1. PAHRODF WDO and REAP Milalin S Javellana
Facility Director, Philippines-Australia Human Resource and Organisational Development Facility

2. PAHRODF Goal & Purpose
To enhance the effectiveness of selected programs and reform agenda under the Australia-Philippines Development Assistance Strategy (DAS)
To develop or strengthen HRD, HRM, planning, management, administration competencies and organisational capacities of targeted individuals, organisations and groups of organisations and support system for service delivery;
To enable targeted individuals and organisations make better use of HRD,HRM, planning, management and support systems for service delivery competencies and organisational capacities
To enable individuals and organisations to build and maintain relationships, share and build on enhanced competencies, and lessons learnt from research and knowledge synthesis initiatives

3. CAPACITY AREAS
Institution
HRMD
Planning
Administrative
Management

4. PAHRODF
Work Place
Development
Objectives (WDO) – the basis for the REAP

5. To begin with the end in mind means to start with a clear understanding of your destination.
Dr. Stephen R. Covey

6. Workplace Development Objectives
Development Impact
What benefit/s to clients do we expect to see with improved organisation outcome?
Organisation Outcome
What improvement in organisation’s processes, systems, policies, structures, and mechanisms do we expect to see with improved individual competencies?
Competency
What will the individuals be able to do well as a result of the training?
What output/s will they need to complete as a demonstration of their new learning?

7. INSTITUTIONAL OUTCOMES
WDO consist of:
TASK
TASK – what the learner is expected to do and/or produce to be considered competent
CONDITIONS – what authority, support, materials are needed for the learner to produce the outputs and be considered competent
STANDARDS – how well must it be performed in terms of timeliness, quality and quantity
ORGANISATION OUTCOME/S – what DAS related improvements in the policies, systems, structure and processes from the learner’s application of competency
DEVELOPMENT IMPACT – what long-term objectives of improving the clients’ lives and socio-economic well- being resulting from the organisation’s improved service delivery and reform agenda
CONDITION
STANDARDS
INSTITUTIONAL OUTCOMES
First click lahat, 2nd click despcript task, then decropt donctiion
DEVELOPMENTAL IMPACT

8. Sample Workplace Development Objective
24-28
40 – 42

9. Field of Study – Financial Management (Internal Control)
TASK - Competency
Develop improved policies and plans on petty cash advances
Develop risk assessment on petty cash advances
Develop management controls to ensure compliance with government regulations

10. TASK - Outputs Training modules on risk assessment and management
Field of Study – Financial Management (Internal Control)
TASK - Outputs
Training modules on risk assessment and management
Internal policy on petty cash advances
Financial Risk Assessment Tool on petty cash advances

11. CONDITION Visible support of top management
Field of Study – Financial Management (Internal Control)
CONDITION
Visible support of top management
Proactive involvement of the management division chief and staff
Authority to recommend policy and implement the risk assessment tool on petty cash advances

12. STANDARD Risk Assessment tool in compliance with government policies
Field of Study –Financial Management (Internal Control)
STANDARD
Risk Assessment tool in compliance with government policies
New or enhanced Policy on Petty Cash Advances developed based on comprehensive assessment of current practices

13. Organisational Outcome
Field of Study – Financial Management (Internal Control)
Organisational Outcome
Improved business process on petty cash advances that removes financial risk and ensures transparency
Standardisation of the petty cash advances practice at all levels of DepED

14. Development Impact
Improved quality of basic education services through effective and timely delivery of funds to schools.

15. “It is only in doing, the applying, that knowledge and understanding are internalized.”
Stephen Covey

16. Re-entry Action Plan

17. Conditions for transfer of learning
For scholars to generate institutional outcomes that will contribute to DAS related programs, 3 conditions must be met:
They must see the value in applying what they have learned
They must know how
They must be given the opportunity to do so

18. Re-entry Action Plan Objective

19. Re-entry Action Planning (REAP)
Developed with the help of supervisor in the institution
Implementation commences after the completion of the scholarship
Gives concrete steps that scholar will take to adopt, institutionalize and mainstream the REAP outputs
Translates individual learning to contribute to enhancing organisational outcomes

20. Re-entry Action Plan
It should be complementary with other Re-entry Action Plans within the Change Agenda (both with other STT and other LTT)
It should be done in consultation with Supervisor and Mentor
It should be approved by Supervisor and/or Management
It’s budget should be included in the institution’s annual budget
Its implementation will be monitored every 6 months

21. First Step
Discuss the workplace development objectives with your supervisor (should have same WDO with STT)
Then, develop your re-entry action plan objective
These are two distinct but connected objectives

22. Re-entry Action Plan Objective
Specific – spell out what you intend to do
Achievable – successful people set goals just out of reach, but not out of sight. Objectives should be motivating, not intimidating

23. Re-entry Action Plan Objective
Measurable – Objectives have value only if they help you improve yourself, develop your potential, and contribute to the achievement of the organization’s change agenda
Time-Sensitive – It is called a “dream with a deadline”

24. Re-entry Action Plan Objective
One Plan Objective only
Link – must be linked to the WDO to produce the expected organizational outcome/s
Written – an objective properly set is half- way reached.
Personal – must be within your power to achieve or accomplish personally. Common mistake is to identify something outside your control as an objective

25. REAP Plan Objective Which is better?
Outputs: Family-based resource guidebook on how to establish and Sustain Business growth for MSEs in the Philippine setting
Family based entrepreneurship training modules for MSEs
Revised operating system for DCCCII SMERN Training and Consultancy (related to Institutional outcome)
Competency: Develop and conduct Family-based entrepreneurship training modules or course existing micro- small entrepreneurs.
REAP Plan Objective
By the end of 2009, the training module on “How to Build and Sustain Business for MSMEs” with its accompanying Guidebook has been developed and conducted for the 20 micro or small entrepreneurs of Davao City.
By the end of 2009, 20 micro or small entrepreneurs have developed business plans for their respective enterprises that are accepted by members of their family and/or board.
Which is better?

26. Outputs: Family-based resource guidebook on how to establish and Sustain Business growth for MSEs in the Philippine setting
Family based entrepreneurship training modules for MSEs
Revised operating system for DCCCII SMERN Training and Consultancy (related to Institutional outcome)
Competency: Develop and conduct Family-based entrepreneurship training modules or course existing micro- small entrepreneurs.
REAP Plan Objective
By end of 2009, 20 micro and small entrepreneurs have used
the training and consultancy
services of DCCCII-SMERN
to improve their enterprises
By end of 2009, the SMERN members are using the updated and approved
Training and consultancy services
Which is better?

27. REAP Action Steps
Must ensure that activities are planned to facilitate the institutionalization of the sustainability attributes
Train others
Establish or enhance existing procedures and processes with clear accountabilities
Complement existing mechanisms or systems
Get budget
Get management support and approval
Communicate the plan

28. REAP Success Indicators
Indicators that tell you that you have achieved your REAP objective
Indicators that tell you that you have contributed to enhancing your ntribution to DAS related programs
Indicators that tell you that you are now competent (unconscious competency)

29. To know and not to do, is really not to know.
To learn and not to do is not to learn.
In other words, to understand something but not apply it is really not to understand it.
It is only in the doing, the applying, that knowledge and understanding are internalized.
--Stephen Covey

30. Thank You