structure in the municipality Governance (will of the people) Management (enforcing the will of the people)

SOCIO-POLITICAL CONTEXT Patrimonial-informalRational-legal Some features:  Very personalistic  Relationships are more important than achieving objectives  Contracts are always subject to discussion  Hierarchical  Unpredictable Some features:  Impersonal  Rules define everything  Contracts are binding as a rule  Democratic  High level of predictability

Part 1: OD strategies LevelDomain of changeExamples Individuals  Knowledge  Skills  Attitude  Demonstrated in behavior  Conservation science  Skills in resource monitoring  Seabank mentality  Not fishing inside sanctuary Organization  Practices or group behavior  Regular annual planning  Regular carrying out of enforcement activities  Regular biophysical monitoring  Regular individual and organizational performance review  Regular documentation  Regular preparation of financial reports Society  Culture  Institutions  Conservation culture  Democratic way of selecting leaders  MPA management as regular part of LGU structure and systems I strategies  Focused on individual behavior to change organizational practices E strategies  Focused on the environment to change organizational practices

Part 1: Focus on organizations LevelDomain of change Practices (routine)Skills Organiz ation  Organizati onal practices or group behavior  Annual operational planning  Regular documentation and filing of documents  Regular conduct of enforcement activities  Regular conduct of biophysical monitoring activities  Regular conduct of education activities  Regular maintenance of equipment  Financial management skills  Built-in revenue generation scheme  Built-in performance management (org and ind) system Technical  Enforcement skills  Resource assessment skills  Financial management skills  Documentation skills  File management skills Management skills  Meeting facilitation skills  Planning skills  Supervision skills  Performance management skills  Leadership skills  Conflict management skills  Decision-making skills

Part 1: Routine organizational practices LevelDomain of change Practices (routine) - monthlySkills Organiz ation  Practices or group behavior  Annual operational planning  Regular documentation and filing of documents  Regular conduct of enforcement activities  Regular conduct of biophysical monitoring activities  Regular conduct of education activities  Regular maintenance of equipment  Expenditure monitoring and preparation of financial reports  Built-in revenue generation scheme  Built-in performance management (org and ind) system Technical  Enforcement skills  Resource assessment skills  Financial management skills  Documentation skills  File management skills Management skills  Meeting facilitation skills  Planning skills  Supervision skills  Performance management skills  Leadership skills  Conflict management skills  Decision-making skills

Part 1: MPA TWG and MC OD Framework Now Level 1 and 2 July 2012 Level 3 at least ? BROP Management focus areas  Management plan  Management body  Legal instrument  Community participation  Financing  IEC  Enforcement  Monitoring and evaluation  Maintenance of infra and site development Key Questions:  Who are our partners (individuals) in achieving a level 3 MPA management effectiveness rating?  What are the key challenges in BROP implementation?  How do we address these challenges to ensure we get to level 3?  How do we help ensure that the improvement in organizational practices are sustainable?

Part 1: How do we ensure that our BROPs get our MPA management bodies to level 3 by July 2012? Stage 1: Review intentional design Step 1: Review Vision/Mission of TWG/MCs and BROPs formulated (desired outcome) Step 2: Identify the groups and individuals we work with Step 3: Identify the challenges Step 4: Formulate realistic strategies to address these challenges Stage 2: Monitor outcome and performance Step 5: Develop milestones in the BROP until July 2012 and incorporate in overall M&E plan Step 6: Monitor progress made on BROP (monthly?) Step 7: Address gaps in performance Stage 3: Evaluate overall implementation and plan for the future Step 8: Conduct MPA management rating scoring Step 9: Conduct action planning based on results of Step 8 to improve future performance

Part 2: Boundary partners Objectives 1.To come to a shared understanding of the term ‘boundary partner’ and its importance in organizational development 2.To identify each CF’s boundary partners for the next 12 months Process  Session introduction (10 minutes)  Individual exercise (15 minutes)  Plenary discussion (15 minutes)

Part 2: Boundary partners Boundary partners are those individuals, groups, and organizations with whom the CFs interact directly and with whom the CFs anticipate opportunities for influencing changes in behavior to effect positive changes in organizational practices within the MPA management body.

Part 2: CFs’ locus of influence Mun legislative council Provincial GovernmentNational line agency NGO MLGU departments BLGUPOs Other sectors Policy making unit Implementing unit at MLGU level Implementing unit at local level  Enforcement/maintenance  Public education  Resource assessment and monitoring MPA management body CFs

Part 2: Boundary partners Outcomes describe the behavior, relationships, activities, or actions of an individual, group, or organization that will change if MPA management is extremely successful. Outcomes are phrased in a way that emphasizes behavioral change. They should be idealistic but realistic.

