Session on Organizational Development for the MPA TWG and MC

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

2. 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

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

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

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

6. Session flow

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

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

9. Impact Outputs Outcomes Inputs Activities Implementation Results Logic models More control Less controlrol 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) Products and services produced Changes in Knowledge, skills and attitudes Resources used to implement activities Tasks undertaken to achieve outputs

10. 3. Ecogov/CCEF management Effectiveness Rating Tool – overall framework Year 7 RESULTS/ IMPACT Year 5 Min 66 pts. Min 50 pts. Year 3 Level 5 Institutionalized INPUT/ OUTPUT Year 1 Level 4 Sustained Min 38 pts. Min 24 pts. Level 3 Enforced Level 2 Established 6 months • 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 • 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 Min 8 pts. • 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 Level 1 Initiated • Thresholds • MPA concept explained and accepted • Site selected with community acceptance

11. Part 1: TOC and OD Focus of Barrier Removal

12. Part 1: OD strategies • Public organizations • Uses public funds, mainly people’s taxes • Private organizations • Uses private funds and donations

13. MPA management body basic structure Management (enforcing the will of the people) Governance (will of the people) MPA Management Body • 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 Structure should be in line with overall governance structure in the municipality

14. SOCIO-POLITICAL CONTEXT

15. Part 1: OD strategies • I strategies • Focused on individual behavior to change organizational practices • E strategies • Focused on the environment to change organizational practices

16. Part 1: Focus on organizations

17. Part 1: Routine organizational practices

18. 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?

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

20. Part 2: Boundary partners Objectives • To come to a shared understanding of the term ‘boundary partner’ and its importance in organizational development • 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)

21. 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. 

22. Part 2: CFs’ locus of influence CFs Provincial Government National line agency 2 1 MPA management body Mun legislative council Policy making unit MLGU departments Implementing unit at MLGU level 6 NGO 3 • Implementing unit at • local level • Enforcement/maintenance • Public education • Resource assessment and monitoring BLGU POs Other sectors

23. 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.

24. Part 2: Boundary partners Individual exercise • Review your BROPs. • 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 • Quickly share the results in plenary.

25. Part 2: Boundary partners Template

26. MPA management body map Provincial Government National line agency Mun legislative council MLGU departments BLGU POs Other sectors

27. Part 3: OD Challenges Objectives • To come to a shared understanding of the term ‘OD challenges’ and its importance in organizational development • 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)

28. 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.

29. Part 3: Routine MPA management functions

30. Part 3: OD Challenges template

31. Part 4: OD strategy map Objectives • To come to a shared understanding of the different strategies in organizational development • 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)

32. Part 4: Strategy map (from outcome mapping)

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

34. Part 4: Strategy map

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