Part 2: Boundary partners Individual exercise 1.Review your BROPs. 2.Identify the groups and individuals you will work with in the next 12 months to achieve a level 3 MPA management effectiveness rating. Place these in the MPA Management body map 3.Quickly share the results in plenary.

Part 2: Boundary partners Template Identify routine MPA management activities from your BROP (see examples below) Group and individuals I will work with in the next 12 mos. Preparation of annual operational plans and budget (for inclusion in the AIP) Conduct of regular meetings at the city/ municipal level Conduct of regular meetings at barangay level Documentation and filing of minutes of meetings Conduct of regular patrolling and ensuring logbooks are kept Conduct of regular public education activities Conduct of regular biophysical resource assessment Regular MPA management expenditure monitoring

MPA management body map Mun legislative council MLGU departments BLGUPOs Other sectors Provincial GovernmentNational line agency

Part 3: OD Challenges Objectives 1.To come to a shared understanding of the term ‘OD challenges’ and its importance in organizational development 2.To identify the OD challenges for each identified boundary partner of the CFs. Process  Session introduction (10 minutes)  Individual exercise (20 minutes)  Plenary discussion (15 minutes)

Part 3: OD Challenges An OD challenge refers to the lack of knowledge, and skills, attitude and behavior of individuals and the enabling environment (policies, resources, quality of leadership, organizational processes) that prevent these individuals from giving their best performance in terms of carrying out routine MPA management functions.

Part 3: Routine MPA management functions LevelDomain of change Practices (routine) - monthlySkills Organiz ation  Practices or group behavior  Annual operational planning  Regular documentation and filing of documents  Regular conduct of enforcement activities  Regular conduct of biophysical monitoring activities  Regular conduct of education activities  Regular maintenance of equipment  Expenditure monitoring and preparation of financial reports  Built-in revenue generation scheme  Built-in performance management (org and ind) system Technical  Enforcement skills  Resource assessment skills  Financial management skills  Documentation skills  File management skills Management skills  Meeting facilitation skills  Planning skills  Supervision skills  Performance management skills  Leadership skills  Conflict management skills  Decision-making skills

Part 3: OD Challenges template MPA routine MPA management functions (desired outcomes in terms of organizational practices) Group and individuals I will work with in the next 12 mos. OD Challenges (individual) OD challenges (environment) Preparation of annual operational plans and budget (for inclusion in the AIP) Conduct of regular meetings at the city/ municipal level Conduct of regular meetings at barangay level Documentation and filing of minutes of meetings Conduct of regular patrolling and ensuring logbooks are kept and used during regular meetings Conduct of regular public education activities Conduct of regular biophysical resource assessment Regular MPA management expenditure monitoring

Part 4: OD strategy map Objectives 1.To come to a shared understanding of the different strategies in organizational development 2.To identify OD strategies that the CFs can realistically implement within a 12-month period that they can incorporate in their Pride campaign workplans. Process  Session introduction (10 minutes)  Individual exercise (20 minutes)  Plenary discussion (15 minutes)

Part 4: Strategy map (from outcome mapping) StrategyCausalPersuasiveSupportive Aimed at individual or group (I strategy)  Cause a direct effect  Produce an output Eg. Obtain research, prepare a report  Arouse new thinking  Always expert- driven  Single-purpose Eg. Knowledge and skills enhancement, training  Build a support network  Mentoring/coachin g Eg. Provision of regular guidance and input Aimed at individual or group’s environment (E strategy)  Change of physical or policy environment  Incentives, rules, guidelines Eg. Policy change, TOR  Creating a persuasive environment  Change/alter message system  Disseminate info to broader audience Eg. Radio and TV publications, workshops  Learning and action network  Cohorts working together Eg. Research network, MSN

Part 4: Strategy map 1.Review OD challenges identified 2.Review BROP developed 3.Formulate practical OD strategies (those that can be implemented within 12 months) for the OD challenges that has not been addressed by BROP yet 4.Possibly enrich Pride work plan by placing activities under a framework of strategies.

Part 4: Strategy map OD challenges (type)Practical OD strategies that can be implemented within 12 mos (consult BROP)

Summary Have we achieved the following? 1.Shared understand of the link between ‘theory of change’ and ‘organizational development’ (OD) in the overall context of capacity development; 2.Sharing of practical tips on OD approaches that may be appropriate for MPA management; 3.Reviewed MPA OD plans and outcome challenges identified in implementing the plan 4.Different conceptual angles on how to appreciate Pride campaign BROP work plans specifically on how to address OD challenges to increase probability of success. 35